Succession Planning For The Public Sector

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Succession Planning for thePublic SectorEverything you wanted to know about developing a successionplan, but were afraid to ask E.C. Ricketts, Ph.D., SPHR, SHRM-SCP – TBI Human Resources Director

Case Study Scenario

What IS Succession Planning?“ the means by which an organization prepares for and replaces managers, executives andother key employees who leave their positions, and is critically important to the organization’scontinued and future success.” Gilmore“ an ongoing process of identifying, assessing and developing talent to ensure leadership,management and supervisory continuity throughout an organization and, moreover, tosustain its performance.” Ibarra“A systematic approach to ensuring leadership continuity within an organization by recruitingand/or encouraging individual employee growth and development.” Haroski

Succession Plan

Common characteristics of effectivesuccession plans

Step 1: Establish present and futureleadership roles and objectivesWhat will the business look like in the next 1 – 5 years?Are any new positions needed? Will there by any restructuring of the organization? Will there by any mandated leadership turnover? What is the expected legal climate and how might it impactthe business?

Step 2: Determine Key Positions Determine alignment with the business objectivesIdentify positions critical to the mission and accomplishmentof organization objectivesWhich positions need to be part of the succession plan?Plan for future roles, not just existing rolesDetermine “bench strength”Who is a retention risk?Who has leadership potential?Who are your critical employees?

Step 3: Assess for Competency GapAnalysis What are the skills, education and experiences needed toqualify for each key position? KSAs? What behavioral competencies will be required for eachposition, current and future? Determine if any KSA gaps exist.

Step 4: Identify High-Potentials Structure around the competencies defining theorganization’s definition of leadershipFor each person on the radar, what are the primarydevelopment needs in order to be ready for the next level?Conduct Gap Analysis –what skills are needed vs. what skillsare existing in your talent pool?Assess everyone in your organization for potentialWho is ready for promotional opportunities within 36 months?72 months?

9-Box Performance-Potential Matrix1CLEADERSHIP igh LeadershipPotentialHigh LeadershipPotentialHigh teLeadershipPotential(new ngPerformance - technical skills,abilities, and subject matterknowledge in job related field;ability to develop and maintainworking relationships whichincorporate agency values.Potential - the ability orcapacity for growth anddevelopment into a leadershiprole.Leader - one who guides,directs, influences, and showsthe way to others.Participant Guide Page 14

Step 5: Strategically CreateDevelopment Plans Create a targeted Career Path to get employees “position ready”Development Toolbox to provide Job Enrichment: ‒Special Projects or Programs‒Committee or Task Force Assignments‒Job rotation‒Working with Mentor or Job Coach‒360 Feedback‒Seminars, Conferences, Continuing Education‒Cross Training‒Exposure –internal and external‒Knowledge management

Step 6: Measure Results, Assess,Adjust Assess relationship between the succession plan and criticalbusiness objectives – high-potential retention and ready-nowreplacements Continually monitor skills to determine gaps

Pitfalls to AvoidNot integrating thesuccession plan into theoverall talentmanagement strategyNot linking the successionplan with the organization’sstrategy and goalsPublic sectoradministrativeturnover (focuson skills andcompetenciesneeded toachieve goals)Entitlement mentality

Creating a “pool” of talent The most important change for the public sector is shiftingfrom one-to-one replacement mapping to creating a pool offuture leaders capable of meeting the organization’s needs.

Benefits of a pool of talent Boosts performance Open and competitive process for becoming a participant Participation is voluntary Standard personnel procedures are followed to fill a position

TBI: Our Succession Woes No plan in place due to longevity of LEMany, many BoomersMandatory retirement at 60Younger workforce attrition (5 years)Societal views of LE professionYounger workforce’s view of public service Aggressively working on a succession planData analytics to determine Boomer retirementYeah, we know. They gotta go. Capture knowledge.Restructure advancement opportunitiesRecruiting practices; rebranding the image

TBI Leadership Development PyramidExecutive Level (Director/Assistant Director)Executive Level Courses (Director/Assistant Director); PERF Senior Management Institute for Police (SMIP); TennesseeGovernment Executive Institute (TGEI); Harvard Senior Government Leadership Institute; Northwestern UniversityExecutive Management ProgramUniversity of Louisville SPI Chief Executive Leadership Program; IACP Leadership in Police Organizations CourseMid-Level Management (SAC)Tennessee Law Enforcement Executive Development Seminar (TLEEDS); Tennessee Government Management Institute(TGMI)Tennessee Certified Public Manager Program (TN CPM); Northwestern University School of Police Staff and CommandUniversity of Louisville SPI Administrative Officers Course; SELA - UT LEIC South Eastern Leadership Academy;FBI National AcademyFBI-LEEDAFirst Line Supervision (ASAC)TBI Director’s Academy; TBI Leadership Academy; LEAD TennesseeFirst Line Supervision Course (Any POST Certified Course)FLETC Law Enforcement Supervisors Leadership Training Program; PATC First Line Supervision: “Leadershipand Management Skills”

TBI Non-Commissioned LeadershipDevelopment PlanUtilize workshops offered through the Department of HumanResources Incorporate multiple learning platforms Assess each employee’s KSAC gaps Create career paths for each employee Reassess the organization’s structure to provide career paths forall positions

Resources Groves, Kevin. Integrating leadership development and succession planning bestpractices, 2006.Fulla, Shelly F. Workforce and Succession Planning in Government. PA TIMESOnline.Ibarra, Patrick. Why Governments Need to Ramp Up Succession Planning. 2016Mondore, Scott; Shane Douthitt; Marisa Carson. Business-Focused HR: 11Processes to Drive Resuts. SHRM, 2011.Motor Carrier Passenger Council of Canada.Romejko, Mark. Key Characteristics of a Succession Planning Program at aGovernment Research Center. Dissertation. 2008.Tennessee Department of Human Resources. Succession Planning Strategy.Wilkerson, Brian. Effective Succession Planning in the Public Sector. 2007.

Thank You!E.C. Ricketts, Ph.D., SPHR, SHRM-SCPHuman Resources DirectorTennessee Bureau of InvestigationErnie.c.ricketts@tn.gov615-762-6600

Key Characteristics of a Succession Planning Program at a Government Research Center. Dissertation. 2008. Tennessee Department of Human Resources. Succession Planning Strategy. Wilkerson, Brian. Effective

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