1. GSA Office of Governmentwide Policy
Succession Planning Guide
“An organization’s people --- its human
capital --- are its most critical asset in
managing for results.”
Comptroller General of the U.S.
January 2001
A Special Section
of Real Property
Policysite
Summer 2001
Office of Real Property

2. Index
A. Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S3
B. Federal Real Property Council Working Group . . . . . . . . . S3
C. Working Group Activities . . . . . . . . . . . . . . . . . . . . . . . . . . . . S4
D. Working Group Findings/Lessons Learned . . . . . . . . . . . . . S4
E. Generic Skills Set. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S6
F. Core Competencies/Skills Set for Managers. . . . . . . . . . . S6
G. Recruiting. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S6
1. Recruiting Tips and Tools
• Benefits of Federal Employment
• Recruiting Strategy
• Recruiting Tools
H. Agency Programs. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S8
1. Office of Personnel Management
• Mission
• OPM Service Center
• Intern Programs
• Workforce Planning Model
2. Department of Defense
• Defense Acquisition Workforce Improvement Act (DAWIA)
• Facilities Engineering Career Field
• Defense Acquisition University (DAU)
• Naval Facilities Engineering Command
3. General Services Administration
4. General Accounting Office
5. Department of Energy
6. Social Security Administration
I. Resources. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . S12
GSA would like to thank the members of the
Succession Planning Working Group for their
efforts in developing this Guide. Real Property Policysite

3. Succession Planning Guide
A. Introduction as assets or investments to be
valued and managed, rather than
Who will succeed our current “human resources” which are
government workforce? With consumed with the goal of
predictions ranging from one-third to minimizing costs. Once an
one-half of today’s workers eligible organization’s employees are viewed
for retirement in the next five years, as human capital, their value is
succession planning is a means to critical to the organization’s success
address what has recently been and even viability.
termed the “crisis in human capital.”
In addition to retirement eligibility,
factors such as downsizing, the
lure of private company
benefits, lack of younger
recruits, and fewer
overall new hires
have all contributed
to the current
situation. Viewing
employees as
“human capital”
means seeing them
Federal Real Property Council Succession Planning Working Group
Federal Agency Representative E-mail Phone
Central Intelligence Agency Cynthia Ehinger none (703) 874-5879
Department of the Army Elizabeth Fagot elizabeth.l.fagot@hq02.usace.army.mil (202) 761-0483
Department of the Army Julie Jones julie.jones@hqda.army.mil (703) 692-9223
Department of the Army Dale Shaw dale.shaw@hqda.army.mil (703) 692-9244
Department of Energy Michele Borum michele.borum@hq.doe.gov (202) 586-6675
Department of Energy Emma Greenfield emma.greenfield@hq.doe.gov (202) 586-3154
Department of the Navy Joy Bird joy.bird@navy.mil (202) 685-9021
Department of the Navy Scott Whiteford scott.whiteford@navy.mil (202) 685-9206
Department of the Treasury Brenda Hemphill brenda.hemphill@do.treas.gov (202) 622-0057
General Services Administration Mary Ann Hillier maryann.hillier@gsa.gov (202) 208-6139
General Services Administration Andrea Kuhn andrea.kuhn@gsa.gov (202) 208-1237
General Services Administration Marjorie Lomax marjorie.lomax@gsa.gov (202) 501-0379
Office of Personnel Management Steve Van Rees stvanree@opm.gov (202) 606-2200
Social Security Administration Gary Arnold gary.arnold@ssa.gov (410) 965-4272
Social Security Administration Ron Davidson ron.davidson@ssa.gov (410) 965-9004
Summer 2001 S3

4. Succession Planning Guide
Succession Planning Working Group members (L.-R.)
Andrea Kuhn (GSA), Emma Greenfield (Energy), and
Marjorie Lomax (GSA) at monthly meeting.
B. Federal Real of experienced workers and
managers in the real property field.
C. Working Group
Property Council The working group was chaired by Activities
Succession Planning Gary Arnold of the Social Security
Administration (SSA) and
• Held monthly meetings following
working group inception in July
Working Group facilitated by Marjorie Lomax and 2000
The Federal Real Property Council Andrea Wohlfeld Kuhn of GSA’s
Office of Real Property. Working • Outlined agency problems and
identified succession planning as
group members are listed on page S3 situations
one of its top challenges and formed
a working group composed of federal and can be contacted for agency- • Examined existing programs for
agency representatives. The working specific information. recruiting and training employees
group was chartered to study
• Evaluated programs outside the
succession planning and develop
Federal Government
tools and resources which agencies
could use as they face an • Sought speakers who presented
unprecedented, yet expected exodus possible solutions
S4 Real Property Policysite

5. Succession Planning Guide
D. Working Group
Findings/Lessons
Learned
• Problems originally thought to be
unique were actually common
among agencies
• Vast amounts of materials,
programs and approaches already
available among agencies are not
widely shared or in many cases
not even known beyond individual
agencies
• Development of generic positions
and skills sets was determined to
be the best approach
• By working together, agencies can • It serves no purpose for agencies
often achieve a better return on to “steal” employees from each
investment, attracting and other
retaining highly effective
• Ideally, agencies should share
employees. However, there is no
resources and consider joint
“one size fits all” solution and
programs (e.g., assignments for
agencies may need to act
interns, recruitment)
independently
• The Federal Government is in
• The most important skills at the
competition with all employers,
entry level are analysis/problem
and the earlier it can identify
solving, communications, and
needs and initiate recruitment the
interpersonal relations
better (for example, waiting until a
• Additional skills, particularly real student’s senior year of college
estate, finance, and business can was determined to be too late)
be added through training
• Evaluate current positions in light
• The focus needs to be on a job of future requirements; new hires
that allows the incumbent to go may need different skills from
(and grow) in many directions. those whose positions become
The current structure of the vacant
personnel system’s many and
frequently overlapping position
descriptions does not always
support that
Summer 2001 S5

6. Succession Planning Guide
E. Generic Skills Set
Working Group • Analytical Skills
The working group determined that
Ranking of Skills • Business Acumen
competency in certain skills formed
a basis for all positions, regardless • Communication • Financial Analysis
of position description. As shown,
the working group ranked general • Presentation Skills • Real Estate
communications and analytical skills • Computer Skills • Basic Appraisal Skills
higher than specific, technical skills.
The rationale behind this approach is • Problem Solving • Acquisition/Disposal Skills
that entry-level employees with good • Interpersonal Relations • Management/Leasing Skills
communications and analytical skills
can be hired and then given on the • Customer Service • Intergovernmental
job training to gain experience in the Coordination
• Team Building
technicalities of the real estate field. • Political Acumen
F. Core The working group built on the
concept of the generic skills set and
Manager/Planner, and Real Estate
Managers. A more detailed list of
Competencies/Skills developed a similar set for the competencies and skills, including
Set for Managerial following managerial positions:
Building Manager, Project Manager,
those found at varying levels and the
recommended training for each level,
Positions Asset Manger, Space can be found at the working group’s
succession planning website at:
www.gsa.gov/successionplanning
Working Group Skills • Leadership
for Managers • Liaison G. Recruiting
• Analytical • Management Recruiting is a key element for
• Communication (Oral and • Organizational Awareness strategic management of human
Writing) capital. Working group members
• Planning/Evaluating concluded that recruitment must
• Contracting start early. Don’t wait to target
• Policy Development and
• Customer Service Analysis college students in their senior year
as they may already have previous
• Creative Thinking • Problem Solving commitments. Coop arrangements
• Decisiveness • Real Estate (work/study) and internships, which
cover several years, are ideal for
• Flexibility • Reasoning providing benefits to both employers
• Influencing/Negotiating • Stress Tolerance and students.
• Information Management • Teamwork
• Integrity/Honesty • Technical Competency
• Interpersonal • Vision
S6 Real Property Policysite

7. Succession Planning Guide
1. Recruiting Tips and Tools • Special salary rates which may be • Transportation subsidies
higher than basic pay, depending
Benefits of Federal Employment: • Flexible work schedules, possibly
on area, location, or occupational
When seeking new employees, including alternative work
group
the group concluded agencies schedules, teleworking from home
would do well to emphasize the • On-the-job as well as classroom or a center, flextime, etc.
benefits of Federal employment, training
• Family-friendly environment,
including the following: • Student loan repayment program including family leave policy and
• Rapid career growth (intern flexible hours, and in some cases,
• Tuition assistance for college-level
programs and career ladders can childcare subsidy and on-site day-
and advanced degree programs
provide advancement to mid-level care
management within 3 years) • Immediate health and life
• Employment transferability
insurance benefits
• Salary supplements including throughout the Federal Govern-
periodic pay raises, cost-of-living • Retirement plan featuring ment with nationwide locations
increases, and possible cash investment options and portability
• Credit union availability
awards for superior work • Generous vacation, holiday and
performance • Fitness centers and health
sick leave benefits
programs
“…Strategic human capital management is a pervasive challenge in
the Federal Government. At many agencies, human capital shortfalls
have contributed to serious programmatic problems and risks.”
Comptroller General of the U.S., January 2001
Summer 2001 S7

8. Succession Planning Guide
Recruiting Strategy: Each • Promote an on-line application • Develop your own agency-specific
agency needs to develop a process web-site with detailed information
recruiting strategy: on mission, programs, etc.
• Emphasize Federal employment
• Develop a “brand,” or corporate benefits (as shown on page S7) • Sample agency brochures and a
image for your agency generic brochure developed by the
• Emphasize public service
working group are available for
• Create an image that students can opportunities, and the chance to
agency-specific modifications at
relate to (i.e. photos which include “make a difference”
www.gsa.gov/successionplanning
minority groups, females, persons
• Train recruiters
with disabilities, and college • OPM Service Center (see detailed
students) Recruiting Tools: Agencies description under OPM section)
should use a variety of recruiting
• Have brochures and literature • Intern Programs (see detailed
tools, including:
which reflect this brand description under OPM section)
• Centralized web-based job
• Send recent graduates as
listings through OPM at
recruiters to college campuses
www.opm.gov
• Dress casually when recruiting at
colleges
H. Agency Programs provides advice and assistance in all
areas of staffing and human resource
1. Office of Personnel management, including: examining
Management www.opm.gov for internal and external selection,
workforce restructuring and
Mission downsizing, assistance in recruiting
and employment information, and
The U.S. Office of Personnel technical assistance in other areas
Management (OPM) supports the like organizational design and
Federal Government's ability to have succession planning.
the best workforce possible to do the
best job possible. OPM leads
Federal agencies in shaping human Intern Programs
resources management systems to • The Student Educational
effectively recruit, develop, manage Employment Program is designed
and retain a high quality and diverse to help agencies recruit and
workforce. The agency serves attract outstanding students at all
Federal agencies, employees, levels: high school, vocational and
retirees, their families, and the public technical, associate degree,
by providing technical assistance, baccalaureate degree, graduate
employment information, pay degree, and professional degree
administration, and benefits delivery. students. Under the Student
Career Experience Program
OPM Service Center component, students may be
www.opm.gov/employ/ eligible for permanent placement
html/servcntr.htm within an agency.
OPM provides its reimbursable • The Federal Career Intern
staffing assistance through a Program (www.opm.gov/
nationwide network of Service careerintern/index.htm) is
Centers. Each of the Centers designed to help agencies recruit
S8 Real Property Policysite

9. Succession Planning Guide
analysis and management of public
policies and programs. It is a two
5 Step Workforce year internship program, which
enables graduate degree students
Planning Model to be appointed to Federal
positions as PMIs and to also have
http://www.opm.gov/workforceplanning/index.htm the opportunity to be converted to
a permanent Federal civil service
3
DEVELOP ACTION PLAN
• Design a Workforce Plan to
position following their successful
internship.
1
Address Skills Gaps Workforce Planning Model
SET STRATEGIC
• Set Specific Goals Recognizing the importance for
DIRECTION
• Develop HR Infrastructure agencies to begin workforce planning
• Organize and Mobilize efforts now, the Human Resource
to Support the Plan
Strategic Partners Management Council and OPM
4
• Set Vision/Mission/Values/ IMPLEMENT ACTION PLAN designed a Workforce Planning
Objectives Model (immediate left) to ensure that
• Communicate the Workforce Federal agencies have the
• Review Organizational Plan information and tools necessary to
Structure devise successful workforce plans.
• Gain Organizational Buy-In
• Conduct Business Process A new website with retirement
• Conduct Recruiting, Hiring, statistics and projections is available
Reengineering
and Placement at: www.opm.gov/feddata/retire.
• Set Measures for
• Conduct Succession Planning
Organizational Performance
2. Department of Defense
• Restructure Where Needed
• Position HR to be an Active
Partner • Implement Retention Defense Acquisition Workforce
Strategies Improvement Act (DAWIA)
2 SUPPLY, DEMAND &
DISCREPANCIES
• Analyze Workforce
• Conduct Competency
Assessment and Analysis
5
MONITOR, EVALUATE
& REVISE
• Assess Success & Failures
• Adjust Plan as Needed
In terms of Succession Planning, a
significant event for members of the
Defense acquisition workforce was
passage of the Defense Acquisition
Workforce Improvement Act (DAWIA)
of 1990. The Act calls for profession-
• Compare Workforce Needs • Address New Workforce and alism of the acquisition workforce,
Against Available Skills Organizational Issues including education, training,
experience, and career management.
Facilities Engineering Career Field
and attract exceptional individuals • The Presidential Management
into a variety of occupations. Intern Program (PMI) Currently, a proposal for a new
Intended for positions at grade (www.pmi.opm.gov/) was facilities career field is under
levels GS-5, 7, and 9, individuals established by Presidential consideration. If approved, this will
are appointed to a 2-year intern- Executive Order in 1977. It is serve the dual purpose of creating new
ship. Upon successful completion designed to attract outstanding education and training opportunities
of an internship, interns may be graduate students from a wide for employees in facilities related
eligible for permanent placement variety of academic disciplines career fields, and mandate
within an agency. who have an interest in, and certification requirements
commitment to, a career in the at DAWIA-established levels.
Summer 2001 S9

10. Succession Planning Guide
community with the right learning assignments, and details to national
products and services to make smart and regional GSA offices, customer
business decisions. agencies, and the private sector.
Many of GSA’s Office of Real
Naval Facilities Engineering Property recent hires are in the 300
Command’s Professional job series, which has enabled the
Development Center Office to hire generalists with varied
backgrounds.
cmcell.navfac.navy.mil
This three-year intern program GSA Online University
provides training, rotational This Internet portal provides access
assignments and a career ladder with to a virtual campus with 300 courses,
permanent placement after program including basic skills, computer
completion. The program has proven software and managerial skills.
particularly successful in recruiting By using a computer with a modem
generalists who can be trained for and internet connection, GSA
realty specialist positions. Unlike employees can register and take
other career fields, there is no courses online.
college degree program that provides
specific training for Department of Federal Acquisition Institute
Defense (DOD) realty specialist www.faionline.com
career fields. Similar intern
programs are operated by other Navy A selection of online courses is
and DOD components and have available for contract specialists and
proven successful in recruiting others interested in the Federal
recent college graduates and acquisition process. Current
providing education and training offerings include Contracting
opportunities to ensure competency Orientation, Market Research for
and advancement. Acquisition Officers, Contracting
Officer Representative Mentor, and
Acquisition Planning for Contract
3. General Services Specialists. These courses are not
Administration www.gsa.gov limited to GSA employees.
The General Services
Administration (GSA) is addressing 4. General Accounting Office
succession planning by facilitating www.gao.gov
working groups such as the FRPC-
The General Accounting Office
sponsored one, and by instituting an
(GAO) is the investigative arm of
educational and training program for
Congress. The agency’s mission is to
employees. The Public Buildings
help improve the performance and
Service (PBS) is providing
accountability of the Federal
leadership growth opportunities to
Defense Acquisition University employees through PBS Academy,
Government for the American people.
(DAU) www.dau.mil In this context, GAO has brought the
which links training and
crisis of human capital to the
The Defense Acquisition University developmental activities to PBS
attention of Congress by providing
(DAU) provides mandatory, business goals.
testimony and issuing reports such
assignment-specific, and continuing Components include corporate as “Meeting the Governmentwide
education courses for military and sponsored training (through High-Risk Challenge” and “Federal
civilian acquisition personnel. Its universities or the Federal Executive Employee Retirements.”
mission is to provide the acquisition Institute), developmental
S10 Real Property Policysite

11. Succession Planning Guide
5. Department of Energy The DOE Office of Administration’s competencies, skills sets, training
www.hr.doe.gov/pers recruitment brochure and other goals and career paths for facilities
information can be accessed at the operations and maintenance
The Department of Energy (DOE) Working Group’s Succession positions. At the same time, OFM
provides the framework for the Planning website at www.gsa.gov/ has rewritten job descriptions to
comprehensive and balanced successionplanning reflect recent changes in job
national energy program through the requirements, notably the addition of
development, coordination and 6. Social Security CAD capability as a baseline
administration of the energy Administration requirement for virtually all jobs. The
initiatives undertaken by the Federal The Social Security Administration's changes have been successfully
Government. The Department is Office of Facilities Management negotiated with the union.
primarily concerned with the long- (OFM) is developing core
term, high-risk, high-payoff research
and development of nuclear and non-
nuclear energy technology; the
marketing of Federal power; energy
conservation; a central energy
information program and
environmental restoration and waste
management activities. The DOE is
also responsible for the Nation’s
nuclear weapons program and site
restoration management activities.
In order to address this mission, the
Department introduced the
Workforce for the 21st Century
Initiative (Workforce 21). Under this
initiative, the Department prudently
and effectively manages its current
resources, and engages in vigorous
workforce analysis and planning for
the future.
Succession Planning Working Group members (facing L.-R.)
Cynthia Ehinger (CIA), Steve Van Rees (OPM), and Gary Arnold
(SSA), Working Group Chair, at monthly meeting.
Summer 2001 S11

12. Smarter Solutions
I. Resources National Academy of Government
Sciences, Federal Facilities Executive Magazine
National Academy of Public Council www.govexec.com/humancapital
Administration (NAPA)
www4.nationalacademies. The recent series on human capital
www.hrm.napawash.org org/cets/ffc.nsf provides information on policy,
federal agencies’ approaches, and
The Center for Human Resources The Federal Facilities Council (FFC)
resources available.
Management (CHRM) is designed to is a cooperative association of 21
help organizations strengthen their Federal agencies with interests and FPMI Communications
capacity to develop and deliver responsibilities related to all aspects
effective human resources programs. of facility design, acquisition, www.fpmi.com
The Center provides research, management, maintenance, and
information, education, and evaluation. The FFC's mission is to International Facility
consulting services. The Working identify and advance technologies, Management Association
Group found their publication processes, and management (IFMA)
“Managing Succession and practices that improve the
Developing Leadership: Growing the performance of Federal facilities www.ifma.com
Next Generation of Public Services” over their entire life-cycle, from
to be a good resource. planning to disposal. Building Owners and
Managers Association
(BOMA)
www.boma.org
Within five years, up to half of the
Building Owners and
Government’s 1.6 million full-time
Managers Institute (BOMI)
employees will be eligible to retire or take
207.114.2.97/index.html
early retirement, according to OPM data.
National Association of
Colleges and Employers
www.naceweb.org/index2.cfm
GSA Office of Governmentwide Policy
Office of Real Property
U.S. General Services Administration
1800 F Street NW
Washington DC 20405
www.gsa.gov
This Guide is available online at:
www.gsa.gov/successionplanning