SUCCESSION PLANNING  Presented by: Cheryl Zimmerman, SPHR U.S. Office of Personnel Management Denver Service Center
AGENDA “ Putting the Pieces Together” <ul><li>External Scan  </li></ul><ul><li>The What and Why of Succession Planning </l...
The Aging of the Workforce (September 30, 1998) Age 30 or Less 112,229  (7%) Age 31-40 402,304  (25%) Age 41-44 229,680  (...
Fewer Federal Employees <ul><li>430,000 fewer employees since 1990 </li></ul><ul><ul><li>23.6% reduction overall </li></ul...
Trends Affecting Employee Recruitment & Retention   <ul><li>Faster! </li></ul><ul><li>Global Competition </li></ul><ul><li...
Retention Factors 2 3 4 5 6 7 <ul><ul><li>High quality leadership </li></ul></ul>Career Development / Training Exciting, m...
RETENTION MANAGERS A new management emerges!!
WHAT IS SUCCESSION PLANNING? <ul><li>Getting the right number of people with the right skills, experiences, and competenci...
Why Succession Planning? How Succession Planning Helps Organizations <ul><li>Engages senior management in a disciplined re...
Investment in Human Capital “ Leading organizations understand that effectively managing employees, or human capital, is e...
Business Concept RISK of not having a succession plan <ul><li>Will your agency have the right skill mix for the future?  H...
THE SUCCESSION PLAN <ul><li>1. Workforce analysis and forecasting </li></ul><ul><li>2. Communications strategy </li></ul><...
THE SUCCESSION PLAN <ul><li>7.  Establish recruitment strategy and assessment / selection tools </li></ul><ul><li>8.  Inst...
Succession Planning Illustration HHS Planning Model  <ul><li>Supply Analysis </li></ul><ul><li>Workforce analysis and tren...
<ul><li>“ Do I need outside assistance?”   </li></ul><ul><li>“ Human Capital, Key Principles from Private Sector Organizat...
Why OPM can Help <ul><li>Leader in Human Resources Programs </li></ul><ul><ul><li>Responsible for over 3 million employees...
OPM Services for Succession Planning <ul><li>Organizational assessment survey/focus groups </li></ul><ul><li>Preliminary d...
..And Yet More OPM Services for Succession Planning <ul><li>Conduct competency gap analysis </li></ul><ul><li>Develop and ...
Management Competency Development <ul><li>Customized services to meet your needs </li></ul><ul><li>Executive coaching on c...
Other OPM Services <ul><li>Organizational Design and Reengineering  </li></ul><ul><li>Job Analysis & Examining </li></ul><...
Keys to Success <ul><li>Laying out a detailed implementation plan from the beginning  </li></ul><ul><ul><li>(ID budget and...
Choosing to be PROACTIVE vs.  REACTIVE
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Succession Planning

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  • Succession Planning

    1. 1. SUCCESSION PLANNING Presented by: Cheryl Zimmerman, SPHR U.S. Office of Personnel Management Denver Service Center
    2. 2. AGENDA “ Putting the Pieces Together” <ul><li>External Scan </li></ul><ul><li>The What and Why of Succession Planning </li></ul><ul><li>Human Capital </li></ul><ul><li>Succession Planning Steps and Models </li></ul><ul><li>OPM’s Partnership and Services </li></ul><ul><li>Keys to Success </li></ul>
    3. 3. The Aging of the Workforce (September 30, 1998) Age 30 or Less 112,229 (7%) Age 31-40 402,304 (25%) Age 41-44 229,680 (14%) Age 45-49 330,958 (20%) Age 50-54 300,820 (18%) Age 55-59 159,588 (10%) Age 60 or Over 93,189 (6%) Source: U.S. OPM's Central Personnel Data File
    4. 4. Fewer Federal Employees <ul><li>430,000 fewer employees since 1990 </li></ul><ul><ul><li>23.6% reduction overall </li></ul></ul><ul><ul><li>More than 300,000 fewer FTE work years </li></ul></ul><ul><ul><li>Clerical jobs cut 31% </li></ul></ul><ul><ul><li>Blue collar down 25% </li></ul></ul><ul><ul><li>30,000 fewer mgrs / sups </li></ul></ul><ul><ul><li>SES goes from 8200 to 6985 -14.8% </li></ul></ul><ul><ul><li>DC area jobs down 51,000 -16% </li></ul></ul>
    5. 5. Trends Affecting Employee Recruitment & Retention <ul><li>Faster! </li></ul><ul><li>Global Competition </li></ul><ul><li>Entrepreneurs & Free Agents </li></ul><ul><li>Options </li></ul><ul><li>Mass Customization </li></ul><ul><li>The Office: Home Sweet Home </li></ul><ul><ul><li>CHALLENGE: How will your agency meet these challenges? </li></ul></ul>
    6. 6. Retention Factors 2 3 4 5 6 7 <ul><ul><li>High quality leadership </li></ul></ul>Career Development / Training Exciting, meaningful assignments Contribution to the organization Challenge Cutting edge Upward Mobility Quality of Life 1 8
    7. 7. RETENTION MANAGERS A new management emerges!!
    8. 8. WHAT IS SUCCESSION PLANNING? <ul><li>Getting the right number of people with the right skills, experiences, and competencies in the right jobs at the right time. </li></ul>
    9. 9. Why Succession Planning? How Succession Planning Helps Organizations <ul><li>Engages senior management in a disciplined review of organizational talent </li></ul><ul><li>Guides development activities of staff </li></ul><ul><li>Brings HR systems into alignment </li></ul><ul><li>Assures continuity of key positions / Avoids transition problems </li></ul><ul><li>Assures new managers are prepared for their jobs </li></ul><ul><li>Government Performance and Results Act (GPRA) </li></ul><ul><li>Focus on Organizational Effectiveness </li></ul>
    10. 10. Investment in Human Capital “ Leading organizations understand that effectively managing employees, or human capital, is essential to achieving results. Only when the right people are on board and provided the training , tools , structures , incentives , and accountability to work effectively is organizational success possible.” Quote from GAO report: “Addressing High Risk and Improving Performance and Accountability”
    11. 11. Business Concept RISK of not having a succession plan <ul><li>Will your agency have the right skill mix for the future? Human Capital Challenge! </li></ul><ul><ul><li>If not, what will the cost to your agency be? </li></ul></ul><ul><li>Will your agency have the right leaders to accomplish the mission? </li></ul><ul><ul><li>Visionary, creative, risk-taking, initiative, technologically advanced </li></ul></ul><ul><li>CHALLENGE: What is your Agency’s Plan to meet the needs of the future? </li></ul>
    12. 12. THE SUCCESSION PLAN <ul><li>1. Workforce analysis and forecasting </li></ul><ul><li>2. Communications strategy </li></ul><ul><li>3. ID positions targeted for growth and attrition </li></ul><ul><li>4. ID current and future competencies </li></ul><ul><li>5. ID and assess high potential employees </li></ul><ul><li>6. Conduct competency gap analysis </li></ul>
    13. 13. THE SUCCESSION PLAN <ul><li>7. Establish recruitment strategy and assessment / selection tools </li></ul><ul><li>8. Institute formal coaching and mentoring </li></ul><ul><li>(training and development) </li></ul><ul><li>9. Select for positions </li></ul><ul><li>10. Establish a retention plan </li></ul><ul><li>11. Evaluation / Measurement </li></ul>
    14. 14. Succession Planning Illustration HHS Planning Model <ul><li>Supply Analysis </li></ul><ul><li>Workforce analysis and trends </li></ul><ul><li>Employee competencies </li></ul><ul><li>Workforce demographics </li></ul><ul><li>Current workload analysis </li></ul> <ul><li>GAP Analysis </li></ul><ul><li>Comparison of future workforce competencies with future needs </li></ul><ul><li>Analysis of how workforce demographics will change </li></ul><ul><li>ID of areas in which management action will be needed to reach workforce objectives </li></ul> <ul><li>Demand Analysis </li></ul><ul><li>Workforce knowledges, skills </li></ul><ul><li>and abilities to meet projected need </li></ul><ul><li>Staffing patterns </li></ul><ul><li>Anticipated programs and workload </li></ul><ul><li>changes </li></ul><ul><li>Solution Analysis </li></ul><ul><li>Planning workforce transition </li></ul><ul><li>Employee development and retraining </li></ul><ul><li>Changes in staffing patterns </li></ul>
    15. 15. <ul><li>“ Do I need outside assistance?” </li></ul><ul><li>“ Human Capital, Key Principles from Private Sector Organizations” -GAO report to Congress, January 2000 </li></ul>Consultants?
    16. 16. Why OPM can Help <ul><li>Leader in Human Resources Programs </li></ul><ul><ul><li>Responsible for over 3 million employees </li></ul></ul><ul><ul><li>Leader in “Quality of Life” initiatives which improve retention </li></ul></ul><ul><ul><li>Variety of partnerships with government entities. </li></ul></ul>
    17. 17. OPM Services for Succession Planning <ul><li>Organizational assessment survey/focus groups </li></ul><ul><li>Preliminary data analysis/determine metrics </li></ul><ul><li>Corporate image enhancement </li></ul><ul><li>Recruitment strategies and training (pay flexibilities) </li></ul><ul><li>Organizational design and re-engineering </li></ul><ul><li>Develop retention plan </li></ul>
    18. 18. ..And Yet More OPM Services for Succession Planning <ul><li>Conduct competency gap analysis </li></ul><ul><li>Develop and pilot entrance and post-exit surveys. </li></ul><ul><li>Performance management advice and expertise. </li></ul><ul><li>Design of training and development strategies. </li></ul><ul><li>Review position descriptions, functional statements, and crediting plans. </li></ul>
    19. 19. Management Competency Development <ul><li>Customized services to meet your needs </li></ul><ul><li>Executive coaching on career exploration and planning, resume preparation, ECQs. </li></ul><ul><li>Develop strategies to identify high performing leaders using a competency-based approach, structured interviews, and other customized HR products. </li></ul><ul><li>Creation of leadership development / mentoring programs. </li></ul>
    20. 20. Other OPM Services <ul><li>Organizational Design and Reengineering </li></ul><ul><li>Job Analysis & Examining </li></ul><ul><li>HR Manager </li></ul><ul><li>USA Careers </li></ul><ul><li>Reduction-In-Force (RIF) Assistance </li></ul><ul><li>Customized HR expertise based on your needs, including personnel research psychologists. </li></ul>
    21. 21. Keys to Success <ul><li>Laying out a detailed implementation plan from the beginning </li></ul><ul><ul><li>(ID budget and resources required. START TODAY!) </li></ul></ul><ul><li>Involvement and buy-in from top management, program managers, and human resource managers. </li></ul><ul><li>Availability of accurate input data </li></ul><ul><li>Good communication and marketing </li></ul><ul><li>Employee Involvement </li></ul><ul><li>Linkage of plan to other planning processes </li></ul><ul><li>HR serves in a consulting role but management owns the process </li></ul>
    22. 22. Choosing to be PROACTIVE vs. REACTIVE

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