Your SlideShare is downloading. ×
0
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Succession Planning
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Succession Planning

338

Published on

Published in: Business, Technology
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
338
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
24
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide
  • *
  • Transcript

    • 1. SUCCESSION PLANNING Presented by: Cheryl Zimmerman, SPHR U.S. Office of Personnel Management Denver Service Center
    • 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. 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. 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. 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. 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. RETENTION MANAGERS A new management emerges!!
    • 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. 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. 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. 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. 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. 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. 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. <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. 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. 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. ..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. 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. 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. 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. Choosing to be PROACTIVE vs. REACTIVE

    ×