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Succession management in the government

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The unexpected loss of key talent or the failure to fill critical roles in a timely manner can quickly derail any government agency’s goals. Combine such situations with a growing skills shortage, aging workforce, and increasing competition for high performers, and it
becomes obvious why agency leaders must invest more time and more resources in succession management.

Published in: Business
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Succession management in the government

  1. 1. Succession Management in the Government Thursday, May 21st
  2. 2. Succession Management in the Government Stacia Sherman Garr Vice President, TM & HR Research Bersin by Deloitte, Deloitte Consulting LLP What Federal, State, and Local Agencies Need to Know
  3. 3.  Trends, Challenges, and Needs for Succession Management in Government  High Level: Understanding Succession Management and Succession Management Maturity  A Deep Dive: Key Levers to Improving Succession Management  Takeaways Agenda for Our Time
  4. 4. Ron Brade Director, Office of Human Capital Management NASA's Goddard Space Flight Center James Trujillo Senior Manager Port of Portland Our Panelists for Today Miranda Ashby Senior Director of Federal Government Cornerstone OnDemand
  5. 5. “Succession management refers to an organization’s processes for identifying, selecting and managing talent to build bench strength and ensure the readiness of talent to move immediately into key positions when necessary.” Succession Management Defined
  6. 6. Agency needs  More accurately forecast retirement impacts and timing  Attract and retain millenials  Build bench strength and provide leadership continuity  Identify areas and impact of knowledge loss  Prioritize strategic or critical activities Agency Talent Needs are Varied
  7. 7. Challenges, Needs, and Succession Management Benefits Our Panelists See
  8. 8. Succession Management Maturity Model Fragmented Replacement Planning List of Senior-Level Positions • List of High Potentials • No Targeted Development Level 1 Traditional Succession Planning Development Plans • Talent Reviews • Business-Unit Focus • Targets Key Positions • HR-Driven Level 2 Integrated Succession Management Business Strategy Alignment • Talent Management Integration • Enterprise Perspective • Owned by Top Agency Leader Level 3 Transparent Talent Mobility Dynamic Process • Highly Transparent • Pool-Based • Talent Movement • Professional & Management Roles Level 4 BersinbyDeloitte Source: High-Impact Succession Management: Key Findings and Maturity Model, Bersin by Deloitte, 2014
  9. 9. • Level 1 – Fragmented Replacement Planning • Level 2 – Traditional Succession Planning • Level 3 – Integrated Succession Management • Level 4 – Transparent Talent Mobility Polling question: What Level of Succession Management Maturity is Your organization?
  10. 10. Five Dimensions of Maturity Refers to:Dimension Business Planning The alignment of agency and talent goals, supported by strong governance, leadership and workforce planning Succession Planning The demand, supply, and calibration of talent, wrapped with action plans for increasing bench strength Infrastructure The capabilities of HR and managers to do SM, guided with processes, tools, technology, and analytics Culture The philosophies, frameworks, systems, and behaviors of an organization as it relates to SM Global The readiness of an organization to do SM globally
  11. 11. Determining Leadership Needs What does good look like?  Frequent evaluation of the workforce plan  Use of sophisticated predictive modeling  Scenario-based analysis Business Planning Business Value & Alignment Talent Management Integration Workforce Planning Leadership & Governance Organizational Profiling Source: “Six Steps to Strategic Workforce Planning,” Bersin by Deloitte, January 2014. WHY ? HOW? Understand how different situations could impact key roles critical skills.
  12. 12. Assessing and Calibrating Talent Succession Planning Critical Roles Assessment Talent Assessment & Calibration Talent Reviews Development & Mobility HiPo Identification What does good look like?  Managers convene as a group to discuss talent pool  They come to calibration meetings prepared to defend their assessments.  Transparent discussions  Comprehensive calibration of employees’ individual results against peer group. Understand organizational needs in relation to existing talent skills & potential WHY ? HOW?
  13. 13. Developing and Mobilizing Talent What does good look like?  Targeted development plans for each HiPo  Highly experiential and prescriptive development  Defined rotational "feeder" roles for with key experiences  Seamless moves across business lines - vertically and horizontally  Refined retention strategies for top talent Succession Planning Critical Roles Assessment Talent Assessment & Calibration Talent Reviews Development & Mobility HiPo Identification WHY ? HOW? Prepare successors for future leadership positions, build bench strength and leadership pipeline
  14. 14. Service Delivery Tools Technology Reporting Analysis Monitoring Sustainment Infrastructure Ensuring the fulfillment of talent and succession plansWHY ? Measuring Impact What does good look like?  Persistent tracking and use of key metrics  Easily accessible data presentation such as Dashboards or Scorecards  Benchmarking against industry norms  Driving continuous improvement HOW?
  15. 15. Clarity on Talent Expectations Culture Talent Expectations Decision- Making Talent Sharing Transparency Clarifying expectations and requirements for talent What does good look like?  Employees understand what is expected of them  Individuals are clear about the alignment between career aspirations and company’s opportunities  Success factors are clearly communicated  HiPos are aware of requirements for advancement (e.g. relocation, global experience) WHY ? HOW?
  16. 16. Takeaways • Succession management is a critical factor in government agencies’ success. • Effective succession management will enable government agencies to: – Avert the loss of key employees – Build bench strength – Support the agency’s mission through strong leadership • The four most-relevant dimensions of succession management maturity include: • Business planning • Succession planning • Infrastructure • Culture
  17. 17. Question & Answer
  18. 18. Copyright © 2015 Deloitte Development LLC. All rights reserved.17 SM in the Government: What Federal, State, and Local Agencies Need to Know sgarr@deloitte.com http://blogs.bersin.com/stacia.garr www.linkedin.com/in/staciashermangarr Twitter: StaciaGarr Thank you!
  19. 19. About Deloitte Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2014 Deloitte Development LLC. All rights reserved. 36 USC 220506 Member of Deloitte Touche Tohmatsu Limited
  20. 20. Thank you for attending Succession Management in the Government!

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