"Succession Planning and Post-Retirement Planning," presentation delivered at the monthly meeting of the Division of Student Affairs and Academic Support, March 24, 2017
4. Why Succession Planning?
• Transitions are coming:
o Known retirements
o TERI program
o Seasoned leadership
• We need a stronger leadership pipeline
• This has been identified as a potential risk
area for the institution
6. • Scope – Our focus is on leadership and key positions
• Short-term goals – Develop a documented
plan that identifies:
o Interim leadership options for key positions
o Potential internal candidates for key positions
o Rising and potential leaders and plans for
their development
• Long-term goals – Strong leadership pipeline based on:
o Identified future organizational needs
o Skills and competencies needed to meet strategic
priorities
Scope and Goals
7. • Responsibility for succession planning
resides with each vice president, dean or
chancellor
• The Division of HR supports the
succession planning process
• Audit and Advisory Services will monitor
our progress
Ownership
9. The Neuroscience of Trust
“How do you create an employee – centric
culture that can maintain a lasting effect on
talent retention and performance?”
Paul J-Zak, HBR: Jan-Feb 2017 issue
10. The Neuroscience of Trust
“How do you create an employee – centric
culture that can maintain a lasting effect on
talent retention and performance?”
Key Strategies
1. share information broadly
2. recognize excellence
Paul J-Zak, HBR: Jan-Feb 2017 issue
11.
12. What’s Next
• Submit your questions to:
https://uscpdteam.wufoo.com/forms/z17qso51y
4em2k/
• Meet with Directors on Tuesday, March 28
• Beginning March 29 meet with
Assistant/Associate Directors of Student Life,
Housing & Student Development, Enrollment
Management, U101/NRC and Central Office
over the next ten days
• Update at IdeaPOP! on May 17