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1. Government Succession Planning
For the 21st Century
Patrick Ibarra
The Mejorando Group
May 24, 2016

2. Patrick Ibarra
Former City Manager and
HR Director
Founder of The Mejorando Group
(925)518-0187
patrick@gettingbetterallthetime.com

3. The Numbers
• Only 13% of local government managers are under 40 while nearly 71% were
under 40 in the early 1970’s.
• Each day, 10,000 people turn 65 years of age. First time, millennials
now outnumber baby boomers in the workplace 76 million to 75 million.
Millennials comprise 1/3 of the current workforce at 53.5 million
and by 2025 they will make-up 75% of the workforce.
• Average age of a local government employees is 44 compared to average age
of a private-sector employee which is 39.
• In 2014, 19% of government workforce reached age 61, the average
retirement age. By 2018, this figure rises to 28% of those working.
• 49% of local governments reported higher levels of retirement in 2013
compared with 2012.
• 22% had reported that employees had accelerated their retirements.

4. What is Succession Planning
…ensures the continued effective
performance of your organization by
establishing a process to identify, select
and manage talent to build bench
strength.”

5. Reasons for Succession Planning
• Continuity of operations
• Identify highly talented individuals
• Promote employee development
• Refine organizational planning
• Establish the talent pool

6. Succession Planning Process
• Identifying potential.
• Assessing readiness via performance and
assessments.
• Determining strategies to develop and
close any gaps; and
• Providing opportunities for employees to
pursue career paths and express career
interests.

7. Three Types
Simple Replacement Planning
DevelopmentalTalent Pool

8. First … Evaluate Current Practice

9. Five-Phase Approach
Step 1
Establish
Task Force
Step 2:
Identify
Critical
Positions
Step 3:
Develop/
Retain
Talent
Step 4:
Adopt a
Knowledge
Transfer
Mgt
Program
Step 5:
Measure,
Monitor &
Evaluate

10. Five-Phase Approach
Step 1
Establish
Task Force
Step 2:
Identify
Critical
Positions
Step 3:
Develop/
Retain
Talent
Step 4:
Adopt a
Knowledge
Transfer
Mgt
Program
Step 5:
Measure,
Monitor &
Evaluate

11. Five-Phase Approach
Step 1
Establish
Task Force
Step 2:
Identify
Critical
Positions
Step 3:
Develop/
Retain
Talent
Step 4:
Adopt a
Knowledge
Transfer
Mgt
Program
Step 5:
Measure,
Monitor &
Evaluate

12. Components
1. Single incumbent
2. Critical task
3. Specialized knowledge and expertise
4. Difficult to replace from inside or
outside of the organization
5. Difficult to retain
6. Risk of attrition
7. Retirement vulnerable

13. Five-Phase Approach
Step 1
Establish
Task Force
Step 2:
Identify
Critical
Positions
Step 3:
Develop/
Retain
Talent
Step 4:
Adopt a
Knowledge
Transfer
Mgt
Program
Step 5:
Measure,
Monitor &
Evaluate

14. Components
1. Sources used to attract candidates
2. Job announcement improvements
3. Current approaches to management and
leadership training
4. Credibility of performance appraisal
process
5. Mentoring Program
6. Career development advisory services

15. Five-Phase Approach
Step 1
Establish
Task Force
Step 2:
Identify
Critical
Positions
Step 3:
Develop/
Retain
Talent
Step 4:
Adopt a
Knowledge
Transfer
Mgt
Program
Step 5:
Measure,
Monitor &
Evaluate

16. Apprentices
& Trainees
Interns
Communities
of Practice
Retire to
Rehire
Job Aids
On The Job
Training
Wikipedia
Storytelling
Expert
Interviews

17. Five-Phase Approach
Step 1
Establish
Task Force
Step 2:
Identify
Critical
Positions
Step 3:
Develop/
Retain
Talent
Step 4:
Adopt a
Knowledge
Transfer
Mgt
Program
Step 5:
Measure,
Monitor &
Evaluate

18. Metrics
Common Goals Performance Metrics
Identify candidates for key roles % of key positions unfilled
Improve accuracy of staffing decisions Ratings of employee performance
Rapidly fill positions % of positions filled with internal promotions
Increased employee engagement Employee engagement scores
Create employee development plans and career
paths
% of employees with identified career development
plans
Increase retention of key talent % of “ready now” candidates identified for key roles
Develop shared expectations about talent and
performance
% of employee with completed talent profiles
Increased diversity in key positions % of employees with certain demographics in key
roles
Build employment brand Recognition as a “great place to work” or other metric
of employment brand

19. Questions?
Change and organizational effectiveness consultants
Implement solutions improving organizational performance
Patrick Ibarra, Co-founder & Partner
patrick@gettingbetterallthetime
gettingbetterallthetime.com
www.linkedin.com/in/pibarra

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