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Succession Planning in Government (Areas of Exploration (Development of…
Succession Planning in Government
Notes to Self
Old article? "By 2006, lose % of work force"
Succession planning more common in private sector
Tenure limitations
Reluctant to take on additional tasks
Lack info to proceed and is confused about how it should be framed
Goals & guidelines of civil service system
Areas of Exploration
Development of Succession Plan
Not one size fits all
Personalize plan to meet needs of organization
Inclusive progression including mid level and supervisors and other external partiipants
Selection and Training of Staff
Identify needed leadership competencies based on needs, strengths, career plans
Three levels of org's pending leadership shortage
Organization Analysis
Operations Analysis
Individual Analysis
Training areas
General administration & organization
Technical and qualitative
Analytical and conceptual
Human skills
Sustainability of program & impact on workforce
Traits like adaptability and mobility, desire to learn/grow, willingness to negotiate culture change
Flexible and malleable yet foster stability and continuity
Measurement & evaluation of process in practice
multiple dimensions of feedback
ongoing and systemic
Case in Plano, Texas
Thriving, great at attracting workers
Work force eligible to retire! (70%)
Management Preparation Program of Plano
Self nomination/formal nomination
15,000 budget for training/travel expenses
Targeted 30% of city's workforce with Bachelor + 3 yrs experience
Develop skills without ensuring promotional opps
300 additional hours without sacrificing current duties
12 month curriculum
Reciprocal benefits for participants that assist city while also providing increased promo opps
Case in Plano by Areas
Planning & Development
Back up plan should exist within leadership of MP3 in case budget reductions
Sustainability
No formalized follow up after completion
Rely upon individualistic concerns
Selection & Training
Should enable access across all workforce
MP3 program from small, elite group of leadership participants
New initative to perceived inequities: Plano Institute of excellence
Evaluation
Need continuous evaluation for financial integrity/planning
Initially relied on initiative of participants
Need formal systematic evaluation