Please enable JavaScript.
Coggle requires JavaScript to display documents.
Succession Planning (Areas of Exploration (selection and training of staff…
Succession Planning
Areas of Exploration
selection and training of staff
three levels of assessment
operations analysis
individual analysis
organization analysis
four
suggested training areas
technical and
qualitative
analytical and conceptual
general administration and organization
human skills
A quality succession plan identifies opportunities to redefine vacant positions or
existing roles, reallocate talent in areas best utilized within the agency, or outsource
job functions to maximize organizational efficiency and effectiveness
sustainability of the program
and its impact on the workforce
find those employees who have a high sense of job satisfaction,
encourage proactive career development, and provide growth opportunities to those
who are willing or able
need for future
leaders to exemplify traits such as adaptability and mobility, maintain a desire to
learn and grow, and possess a willingness to negotiate the turbulent waters of culture
change
recruits must be flexible and malleable;
however, they must also foster continuity and stability
development of
a succession plan
public administrators should not rely on an offthe-shelf,
one-size-fits-all approach
measurement and evaluation of the process
in practice
should provide assessment and measurement over the long term
by establishing core competencies matching the strategic focus of the organization,
as well as identifying any gaps that may exist
promote ongoing,
continuous systemic program planning review
Plano, Texas
citizens are accustomed to exceptional and responsive
customer service provided by the professional management approach of its council/
manager form of government
City leaders realized 46% of their senior management was eligible to
retire within five years, and the trend would continue, with a projected 70% becoming
eligible for retirement in 2009
existing
city employees should have a formal program providing the skills necessary to
compete internally for executive positions, independent of any promotional
opportunities
Management Preparation Program of Plano (MP3
) was formally
approved by the city council and announced to city employees in the summer of 2002
program targets to approximately 30% of the city’s workforce, those managers
with bachelor’s degrees and at least three years of supervisory experience,
including experience in positions from other jurisdictions.
employees are reminded of MP3 through a series of
brown bag luncheons, hosted by the program director and former graduates, who
answer questions and emphasize program requirements and time constraints.
MP3 team members are expected to
make a significant commitment, including a minimum of 300 additional hours to the
program, without sacrificing their current duties
The first four classes dealt with
major issues facing Plano
Participants of MP3 have been promoted, while others have accepted positions of
greater responsibility outside the organization
These efforts help sustain morale, enable employees to recognize the credibility
of the program, and identify the city’s sincere interest in employee growth and
opportunity
require the applicant to have been employed by the city of Plano for
at least five years
In October 2006, the city
launched the Plano Institute of Excellence, a second phase of development, available
to all employees, that extends the leadership pipeline to the entire workforce
coursework designed to promote the core competencies
of every employee
, MP3 will become a smaller component of a much larger
and comprehensive SP enterprise
The city of Plano conducts little formal evaluation of its MP3 program
Succession Planning
plan an organization
employs to fill its most critical leadership and professional positions
ongoing, purposeful, and systematic identification of qualified and appropriate
successors to leadership, with a commitment to assessing, developing, and investing in
organizational leadership to enhance performance, development, and preparedness
The successful public organization has a strategic plan that identifies who it is,
what it is about, and how all its subunits fit together
strategic
planning is a necessity for an effective succession plan
(NAPA) recommends public
organizations integrate SP into their strategic plans, making it as much a part of the
human resources process as recruitment and evaluation
GAO good
rarely taken on by public organizations