w6-Succession Planning in Government Case Study of a Medium-Sized City…
w6-Succession Planning in Government
Case Study of a Medium-Sized City
for public sectors and private ones
suggests: government agencies are capable of building a func- tioning and effective talent pipeline.
ads capacities: address changing worker beliefs and wavering workforce values
ducts: The goals and guidelines of the civil service system, coupled with human resource professionals’ reluctance to challenge the system, impede public sector aspirations of workforce planning
Succession planning (SP),: plan an organization employs to fill its most critical leadership and professional positions
right pp in right plc
National Academy of Public Administration (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
Planning and Development of Succession Planning
Succession plans need not be overly complex or difficult
public administrators should not rely on an off- the-shelf, one-size-fits-all approach
lengthy and costly investment in the selection and training process
Selection and Training
fail?bcs lost in the trees of the succession planning forest
1 step: in the creation of an employee development program is the assess- ment of organizational and individual training needs.
3 levels of assessment
organization analysis, operations analysis, and individual analysis.
4 suggested training areas: general administration and organization, technical and qualitative, analytical and conceptual, and human skills.
to retain talents: offer resources and connections to the community , provide perfect venue
illuminates the big picture, reducing the reliance on past silos
recruits must be flexible and mal- leable; however, they must also foster continuity and stability
sp examine the ability of the organization to fill vacancies
method: interview, narrative analysis
4Q: How does a public agency develop a succession plan? How are partici- pants selected and trained? How has SP affected workforce sustainability? How are results measured and evaluated
Succession Planning in Plano, Texas
PB: Dallas city workforce aging
46% retire in 5 years
9 mths, Management Preparation Program of Planoapproved
$15,000 budget to cover training and travel expenses
18 to 25 applications in 1 year
After all candidates receive written feedback, the final class of approximately six employees is identified and selected by the Management Preparation Assessment Team (MPAT)
why commit? MP3 team members significant commitment to it, and 300 extra hours sacrifice without sacrificing their duties
ultimate training goal is to provide reciprocal benefits for partici- pants that assist the city in its goal of service excellence while also providing applicants with increased promotional opportunities
Members benefiting from MP3 expe- rience have been tasked with assistance in additional special projects requiring valu- able skill sets.
evaluation: open dialogue
obstacles: underestimated the amount of formalized structure and guidance the executive coaches would need to perform their functions.
budget: majority of its resources planning for equipment and infrastructure needs
analysis: no panacea for SP
formal SP: planning, selection training of staff, sustainability, and the measurement and evaluation of the process in practice.
Planning and Development
few local government imple- ment formalized SP
SP: a myriad of shapes and forms.
Plano adopted a formalized process that requires application, assessment, selection, and 12 months of planned curriculum.
Plano USE independent, outside contractor to supervise
Selection and Training
Plano identifies a small, elite group of leadership participants for the MP3 program.
MP3 program relies on the relation- ships and connections built during the 12-month process to continue without formal support and encouragement. Recently, the program introduced new tiers, such as an “issues forum” and “mentoring circles”
For SP to succeed, it must have support from the top
Plano: support of the mayor, city council, and city manager.
programs should receive continuous evalua- tion and feedback to determine the benefit to the organization and to the community.
city relied upon the initiative of participants to use their new knowledge to better the organization.
imperative that SP be provided ample resources considering the potential catastrophic effects of a failure to plan ade- quately