Succession Planing in Government (Literature Review: four distinct areas…
Succession Planing in Government
Literature Review: four distinct areas of exploration
Selection and Training
1st step: assessment of organizational and individual training needs
identifying: needed competencies
determining: org. shortage
3 levels of assessment: organization analysis, operations analysis, individual analysis
gov.: innovative in recruiting, developing, and retaining talent;
offering resources, connections and learning opportunities
Sustainability (big picture)
Planning and Development of SP
established in the fabric of the org. by operating managers at the front line of planning and leadership
no "one best way" -- flexible
SP culminates in the socialization, development, and advancement of potential high-performing employees
rarely employed in the public sector
officials: tenure limitations (political ties)
reluctance to take on additional work
lack the information
frequently used in private arena
what is SP?
ongoing, purposeful and systematic identification of qualified and appropriate successors to leadership
"the plan an org. employs to fill its most critical leadership and professional positions"
having the right person in the right place at the right time
reinforces the desired perceptions
fosters employee legiticmacy
builds on the strategic plan
meets public demands
addresses the strengths and weaknesses of the org.
Plano case (SP is designed to sustain the city's legacy and mission toward service excellence)
selection and training
a small, elite group of leadership participants
new initiative: the Plano Institute of Excellence
no formalized follow-up
new tiers: "issues forum", "mentoring circles"
planning and development
based on the city's needs assessment and future planning conerns
independent, outside contractor
Will SP cause nepotism?
Will the SP program lower the morale of those who are not chosen in the group?