Succession Planning Right People Right Skills Right Time Right - PowerPoint PPT Presentation

Succession Planning  Right People  Right Skills  Right Time  Right Place OC Fair & Event Center Succession Plan, 2019 

Percent of Civil Service Employees Eligible for Retirement in Next 5 years at OCFEC 15% Not Eligible for Retirement Within Next 5 Years 31% Eligible for Retirement as of October 2018 54% Eligible for Retirement Within Next 5 Years 2

Succession Planning Framework Step 1 Step 2 Step 3 Step 4 • Organizational •Identify •Conduct •Conduct Job Review Critical Employee Analysis Retirement Succession Positions Planning Survey Step 5 Step 6 Step 7 Step 8 Step 9 •Assess •Transfer •Legacy • Identify and •Measure, Internal Knowledge Retiree Develop Monitor Talent Pool Workshop Internal and Talent Pool Evaluate Success 3

Step 1 Organizational Review  SWOT analysis to identify internal and external challenges  Conduct a GAP analysis  Develop strategic goals for the Organizational Succession Plan supported by:  Management  Board of Directors 4

Step 2 Identify Critical Retirement Positions:  Create a Matrix from HR employee data  Include key positions that may become vacated, including roles that are performed by one person and critical to the operation  The purpose is to identify those candidates that are eligible for retirement within a 3 year window 5

Potential Retiree Matrix 6

Step 3 Employee Succession Planning Survey Purpose of the Survey: To understand internal interest for future retiree vacancies and gather in-depth information about the interest in the jobs and possible job skills outside the potential candidates’ core duties.  Broad survey that lists all departments and captures respondents interest by department and position*  43% of OCFEC employees responded to survey *This survey captures interest in all positions including potential retiree positions 7

Potential Retiree Position Inventory (Transfer of personnel data from Potential Retiree Matrix and Employee Succession Planning Survey to create this form) 8

Step 4 Conduct Job Analysis Goal of Job Analysis: To analyze existing job descriptions and relevancy of current duties, consider future needs and skills of the position for all retiree positions.  Review position’s current job description and remove any non-relevant tasks or add relevant job duties  HR works with incumbent and supervisor of that role to conduct job analysis  Roll previous job description and job analysis results to create a job description based on the job analysis results 9

Step 5 Assess Internal Talent Pool:  Executive Team and HR reviews Potential Retiree Position Inventory to assess interested internal candidate pool. An internal candidate may be selected to move forward - OR -  The position may require external recruitment, if no interest internally 10

Step 6 Transfer of Knowledge:  Begin process of creating a desk manual/ reference guide for each retiree position  Retiree to create a listing of key knowledge/ experience for their role and catalog it for future use. Could include key contacts, date driven functions, procedures on how to complete critical tasks 11

Step 7 Legacy Workshop : Goal of Legacy Workshop: • Provide organization an opportunity to connect emotionally with retirees and their past accomplishments helping them create their legacy. What do they want to be known for and how can they be part of passing on and continuing their legacy? • Walk through succession plan process with retirees. Answer questions and clarify retirees’ role in the success of the plan • Explain expectations of retiree when working side-by-side with potential successor  Schedule legacy workshops with staff identified in potential retiree profile 12

Step 7 Legacy Workshop :  Provide educational resources for retirement  Organize & develop legacy celebration for retirees 13

Step 8 Identify and Develop Internal Talent Pool: Internal staff that is interested in future retiree positions are  provided an updated job description. Internal Staff completes a self-evaluation accessing their skill set  relative to the requirements of the retiree’s position HR/Executive Team reviews all evaluations to determine best  candidate to move forward with succession planning Development Plan is then created for qualified applicant to begin the  succession process with the retiree candidate If more than one applicant was interested in position, candidates not  selected will be interviewed and skills accessed to possibly determine other opportunities for them to pursue. Then a plan is developed to help them gain experience/education to prepare them for a future opportunity. 14

Step 9 Measure, Monitor, & Evaluate Progress and Outcomes:  Monitor progress of developmental plans quarterly  Retiree, successor, supervisor and HR  Hold quarterly Succession Planning Meetings to review plan and check on training and development goals  Make adjustments as needed to the development plan  There will be fluctuations based on organizational demands and potential vacancies in key roles 15

Step 9 Measure, Monitor, & Evaluate Progress and Outcomes: Next Steps:  HR team conducting roll-out meetings across the organization  Schedule legacy workshops for first quarter 2019  Finalize Organizational Succession Plan “play book” and distribute to leadership 16