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

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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

31% Eligible for Retirement as of October 2018

54% Eligible for Retirement Within Next 5 Years

15% Not Eligible for Retirement Within Next 5 Years

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Succession Planning Framework

Step 1

• Organizational

Review

Step 2

• Identify

Critical Retirement Positions

Step 3

• Conduct

Employee Succession Planning Survey

Step 4

• Conduct Job

Analysis

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Step 5

• Assess

Internal Talent Pool

Step 6

• Transfer

Knowledge

Step 7

• Legacy

Retiree Workshop

Step 8

• Identify and

Develop Internal Talent Pool

Step 9

• Measure,

Monitor and Evaluate Success

 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

Step 1

Organizational Review

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 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

Step 2

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Identify Critical Retirement Positions:

Potential Retiree Matrix

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 Broad survey that lists all departments and

captures respondents interest by department and position*

 43% of OCFEC employees responded to survey

Step 3

Employee Succession Planning Survey

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*This survey captures interest in all positions including potential retiree positions

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.

Potential Retiree Position Inventory

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

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 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

Step 4

Conduct Job Analysis

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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.

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

Step 5

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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

Step 6

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Legacy Workshop:

 Schedule legacy workshops with staff identified in

potential retiree profile

Step 7

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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

Legacy Workshop:

 Provide educational resources for

retirement

 Organize & develop legacy celebration for

retirees

Step 7

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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

• ther opportunities for them to pursue. Then a plan is developed to

help them gain experience/education to prepare them for a future

• pportunity.

Step 8

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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

Step 9

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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

Step 9

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