Succession Planning Leadership Academy Capstone Team B February 4, - - PowerPoint PPT Presentation

Succession Planning

Leadership Academy Capstone Team B February 4, 2020

Succession planning is is critical to the State of Mis issouri

• Ensures a pipeline of talent to deliver agency

strategies and goals

• Safeguards against the loss of critical

institutional knowledge

2

Why? Succession planning is the process of identifying critical positions within each agency and developing individuals to assume those positions

Succession planning is is often mis isunderstood

• A guarantee of promotion or advancement
• A replacement for the competitive hiring

process

• Complementary to ENGAGE 2.0 conversations
• Appropriate at most levels of the organization

3

Is NOT Is

Every ry department faces a management crisis

4

Note: Managers supervise other supervisors. Source: OA Personnel, MOSERS, MoDOT, MSHP, MDC

0% 10% 20% 30% 40% 50% 60% 70%

Institutional knowledge on the verge of retirement: Percent of managers by retirement eligibility year

Elig FY20 Elig FY21 Elig FY22 Elig FY23 Elig FY24

Succession planning is is not consistent in in Mis issouri state g government

5

None Informal processes Some formal processes Formal processes

Where does your department fall on this spectrum?

Succession planning that works: GE example

• Senior leaders see talent development as a

priority and model behavior consistent with that value

• Using a structured process, leaders scan

external and internal candidates, identifying a cohort who fit the attributes needed for success of the business

• The interview process evaluates all candidates

against values and vision of the company

6

Succession planning is is a proven process

Identify Critical Positions Identify Critical Success Factors Assess Leadership Potential Develop Leaders Measure, Monitor, and Evaluate Success

7

Positions People Process

Step 1 – Id Identify fy crit itical positions

• Risk assessment approach to identifying positions most in

need of succession planning

• Evaluate positions from a risk perspective
• Rank positions based on risk assessment
• Prioritize positions for succession planning
• Executive and/or senior management team
• Focus on position, not person

8

Step 1

Owners Purpose Activities Considerations

Prioritize positions for succession planning using the summary ry form

9

Step 1 Urgent Need

Low External Candidate Availability

Poor Internal Bench Strength Strong Impact on Business

Unique Skill Set or Knowledge Base

Step 2 – Id Identify fy crit itical success factors

10

Step 2

• Identify experiences, competencies, knowledge and skills that have

contributed to success

• Assess experiences of successful people
• Document key knowledge and responsibilities of incumbent
• Determine how best to share key knowledge and responsibilities
• Use to strategically plan for the development of potential successors
• Supervisors of the position and similar positions for initial

assessment

• Incumbents of the position for documentation
• Focus on position, not person

Purpose Considerations Owners Activities

Step 3 – Assess l leadership potential

• Develop realistic picture of current state of potential successors
• Identify and assess bench using Nine Box Grid
• Identify individuals as “ready now” or “ready later”
• Incumbents and supervisors of the position
• Review by executive or senior management team
• Must be realistic assessment
• Must be specific to position
• Informed by ENGAGE 2.0 Growth Model

11

Step 3

Purpose Owners Activities Considerations

Use the Nine Box Grid id to plot potential and performance

High Potential Develop Stretch/Develop Stretch/Promote Medium Potential Observe Develop Stretch/Develop Low Potential Observe/Exit Observe Develop Potential ↑ Performance → Does Not Meet Expectations Meets Expectations Exceeds Expectations

12

Step 3

This tool helps leaders have conversations about the right candidates at the right time.

Step 4 – Develo lop le leaders

• Strategically develop bench/leaders in light of succession needs
• Create development plans including statewide development
• pportunities and position-specific needs
• Implement development plans
• Mentor and coach with strategic focus
• Individual, supervisor, mentor, other leadership as appropriate
• Integrates into ENGAGE 2.0 and Growth Model conversations
• Continuously assess development needs and plans

13

Step 4

Owners Purpose Activities Considerations

Step 5 – Measure, monitor and evalu luate success

• Ensure that succession planning happens and is successful
• Quarterly meetings, at a minimum
• Monitor implementation of succession planning steps
• Establish and monitor metrics for success
• Executive and/or senior management team
• Executive team needs to take and maintain ownership of process
• Business led and human resources enabled

14

Step 5

Purpose Activities Owners Considerations

We have no tim ime to lo lose!

15

Note: Managers supervise other supervisors. Source: OA Personnel, MOSERS, MoDOT, MSHP, MDC

0% 10% 20% 30% 40% 50% 60%

Percent of managers eligible to retire in FY20

Let’s get started!

• Kick-off meeting using agenda
• Identify a champion for the process
• Review playbook and resources on MOLearning
• Decide path of implementation
• Identify specific levels/divisions (top down)
• Identify based on risk assessment

16

Implementation Recommendations

Your guide to success!

17

We are here to help

18

Ashley Buechter, MoDOT Mary Corey, DESE Dan Follett, DOR Travis Terry, DOC Jacinda Thudium, OA Katie Thumann, DMH