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Succession Management in the Government
Thursday, May 21st
Succession Management in the Government
Stacia Sherman Garr
Vice President, TM & HR Research
Bersin by Deloitte, Deloitte Consulting LLP
What Federal, State, and Local Agencies Need to Know
Trends, Challenges, and Needs for Succession Management in Government
High Level: Understanding Succession Management and
Succession Management Maturity
A Deep Dive: Key Levers to Improving Succession Management
Takeaways
Agenda for Our Time
Ron Brade
Director, Office of Human Capital Management
NASA's Goddard Space Flight Center
James Trujillo
Senior Manager
Port of Portland
Our Panelists for Today
Miranda Ashby
Senior Director of Federal Government Cornerstone OnDemand
“Succession management
refers to an organization’s
processes for identifying,
selecting and managing
talent to build bench
strength and ensure the
readiness of talent to move
immediately into key
positions when necessary.”
Succession Management Defined
Agency needs
More accurately forecast retirement impacts and timing
Attract and retain millenials
Build bench strength and provide leadership continuity
Identify areas and impact of knowledge loss
Prioritize strategic or critical activities
Agency Talent Needs are Varied
Challenges, Needs, and Succession Management Benefits
Our Panelists See
Succession Management Maturity Model
Fragmented Replacement PlanningList of Senior-Level Positions • List of High Potentials • No Targeted Development
Level 1
Traditional Succession PlanningDevelopment Plans • Talent Reviews • Business-Unit Focus •
Targets Key Positions • HR-Driven
Level 2
Integrated Succession ManagementBusiness Strategy Alignment • Talent Management Integration •
Enterprise Perspective • Owned by Top Agency Leader
Level 3
Transparent Talent MobilityDynamic Process • Highly Transparent • Pool-Based •
Talent Movement • Professional & Management Roles
Level 4
Be
rs
in
b
y
De
lo
it
te
Source: High-Impact Succession Management: Key Findings and Maturity Model, Bersin by Deloitte, 2014
• Level 1 – Fragmented Replacement Planning
• Level 2 – Traditional Succession Planning
• Level 3 – Integrated Succession Management
• Level 4 – Transparent Talent Mobility
Polling question: What Level of Succession Management Maturity is Your organization?
Five Dimensions of Maturity
Refers to:Dimension
Business Planning
The alignment of agency and talent goals, supported by strong governance, leadership and workforce planning
Succession Planning
The demand, supply, and calibration of talent, wrapped with action plans for increasing bench strength
InfrastructureThe capabilities of HR and managers to do SM, guided
with processes, tools, technology, and analytics
CultureThe philosophies, frameworks, systems, and behaviors of
an organization as it relates to SM
Global The readiness of an organization to do SM globally
Determining Leadership Needs
What does good look like?
Frequent evaluation of the workforce plan
Use of sophisticated predictive modeling
Scenario-based analysis
Business Planning
Business Value &
Alignment
Talent Management Integration
Workforce Planning
Leadership & Governance
Organizational Profiling
Source: “Six Steps to Strategic Workforce Planning,” Bersin by Deloitte, January 2014 .
WHY ?
HOW?
Understand how different situations could impact key roles
critical skills.
Assessing and Calibrating Talent
Succession Planning
Critical Roles
Assessment
Talent Assessment & Calibration
Talent Reviews
Development & Mobility
HiPo Identification
What does good look like?
Managers convene as a group to discuss talent pool
They come to calibration meetings prepared to defend their assessments.
Transparent discussions
Comprehensive calibration of employees’ individual results against peer group.
Understand organizational needs in relation to existing talent skills & potential
WHY ?
HOW?
Developing and Mobilizing Talent
What does good look like?
Targeted development plans for each HiPo
Highly experiential and prescriptive development
Defined rotational "feeder" roles for with key experiences
Seamless moves across business lines - vertically and horizontally
Refined retention strategies for top talent
Succession Planning
Critical Roles
Assessment
Talent Assessment & Calibration
Talent Reviews
Development & Mobility
HiPo Identification
WHY ?
HOW?
Prepare successors for future leadership positions, build bench strength and leadership pipeline
Service Delivery
Tools
Technology
Reporting
AnalysisMonitoring
SustainmentInfrastructure
Ensuring the fulfillment of talent and succession plansWHY ?
Measuring Impact
What does good look like?
Persistent tracking and use of key metrics Easily accessible data presentation such as Dashboards or
Scorecards Benchmarking against industry norms Driving continuous improvement
HOW?
Clarity on Talent Expectations
Culture Talent Expectations
Decision-
Making
Talent
SharingTransparency
Clarifying expectations and requirements for talent
What does good look like?
Employees understand what is expected of them Individuals are clear about the alignment between career
aspirations and company’s opportunities Success factors are clearly communicated HiPos are aware of requirements for advancement (e.g.
relocation, global experience)
WHY ?
HOW?
Takeaways
• Succession management is a critical factor in government agencies’ success.
• Effective succession management will enable government agencies to:
– Avert the loss of key employees
– Build bench strength
– Support the agency’s mission through strong leadership
• The four most-relevant dimensions of succession management maturity
include:
• Business planning
• Succession planning
• Infrastructure
• Culture
Question & Answer
Copyright © 2015 Deloitte Development LLC. All rights reserved.18 SM in the Government: What Federal, State, and Local Agencies Need to Know
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Thank you!
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