SUCCESSION PLANNING

Presented by:
Cheryl Zimmerman, SPHR
U.S. Office of Personnel Management
Denver Service Center
 AGENDA
Putting the Pieces Together
External Scan
The What and Why
of Succession
Planning
Human Capital
Succession Planning
Steps and Models
OPMs Partnership
and Services
Keys to Success
 The Aging of the Workforce
(September 30, 1998)
Age 31-40
402,304 (25%)
Age 30 or
112,229 (7%)
Less

Age 60 or Over
93,189 (6%)

Age 41-44
229,680 (14%)

Age 55-59
159,588 (10%)

Age 50-54
Age 45-49 300,820 (18%)
330,958 (20%)
Source: U.S. OPM's Central Personnel Data File
 Fewer Federal Employees
430,000 fewer employees since 1990
23.6% reduction overall
More than 300,000 fewer FTE work years
Clerical jobs cut 31%
Blue collar down 25%
30,000 fewer mgrs / sups
SES goes from 8200 to 6985 -14.8%
DC area jobs down 51,000 -16%
 Trends Affecting Employee
Recruitment & Retention
Faster!
Global Competition
Entrepreneurs & Free Agents
Options
Mass Customization
The Office: Home Sweet Home
CHALLENGE: How will your agency
meet these challenges?
High quality leadership
Career Development / Training
Exciting, meaningful assignments
Contribution to the organization
Challenge
Cutting edge
Upward Mobility
Quality of Life
RETENTION MANAGERS
 WHAT IS SUCCESSION
PLANNING?

Getting the right number of people with the

right skills, experiences, and competencies

in the right jobs at the right time.

 Why Succession Planning?
How Succession Planning Helps
Organizations
Engages senior management in a disciplined
review of organizational talent
Guides development activities of staff
Brings HR systems into alignment
Assures continuity of key positions / Avoids
transition problems
Assures new managers are prepared for their jobs
Government Performance and Results Act (GPRA)
Focus on Organizational Effectiveness
 Investment in Human Capital
Leading organizations understand that effectively
managing employees, or human capital, is essential
to achieving results. Only when the right people
are on board and provided the training, tools,
structures, incentives, and accountability to work
effectively is organizational success possible.

Quote from GAO report: Addressing High Risk

and Improving Performance and Accountability
 Business Concept
RISK of not having a succession plan

Will your agency have the right skill mix for the
future? Human Capital Challenge!
If not, what will the cost to your agency be?
Will your agency have the right leaders to
accomplish the mission?
Visionary, creative, risk-taking, initiative,
technologically advanced
CHALLENGE: What is your Agencys Plan
to meet the needs of the future?
 THE SUCCESSION PLAN
1. Workforce analysis and forecasting
2. Communications strategy
3. ID positions targeted for growth and
attrition
4. ID current and future competencies
5. ID and assess high potential employees
6. Conduct competency gap analysis
 THE SUCCESSION PLAN
7. Establish recruitment strategy and assessment
/ selection tools
8. Institute formal coaching and mentoring
(training and development)
9. Select for positions
10. Establish a retention plan
11. Evaluation / Measurement
 Succession Planning
Illustration
Supply Analysis
GAP Analysis
Workforce analysis and trends
Employee competencies
Workforce demographics
Comparison of future
workforce competencies
with future needs
Solution Analysis
Planning workforce
transition
Current workload analysis Employee
Analysis of how
workforce demographics development and

will change
ID of areas in which

retraining
Changes in staffing
Demand Analysis management action will patterns
Workforce knowledges, skills be needed to reach
and abilities to meet projected need workforce objectives
Staffing patterns
Anticipated programs and workload
changes
 Consultants?
Do I need outside assistance?
Human Capital, Key Principles from
Private Sector Organizations
-GAO report to Congress,
January 2000
 Why OPM can Help
Leader in Human Resources Programs
Responsible for over 3 million employees
Leader in Quality of Life initiatives which
improve retention
Variety of partnerships with government
entities.
 OPM Services for Succession
Planning
Organizational assessment survey/focus
groups
Preliminary data analysis/determine metrics
Corporate image enhancement
Recruitment strategies and training (pay
flexibilities)
Organizational design and re-engineering
Develop retention plan
 ..And Yet More OPM Services
for Succession Planning
Conduct competency gap analysis
Develop and pilot entrance and post-exit
surveys.
Performance management advice and
expertise.
Design of training and development
strategies.
Review position descriptions, functional
statements, and crediting plans.
 Management Competency
Development
Customized services to meet your needs
Executive coaching on career exploration
and planning, resume preparation, ECQs.
Develop strategies to identify high
performing leaders using a competency-
based approach, structured interviews, and
other customized HR products.
Creation of leadership development /
mentoring programs.
 Other OPM Services
Organizational Design and Reengineering
Job Analysis & Examining
HR Manager
USA Careers
Reduction-In-Force (RIF) Assistance
Customized HR expertise based on your
needs, including personnel research
psychologists.
 Keys to Success
Laying out a detailed implementation plan from the
beginning
(ID budget and resources required. START TODAY!)
Involvement and buy-in from top management,
program managers, and human resource managers.
Availability of accurate input data
Good communication and marketing
Employee Involvement
Linkage of plan to other planning processes
HR serves in a consulting role but management owns
the process
Choosing to be