Succession Planning Program Design

Meeting Purpose

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Introduce the Leadership Academy class to the succession planning process

Describe succession planning benefits2

Discuss succession planning considerations3

Review succession planning basic elements4

Answer questions5

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Succession Planning Benefits

Prepares in advance to staff key positions Develops employees sooner Promotes the matriculation of monitored groups Preserves institutional knowledge Promotes key employee retention Facilitates career planning Reduce recruiting costs Improves operating efficiencies Supports the strategic business plan Enables RCCD to assess diversity and equity barriers, if any, to

assure that inclusiveness is maintained in its plan

Succession Planning Disadvantages

Potential to bifurcate staff Requires support processes

Capacity assessment Capacity building Career planning Employee engagement

Potential to demotivate

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Definitions

Target positions – Positions we are planning to fill with succession candidates

Feeder positions – Positions that succession candidates would typically migrate from

Hi-potential candidates – Employees that are perceived to be able to move up ‘X’ grades within a predetermined period of time

Competency – Collection of abilities, skills, knowledge and personal characteristics, working in concert to produce outstanding performance in a given area of responsibility

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Definitions

Competency groups – Collection of abilities, skills, knowledge and personal characteristics

Core competencies – Most significant value creating competencies within RCCD

Future competencies – Collection of abilities, skills, knowledge and personal characteristics that will be required in the future

Depth chart – A collection of target and feeder positions that display potential successors

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Succession Planning Design Methodology

1. Identify the targeted positions

2. Identify key feeder positions

3. Anticipate the turnover in target positions

4. Determine the number of employees on each depth chart

5. Determine which positions should be filled internally vs. externally

6. Determine RCCD participant selection process

7. Determine which assessment system will be employed

8. Determine how staff will be approved for participation

Identify Target Positions

• Chancellor• Vice Chancellor• Department Heads

Positions we are planning

succession candidates to compete for

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Generally mission critical positions that are the most leveraging in successfully meeting the RCCD vision and mission

Identify Feeder Positions

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Positions that successor candidates would typically migrate from

Anticipate Turnover

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•Who is scheduled to retire?•Who is eligible to retire?•Who may be terminated?•Who may voluntarily leave?•Who may be transferred or promoted?•Impact of reorganizational or restructure plans at the college and/or District level

Potential Vacancies

Determining Participants

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Candidate Selection Process

Competency based

Assessment based

Performance based

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Capabilities

Abilities

Skills

Knowledge

PersonalCharacteristics

Competencies

Depth Chart

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Succession Planning Considerations

Philosophy

Strategy Design Implementation Communication

Administration Documentation Assurance &

Evaluation Continuous

Improvement

Philosophy

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Possible Strategies

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Other Succession Planning Design Considerations

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Quality Assurance

Continuous Improvement

Who Will Lead Our Organization Tomorrow?

Build a framework including; mentoring, internships, job rotation, assess workforce demographics

Align business goals with human resource needs What are gaps between departing managers and potential

successors Do the right staff have the right stuff Develop a leadership cadre of persons who can compete for

future opportunities Succession planning is a dynamic process that requires

constant attention Today’s clerk may be tomorrow’s Budget Analyst; today’s

specialist may be tomorrow’s manager

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