Human Resources Initiatives: Succession Planning Design Team Report

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Human Resources InitiativesSuccession
PlanningDesign Team Report

• Summary of Findings and Recommendations

June 30, 2006
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Presentation Contents

• Project Team
• Subject Matter Experts/Stakeholders
• Goals Outcomes
• Assessment of Current Model
• Breakdowns Disconnects of Current Process
• Recommended Design Model
• Technology Solutions Interim Long-term
• Key Improvement Recommendations
• Competency Recommendations
• Critical Success Factors
• Return on Investment
• Appendix Change Management Communication Plan

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Succession Planning Project Team
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Succession Planning Project Team

• Throughout the design phase, the Team divided
  into the following task groups / subteams to
  address specific components of the project
• Design of the Process Assessment
• Technology
• Competency (Inter-team linkage)
• Communications Marketing
• Change Management

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Succession PlanningInitiative Goal

• Create a Succession Planning system that
  addresses future needs and outcomes, through an
  integrated strategy which capitalizes on its
  flexibility and individuality to meet the
  agencys needs, while remaining aligned with the
  states goals and objectives.

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Succession Planning Initiative Desired Outcomes
after Implementation

• Leaders embrace Succession Planning as a
  strategic / core process.
• SP is aligned with goals/objectives of the State.
• Utilize SP throughout all levels of
  organizations.
• Succession Planning requires a successful
  integration / alignment of Workforce Planning,
  Performance Management, and Workforce Development
  (incl. Leadership training)

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Succession Planning

• Underlying desire that, even if position(s) are
  not identified for the agencys formal SP
  program, a proactive manager will apply these
  Succession Planning concepts within their work
  units as a long-term strategy for increased
  efficiency and performance.

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Assessment of Current Succession Planning Process
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Succession PlanningCurrent perception

• There is no single definition for succession
  planning, nor an enterprise-wide process to
  identify and assess needed competencies.
• Focuses only on current gaps, rather than
  forecasting future gaps (almost just-in-time
  succession planning).
• Any action is considered an HR quick-fix,
  rather than a strategy to proactively address
  future needs.

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Succession Planning Current Process
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Breakdowns Disconnects
Activity/Task
Root Cause(s)
Breakdown/Disconnect
Priority positions not maintained at enterprise
level Competencies necessary for successful
leadership not identified or maintained in
system.
No established processes to identify key
positions no career paths and position
hierarchies in the system no competency
dictionary in PS.
ID Leadership Characteristics
Individual performance, accomplishment and
competency assessment data is not recorded
systematically anywhere no centralized
automated assessment tool.
Assess Bench Strength / Identify Talent
Employee assessment for leadership potential does
not happen routinely.
Developmental training and activity difficult to
track centrally.
Train workforce and other modules in PS not
utilized to track and monitor training and
development activities.
Develop Talent
System abilities to link development with
competencies is not utilized.
Development and training activities is not linked
to improvement in competencies.
Evaluate SP
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Succession Planning Technology Current Process
Identify Target Jobs
Evaluate Potential
Develop High Potentials
Evaluate Succession Planning
GMSs TAP tool can assess competency, scope and
results to create talent matrix being piloted in
several agencies now. PS CP can identify
strengths and developmental areas Not used at
this time.
No Technological solution exists for this step in
process at this time.
PS SP Module has ability to mark key positions,
establish management level, and attach competency
profile Not utilized at this time.
PS CP and Develop Workforce Modules can create
career and developmental plans and track training
programs Not being used to full potential.
Breakdown / Disconnect
Opportunity
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Recommendation for proposed Succession Planning
ProcessSummary of Findings and Recommendations
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Succession Planning Model Recommended
Step 2 Evaluate Potential
Step 1 Identify Target Jobs
Step 3 Develop High Potentials
Step 4 Evaluate Succession Planning
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Succession Planning Model

• Determine scope of your succession planning
  project.
• Ø      Establish and record leadership levels of
  all positions
•  
• Identify positions that are critical to achieving
  your strategic goals/objectives and/or your
  mission.
• Ø      Establish critical positions
•  
• Determine characteristics that critical positions
  have in common as it relates to successful
  performance.
• Ø      Record competency models and level of
  impact on the organization and necessary results
•  
• Identify how many of these critical positions can
  be filled from internal sources.
• Ø      List positions ready now short-term
  long-term
•  

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Succession Planning Model cont.

• Evaluate existing staff against the requirements
  of the positions.
• Ø      Record and evaluate individual
  accomplishments, competency levels, and potential
•  
• Record existing staff that have been identified
  as having high potential.
• Ø      Add to ready lists
•  
• Record and track developmental activities that
  will be mandatory, optional, and/or unique for
  existing staff identified as high potentials.

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Enabling TechnologiesInterim Solutions Process
Recommendations

• Identify critical leadership and professional
  positions
• Existing workforce plans
• Pen and paper solution by individual managers
• Simple electronic summary of consensus by agency
  leadership
• Identify common competencies of critical
  positions
• Existing workforce plans
• Pen and paper solution by individual managers
• Simple electronic summary of consensus by agency
  leadership

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Enabling TechnologiesInterim Solutions Process
Recommendations

• Assess qualified and interested candidates
  against competencies to identify high potential
  employees
• Pen and paper solution by individual managers
• Global assessment by groups of managers
• Talent Assessment Program (TAP)
• Other software such as WingSpan
• Identify developmental activities for high
  potentials and rest of staff, tracking progress
  towards completion
• Pen and paper solution by individual manager or
  groups of managers
• Simple electronic record keeping (Excel, Word)

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Enabling TechnologiesInterim Solutions Process
Recommendations

• Evaluate progress towards closing known gaps for
  both high potential candidates and the rest of
  the staff.
• Pen and paper solution by individual managers
• Global assessment by groups of managers
• Talent Assessment Program (TAP)
• Other software such as WingSpan
• Other pre-development and post-development
  comparisons

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Interim Solutions System Options

• Make better use of available technology and
  web-based systems such as Georgia.gov
• Modify currently available applications (such as
  TAP or MuSIC) to aid in competency assessment
• Establish manual processes and develop hard copy
  templates to use while other technological
  solutions are being developed.

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Long Term Solutions System Options

• Apply resources toward the set up of all
  necessary foundation tables
• Import the identification of key positions,
  management levels, and other information required
  for bench strength analysis
• Import competency dictionary and other skill
  related information into database.
• Import available development and training
  opportunities into database
• Develop a web-based multi-rater assessment such
  as TAP

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Enabling Technologies For Succession Planning

 
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Key Improvement Recommendations Short-Term
Solutions
Activity
Benefit(s) Qualitative
Quantitative
Recommendations
Less time and money than to record/maintain
profiles for individual positions.
Simplified approach easier to maintain. Can be
accessed by decision makers
Step 1 ID Critical Positions
Develop/modify leadership model for all mgmt.
levels
Step 2 Evaluate Potential
Development expense largely incurred makes use
of existing resources.
Some instruments already developed can begin
with these immediately
Use in-house survey instruments or tools
Step 3 Develop High Pos
Development time and expense needed to do this
on-line is high.
Manual process more efficient in short-term less
time to set up and train
Prepare accelerated development plans
Gather feedback from participants Conduct
re-measure of bench strength
Step 4 Evaluate SP
Is simple leading and lagging measure of success
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Succession Planning (Future)
Identify Target Jobs
Evaluate Potential
Develop High Potentials
Evaluate Succession Planning
Short Term Manual process Use modify LNA
leadership model for Sr. Mgmt. level Long Term
Target key jobs in PS link to appropriate model
record readiness info
Short Term Use manual evaluation or simplified
web-based survey to collect info. Long Term
Adapt TAP for web, add candidate profile and
planning development tools
Short Term Manually collect participant and
stakeholder reaction and impact record
competency and performance post-measures. Long
Term Establish processes to routinely update
comp. and perf. evaluation in PS.
Short Term Prepare manual Accelerated
Development Plans Long Term Enter Career paths
and development plans into PS track completion
of assignments
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Stakeholder Feedback

• Design Team Report
• Succession Planning

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Succession Planning End-User Focus Groups

• Two Succession Planning End-User Focus Groups
  totaling 15 employees from agencies of various
  sizes came together to participate in an
  unscientific sampling of a proposed Succession
  Planning/Competency Development-Process. The
  participants included an array of either
  front-line supervisors, middle managers, or
  executives.
• The Succession Planning/Competency Development
  Process encompassed a multi-stepped process which
  addressed the considerations of and the resources
  for identifying competencies, assessment tools,
  developmental activities, and end results of the
  process.
• Based on the feedback received, it was the
  consensus that the proposed process had enough
  flexibility to work at any of the targeted
  leadership levels. Additionally, it was the
  consensus of both groups that the alternatives to
  TAP be presented.

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Succession Planning Design TeamLinkages
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Interim Solutions Linkages to other HR
Initiatives

• Competency and potential assessment data needs to
  be shared with Performance Management, Workforce
  Planning Systems, Succession Planning and the
  Workforce Development initiatives.
• Succession Planning needs retirement projections
  and other data, including projections of
  vacancies, from Workforce Planning system.
• Succession Planning Systems need access to
  performance measurement, results and
  accomplishment data.

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Interim Solutions Linkages to other HR
Initiatives
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Succession PlanningInter-Process Linkages
Training / Workforce Development
Performance Management
Succession Planning
Workforce Planning
Recruitment
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Key Interdependencies
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Competency Subteam

• Performance Management Design Team recognized
  need for one competency dictionary for all design
  teams
• Competency Subteam formed with representatives
  from these design teams
• Performance Management
• Succession Planning
• Workforce Planning
• Workforce Development / Leadership Institute
• Team met for three months developed
  recommendations

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Competency Subteam Recommendations

• Competency dictionary
• determine which dictionary to use for all HR
  functions
• what elements need to be included in the
  dictionary
• Statewide Core Competencies
• identify core competencies necessary for job
  success
• Leadership Competencies
• identify the leadership competencies that leaders
  need
• Proposed a revised layout of dictionary
• determine how competencies should be presented
• other elements needed in the dictionary
• recommended layout

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Critical Success Factors

• Design Team Report
• Succession Planning

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Challenges to Success

• Limited funds available for training.
• Who will absorb training costs?
• Who will provide training?
• Who will provide help desk support?
• Establishing new business processes for entering
  data historically not collected.

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Return on Investment

• Succession Planning

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Succession Planning Return on InvestmentBenefits

• Agencies are better managed /prepared for drain
  of knowledge experience from impending
  retirements / turnover.
• Better defined faster replacement of key
  leadership positions result in positive impact on
  production and/or customer service.
• Less transition time required for managerial
  replacements. Fewer costly mistakes or other
  negative impact of long periods of recruitment .
• Decreased recruitment costs. Less external
  recruiting since future managers are identified
  developed from within.

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Return on InvestmentCosts

• SP Development Activities Implementation and
  Education for agency staff
• Training for managers Initial and Ongoing costs
• Assessment May be merged with the Performance
  management system. Will require extra training
  and time.

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Succession Planning
Key Assumptions

• Develop and use manual or simplified electronic
  processes to
• Identify key positions
• Select leadership competency models/needs
• Identify high performers
• Evaluate potential
• Develop high-potentials

Cost Benefit Analysis (Short-Term)

• Benefits
• Manual Process Solution (money saved or
  deferred)
• Faster implementation of Succession
• Planning activities xxxx
• No extra money on technology required
  xxxx
• Cost of training in manual SP processes
• largely incurred (money saved by
• no PS training) xxxx
• Simple Electronic Tools
• Survey Platforms exist
• Competency assessment tools exist
• __________
• Total Benefits xxx,xxx

• Assumed Implementation Costs
• Implementation team costs to develop
• manual forms and templates. xxxx
• Implementation Team cost to develop
• manual competency assessment
• survey instruments xxxx
• Total Costs xxx,xxx
• Total Benefits xxx,xxx
• Net Benefits xxx,xxx

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Succession Planning
Key Assumptions

• Activate, train and utilize PS Career Planning
  and Succession Planning modules
• Identify key positions
• Select leadership competency models/needs
• Identify high performers
• Evaluate potential
• Develop high-potentials

Cost Benefit Analysis (Long-Term)

• Benefits
• PeopleSoft Solution
• Enterprise-wide Information can be used
• by top leadership and central HR xxxx
• Competency gap analyses can be performed
• and monitored real time for each leadership
• level. xxxx
• Development activities can be monitored
• and updated upon completion xxxx
• Other Electronic Tools
• Competency assessment tools can allow
• for multi-rater participation xxxx
• __________
• Total Benefits xxx,xxx

• Assumed Implementation Costs
• Agency cost for CP and SP staff module training
  xxxx
• Implementation Team cost to set up all necessary
• foundation tables xxxx
• Implementation Team cost to create, communicate
• revised business processes xxxx
• Agency staff time to create position
  hierarchies,
• career paths, and development
• plans. xxxx
• GMS/GTA cost to provide support xxxx
• Total Costs xxx,xxx
• Total Benefits xxx,xxx
• Net Benefits xxx,xxx

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Succession Planning AppendixChange Management
Communication Plan
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Succession PlanningChange Management
ConceptsAppendix - Listing of Content

• Draft ADKAR model applied to impacted groups
• Agency guidelines for using the Bridges model
• Sample communication plan template
• Sample education suggestions
• Tips for handling change

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Draft ADKAR model applied

• The ADKAR model was applied to the following
  impacted groups. A high level and detailed
  summary are provided.
• Commissioners
• HR Directors
• HR Professionals
• Senior Leadership
• Middle Managers
• First level supervisors
• Employees
• GMS Employees (as the HR service provider to
  state entities)

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Agency guidelines for using Bridges

• The following guidelines will assist state
  entities in using the Bridges model to assist
  them with change efforts within their
  organization.
• Identify the impacted groups within your entity
• Determine the starting point for each of the
  impacted groups
• Understand who is going to have to let go of what
  
• Make sure that steps are taken to help people let
  go of the past
• Help people through the neutral zone with
  effective and relevant communication
• Help people launch the new behaviors

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Sample education suggestions

• Break the current GMS succession planning
  training manual into modular learning/
• information components.
• Provide click-on links to information within the
  document.
• Provide drop down content clarification
  capability and hyperlinks to internet and other
  web based data/information sources and resources.

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Sample education suggestions - 2

• Create web based FAQ document linked to
  succession planning information/training manual.
• Create audience specific informational CD.
• Create video stream how-to instructional.

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Sample Communication Plan Template
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Tips for handling change

• Understand that change is inevitable.
• Make sure youre changing for a good reason.
  Change is hard enough dont do it just for the
  sake of change.
• Keep the lines of communication open, direct, and
  clear. Change brings about confusion, mistrust,
  misunderstanding, assumptions, and hurt feelings,
  among other things. Talking about the how's,
  whys, and what's of change will help everyone
  feel in on the changes, and they wont be quite
  so skeptical of the process.
• Be patient. Effectively managing change takes
  time, and it must follow a well-thought-out
  process that cant happen in a day.

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Tips for handling change - 2

• Make your mission clear. When people understand
  the reasons behind a change, theyre much more
  likely to respond favorably.
• Create a Change Management team to help implement
  all factions of the plan. Now isnt the time to
  be a hero and do it all yourself.
• Keep an open mind. Change is the time to do just
  that change. Following what youve always done
  wont lead to fresh thinking, better systems, new
  ideas, and whatever else it is youre looking
  for.
• Stay flexible. Creating and implementing a plan
  from start to finish rarely happens, and when it
  does, its usually not the best for everyone.
  Instead, experts suggest creating a plan,
  implementing a little at a time, then adjusting
  as needed.

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