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

sgarr@deloitte.comhttp://blogs.bersin.com/stacia.garr

www.linkedin.com/in/staciashermangarrTwitter: StaciaGarr

Thank you!

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