Succession Planning

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OC Fair & Event Center Succession Plan, 2019

Percent of Civil Service Employees Eligible for Retirement in Next 5 years at OCFEC

31% Eligible for Retirement

as of October 2018

54% Eligible for RetirementWithin Next 5

Years

15% Not Eligible forRetirement Within Next

5 Years

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Succession Planning Framework

Step 1• Organizational

Review

Step 2

•Identify Critical Retirement Positions

Step 3

•Conduct Employee Succession Planning Survey

Step 4

•Conduct Job Analysis

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Step 5

•Assess Internal Talent Pool

Step 6

•Transfer Knowledge

Step 7

•Legacy Retiree Workshop

Step 8

• Identify and Develop Internal Talent Pool

Step 9

•Measure, Monitor andEvaluate Success

SWOT analysis to identify internal and external challenges

Conduct a GAP analysis

Develop strategic goals for the Organizational Succession Plan supported by: Management Board of Directors

Step 1

Organizational Review

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Create a Matrix from HR employee data Include key positions that may become

vacated, including roles that areperformed by one person and critical tothe operation

The purpose is to identify thosecandidates that are eligible forretirement within a 3 year window

Step 2

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Identify Critical Retirement Positions:

Potential Retiree Matrix

6

Broad survey that lists all departments andcaptures respondents interest by departmentand position*

43% of OCFEC employees responded to survey

Step 3

Employee Succession Planning Survey

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*This survey captures interest in all positions including potential retiree positions

Purpose of the Survey: To understand internal interest for futureretiree vacancies and gather in-depth information about the interestin the jobs and possible job skills outside the potential candidates’core duties.

Potential Retiree Position Inventory

(Transfer of personnel data from Potential Retiree Matrix and Employee Succession Planning Survey to create this form)

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Review position’s current job description and remove any non-relevant tasks or add relevant job duties

HR works with incumbent and supervisor of that role to conduct job analysis

Roll previous job description and job analysis results to create a job description based on the job analysis results

Step 4

Conduct Job Analysis

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Goal of Job Analysis: To analyze existing job descriptions and relevancy of current duties, consider future needs and skills of the position for all retiree positions.

Assess Internal Talent Pool:

Executive Team and HR reviews Potential Retiree Position Inventory to assess interested internal candidate pool. An internal candidate may be selected to move forward

- OR - The position may require external recruitment,

if no interest internally

Step 5

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Transfer of Knowledge:

Begin process of creating a desk manual/ reference guide for each retiree position

Retiree to create a listing of key knowledge/ experience for their role and catalog it for future use. Could include key contacts, date driven functions, procedures on how to complete critical tasks

Step 6

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Legacy Workshop:

Schedule legacy workshops with staff identified in potential retiree profile

Step 7

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Goal of Legacy Workshop:• Provide organization an opportunity to connect emotionally

with retirees and their past accomplishments helping themcreate their legacy. What do they want to be known for andhow can they be part of passing on and continuing theirlegacy?

• Walk through succession plan process with retirees.Answer questions and clarify retirees’ role in the success ofthe plan

• Explain expectations of retiree when working side-by-sidewith potential successor

Legacy Workshop:

Provide educational resources for retirement

Organize & develop legacy celebration for retirees

Step 7

13

Identify and Develop Internal Talent Pool:

Internal staff that is interested in future retiree positions are provided an updated job description.

Internal Staff completes a self-evaluation accessing their skill set relative to the requirements of the retiree’s position

HR/Executive Team reviews all evaluations to determine best candidate to move forward with succession planning

Development Plan is then created for qualified applicant to begin the succession process with the retiree candidate

If more than one applicant was interested in position, candidates not selected will be interviewed and skills accessed to possibly determine other opportunities for them to pursue. Then a plan is developed to help them gain experience/education to prepare them for a future opportunity.

Step 8

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Measure, Monitor, & Evaluate Progress and Outcomes:

Monitor progress of developmental plans quarterly Retiree, successor, supervisor and HR

Hold quarterly Succession Planning Meetings to review plan and check on training and development goals

Make adjustments as needed to the development plan

There will be fluctuations based on organizational demands and potential vacancies in key roles

Step 9

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Measure, Monitor, & Evaluate Progress and Outcomes:

Next Steps:

HR team conducting roll-out meetings across the organization

Schedule legacy workshops for first quarter 2019

Finalize Organizational Succession Plan “play book” and distribute to leadership

Step 9

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