State of Colorado SUCCESSION PLANNING. Introduction

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1 State of Colorado SUCCESSION PLANNING 1 Introduction Overview of the State s Classified workforce Issues Driving the Succession Planning Efforts Previous efforts and challenges Current efforts and challenges Future of Succession Planning in the State 2 1

2 The State s Workforce o 3 The State s Classified Workforce 33,000 employees in the Classified system Median age years Median tenure 7.66 years This is a workforce that performs a wide range of jobs 4 2

3 Structure of the Workforce 1,000s of different jobs Accountants and Auditors Judges and Attorneys Physicians and Veterinarians State Troopers and Scientists Trades people and Managers 516 Different Job Classifications 6 Occupational Groups 100s of locations throughout Colorado 5 HR Functions are Decentralized Department of Personnel and Administration is the Corporate HR for the State t Classified System. Job Classification Compensation Benefits Administration Risk Management Performance Management Training / Development Appeals and grievances HR Analytics Workforce Planning State Personnel Rules (Shared with State Personnel Board) 6 3

4 HR Functions are Decentralized State agencies all have HR offices that conduct day to day d HR business Selection Performance Management Training New Employee Orientation Discipline Employee Relations Recognition Leave Management Personal Services Contracts 7 Merit System Principles Hiring and Promotions must be based on merit and fitness, as determined by a competitive process without regard to race, color, creed, national origin, age, disability, gender, or political affiliation Rule of Three Generally employees have a right to continued employment as long as they are performing satisfactorily and may be disciplined or terminated only for just cause, subject to due process 8 4

5 Merit System Principles Impact on Succession Planning Employees can not be slotted into higher level positions for development. Employee movement to a higher level position is considered promotion which requires a test. Employee selected must be among the top three candidates. High level employees who are blocking high potential employees can only be removed for cause. Due process hearing required. Discipline must be progressive. 9 Previous Succession Planning Efforts 2007 Program Developed in partnership with Colorado State t University it Provided agencies with a template to perform their own succession planning Driving force was the State s aging workforce Purpose was to ensure pipeline of qualified employees in critical or key positions Identified critical competency gaps Assessed bench strength of the workforce 10 5

6 Previous Succession Planning Efforts Elements of Succession Planning Model Development of competency model dlh that varied by role individual contributor vs. supervisor or manager Identification of key positions Assessment of job incumbents competencies Identify High Potential (HiPo) employees Alignment of competencies with development opportunities Identify roles and competencies that will be required in the future Identify future developmental assignments for HiPos 11 Previous Succession Planning Efforts Factors that hindered progress There was no current competency model for the workforce Model was developed based on OPM competencies Model required a lot of time to develop Agency HR staff were not familiar with model and it was hard to learn how to apply Methods to assess individuals current level of competencies were hardto implement There was no HRIS system to support program Agency HR offices were too busy to take on additional work DHR staff charged with implementing program were laid off in All central workforce planning efforts were halted. 12 6

7 Current Succession Planning Efforts Department Executive Director formed Working Team ofhr Professionals to develop succession planning program in the state. Working Team Progress to Date Project scoped to develop plans for Critical Positions not just Senior Management. Scope of project is to develop methodology to be used by the agencies. Conducted Pilot Program to Develop Competency Model for three different Occupational Groups. 13 Key Findings of the Working Group Succession Planning should be considered a business operations problem. Managers should be responsible for: Defining competencies required to perform jobs Assessing the competencies of their subordinates Implementing training and development plans. Identifying key or criticalpositions that require succession planning The role of HR is to provide data, training and support to Managers. 14 7

8 Key Findings of the Working Group The State s workforce is too diverse to be served by a single competency model. dl Some core competencies may be universal to the entire workforce Each occupational group may have its own set of technical competencies The traditional Job Analysis is a good tool to assist managers in defining required competencies. This should be done by both HR and the manager 15 Key Findings of the Working Group Succession Planning is an Employee Relations Issue Employees feel that Succession Planning opportunities should be available to all employees Fear of managers playing favorites Fear that less assertive employees will be passed over Fear that senior employees will be passed over Basic distrust of Leadership to make the right call 16 8

9 Working Group Recommendations Succession Planning should be considered a business operations issue Operational managers should take the lead with support by HR Staff The tools for identifying and assessing job competencies must be easy for managers to use. The tools for identifying key positions and HiPo employees must be easy to use. Succession Planning should be viewed as a tool to help drive employee engagement Emphasis on Building Talent internally Tied directly to Career Development 17 Working Group Recommendations Succession Planning should be considered a Risk Mitigation Tool. Development Organizational Bench Strength Key to Continuity of Operations Planning Succession Planning should be considered a subset ofemployee Training and Development HR staff should leverage current processes like job analysis and performance management make process easier to implement 18 9

10 Questions 19 10

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