7/8/2016. Leading Practices for Succession Planning In Government

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1 Leading Practices for Succession Planning In Government Steven Lozano Assistant Director, Strategic Issues Team Government Accountability Office July 17, 2016 Note: The views herein are those of the presenter only. They have not been reviewed by GAO and do not necessarily represent GAO s official position. Some photographs and graphics may be protected by copyright. 2 Strategies to identify, develop and select people to ensure an ongoing supply of successors who are the right people, with the right skills, at the right time for leadership and other key positions and duties. 3 1

2 GAO Human Capital Management Model Leadership Commitment to Human Capital Management Roles of the Human Capital Function Strategic Human Capital Planning Integration and Alignment Data-Driven Human Capital Decisions Talent Management Targeted Investments in People Tailored Human Capital Strategies Results-Oriented Culture Empowerment and Inclusiveness Performance Linked to Organizational Goals 4 Integrated with Other Human Capital Strategies Succession Planning One of several integrated human capital management strategies and processes 5 Strategic Human Capital Management Designated as a GAO High Risk Issue First designated as a high-risk issue in Narrowed to focus on closing mission-critical skills gaps in Agency and government-wide mission-critical skills gaps pose a high risk because they impede the government from cost effectively achieving results. 6 2

3 Government-wide Skills Gaps Identified by OPM and CHCO Council HR Specialist Contract specialist Economist Cybersecurity Auditor STEM 7 Agency Workforce Challenges New demands are being placed on federal agencies. Fiscal challenges will mean fewer available resources. Personnel and training are often the first targeted for spending cuts. New skills and competencies are needed for emerging demands and evolving agency missions. Retirement of a skilled and knowledgeable workforce. 8 Nearly a Third of the Workforce Will be Eligible to Retire by 2019 Percentage of Career Permanent Employees on Board Eligible to Retire 9 3

4 It s the process not the plan *(however, documentation is good) Planning process: Transparent Repeatable Sustainable Communicated Versus Written Succession Plans 10 GAO Identified Six Leading Practices for Succession Planning 1) Receive active support of top leadership. 2) Link to strategic planning. 3) Identify talent from multiple organizational levels, early in careers, or with critical skills. 4) Emphasize developmental assignments in addition to formal training. 5) Address specific human capital challenges, such as diversity, leadership capacity, and retention. 6) Facilitate broader agency transformation efforts. 11 1) Receive Active Support of Top Leadership Agency leadership: Actively participates in developing and implementing an agency succession planning process. Use succession strategies and process on a regular basis. Ensure needed financial and staff resources for these initiatives. 12 4

5 2) Link to Strategic Planning Focus on current and future organizational needs. Use process to help agency become what it needs to be, rather than simply recreating the existing organization. Leverage OPM guidance and reporting processes as well as provisions of GPRA Modernization Act. 13 3) Identify Talent from Throughout the Organization Identify high-performing employees at multiple organizational levels, early in careers, and with critical skills. Target high-potential individuals early in their career as well as recent college graduates and other potential applicants. 14 4) Emphasize Developmental Assignments in Addition to Formal Training Use developmental or stretch assignments that place high-potential staff in challenging roles. Combine developmental assignments along with more formal training to help ensure individuals are capable of performing when promoted into new roles. 15 5

6 5) Address Specific Human Capital Challenges Use the succession planning process to Create a more diverse workforce. Maintain agency s leadership capacity in anticipation of a large percentage of staff eligible to retire over the next several years. Increase retention of high-potential staff. 16 6) Facilitate Broader Transformation Efforts Use the succession planning process to Foster agency wide transformation by selecting and developing leaders and managers who support and champion change within the agency. Support new ways of doing business within the agency. 17 GAO Resources on Human Capital Management Available through GAO.GOV Resources for Federal Managers Best Practices and Leading Practices in Human Capital Management High Risk List 18 6

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