Succession management in the Queensland Public Service

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1 Successin management in the Queensland Public Service February 2009

2 Table f cntents Intrductin... 3 What is successin management?... 3 Why d successin management?... 3 Wh des successin management apply t?... 4 What are critical r key rles?... 4 Hw can successin management be successfully implemented?... 4 What are the key elements f successin management?... 4 What are the fur categries f risk which need t be addressed t ensure effective successin management?... 5 Hw can successin risk be assessed?... 5 Guide... 6 Flwchart... 8 What are the main activities that can be implemented t minimise successin risk?... 9 Manage Vacancy Risk... 9 Manage Readiness Risk... 9 Manage Transitin Risk Manage Business Risk Hw can success be measured? Successin Management in the Public Service 2

3 Intrductin In an envirnment f rapid change there are significant cncerns abut the need t ensure rganisatinal sustainability, flexibility and respnsiveness in delivering services t the cmmunity. Our capacity t perfrm and deliver services whilst dealing with issues such as an ageing f the wrkfrce and labur and skills shrtages requires new appraches t ensure the public service has the capacity t sustain ur perfrmance and respnsiveness in the future. It is within this cntext that rganisatins, and mre imprtantly leaders and managers, need t lk with increased scrutiny at the need t manage emplyee successin effectively t ensure they have the future leadership, management and technical capacity t deliver gvernment business. Agencies that have a high impact successin management system will mre successfully manage high calibre emplyees, which will psitively impact n lng-term leadership quality and business perfrmance. Successin management is an imprtant risk management strategy t ensure the cntinuatin f effective service prvisin t the cmmunity, regardless f rganisatinal change. Withut planning, disruptins caused by bth expected and unexpected departures can lead t subptimal utcmes in the efficient delivery f gvernment business. Frward planning t manage successin helps develp a diverse wrkfrce better equipped t respnd well t a variety f challenges, nt just persnnel-related change. What is successin management? Successin: is a strategic prcess t ensure the cntinued supply f skilled emplyees t fill critical r key rles; facilitates the preservatin f crprate skills and knwledge; is an integral part f wrkfrce planning; may be linked t recruitment and selectin, capability develpment, and retentin activities; perates within principles f merit and transparency in selectin prcesses; and des nt target individuals, rather is abut develping capability t ensure that there is a suitable pl f ptential applicants when psitins becme available. Why d successin management? T address fundamental wrkfrce challenges facing all rganisatins including: labur and skills shrtages; the ageing ppulatin. Mature-age emplyees accunt fr an increasingly large prprtin f the Queensland public service wrkfrce. As at December 2007, arund 48 percent f Queensland permanent public service emplyees were aged ver 45 years; the increasing rate f retirement frm the public service. Frty percent f current senir Successin Management in the Public Service 3

4 executive service and senir fficer staff will reach retirement age in the next five t eight years; trends fr yunger emplyees nt t remain in the same jb fr very lng; attracting and retaining peple with particular skills sets; and effectively managing and develping the skills f existing emplyees. Wh des successin management apply t? Successin applies t critical r key psitins where there is a reasnable risk f nt having sufficiently skilled peple t undertake these rles. What are critical r key rles? Leadership r senir level psitins within an agency Rles requiring agency-specific technical r business capabilities that are critical t achieving an agency s utcmes Rles that are critical t cntinued service delivery, fr example, sle psitins in rural and remte cmmunities Rles likely t emerge in the future. Hw can successin management be successfully implemented? Establish a business case demnstrating the need fr successin using HR metrics and infrmatin Ensure executive cmmitment t, and invlvement in, successin activities Integrate successin int yur agency s planning activities Facilitate shared respnsibility fr successin acrss yur agency Develp successin activities that are simple, flexible, equitable and transparent Develp practices that bserve the principles f merit Establish measurable utcmes and pprtunities t review and evaluate successin activities n a regular basis. What are the key elements f successin management? Identificatin f key rles Assessment f the risk f nt having sufficiently skilled peple t fill these rles Alignment and develpment f capability. Successin Management in the Public Service 4

5 What are the fur categries f risk which need t be addressed t ensure effective successin management? Vacancy Risk Readiness Risk Transitin Risk Business Risk In rder t ensure effective successin management, agencies must address each f these fur risks. Firstly, agencies must adpt successin planning prcesses t prtect the business frm key rle departures. Secndly, agencies must ensure the readiness f pssible successrs t the key rle. Finally, a hlistic view f successin shuld be adpted t ensure a thrugh transitin is effected, including effective and nging delivery f business utcmes. Refer t the guide and flwchart fr mre infrmatin. Hw can successin risk be assessed? Identify key rles in yur agency Lk at yur agency s planning prcesses: utcmes f scenari develpment and envirnmental scanning analysis f yur agency s current and future business gals agency wrkfrce data and infrmatin and trends jb rles and accuntability mapping. Assess the risk f each key rle Lk at the ptential shrtages and surpluses f pls f sufficiently skilled peple fr each key rle: the likelihd and cnsequences f nt having sufficiently skilled peple available t ptentially fill and perfrm successfully in the rle whether pls f sufficiently skilled peple are internal r external t the agency implicatins fr recruitment and selectin practice implicatins fr capability develpment implicatins fr retentin strategies. Fr rles which carry an unacceptable level f risk: attract peple with particular skills sets develp the capabilities required, including grwing yur agency s wn retain suitably skilled peple. Successin Management in the Public Service 5

6 Guide Creating a successin management strategy Whilst many agencies undertake sme frm f successin management, many fcus n a narrw definitin resulting in replacement planning. The fllwing steps utline a way t design a successin planning strategy by creating a receptive rganisatinal envirnment and managing the nging successin prcess. Cmpnent 1: Engage Senir Executives in cmmitment t develpment Senir Executive cmmitment t develpment Initiate cmmunicatin frm Directr-General t agency n imprtance f leadership develpment Publicly recgnise senir executives as rle mdels Cmpnent 2: Reinfrce the imprtance f develpment thrughut the agency Organisatinal reinfrcement f develpment Mdify develpment pprtunities based n agency strategy Hld all managers accuntable fr emplyee develpment thrugh perfrmance and develpment planning Cmpnent 3: Fcus attractin strategies n rganisatinal cmpatibility Attracting fr rganisatinal cmpatibility Incrprate assessment techniques apprpriate t rle f vacancy Determine applicant s cmpatibility with the fit f the agency Cnsider applicant s interpersnal skills and cmpatibility with agency culture and envirnment Cmpnent 4: Implement a Perfrmance Management System Perfrmance management Ensure perfrmance management system is effective and rewards and recgnises utstanding perfrmers Cmpnent 5: Prvide crss-agency develpment pprtunities if required Expsure t breadth f leadership challenges Include r create key learning experiences thrugh pprtunities t: - manage large grups f peple - launch new businesses, initiatives, prgrams r prjects - make significant decisins - wrk n crss-functinal teams - wrk in custmer/client-facing rle - turn arund a struggling business prgram r prject Cmpnent 6: Select successrs based n key leadership attributes Selecting successrs fr their leadership ability Priritise leadership ability, hnesty, and integrity in successr criteria Cnsider interpersnal skills and relatinships with peers and direct reprts Emphasise alignment f skills with future business pririties, ability t identify and articulate lng-term visin f future and expectatins, and ability t allcate resurces acrss cmpeting pririties Ensure successr applicants demnstrate leadership thrugh recgnising and rewarding achievement Successin Management in the Public Service 6

7 Cmpnent 7: Identify successrs fr specific psitins Fcus n scarce skills and fit with psitin Ensure talent pl includes applicants acrss rganisatin/sectr in different functins and regins Incrprate individuals in external labur market wh may be hard t find Cmpnent 8: Manage the nging prcess thrugh fur successin risk categries Fur successin risks Manage vacancy risk by fcusing successin effrts n mst vulnerable areas f business by accurately translating business strategy int talent strategy and effectively planning fr key departures Manage readiness risk by prviding future leaders with needed develpment experiences, balancing shrt-term business risk with lng-term develpment benefit, and enabling mvement acrss rganisatin Manage transitin risk by understanding transitin derailers, managing expectatins f new hires, and creating accuntability fr success in rles Manage business risk by ensuring talent is effectively aligned and deplyed against evlving business pririties Successin Management in the Public Service 7

8 Creating a Successin Management Strategy* Flwchart Managing the Onging Successin Prcess Vacancy Risk Risk f critical leadership psitins remaining vacant Readiness Risk Risk f underdevelped successrs Vacancy Risk Urgency Drivers Risk f turnver nt identified N priritisatin f hard-t-fill psitins r skill sets Vacancy Risk Imperatives Readiness Risk Urgency Drivers Limited view int develpment pipeline Limited understanding f successr experience r skill level Readiness Risk Imperatives Incrprate business strategy int successr assessment and develpment strategy Prvide critical develpmental experiences t leaders at apprpriate times in careers Align successr identificatin with key leadership qualificatins Prtect key peratins frm critical talent departures Strategies t Manage Vacancy Risk Balance the risks f placing ptential successin candidates in stretch rles with lng-term develpment benefit Develp talent thrugh crss-rganisatinal rles and functins Strategies t Manage Readiness Risk Transitin Risk Business Risk Risk f pr assimilatin f leadership talent Risk f pr deplyment f talent against business gals Transitin Risk Urgency Drivers N benchmarking against the external labur market N selectin criteria fcused n cmpatibility r leadership ability Transitin Risk Imperatives Manage expectatins f leaders in new rles and raise awareness f ptential transitin challenges Target rganisatinal interventins at identified transitinal challenges Initiate develpmental activities early in new rle and create accuntability fr actin plan at all levels Strategies t Manage Transitin Risk Business Risk Urgency Drivers Assumes current structure and definitins f respnsibility Des nt incrprate rganisatin-wide gals (eg specialised skills) Des nt accunt fr changing business needs Business Risk Imperatives Identify rganisatinal needs fr future grwth and align them with leadership cmpetencies Manage talent pipeline t ensure the rganisatin has leaders t achieve future grwth bjectives Maximise utilisatin f talent while ensuring leaders are nt ver r under-stretched Strategies t Manage Business Risk Successin Management in the Public Service 8

9 What are the main activities that can be implemented t minimise successin risk? Manage Vacancy Risk Attract peple with particular skills sets Lk clsely at hw jbs are marketed, analysed and described; Actively recruit, retrain and retain under-utilised sectins f the labur market, including mature-age peple; Cnsider yur agency s recruitment and selectin practices in relatin t the fllwing: Cntent and placement f jb vacancy advertisements; Whether screening, interview and ther selectin tls are relevant t the rle; Whether selectin panel members have been trained in effective selectin practice; Whether all applicants are managed cnsistently thrughut the selectin prcess; Fr suggestins and tips n analysing jb requirements, vacancy ptins, attracting and assessing applicants, and applicant care g t Attractin, Recruitment and Selectin publicatins Manage Readiness Risk Develp the capabilities required fr critical rles Implement executive capability develpment activities, fr example Implement perfrmance and develpment planning t: Determine emplyee capabilities; Identify emplyee career gals; Establish an understanding f emplyee needs; Identify whether there are critical rles f interest t emplyees; Determine strategies t develp capabilities required fr current rles and pssible future rles; Understand emplyee learning and develpment pririties; Prvide frmal and infrmal learning and develpment activities including: Successin Management in the Public Service 9

10 Manage Transitin Risk Caching and wrk shadwing; Mentring Relieving pprtunities, including jb rtatin, higher duties and special prjects; Variety f jb assignments and actin learning prjects; Supprt fr further frmal study In-huse r external training prgrams, fr example GLADIS: Ensure that pprtunities fr learning are ffered t all emplyees thrughut their wrking life; Mnitr uptake f training by all emplyees, including mature-age emplyees. Retain suitably skilled emplyees Where apprpriate, actively implement flexible wrk practices t encurage wrk/life balance including: Part-time wrk and jb sharing; Wrking frm hme (telecmmuting); Special leave (including purchased leave); flexible use f lng service leave; Leave withut pay Accumulated time; Cnsider flexible r phased retirement ptins and jb redesign fr mature-age emplyees, fr example Review what recruitment infrmatin, staff pinin surveys and exit interviews tell yu abut what attracts peple t wrk fr yu and why they stay r leave; Identify retirement intentins, including flexible retirement ptins, where apprpriate. Transfer valuable knwledge and skills by: Develping specific systems and prcesses fr capturing knwledge and passing knwledge frm experienced wrkers t ther emplyees Encuraging jb sharing between emplyees wh may be staying and thse wh are intending t leave; Successin Management in the Public Service 10

11 Actively encuraging caching, wrk shadwing and mentring; Using jb redesign t create rles that value and reward frmalised knwledge and skills transfer. Manage Business Risk Effectively Mange Change Ensure that yur agency is prepared fr changing business needs, by: Identifying future grwth patterns and ensuring there are sufficiently trained leaders t meet this; Making sure that the talent identified and develped by the methds utlined in this framewrk are effectively aligned against yur agency s business pririties. Hw can success be measured? T evaluate the success f yur strategies, decide the mst apprpriate measures against the fur categries f risk. Fr example: Regularly review key rles, risks and strategies in relatin t yur agency s planning prcesses; Cnsider the impact n yur agency s utputs and utcmes; Establish relevant utcme indicatrs, including: Retentin f peple in feeder grups t key rles; Age prfile f yur wrkfrce; Time t fill; Quality f applicant pls; Average age f retirement. Successin Management in the Public Service 11

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