The intent of succession planning is to provide a structured series of activities that will help high‐potential employees increase their opportunities for advancement and prepare to assume key roles within the organization. Each employee is subject to all organizational policies and procedures. Completion of an individual development plan will not result in a promotion or a pay increase. Each employee is subject to the organization’s standard regulations regarding pay and benefits.
It is important to note that the activities outlined are simply a guide and the employee is still responsible to meet all job requirements, minimum requirements, education, experience, and perform functions of the position as determined by the organization …show more content…
All organizations are facing the approaching “baby-boomer” retirement wave and the government sector is projected to be affected severely. CLCR (2004) stated the key questions for government entities are these: (1) Who is responsible for succession planning? (2) How are you going to identify, select and develop these candidates? (3) How are succession planning initiatives evaluated and improved? Iowa Department of Administrative Services (DAS) - Human Resources Enterprise, Succession Planning Guide (2007) stated that the objective of succession planning was to ensure the organization or unit of the organization continues to operate effectively when individuals depart. A succession plan may not include all existing managerial positions and may include positions that are not supervisory or managerial but instead require unique, hard-to-replace competencies. Succession planning is not the same as workforce planning. Succession planning is a part of workplace planning. Succession planning aims to ensure that “bench strength” is in place for replacing critical positions. DAS (2007) explained that the public sector has unique challenges with respect to succession planning. For one, the public sector is held to much different standards than private industry. Some public sector systems have to consider merit or civil service hiring systems where candidates are selected …show more content…
As featured in California’s International City Manager Association (2007) case study, the concept of mentoring in succession planning has proven to be successful with public entities. In 2002, the City of Santa Clarita, California began a mentoring program to groom future leaders from within the city and strengthen the mentoring skills of existing leaders from within the city and strengthen the mentoring skills of existing leaders. The program was run by a mentoring committee, which is composed of the city’s executive team. For the program all participants are required to self-select their partners and seek out their potential matches. Once in the program, the pair can agree on a development plan and there is no requirement to turn in the plan. Once the program begins the participants are provided with training opportunities. The city brings in keynote speakers and allows participants to attend two professional development trainings a year. During the first two years of the program, approximately 40 employees
It is important to note that the activities outlined are simply a guide and the employee is still responsible to meet all job requirements, minimum requirements, education, experience, and perform functions of the position as determined by the organization …show more content…
All organizations are facing the approaching “baby-boomer” retirement wave and the government sector is projected to be affected severely. CLCR (2004) stated the key questions for government entities are these: (1) Who is responsible for succession planning? (2) How are you going to identify, select and develop these candidates? (3) How are succession planning initiatives evaluated and improved? Iowa Department of Administrative Services (DAS) - Human Resources Enterprise, Succession Planning Guide (2007) stated that the objective of succession planning was to ensure the organization or unit of the organization continues to operate effectively when individuals depart. A succession plan may not include all existing managerial positions and may include positions that are not supervisory or managerial but instead require unique, hard-to-replace competencies. Succession planning is not the same as workforce planning. Succession planning is a part of workplace planning. Succession planning aims to ensure that “bench strength” is in place for replacing critical positions. DAS (2007) explained that the public sector has unique challenges with respect to succession planning. For one, the public sector is held to much different standards than private industry. Some public sector systems have to consider merit or civil service hiring systems where candidates are selected …show more content…
As featured in California’s International City Manager Association (2007) case study, the concept of mentoring in succession planning has proven to be successful with public entities. In 2002, the City of Santa Clarita, California began a mentoring program to groom future leaders from within the city and strengthen the mentoring skills of existing leaders from within the city and strengthen the mentoring skills of existing leaders. The program was run by a mentoring committee, which is composed of the city’s executive team. For the program all participants are required to self-select their partners and seek out their potential matches. Once in the program, the pair can agree on a development plan and there is no requirement to turn in the plan. Once the program begins the participants are provided with training opportunities. The city brings in keynote speakers and allows participants to attend two professional development trainings a year. During the first two years of the program, approximately 40 employees