Succession Planning Desk Guide

Table of Contents

Introduction

Phases of Succession Planning

     Phase 1: Alignment

     Phase 2: Analysis

     Phase 3: Strategy

     Phase 4: Implementation

     Phase 5: Evaluation

Scenarios

Appendix: Sample Project Plan

 

Introduction

Succession planning is a systematic process of identifying and developing the talent pool for key positions that have a significant impact on the mission of an organization. It also mitigates the risks associated with the planned or unplanned loss of knowledge and skills critical to the organization’s success. This desk guide provides resources to support succession planning activities across USGS. As you use this desk guide, these are some questions and answers you may want to think about.

What is succession planning?

Succession planning is done to prepare broad pools of talent to be able to compete for key/essential position(s) in the organization. For example, Human Resources Assistants are the talent pool for Human Resources Specialist positions.

Succession planning is also done to capture knowledge of those soon to depart the organization and share relevant knowledge with the existing employees. For example, seasoned Hydrologic Technicians can mentor junior Hydrologic Technicians and document their knowledge using the Knowledge Transfer Questions.

Why should I do succession planning?

It is possible to have one or more reasons to do succession planning. Here are some likely needs:

1. promote seamless staff transitions
2. preserve legacy of achievements and experiences
3. focus planning on critical vulnerabilities in the workforce
4. build pools of talent capable of competing for essential positions
5. encourage employee engagement, collaboration and mentorship

What is the succession planning desk guide?

This desk guide provides resources to support succession planning activities across USGS and at all organizational levels.

Why was the succession planning desk guide developed?

The desk guide was developed to educate supervisors and managers about the concept of succession planning and the tools to support succession planning for various positions and situations. Succession planning is not a one-size-fits-all process.

Is there a difference between succession planning for one position versus succession planning for a group of positions or the full organization?

Sources/Usage: Public Domain. View Media Details

The concept behind succession planning (establishing strategic direction; identifying key positions and analyzing talent; and developing strategies) is similar whether planning for a single position or for many positions. However, there may be differences in numbers and/or types of competencies identified and the granularity of the analysis. When doing succession planning for one position, you are probably looking with specificity at a variety of skills and abilities; when planning for a group of positions, you are probably looking at a more limited set of competencies, or even a single competency, to be analyzed and developed across a range of series, or other skills and abilities. The succession planning process can be used for “soft” skills or abilities (example: leadership skills, like communication or cultural savvy), or for “hard” or more technical skills and abilities (example: knowledge and skills needed to perform scientific work, like groundwater geology). The approach the USGS developed can be adapted to support succession planning for a single position or an organization.

Do I need to use everything in this guide in order to do succession planning?

No. The guide is intended to be flexible and offer resources for different scenarios. When an organization decides to conduct succession planning it inevitably touches on other human resources topics including: workforce analyses, performance management, training and employee development.

How does succession planning relate to workforce planning?

Succession planning complements and is a follow-up to workforce planning. Succession planning efforts build a pipeline/talent pool to ensure continuity by developing potential successors who could compete for future positions. The decision to pursue succession planning is typically determined in Step 3 (Develop Action Plan) of the USGS Workforce Planning Model as a result of analysis in Step 2 (Supply, Demand, Discrepancies) of the USGS Workforce Planning Model.

Can I do succession planning without workforce planning?

It depends. If the intention is to prepare a talent pool for a position targeted for succession planning, it is best to determine what position(s) to target during the workforce planning process. If the intention is to capture knowledge of soon-to-be-departing staff, this does not require a workforce planning process. Select succession planning tools can be used on an as-needed basis, like the Knowledge Transfer Questions or the Succession Profile Worksheet.

Do I need to write a succession plan?

It is helpful to write a formal succession plan when using the process outlined in this desk guide. A written succession plan captures the steps of the process; decision points at each step; and records these items in a single document. If the organization chooses to use some of the tools in the desk guide as stand-alone items (e.g. Succession Plan Profile or Knowledge Transfer guide) a succession plan may not be needed.

↑ Back to top

 

Phases of Succession Planning

The desk guide is organized by the phases of succession planning. Each phase has relevant supporting tools. Some tools can “stand alone,” while others are to be used as part of a comprehensive planning process. The tools are also designed to be flexible when responding to the type or level of succession planning.

 

↑ Back to top

 

Phase 1: Alignment

The purposes of the Alignment phase is to understand the strategic direction of the organization (based on the organization’s strategic plan and workforce plan); understand the organization’s strengths and weaknesses and the opportunities and threats facing the organization; determine succession planning goals; and estimate the budget for succession planning strategies.

Relevant Tools

• Strengths Weaknesses Opportunities Threats (SWOT) Analysis
• Business Case

 

Phase 1: Alignment - Strengths Weaknesses Opportunities Threats (SWOT) Analysis

SWOT Analysis is a technique for understanding an organization’s strengths and weaknesses, and for looking at the future opportunities and threats that an organization may face. When conducting a SWOT analysis, brainstorm factors or characteristics for each SWOT component, beginning with “Strengths.” Look at the definition and prompt questions below prior to brainstorming.

Sources of input to help answer these questions may include Center Health Reviews, strategic plans, workforce plans, Federal Employee Viewpoint Survey (FEVS) results, and Standard Workforce Data Elements. It may also be appropriate to look at employee performance plans and individual development plans when succession planning is conducted at a smaller scale.

Strengths – resources or capabilities (internal to the organization) that facilitate goal achievement.

• How do the mission, vision, and values contribute to the strength of the organization and make it a desirable place to work?
• As a whole, what advantages does the organization offer to employees over other places of employment?
• What are the leadership opportunities within the organization?
• When considering your organization’s strengths, you may want to reference levels of employee job satisfaction and engagement based on FEVS results. These results can reflect the strength of drivers of discretionary effort and performance, as well as retention and an employees’ desire to stay with their organization.

Weaknesses – resource or capability deficiencies (internal to the organization) that could hinder goal achievement.

• How might budget and funding issues affect the organization and its succession planning efforts?
• How might key positions change over time?
• What are the internal vulnerabilities that may affect the organization’s workforce?
• What are the barriers that limit the internal talent pool from aspiring to key positions?
• What are the barriers that limit the internal talent pool from being developed for key positions?
• When considering your organization’s challenges, please consider your organization’s FEVS results to understand areas of weakness that may impact succession planning.

Opportunities – external factors or situations that can affect the organization in a positive way

• What are the emerging opportunities for the organization?
• What external sources are available for attracting new talent?
• What are the emerging occupational positions/needs for the organization?
• What are the possibilities for recruiting candidates with critical/essential skills?
• Are there strategic partnerships the organization can make with other organizations?

Threats – external factors or situations that can affect the organization in a negative way

• What can private or other governmental organizations offer to potential employees that organization cannot?
• What recruitment strategies are used by other organizations that may attract potential applicants away from the organization?
• In what ways will political or legislative changes affect succession planning in the organization?
• Are there public, partner, or other stakeholder perceptions that may affect the organization?

It is advisable to link or align shared or related factors between SWOT components to leverage strengths and opportunities and mitigate weaknesses and threats. Each opportunity and threat can be thought of as an outcome to be either approached or avoided. The strengths and weaknesses are the internal factors that can be used as tools to approach or avoid those outcomes. There are four major types of factor linkages that can be made:

• Strengths-Opportunities linkages represent optimal situations because the organization can use the strengths it already possesses to achieve optimal outcomes.
• Strengths-Threats linkages determine how to address the current threats to the organization by maximizing the existing strengths.
• Weaknesses-Opportunities linkages capitalize on opportunities in order to minimize the weaknesses of the organization and to identify weaknesses that will need to be mitigated in order to seize opportunities.
• Weaknesses -Threats linkages represent issues within the organization that may increase the risk associated with the threats facing the organization. These linkages may be considered the most critical to address, because the organization may have the most to lose by not addressing those issues.

 

SWOT Example

 

Phase 1: Alignment - Business Case

Developing the business case or justification for succession planning is an important part of articulating why the organization is pursuing succession planning. A sufficient business case should be articulated in one to two paragraphs. Below is a set of questions to guide the development of a business case.

• What are your organization’s strategic goals?
• What are your organization’s workforce planning strategies?
• How would you describe the link between your strategic goals and succession planning?
• How would you describe the link between your workforce planning strategies and succession planning?
• How will succession planning benefit your organization (e.g. retirement bubble, competition for talent)?
• Demonstrate workforce data that supports the business case for the succession planning goals (e.g. a chart or narrative explaining that 62% of senior leaders will retire within 5 years).

Reasons, or goals, for succession planning typically include the following:

• To promote seamless staff transitions
• To preserve legacy of achievements and experiences
• To focus planning on critical vulnerabilities in the workforce
• To build pools of talent capable of competing for essential positions
• To encourage employee engagement, collaboration, and mentorship

One or more of the reasons may apply to your organization.

Business Case Example

The first goal of the organization’s strategic plan connects to succession planning. This goal seeks to establish and implement workforce planning that will enable the agency to accomplish the mission. We are concerned with losing institutional knowledge of senior level experts within various components of the agency. With the eligibility of retirement for that pool of employees, it is vital that we strategically work towards filling skill gaps by hiring new employees with extensive experience, education and knowledge. In addition, we must continue to implement and monitor various programs that develop employees with the knowledge, skills and abilities to perform the duties that are critical to meeting the agency’s objectives and goals.

Business Case Example

Succession planning was identified as a priority area in the organization’s workforce plan. Succession planning will benefit us by ensuring there is a pipeline of talent within the organization that can compete for positions as seasoned employees retire or leave for other reasons. This succession planning effort is focused on developing and sustaining the competencies and skills needed by employees to meet goals identified and addressed in the workforce plan.

↑ Back to top

 

Phase 2: Analysis

The purpose of this phase is to identify key positions for succession planning and analyze how well the current talent pool is prepared to compete for those key positions (bench strength).

Relevant Tools

• Identification of Key Positions
• Identification of the Talent Pool
• Competency Modeling
• USGS Succession Planning Pipeline Assessment Tool
• Succession Profile Worksheet

 

Phase 2: Analysis – Identification of Key Positions

There are many reasons why a position may be considered key or critical. Some of the reasons include:

• Organizational structure (key contributor in achieving mission)
• Key task (performs critical tasks that would stop or hinder vital functions if missing)
• Specialized or unique skills sets (hard to replace)
• Geographic challenges (difficult for someone located elsewhere to carry out functions)
• Potential high turnover (‘knowledge drain’ due to high turnover)
• The table below lists categories for identifying key positions. The succession planners decide which categories to focus planning efforts on. There is no right or wrong category.

 

 

Phase 2: Analysis - Identification of Talent Pool

The identification of the talent pool occurs during the second phase of the succession planning process. The purpose of identifying a talent pool is to define a population of employees to be selected for development. This can be based on one or more criteria, such as grade level, pay plan, occupational series, or location. The talent pool can be determined by management definition or by employees responding to a survey or invitation.

In the first situation, when management determines the talent pool, the succession planners define the population of that pool. For example, at USGS, the Executive Leadership Team determined the talent pool for senior executive positions is all direct reports to the executives at General Schedule (GS) level 14 and 15, Senior Level (SL) employees, and other senior management positions.

In the second situation, inclusion in the talent pool is determined by employees themselves, selfnominating to be considered for inclusion in the talent pool. If an employee wants to be considered, he or she may self-nominate in response to an email from management. For example, during a succession planning process conducted in the USGS Office of Human Capital, all employees in the Office of Human Capital were considered for inclusion in the talent pool for a set of career paths (rather than positions) in the Office Human Resources. All employees in the office received an email invitation to express their interest in selection. In another example, management at a U.S. Intelligence Agency determined the talent pool population for senior leader positions to be all employees who were several grade levels below the senior leaders. Those employees received an email invitation to express interest in development for the senior positions.

In an example that crosses both approaches, at the Department of Interior, all qualified individuals at the GS 14 and 15 levels may compete to be selected for the Senior Executive Service Candidate Development Program (SESCDP). In this case, management first determined that employees at GS 14 and 15 are the talent pool and then employees self-select by applying to be included in the program.

 

 

Phase 2: Analysis – Competency Modeling

Competencies and competency modeling is used during the succession planning process to identify and confirm the competencies essential for success in the position(s) targeted for succession planning.

What is a competency?

A competency is a measurable pattern of knowledge, skills, abilities, behaviors and other characteristics necessary for success in a position.

What is competency modeling?

Competency modeling is a methodology that establishes a common language for analyzing and describing the knowledge, skills, abilities, and behaviors for success in a position or set of positions. The model typically links to the business goals and strategies of the organization. Developing a competency model is an adaptive and iterative process that includes extensive stakeholder involvement. The model may group together types of like positions into categories such as leadership, professional, or technical. This grouping is determined by the organization using categories and language that resonate with the organization.¹

To identify a competency model for the position targeted for succession planning, start by looking at existing competency models and competency model dictionaries. The Office of Personnel Management (OPM) maintains competency models for select occupations. They also maintain a lengthy competency dictionary. The models and dictionary are available at https://www.opm.gov/policy-data-oversight/assessment-and-selection/competencies/. The National Institutes of Health Office of Human Resources is another source for competency information and occupational competency models: https://hr.nih.gov/working-nih/competencies/occupationspecific/suggested-competency-models-job-series. In the event that competencies or a competency model does not exist, OPM offers tips on how to write competencies at https://www.opm.gov/policydata-oversight/assessment-and-selection/competencies/writing-competencies.pdf.

For example, the Executive Core Qualifications (ECQs) are an example of a competency model that is used across the government to express what competencies are essential for success in senior executive positions. These competencies are Leading Change, Leading People, Business Acumen, Results Driven, and Building Coalitions.

¹ Campion, M., Fink, A., Ruggeberg, B., Carr, L., Phillips, G., and Odman, R. (2011). Doing competencies well: best practices in competency modeling. Personnel Psychology, 64, 225-262.

↑ Back to top

 

Phase 2: Analysis - USGS Succession Planning Pipeline Assessment Tool

The purpose of the USGS Succession Planning Pipeline Assessment Tool is to support evaluation of the talent pool for the position(s) intended for succession planning, and provide results that will inform training, development, recruitment and retention strategies. The assessment tool is designed to walk the assessor through a series of assessment points. Those assessment points are aggregated to produce ratings on the following elements: ability, engagement, aspiration, and barriers.

The assessment results are captured at the aggregate level, and not at the individual employee level. A significant decision was made by the USGS Executive Leadership Team (ELT) to collect employee assessment results for succession planning at the aggregate level in order to avoid misuse of individual-level assessment data, be it actual, potential, or perceived misuse.

The tool was designed to guide the rater through a series of analyses of like elements at a sufficient level of detail that will promote a thorough and consistent rating process across all employees, and across all raters, as well as minimize subjectivity, preexisting perceptions, and unconscious favoritism.

Benefits of the assessment include:

• Flexibility: The tool can be adapted to succession planning at different organizational levels and different occupations.
• Consistency: The tool uses a format with consistent elements that allow data to be aggregated to bureau, sub bureau, and cost center levels.
• Commonly available software: The tool is based in EXCEL.
• Repeatable Results: The results of the tool capture data in sufficient detail to inform planning training, development, recruitment, and retention. Results can be gathered and compared at multiple time intervals, and results will be generally comparable against other organizational units (for the static elements).

The elements and the associated rating scales are defined below.

 

The Assessment Tool has been used for executive succession planning at USGS. The example shown below can be modified to address the relevant competencies and barriers; however aspiration and engagement should be addressed in all types and levels of succession planning.

For more in-depth information on assessing employee potential, the following two sources may be of interest:

• Linkedin - The 3 Indicators Corporations Use to Identify High-Potential Employees, May 29, 2015 https://www.linkedin.com/pulse/3-indicators-corporations-use-identify-high-potential-michael-scott
• Harvard Business Review: Leadership Development – “How to Keep Your Top Talent”, May 2010 https://hbr.org/2010/05/how-to-keep-your-top-talent

 

Example: USGS Succession Planning Assessment Tool

Data is collected by counts for each element. Results are then computed into percentages for easy assessment and comparability with other results.

Talent Pool Assessment Tool (Image)

 

 

Phase 2: Analysis - Succession Profile Worksheet

Succession Profile Worksheet Form (Word)

What: The Succession Profile Worksheet is a document which captures the required competencies and recommended developmental activities for key positions. It helps organizational leadership understand the readiness of the current workforce. It assists in the process of assessing and developing staff for leadership and other key positions. It should consider and inform the development of training and development programs.

Who: Each leadership or other key position completes a Succession Profile Worksheet (i.e., first line supervisors to executives, as well as other key positions as identified by the organization).

When: A Succession Profile may be prepared or updated at any time. It is recommended that organizations complete them for key positions and keep them updated as a way to identify training needs for current development.

Why: It is recommended to create Succession Profiles for positions starting at the first-level supervisor to the top executives of the organization. Profiles may be used to further target training programs and hiring initiatives to increase readiness for key positions. These profiles capture information on positions, not on individual employees. Assessments of the readiness of individual employees for advancement are captured during Individual Development Plan (IDP) process. The creation and maintenance of Succession Profiles keep organizations ahead of developmental gaps and attrition. The Succession Profiles allow managers to keep a simple inventory of select positions that they can review when missions, organizations, and skill requirements change or need updating, or when there is a change-over of supervisors.

How: See example and template on the following pages.

Instructions: Each incumbent should fill out the Succession Profile for their own position. This will allow individuals in key positions to begin thinking within the succession planning framework and outlining strategies to identify and develop pools of well qualified staff for future vacancies. The boxes below should be completed where Box 1 “Position, Title, Series, Grade” refers to the incumbent’s own position; the same is true for Box 2, 3, 4, 5, 6, 7. Box 8 gives an outline of USGS Succession Planning Pipeline Assessment Tool results, if results are available, and associated developmental activities.

↑ Back to top

 

Phase 3: Strategy

The purpose of this phase is to identify succession planning strategies that will address the results of the analysis phase.

Relevant Tools

• Individual Development Plan
• Knowledge Transfer Questions
• Leadership Development Matrix

 

Phase 3: Strategy – Individual Development Plan

The Individual Development Plan (IDP), also referred to as a Learning Plan, is an employee development tool that identifies activities that will help individual employees enhance their job-related knowledge, skills, and abilities. Conversations on performance between individual employees and their supervisors help clarify and update current job requirements and expectations, which in turn supports improvements in our ability to achieve our science mission.

The IDP process is not limited to consideration of an employee’s readiness to meet the requirements of their current position. The IDP also captures short term (2-3 years) and long term (3-5 years) career goals, including advancement to other positions, and what will be required to successfully achieve those goals. IDPs are used during the succession planning process to document and support potential current and longer term developmental needs and opportunities, including details, rotational assignments, mentorship or coaching, action learning projects, formal training, etc., to provide exposure to the skills, knowledge, and ability needed for successful current performance as well as advancement to positions of greater responsibility and complexity.

IDPs are not a promise or contract for training, or for promotion or other advancement.

Learning Plan Creation (PDF)

 

Phase 3: Strategy – Knowledge Transfer Questions

Knowledge Transfer Questions (Word)

What is Knowledge Transfer?

It is the process that allows an organization to 1) capture, honor, and preserve the knowledge, work experiences, and accomplishments of individuals in key positions and 2) to support the continuity of the work when those positions are vacated.

What are the Benefits of Knowledge Transfer?

Knowledge transfer supports smoother staff transitions and enables the ability to capture best practices and legacy knowledge.

Why is it important for employees who are leaving the organization participate in a Knowledge Transfer interview?

The knowledge transfer interview prompts an employee to think about personal experiences and lessons learned. The information gathered will be shared with the employee(s) backup or eventual successor(s) to prepare them for a succession transition.

When should a Knowledge Transfer interview be completed?

If this is a planned transition, the incumbent should complete the knowledge transfer interview as soon as he or she is preparing to leave the current position, preferably no later than one month prior to the last day on the job.

What happens after the Knowledge Transfer interview?

Employees who complete the interview should provide their responses to their Manager/Supervisor. [Note: If the Office of Human Capital (OHC) conducts the interview, OHC will compile a written interview script and provide it to the incumbent and Manager/Supervisor for continued action.] The information collected may support a variety of purposes, such as identifying opportunities for improvements; documenting legacy knowledge to share with others; providing insights into training needs for future successors; and capturing tips and suggestions to share with colleagues and future successors. The information gathered during the interview should be handled appropriately and shared on a need to know basis.

 

Knowledge Transfer Questions

Please note that some questions may not be applicable to your position.

Your Organization

1. What are your organizational unit’s greatest strengths?

2. Are there currently (or are there anticipated) gaps in staffing and/or capabilities in your organizational unit?

3. What cultural norms² (e.g., taking breaks with coworkers, sharing relevant industry articles) would you want to tell the future incumbent of this position about? Please address any one or more of the following:

• How the organization conducts its business, treats employees, customers, and the wider community
• The extent to which autonomy and freedom are allowed in decision making, developing new ideas, and personal expression
• The flow of information through the organization’s hierarchy
• Employee commitment towards organizational objectives

Looking Forward

4. What ideas, goals, or projects have you not yet had the opportunity to pursue in this position?

5. Are there any business processes that you would change?

6. Are there any resources or responsibilities that you would reallocate or realign?

Advice for Your Successor

7. What are some of the most important lessons you have learned in your time in this position?

8. What are some of the key issues and challenges faced in accomplishing the work?

9. Of the key meetings/committees/working groups you attend, which are most critical for achieving success in your position?

Your Legacy

10. What have been your greatest contributions, accomplishments, or innovations in this position?

 

² Norms are based on shared attitudes, beliefs, customs, expressed or implied contracts, and written and unwritten rules that the organization develops over time.

 

Phase 3: Strategy – Leadership Development Matrix

This Leadership Development Matrix, developed by the Office of Personnel Management (OPM) in partnership with George Mason University, summarizes recommended developmental activities for leadership competencies. The leadership competencies are part of the competency model for executive positions called the Executive Core Qualifications (ECQ). The ECQs and the recommended leadership development activities are relevant for executive positions. The competencies are also relevant for other positions requiring leadership skills, such a team leaders, supervisors, and managers.

 

 

This table is related to the Leadership Development Matrix and describes the variety of learning interventions referenced in the matrix.

 

↑ Back to top

 

Phase 4: Implementation

The purpose of this phase is to document and formalize the succession planning phases of Alignment, Analysis, and Strategy into a comprehensive, formal Succession Plan. This phase also includes managing the implementation of the strategies and communicating succession strategies throughout the organization.

Relevant Tools

• Succession Plan Template
• Communication Tool
• Project Management Plan

 

Phase 4: Implementation – Succession Plan Template

This template is used to document and communicate the decisions made during the Alignment, Analysis, and Strategy phases of the succession planning process. It also captures the implementation and evaluation plans.

Background

• What is your organization’s mission and vision?

Alignment

• What are your organization’s strategic goals?
• What are your organization’s workforce planning strategies?
• How would you describe the link between strategic goals and succession planning?
• How would you describe the link between workforce planning strategies and succession planning?
• How will succession planning benefit your agency (e.g. retirement bubble, competition for talent)?
• Demonstrate workforce data that supports the business case (e.g. a chart or narrative explaining that 62% of senior leaders will retire within 5 years).

Analysis

• What positions have been identified for succession planning?
• What is the talent pool for the identified positions?
• What are the the competencies for the identified positions?
• What is the process for assessing the talent pool against the competencies?
• What are the results of the assessment?

Strategies

• What are the succession planning strategies that will be used, i.e. job rotations, leadership training, special assignments; coaching, mentoring, shadowing, learning groups?
• When and how will you evaluate these strategies? Give method and timeframe.

Implementation³

• What are the strategies?
• Who is responsible for implementation?
• What are the timeframes?
• How will information about the succession plan/succession strategies be communicated to the organization?

Evaluation

• How will you analyze the results of this succession plan?
• How are senior leaders held accountable for succession management?
• What will be your approach for making improvements on an annual basis?

³ The Action Plan Template (p. 29) in the Workforce Planning Desk Guide can be helpful in developing action plans.

 

Phase 4: Implementation - Communication Tool

Communication Tool (Word)

 

Phase 4: Implementation – Project Management Tool

Project Management Tool (Word)

Implementation will vary based on the scope of positions identified for succession planning and the strategies that have been proposed.

Example

If the occupational series identified for succession planning is the Administrative Officer series, and the strategy is to use Individual Development Plans (IDPs) with the talent pool, then the implementation will involve each employee and supervisor developing and tracking completion of training identified in the IDP. It is reasonable to track the implementation of an IDP over a one to two year time period.

 

Example

If the series identified for succession planning is Hydrologic Technician, and the strategy is to use Knowledge Transfer with the talent pool, then the implementation will involve interviewing seasoned Technicians to capture their experience using the Knowledge Transfer Questions.

↑ Back to top

 

Phase 5: Evaluation

The purpose of the Evaluation phase is to determine how well the succession management strategies are filling targeted needs. In this phase, the organization collects data and uses it to measure the effectiveness of succession planning activities.

Relevant Tool

• Sample Metrics

 

Phase 5: Evaluation – Sample Metrics

There are various methods for evaluating succession planning efforts, both quantitatively and qualitatively

 

 

⁴ The Talent Management Index indicates the extent to which employees think the organization has the talent necessary to achieve organizational goals. It is made up of these items:

1. I am given a real opportunity to improve my skills in my organization.

11. My talents are used well in the workplace.

18. My training needs are assessed.

21. My work unit is able to recruit people with the right skills.

29. The workforce has the job-relevant knowledge and skills necessary to accomplish organizational goals.

47. Supervisors/team leaders in my work unit support employee development.

68. How satisfied are you with the training you receive for your present job?

 

Responses to these questions are another way to qualitatively assess the succession planning program. For example:

• Are the strategies addressing the needs? How?
• Is the implementation occurring as planned? Why or why not?
• How is the program contributing to the organization’s mission and objectives?

↑ Back to top

 

Scenarios

Scenarios provide examples of how to use the tools in the Succession Planning Desk Guide. The scenarios apply the succession planning phases to positions targeted for succession planning. The positions in these scenarios have been selected because they represent occupations where planning is likely needed at USGS. This does not suggest your organization must conduct succession planning on these positions. Rather the positions are used to illustrate how to utilize the tools in the succession planning desk guide.

 

Scenario: Science Support/Administrative Officer

 

Scenario: Science/Hydrologic Technician

 

Scenario: Leadership/Senior Executive Service positions

 

Appendix: Sample Project Plan

Link to Project Plan (Word)

↑ Back to top

 

« Return to Succession Planning