1. Succession Planning Program Design

2. Meeting Purpose 2 Introduce the Leadership Academy class to the succession planning process Describe succession planning benefits 2 Discuss succession planning considerations 3 Review succession planning basic elements 4 Answer questions 5 1

3. 3 Succession Planning Benefits  Prepares in advance to staff key positions  Develops employees sooner  Promotes the matriculation of monitored groups  Preserves institutional knowledge  Promotes key employee retention  Facilitates career planning  Reduce recruiting costs  Improves operating efficiencies  Supports the strategic business plan  Enables RCCD to assess diversity and equity barriers, if any, to assure that inclusiveness is maintained in its plan

4. Succession Planning Disadvantages  Potential to bifurcate staff  Requires support processes  Capacity assessment  Capacity building  Career planning  Employee engagement  Potential to demotivate 4

5. 5 Definitions  Target positions – Positions we are planning to fill with succession candidates  Feeder positions – Positions that succession candidates would typically migrate from  Hi-potential candidates – Employees that are perceived to be able to move up ‘X’ grades within a predetermined period of time  Competency – Collection of abilities, skills, knowledge and personal characteristics, working in concert to produce outstanding performance in a given area of responsibility

6. 6 Definitions  Competency groups – Collection of abilities, skills, knowledge and personal characteristics  Core competencies – Most significant value creating competencies within RCCD  Future competencies – Collection of abilities, skills, knowledge and personal characteristics that will be required in the future  Depth chart – A collection of target and feeder positions that display potential successors

7. 7 Succession Planning Design Methodology 1.Identify the targeted positions 2.Identify key feeder positions 3.Anticipate the turnover in target positions 4.Determine the number of employees on each depth chart 5.Determine which positions should be filled internally vs. externally 6.Determine RCCD participant selection process 7.Determine which assessment system will be employed 8.Determine how staff will be approved for participation

8. Identify Target Positions Chancellor Vice Chancellor Department Heads Positions we are planning succession candidates to compete for 8  Generally mission critical positions that are the most leveraging in successfully meeting the RCCD vision and mission

9. Identify Feeder Positions 9 Positions that successor candidates would typically migrate from

10. Anticipate Turnover 10 Who is scheduled to retire? Who is eligible to retire? Who may be terminated? Who may voluntarily leave? Who may be transferred or promoted? Impact of reorganizational or restructure plans at the college and/or District level Potential Vacancies

11. Determining Participants 11 Candidate Selection Process Competency based Assessment based Performance based

12. 12 Capabilities Competencies

13. Depth Chart Vice Chancellor Candidate #1 Candidate #2 Candidate #3 HR Director Candidate #1 Candidate #2 Candidate #3 13

14. 14 Succession Planning Considerations  Philosophy  Strategy  Design  Implementation  Communication  Administration  Documentation  Assurance & Evaluation  Continuous Improvement

15. Philosophy 15 Desired Outcome Work force transition Retain institutional knowledge Promote internally

16. Possible Strategies 16 Strategies Transfer institutional knowledge Develop staff sooner Retain staff

17. Other Succession Planning Design Considerations Administration Documentation Communications 17 Quality Assurance Continuous Improvement

18. Who Will Lead Our Organization Tomorrow?  Build a framework including; mentoring, internships, job rotation, assess workforce demographics  Align business goals with human resource needs  What are gaps between departing managers and potential successors  Do the right staff have the right stuff  Develop a leadership cadre of persons who can compete for future opportunities  Succession planning is a dynamic process that requires constant attention  Today’s clerk may be tomorrow’s Budget Analyst; today’s specialist may be tomorrow’s manager 18