Professional Documents
Culture Documents
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Contents
Executive Summary .......................................................................................................................... 3
Overview of Succession Planning ..................................................................................................... 5
What is Succession Planning? .......................................................................................................... 5
Communication Plan ........................................................................................................................ 6
Identification of Leadership Characteristics .................................................................................... 8
Bench Strength Assessment........................................................................................................... 11
Talent Identification ....................................................................................................................... 12
Talent Development ...................................................................................................................... 13
Evaluation ...................................................................................................................................... 15
Acknowledgements........................................................................................................................ 15
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Assessment
360
Assessment/Myers
Brigg/ MVP
Intercultrual
Development
Inventory
Individual
Development Plan
Coaching sessions
Training
Group Project
Orientation
GA Day
Public Sector
Leadership Certificate
MPA in a Day
Monthly Sessions
Individual Classes (as
identifed)
Special work
assignments
Relevant to DBHDS
Opportunities and
Challenges
Networkin
Presentation to high
level officials
Stretch assignments
cross training
Job shadowing
Learning
communities
other
communicating
with Governor
and Secretarys
offices
finance and
budgeting
the lawmaking
process
understanding
our system
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solving problems
and making
decisions
managing politics
and influencing
others
taking risks and
innovating
setting vision and
strategy
managing the
work
understanding
and navigating the
organization
demonstrating
ethics and
integrity
displaying drive
and purpose
exhibiting
leadership
behaviors
Leading others
policy analysis
and program
evaluation
managing change
Leading self
key concepts in
public
administration
Core Curricula - Core courses are designed to address the four program competency areas
communicating
effectively
developing
others
valuing diversity
and difference
Effectively
resolving conflict
managing
yourself
coaching &
mentoring
increasing selfawareness
building and
maintaining
relationships
developing
adaptability
managing teams
and work groups
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Activity
Purpose
August
2014
September
22
September
22
Schedule informational
sessions
September
26
October 1
st
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Responsible
Persons
Neila Gunter
Status
Complete
Cecily
Rodriguez
Draft
ready for
review
Cecily
Rodriguez
Sessions
tentatively
scheduled
Cecily
Rodriguez
Sue Ridout
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Present SystemLEAD in
Monday Morning Staff
October
th
30
November
rd
3
December
st
1
Commissioner share
announcement of final week
for application to SystemLEAD
December
th
8
Early
January
2015
February
2015
November
2015
November
2015
Formal Meeting
December
2015
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session
Announce SystemLEAD and
upcoming information
session
Encourage eligible staff to
consider applying
Raise awareness, encourage
enthusiasm, and provide
detailed information to
recruit participants
To give final push for
applicants. To encourage
potential applicants to ask
questions and complete
applications
Ensure clarity about
deadline for program
Prepare participants for
program
Sue Ridout
Megan
McGuire/Com
missioner
SystemLEAD
team
Meghan
McGuire
Meghan
McGuire
Commissioner
, Megan
McGuire, Sue
Ridout
Sue Ridout
and Cecily
Rodriguez
Cecily
Rodriguez
Neila Gunter,
Sue Ridout
and Cecily
Rodriguez
Neila Gunter,
Sue Ridout
and Cecily
Rodriguez
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Competencies belong to one of two domains: career specific OR generic. Career specific competencies are
often thought of as technical, professional, or managerial competencies, which apply to a particular
function or occupational family.
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Pay band 4, 5, or 6
No active violations of states standards of conduct
Worked in the public sector for at least one year
Recent evaluation that meets or exceeds expectations.
Aspire to a leadership role
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Mentoring
Mentoring is defined as accelerated learning that is achieved through the relationship between an
employee and a manager at least two levels above the employee. Mentors help employees understand
their potential and how it may be applied to achieve full career growth within the organization. The role of
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Coaching/Feedback
Coaching involves observing an employee at work and providing feedback to enhance performance. It is
typically performed by the employees direct manager and centers on specific outcomes that can be
attained in a relatively short period of time. Coaches focus on a specific set of problems, or the "results of
the position," exploring solutions and opportunities for the employee to use. Keep in mind that
development strategies should not be identified or implemented haphazardly. Instead, they should be
structured and carefully orchestrated to create optimal learning experiences. Development strategies
should be identified for the entire pool based on commonalities in strengths and growth needs found
within each leadership pool. Strategies should also be tailored to meet individual needs. An Individual
Development Plan or IDP (see Appendix I), which contains a customized set of structured activities, should
be created for each member in the pool. These activities may also include a common set of strategies that
every participant in a specific leadership pool must engage in.
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Acknowledgements
SystemLEAD Planning Guidelines has been developed using adapted material of the Georgia Merit System
and the Virginia Department of Motor Vehicles and used with their permission.
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