Succession PlanningSuccession PlanningImplementation PlanImplementation Plan

October 14, 2008October 14, 2008

Rewards & Recognition

Succession Planning

CompensationManagement

PERFORMANCE MANAGEMENT MODEL

Organizational Effectiveness Assessment

Individual Performance Evaluation

Staffing Techniques

Individual Development

PERFORMANCEPERFORMANCEMANAGEMENTMANAGEMENT

BPS SuccessionBPS SuccessionPlanning StrategyPlanning Strategy

•• BPS Strategic Plan Objective 3.2.1BPS Strategic Plan Objective 3.2.1

•• Outcome Outcome –– develop a plan to provide for develop a plan to provide for 100% replacement of every employee in a 100% replacement of every employee in a 100% replacement of every employee in a 100% replacement of every employee in a key leadership positionkey leadership position

•• Targets established Targets established •• 2009 2009 –– put process in placeput process in place

•• 2010 2010 –– continue with oncontinue with on--going, systemic plangoing, systemic plan

Leadership DevelopmentLeadership Development

•• Leadership development tiers Leadership development tiers ––•• First tier First tier –– career path to Senior Leadercareer path to Senior Leader

•• Second tier Second tier –– career path to Senior Leadership career path to Senior Leadership TeamTeam

•• Third tier Third tier –– career path to Director/Managercareer path to Director/Manager

•• Employees will be recruited to participate in Employees will be recruited to participate in leadership development programs.leadership development programs.

Succession PlanningSuccession PlanningFramework GuidelinesFramework Guidelines

•• Workforce PlanningWorkforce Planning•• Conduct workforce forecasting planConduct workforce forecasting plan

•• Design performance appraisal system to support Design performance appraisal system to support •• Design performance appraisal system to support Design performance appraisal system to support planplan

•• Conduct job Conduct job analysis for analysis for pathway to leadershippathway to leadership

•• Align compensation strategy with succession Align compensation strategy with succession planning strategyplanning strategy

Succession PlanningSuccession PlanningFramework GuidelinesFramework Guidelines

•• DistrictDistrict--wide Leadership and Professional wide Leadership and Professional Development PlanDevelopment Plan•• Determine leadership skills and knowledgeDetermine leadership skills and knowledge

•• Managers and employees identify core and jobManagers and employees identify core and job--specific developmental needsspecific developmental needs

•• Develop a districtDevelop a district--wide plan to identify training wide plan to identify training and developmental needsand developmental needs

Career PathsCareer Paths

•• Career paths will be determined to each Career paths will be determined to each leadership position.leadership position.•• Progression from entry levelProgression from entry level

•• Based on functional areas, job titles, job levels, Based on functional areas, job titles, job levels, education, training, experience, and job education, training, experience, and job requirementsrequirements

•• Career paths define the development of skill Career paths define the development of skill sets and identify how individuals move sets and identify how individuals move through the organization.through the organization.

Recruitment PlanRecruitment Plan

•• Assessment of potential internal candidates Assessment of potential internal candidates is conducted to determine potential pool.is conducted to determine potential pool.

•• Superintendent and others in formal Superintendent and others in formal •• Superintendent and others in formal Superintendent and others in formal leadership positions may recommend leadership positions may recommend individuals.individuals.

•• Office of Educational Leadership will assess Office of Educational Leadership will assess and confirm potential and determine and confirm potential and determine placement in pool.placement in pool.

Replacement andReplacement andSelection ProcessSelection Process

•• Candidates for future positions are identified Candidates for future positions are identified by supervisors or other leaders.by supervisors or other leaders.

•• Potential candidates complete career profile Potential candidates complete career profile •• Potential candidates complete career profile Potential candidates complete career profile that will be reviewed by HR team that will be reviewed by HR team –– formal formal development plan created.development plan created.

•• If immediate replacement is needed, If immediate replacement is needed, potential candidates are interviewed by HR potential candidates are interviewed by HR team team –– top candidates recommended.top candidates recommended.

Career DevelopmentCareer Development

•• Provides a pool of talent for future positions.Provides a pool of talent for future positions.

•• Supervisors discuss career opportunities Supervisors discuss career opportunities with employees on a yearly basis.with employees on a yearly basis.with employees on a yearly basis.with employees on a yearly basis.

•• Employees complete a career profile of Employees complete a career profile of interests, expertise, background, education, interests, expertise, background, education, and training.and training.

DistrictDistrict--wide Succession,wide Succession,Career Planning ProcessCareer Planning Process

•• HR reviews progress with Senior Leadership HR reviews progress with Senior Leadership Team.Team.

•• HR team meets with each potential HR team meets with each potential •• HR team meets with each potential HR team meets with each potential candidate to discuss development plan and candidate to discuss development plan and goals.goals.

•• Individuals are assigned a mentor or coach.Individuals are assigned a mentor or coach.

MeasurementMeasurement

•• Define metrics for achieving the succession Define metrics for achieving the succession planning goals and outcomes.planning goals and outcomes.

•• Evaluate outcomes and revise process as Evaluate outcomes and revise process as •• Evaluate outcomes and revise process as Evaluate outcomes and revise process as needed.needed.

Leadership DevelopmentLeadership Development

•• Leadership activities may include the following:Leadership activities may include the following:•• TrainingTraining

•• Competency developmentCompetency development

•• OnOn--thethe--job experiencesjob experiences•• OnOn--thethe--job experiencesjob experiences

•• Special assignmentsSpecial assignments

•• Project leadershipProject leadership

•• Temporary assignmentsTemporary assignments

•• MentoringMentoring

•• CrossCross--functional team experiencesfunctional team experiences

•• Certification and/or advanced degreesCertification and/or advanced degrees