Beverly Hodges, CPA
Financial Services Administrator - DOTD
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A one time event
Decided by an individual
Used solely for individual career advancement
opportunities
Reacting only when a position becomes open
Line managers relying solely on their own
knowledge/comfort with candidates
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A deliberate and systematic effort by an
organization to ensure leadership continuity
in key positions
Designed to retain and develop intellectual
and knowledge capital for the future
Encourages individual advancement
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Be owned by the Executive Management of
the organization…not just Human Resources
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If the executive team “got run over by a bus”
would their replacements be able to step
right in and be productive?
Is anyone on the “top floor” worried about the
status of your “talent bench?”
Have there been opportunity costs to your
organization because it took a long time to
replace a key leader?
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Employees say that organizational leadership
is a key contributor to job satisfaction,
commitment and intent to stay; especially
true for top talent
Recent surveys state that employees value
most the leadership qualities of honesty and
integrity
Only 1% of organizations rate their
succession management as excellent; twothirds rate them as fair or worse
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Identify Key/Critical Positions
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Conduct Position Analysis
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Develop Succession Plan
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Monitor, Evaluate, Revise
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Key Contributor
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Specialized Leadership
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Geographic
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Vacancy
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Key Contributor – in achieving the
organization’s mission or would hinder vital
functions
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Key Contributor – in achieving the
organization’s mission or would hinder vital
functions
Specialized Leadership – requires specialized
or unique expertise
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Key Contributor – in achieving the
organization’s mission or would hinder vital
functions
Specialized Leadership – requires specialized
or unique expertise
Geographic – is the only one of its kind in a
particular location
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Key Contributor – in achieving the
organization’s mission or would hinder vital
functions
Specialized Leadership – requires specialized
or unique expertise
Geographic – is the only one of its kind in a
particular location
Vacancy – will be vacant due to retirement,
advancement or reassignment
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What are the external and internal factors
affecting this position?
What competencies or skill sets will be
required?
What are the gaps (competencies or skill sets
not possessed by the current staff)?
What strategies will be used to address the
gaps?
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Cultural Competencies
Job-Specific Competencies
Key Job Responsibilities
Organization Knowledge
Job Challenges
Executive De-Railers
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Cultural Competencies
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Cultural Competencies
Assessing current organizational culture may
determine how it needs to change in the
future. Allows you to develop a set of cultural
related leadership criteria and development
approaches.
i.e., Change Leadership; Establishing a
Collaborative Environment
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Job-Specific Competencies
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Job-Specific Competencies
What are staff capable of…the clusters of
behavior, knowledge, technical skills, and
motivation that are important to success in
senior management. Identify competencies that
correlate with job success.
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Key Job Responsibilities
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Key Job Responsibilities
The major components of a position should be
listed in a well-written job description. Identify
the most important responsibilities. Few jobs
have more than six key responsibilities.
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Organizational Knowledge
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Organizational Knowledge
Functions, processes, systems, services, or
technologies of your organization that a
manager must understand. For example, a
candidate might be assessed in terms of their
knowledge of the budget process, field
operations, or human resource management.
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Job Challenges
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Job Challenges
Situations that someone entering management
should have experienced or at least been
exposed to.
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Executive De-Railers
Personality traits that might cause an otherwise
effective senior leader to fail on-the-job.
Are they…
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Approval dependent
Are they…
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Approval dependent
Argumentative (defensive)
Are they…
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Approval dependent
Argumentative (defensive)
Arrogant
Are they…
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Approval dependent
Argumentative (defensive)
Arrogant
Attention-seeking (self-promoting)
Avoidant (procrastinator)
Impulsive
Micro-manager
The succession plan is the culmination of the
first two steps. (Identify Key Positions and
Conduct Position Analysis)
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Review of individual positions and turnover
rolled into one document identifying gaps
and strategies at an organizational level
Strategies to address gaps are outlined to
include target completion dates, responsible
parties and required resources
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Select evaluation period (typically reviewed
annually)
Be prepared to respond rapidly to unforeseen
changes to the plan
Status/Progress updates should be monitored
◦ Individual Development Plans
◦ Annual Plan Update
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Developed by succession planning
participants and immediate supervisor
Identify competency gaps for future
promotions
Determine developmental activities to
address gaps
Examples – reading, training, on-the-job
assignments, development of SOPs,
mentoring, job shadowing
 Succession
Planning is the
process of identifying
 Succession
Planning is the
process of identifying and
developing
 Succession
Planning is the
process of identifying and
developing suitable team
members who are able to
replace key positions as and
when required.
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City Leadership Academy
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Deputy Undersecretary
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Deputy Undersecretary
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Section 15
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Accounting Career Progression
◦ Non-competitive promotion
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Toastmasters
Development of SOPs
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Accounting Career Progression
◦ Non-competitive promotion
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Toastmasters
Development of SOPs
Succession Planning
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Invitation – Accountant 4 & above
Training Opportunities
Project Leads
Monthly Meeting
Monthly Meetings
Monthly Meetings
 Article – 10 qualities of valuable employees
Monthly Meetings
 Article – 10 qualities of valuable employees
 Indirect Cost Rate
Monthly Meetings
 Article – 10 qualities of valuable employees
 Indirect Cost Rate
 Anatomy of an Audit
Monthly Meetings
 Article – 10 qualities of valuable employees
 Indirect Cost Rate
 Anatomy of an Audit
 Crescent City Connection and Louisiana
Transportation Authority
Monthly Meetings
 Article – 10 qualities of valuable employees
 Indirect Cost Rate
 Anatomy of an Audit
 Crescent City Connection and Louisiana
Transportation Authority
 Who Moved My Cheese
Monthly Meetings
 Article – 10 qualities of valuable employees
 Indirect Cost Rate
 Anatomy of an Audit
 Crescent City Connection and Louisiana
Transportation Authority
 Who Moved My Cheese
 AGA Conference topics
 GFOA Conference topics
Monthly Meetings
 Article – 10 qualities of valuable employees
 Indirect Cost Rate
 Anatomy of an Audit
 Crescent City Connection and Louisiana
Transportation Authority
 Who Moved My Cheese
 AGA Conference topics
 GFOA Conference topics
 Asset Management
Monthly Meetings
 Article – 10 qualities of valuable employees
 Indirect Cost Rate
 Anatomy of an Audit
 Crescent City Connection and Louisiana
Transportation Authority
 Who Moved My Cheese
 AGA Conference topics
 GFOA Conference topics
 Asset Management
 Budget Development (Operating and Capital)
Monthly Meetings
 Article – 10 qualities of valuable employees
 Indirect Cost Rate
 Anatomy of an Audit
 Crescent City Connection and Louisiana
Transportation Authority
 Who Moved My Cheese
 AGA Conference topics
 GFOA Conference topics
 Asset Management
 Budget Development (Operating and Capital)
 A Month in the Life
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Retention Risk Analysis
Time it takes to fill positions is too long
Work stoppage when critical employees are
unavailable
Critical turnover in high potential workers
Managers not satisfied with talent pool
Workers complain that promotions decisions
are unfair
Succession planning
 is an ongoing process where the players will
change continuously
 is a strategic effort that utilizes inputs from
multiple sources
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Organizational direction may change so be
flexible
Competencies need to be constantly
monitored to ensure they are measuring what
you want to measure
Contact information
beverly.hodges@la.gov