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1、“Securing Future Leaders”Strategic Leadership Development ProgramSuccession PlanJuly 2005By:Rhodetta Seward, Intercity TransitStephen Hill, Norwalk Transit DistrictEntity NameStrategic Leadership Development ProgramSuccession PlanTable of ContentsPage MODIFIABLE PLANProgram Description 4Purpose and
2、Benefits 4Implementation of Goals 5Critical Components of the Program 5Core Training and Development 6Gathering Data 7Solicit Participants 8Conduct Assessments 9-10Candidate Selection 10Provide Feedback 10Career Training and Development 10-11Mentoring, Coaching and Performance Counseling 11-13Fillin
3、g Vacancies 13-14Commitment to the Agency 14Emergency Succession Plan 14APPENDIX (Background Information & Forms)Background and Challenges 16Outline for Succession Planning 17-20Definitions 20-21Key Elements of a Succession Plan 22-23Regional Approach 24-25Core Competencies by Position 26Sample Care
4、er Development Plan 27Leadership Succession Chart 28Strategic Leadership Development Program Application 29-30Candidates Self Assessment Core CompetenciesManagerial/Operational Positions 31-32Supervisory Leadership 33Strategic Leadership 34Supervisors Assessment Candidates Core CompetenciesManageria
5、l/Operational Positions 35-36Supervisory Leadership 37-38Strategic Leadership 39-40Confidential Questionnaire 41-43REFERENCES 44-46Strategic Leadership Development Program(Succession Plan)Program DescriptionThe Entity Name Strategic Leadership Development Program is a proactive, long-term, managemen
6、t level strategy for recruiting, selecting, and developing a core group of employees into management positions. The employees will obtain training and development in the competencies and characteristics needed to function in leadership positions within Entity Name, through participation in a multi-p
7、hased program.The program will accelerate the delicate and complex transition of qualified Entity Name employees from individual contributors to managers and leaders. Entity Name will ensure that equitable selection guidelines are followed.Purpose and BenefitsThe major purpose of the Strategic Leade
8、rship Development Program is to have timely availability of experienced and diverse employees prepared to fill leadership positions at Entity Name as they become available. The program will: Prepare current and future employees to lead the organization in coming years; Help us “grow our own” leaders
9、hip rather than recruiting from outside the organization; Establish guidelines and standards for selection and participation; Achieve improved workforce capabilities and performance overall; Increase professional commitment and retention of management positions; Focus on leadership continuity and im
10、proved knowledge shared; Move Entity Name towards a learning organization; Shift from job progression to job expansion; Achieve results for all divisions/departments at all leadership levels; and provide opportunities for a continued partnership for leadership effectiveness.Through the Strategic Lea
11、dership Development Program, Entity Name will: Increase employee commitment and delay departure of aging workers; Improve support to employees throughout their employment; Provide more effective monitoring and tracking of employee performance, proficiency levels and skill gaps across the entire work
12、force; and Increase efficiency in specific roles and use of resources. Its about the right people, in the right place, at the right timeImplementation of GoalsThe Strategic Leadership Development Program, through a selected Executive Development Team, will require current management to provide dedic
13、ated instructions and guidance skills, knowledge and abilities needed to be successful at Entity Name. Participants are expected to have the potential to increase his/her understanding and capacity to manage and lead within the organization. Participants must commit to continuous learning and demons
14、trate the ability to work with others, facilitate effectively with limited authority, build consensus and gain results. The Strategic Leadership Development Program will: Identify critical management positions Identify employees to be selected to participate Enroll sufficient number of participants
15、to meet the future needs to fill leadership positions within Entity Name Prepare a sufficient number of employees to be ready for advancement into each identified positionCritical Components of the ProgramThe Executive Development Team, appointed by the General Manager/Chief Executive Officer, will
16、provide direction and ensure implementation of the Strategic Leadership Development Program through embodiment of the following critical components: Strategic Planning: The development of a leadership program will have specific purpose, goals and objectives Targeting of Management Positions: Refines
17、 the selection pools to management positions Require Relevant Skills, Knowledge and Abilities: Relies on competencies and characteristics underscoring the need for job related criteria for success Linking Success to Essential Qualifications: Includes job performance and quantifiable potential and ab
18、ility Essential Feedback: Requires observations from supervisors, co-workers, subordinates and customers/clients Demand Excellence: Converts potential skill into capability Program Administrator: The program is administered and facilitated by a designated department within Entity Name (typically Hum
19、an Resources or Employee Relations) hereafter referred to as the “Program Administrator.” The Program Administrator provides checks and balances for system integrity and evaluates measurable goals and objectives.Core Training and DevelopmentWith the assistance of the incumbent management, core compe
20、tencies and characteristics will be developed for each leadership position within Entity Name. This is a first step in building the Strategic Leadership Development Program foundation. The Program Administrator will review and confirm that the core competencies presented by incumbent leadership are
21、genuine and valid. The Executive Development Team will make the final decisions on core competencies for each position. The Program Administrator will create a basis curriculum of training and development guided by the identified competencies and characteristics. Each position identified will have s
22、pecific curriculum developed for the respective job. Core competencies and characteristics include seven basic elements: Professional Integrity: A level of business integrity commensurate to interact, process and achieve positive results consistent with Entity Names vision, mission and goals. Leader
23、ship: The ability to achieve organizational goals and objectives by guiding, directing and managing the efforts of others. Decision Making and Problem Solving: Identifying symptoms of problems, analyzing causes, and implementing solutions that are based upon evaluation options. Effective Communicati
24、on Skills: The ability to establish shared understandings of information. Knowledge of the Entity: Broad work experience that results in knowing how the Entity Name functions as an integrated system aligned with its vision and mission. High Job Performance: Achieving organizational goals, objectives
25、, projects and tasks through the efficient and effective utilization of available resources. The ongoing process consists of the steps below. The resources and responsibilities to complete each step are diagramed and described below:Gather DataSolicit ParticipantsConduct AssessmentsSelect Candidates
26、Provide FeedbackGathering DataEntity Name, in preparing to develop and implement a Strategic Leadership Development Program will charge the Executive Development Team with the responsibility to: Include goals, priorities and support for the Strategic Leadership Development Program during the strateg
27、ic planning process; Identify potential organizational growth, retirement, realignments and other conditions that create leadership positions; Identify current positions that may be vacated within 5-10 years; Establish long-term competency needs in alignment with the organizational direction to buil
28、d and develop the structure for high performance; Project and anticipate the turnover of prospective employees as it affects available candidates; Consider size of the agency and whether a regional Succession Plan can be developed and supported; and Complete departmental “Leadership Succession Chart
29、s.”Understanding what drives retirement risk is critical to the entity. Several factors include the employees retirement intentions and the personal and work factors affecting their retirement decision. Entity Name must be aware of the knowledge and competencies required to replace retiring workers.
30、Its important for the agency to recognize many employees may be happy with no plans to retire when they first become eligible. However, they will retire at a point when doing so would optimize their personal, financial and lifestyle situation.Entity Name should consider options such as part-time emp
31、loyment. Many employees would be willing to work part-time to achieve optimization, but only if doing so did not adversely affect their pension benefits. Prospective retirees believe its important to have time and resources available to help prepare their successors before they retire. This adds to
32、their happiness in the position which may encourage them to stay longer and at least long enough to assist in training their replacement(s).Solicit ParticipantsThe Entity Name will post employment openings and seek candidates who meet established qualifications and demonstrate strong potential for c
33、ompleting the Strategic Leadership Development Program. Entity Name will brief interested employees on the program including the minimum requirements for participation: Regular, full-time employee Minimum, _ years of service with the agency Minimum, _ years of business experience Bachelor Degree or
34、post high school with minimum _ years business experience Competent performance rating the previous two years Minimum _ years supervisory experienceInternal personnel who meet basic criteria may self nominate themselves and/or be nominated by their supervisor or manager. Selection is made without re
35、gard to age, sex, race, (States requiring Affirmative Action and/or Equal Employment Opportunity plans should integrate the applicable policies into the plans). Interested candidates will submit: A completed program application form, including essay questions, and confidential questionnaire. A detai
36、led resume A recommendation letter from their supervisor, manager or director A written statement concerning their desire to participate in the programThese documents will assist in determining if they possess the qualifications and commitment needed for completing the program. Entity Name has no re
37、strictions for which positions individuals may be considered. Conduct AssessmentsSeveral types of instruments may be used in assessing each candidate for selection into the Strategic Leadership Development Program. Core Competency and Characteristic Assessment 360 Feedback Instrument Myers Briggs Ty
38、pe Indicator Evaluation Career Objective Statement Self Assessment Form Supervisor comments regarding candidates strengths/weaknessesA core competencies and characteristics evaluation form will be provided and must be completed by each prospective candidate and his/her supervisor. The form should in
39、clude at a minimum: A list of core competencies or characteristics to be evaluated A definition or description of each core competency and characteristic listed A scoring criteria for candidates to assist them in rating the competencies, ranging from satisfactory to good to superior Supervisors will
40、 be asked to confirm the self-assessments made by candidates and to add commentary to explain any deviations.For each position identified, the Executive Development Team will set up a rating system for the core competencies and characteristics using the following scale:A. Critical/EssentialB. Signif
41、icantC. DesirableD. Nice to haveE. Not applicableThis ranking system is utilized as part of the Supervisors Assessment Form of the candidate. The Program Administrator will compile the results into an assessment report. Based on the report, the Executive Development Team will determine which candida
42、tes should be enrolled into the program. Candidates will be selected to participate in one of two programs: Short Term Program: Designed for those candidates that demonstrate high levels of core competencies and characteristics as well as experience allowing them to accelerate their course program t
43、o meet the standards for placement to their selected position. Intermediate to Long Term Program: Designed for those candidates who demonstrate varying degrees of proficiency, but require more training and development to meet the standard for the position they are seeking.Candidate SelectionThe Prog
44、ram Administrator will collect application materials and compile the data. This data will be presented in report form to the Executive Development Team to select prospective candidates for evaluation of their core competencies and characteristics and make recommendations as to which candidates to co
45、nsider for the program. The Program Administrator will look for candidates who: Compare favorably on the leadership core competency assessment; Display exceptional knowledge, skills and abilities on earlier projects; Are quick learners, capable of developing the needed competencies; Are able to prov
46、ide benefits to the authorizing body (Board) for the investment of time and money for their development; and Are willing and able to continue working in their current position while participating in the program.“Selection for the Strategic Leadership Development Program does not guarantee a promotio
47、n. Performance in developing needed competencies is a key determining factor for promotion. Provide FeedbackAll employees who apply for the Strategic Leadership Development Program will receive written feedback, including the reasons for the selection to or non-selection to the program. The Program Administrator will meet with each applicant to d
