Address
101 W. Clearview Ave.
Worthington, OH 43085
E-Mail
josh.compton@clearview-mgt.com
Succession Planning Courses
Succession Planning is an HR Performance Management system. It provides a model to guide most management decisions which
impact the effectiveness of both Counselor and Social Worker functions, from methods of service delivery to staff learning and
development programs, from performance management systems to employee retention strategies, from strategic planning to
competency modeling, and on and on.
- Be able to explain the complexity and interconnectedness of a fully effective “strategic” Succession Planning & Management
system, and be able to draw a system as part of the explanation. - Be able to explain the “legal” framework within which a Succession Planning & Management system in the civil service arena
must operate. - Be able to explain in depth the subsystems and tools of the four primary components of a Succession Planning & Management
system. - Be able to design a “strategic” Succession Planning & Management system and tools that should and can be incorporated
within their business “culture”.
Be able to explain a Critical Succession Plan and how it can be used within the civil service arena.
One Day Curriculum:
In this course participants will learn a holistic approach to succession planning including the many factors that impact succession
planning, a model succession planning system and its components, the tools, and the benefits.
In addition, they will learn about Critical Succession Plans including how to identify critical positions (criticality factors) and what a
critical succession planning package should include and how to develop (e.g. Determine the best sources of immediately available,
qualified candidates (“Immediate Backups”) to temporarily fulfill each Critical Job; Create a list of at least two (preferably three)
Immediate Backups and include emergency contact information, qualifications, time limits on availability (when and for how long),
Determine ‘Permanent’ fill sources with all contact information; and Determine selection criteria and develop selection tools.
Objectives:
- Be able to explain the complexity and interconnectedness of a fully effective “holistic” Succession Planning & Management
system, and be able to draw a system as part of the explanation. - Be able to explain the “legal” framework within which a Succession Planning & Management system in the civil service arena
must operate. - Be able to explain in depth the subsystems and tools of the four primary components of a Succession Planning & Management
system. - Be able to design a “holistic” Succession Planning & Management system and tools that should and can be incorporated within
their business “culture”. - Be able to explain a Critical Succession Plan and how it can be used within the civil service arena.
Two Day Curriculum:
The two day curriculum includes the entire one day curriculum plus it incorporates a number of exercises that helps management to:
- Evaluate their current strengths and weaknesses of succession planning;
- Evaluate opportunities for strategy changes and forecast their impact;
- Establish priorities for change to create a Succession Plan;
- Determine roles of each member of organization in the Succession Plan; and
- Develop a “draft”, two prong approach Succession Plan.
This session will explore what Succession Planning (SP) is, the many interconnected factors, the components of it, the impact of
ODAS and Civil Service, and what your roles should be. In addition, due to the vast projected turnover in government jobs over the
next five years, there will be unbelievable opportunities for those who will remain if you make use of the system. Learn some of the
steps to take to improve your chances of moving up.
Objectives – Upon completion of this course, participants will be able to:
- Explain the purpose and benefits of Succession Planning (SP)
- List and explain the primary components of SP
- List and explain the sub-components of SP
- Explain “interconnectedness” as it relates to SP and all of its primary and sub-components
- List their roles as they see them now, and the research necessary to clarify their roles
- Determine the positions that will most likely be available, what the responsibilities will be for each position, and what the
nature of the jobs will be - Determine what knowledge, skills, abilities, and competencies will be required
- Determine how candidates will be assessed (e.g. past performance v. KSAC’s), what type of assessment tools will be used, and
who will assess the candidates - Conduct a current KSAC “gap analysis” on themselves (their perception and other’s)
- Establish a plan to close the gap on their KSAC’s (e.g. courses, internal project learning opportunities, mentoring/coaching, and
Personal Brilliance - “Move in front of the pack” with good reason