Succession Planning Toolkit

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Succession planning is the process of identifying the critical positions Beware of

within your organization and developing action plans for individuals unconscious bias
to assume those positions. Taking a holistic view of current and future you may bring to
goals, this process ensures that you have the right people in the right succession planning.
jobs today and in the years to come. It is well documented
that managers
A succession plan identifies future staffing needs and the people with the skills tend to hire and
and potential to perform in these future roles. promote people
who are like them.
In the long term, succession planning strengthens the overall capability of At the University
the organization by: of Washington,
we strive to foster
• Identifying critical positions and highlighting potential vacancies; an inclusive and
• Selecting key competencies and skills necessary for business continuity; diverse workplace.
• Focusing development of individuals to meet future business needs We strongly
recommend that
succession planning
Included in this toolkit are templates and tips for: is a collaborative
• Ensuring succession planning is closely tied to business strategy and goals; process within your
organization with a
• Understanding the importance of engaging executive and senior leaders
broad array of leaders
in the process;
adding input into
• Clearly defining the development of key talent; and the identification,
• Ensuring staff understand their role in the process and know what is selection, and
expected of them. mentoring process.

If you need assistance in getting succession planning started in your organization,

contact Professional & Organizational Development or your HR consultant.

SUCCESSION PLANNING PROCESS OVERVIEW

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ASSESS
• dentify significant business challenges in the ne t years
• dentify critical positions that will be needed to support business continuity
• dentify competencies, skills and institutional knowledge that are critical success factors

EVALUATE
• onsider high potential employees
• elect the competencies individuals will need to be successful in positions and to meet identified business challenges
• ategori e skill or competency gaps
• redict the likelihood for attracting a robust and ualified candidate pool

DEVELOP
• apture the knowledge that individuals possess before departing the organi ation
• evelop a pool of talent to step into critical positions through targeted career development strategies
STEP 1 dentify signi cant business challenges
in the ne t years
Your department’s strategic plan is a great place to start in identifying current and future challenges.
If your department doesn’t have a strategic plan or it is not drilled down enough to your team’s
specific strategies and priorities, an environmental scan can provide you with enough information to
start the succession planning process.

ENVIRONMENTAL SCAN WORKSHEET

Environmental scans can be conducted during a brainstorming session at a team meeting, as part of a management
retreat, through surveying or talking with stakeholders, or by a combination of these methods.

Participants:

Date:

What’s happening inside and outside your organization…

ight now n the near future n the distant future
STEP 2 dentify critical positions that will be needed
to support business continuity
Since the next step involves identifying critical positions that your succession plan will be built
around, we recommend your department’s HR administrator and/or assigned HR consultant be
involved in this part of the process.

CRITICAL POSITION WORKSHEET

Review positions at the director level and above to determine which positions are key. Also, consider including individual
contributor positions that require a particularly unique skillset, are traditionally hard to recruit for, or have a high
turnover rate. Evaluate the impact each position has in achieving the strategic goals and objectives, as well as the
vacancy risk and marketability of the incumbent.

Position Title:

Position Payroll Title:

Position Status: 0 Filled 0 Vacant

POSITION IMPACT: 0 High 0 Medium 0 Low

Assessment of “Position Impact” should be based on a prioritized list of the department’s
mission, goals, objectives and strategic plan.

VACANCY RISK: 0 High 0 Medium 0 Low

Assessment of “Vacancy Risk” should be based on factors such as the incumbent’s retirement
eligibility, marketability, etc.
STEP 3 dentify competencies, skills and institutional
knowledge that are critical success factors
fter you determine which positions are mission critical and have a significant vacancy ris ,
identify competencies, skills and institutional knowledge that are critical success factors for each
of the positions that require a succession plan.

CRITICAL SUCCESS FACTOR WORKSHEET

Position Title:

Position Payroll Title:

Education:
(degrees, certifications, licensure)

Work Experiences:

CORE COMPETENCIES TECHNICAL COMPETENCIES

ommunication ro ect anagement
trategic lanning olicy evelopment and Analysis
uilding roductive elationships udget and iscal anagement
ontinuously Improving uality Human esources anagement
eveloping elf egal ompliance
ocusing on ustomers omputer ystems echnology
aluing ultural iversity rogram evelopment
anaging hange ata Analysis
eveloping and oaching thers rants and ontract anagement

Other skills?

IDENTIFY UNIQUE INSTITUTIONAL KNOWLEDGE OR RELATIONSHIPS

What unique institutional knowledge or relationships are inherent to the success of this position?

oes anyone else have this knowledge in the organization? If so, who?

How critical is it that this knowledge is documented and shared? 0 High 0 Medium 0 Low

PLAN FOR SHARING KNOWLEDGE

process documentation mentoring
ob aids ob rotation
ob shadowing other
STEP 4 Consider high potential employees
After you have evaluated which positions require a succession plan, the next step is to consider if there
are current sta mem ers ready to successfully assume the role or have potential to grow into it over
time.

Working with your H administrator or H consultant, determine which sta members are currently
eligible or may be eligible within years for prioritized positions

If you are conducting this succession planning exercise as a leadership team, be aware that high potential
employees are often not distributed evenly within an organization e willing to have honest conversations
and remember that ust because an individual is not identified as high potential doesn’t mean that they are
not a strong individual contributor, nor should they be denied access to professional development activities

HIGH POTENTIAL EMPLOYEE IDENTIFICATION

Name:

Position Title:

Unit:

Years in Current Position:

Current Supervisor:

Target Position:

Target Position
Key Competencies:

Ready: 0 now 0 within year 0 within years 0 within years

ACTION PLAN:
STEP 5 elect the competencies individuals will need
to be successful in positions and to meet
identi ed business challenges
reparing an individual to progress in the organization is not a cookie cutter Career development
process It often takes a combination of formal training, thoughtful coaching, should be a part of
trusted mentorship, and key assignments anagers and executive leadership your organization’s
play a key role in creating access removing barriers to key assignments and regular HR practices
providing honest feedback along the way and not only reserved
for high potential
anagers should be having ongoing career development conversations individuals. Contact POD
with all employees in addition to their annual performance reviews areer for more information
development conversations with high potential employees should be focused about developing a
on closing the gaps and or strengthen existing skills and competencies department-wide career
development program.

CAREER DEVELOPMENT PLAN WORKSHEET

Name:

Position Title:

Unit:

Supervisor Name:

Supervisor Title:

LONG TERM GOALS

What are your long term career goals over the next 3–5 years? Describe how your long term goals fit in with the goals
and priorities of your department?

1.

2.

(continued)
CAREER DEVELOPMENT PLAN WORKSHEET (page 2)

SHORT TERM GOALS

What are your career goals for the next year or two (these may or may not be the same as your annual
performance goals)? Describe how your short term goals fit in with the goals and priorities of your department.

1.

2.

3.

4.

SKILL AND COMPETENCY REQUIREMENTS

What skills or competencies do you need to build to reach your goals?

Skill or Competency Training Activities Target Associated RESULTS

(formal training, mentorship, cross
to be Developed training, independent learning, etc.)
Dates Costs

r
1

J L J

This career development plan provides an opportunity to demonstrate your career potential and is not a guarantee of
a promotion. The plan should be evaluated at least every six months and adjusted as needed based on organizational
and/or personal priorities.

____________________________________________________________________________________ / _______________________________________
Employee signature & date

___________________________________________________________________________________ / _______________________________________
Supervisor signature & date
 CAREER DEVELOPMENT CHEATSHEET

What do you want to strengthen?

Investigate:
• professional certifications
Try cross-functional committee work, • relevant courses
job rotation, and job shadowing • conferences
• journal subscriptions
Organizational Position-Specific
• research projects
Wherewithal Expertise
• self-study
• Participate in UW events
• Assign responsibility for reading and
understanding leadership messages
• SLP Level 1 (uw.edu/admin/hr/pod/slp)
• Find opportunities to participate on
UW-wide committees • SLP Level 2 (uw.edu/admin/hr/pod/slp2)
• Attend meet-and-greets with • Mentorship with a senior leader
targeted colleagues from other UW
departments
University Knowledge • Arrange for mentoring by a leader
Management
and Understanding from another UW department Skills
• Leadership coaching
(uw.edu/admin/hr/pod/coaching )
• UW ARC 360 (uw.edu/admin/hr/pod/
leaders/orgdev/alliance/arc360 )
• Register for POD courses • Mentorship with a senior leader
(https://ucs.admin.uw.edu/pod) • Stretch assignments to lead
• Toastmasters department-wide teams and initiatives
Communication Leadership
Skills Skills

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Before going into a career development discussion or collaborating on the

Career Development Plan Worksheet, managers should prepare by reflecting
on the following questions:
• What are the employee’s career goals? Are they realistic? Are they compatible with the
organizational goals and needs?
• What actions has the employee completed so far? How successful were they?
• In what areas do you think the employee needs to develop new or more refined skills?
• Are there additional skills or competencies the employee should focus on to achieve their
desired career goal?
• What resources, training, or experience can you provide to help them reach their goal?
Is there additional knowledge, certification, or education the employee needs to acquire?
• What shifts in current priority or workload can you accommodate to ensure the employee
has bandwidth to pursue development opportunities?

UNIVERSITY of WASHINGTON JUNE 29, 2016