succession planning in military

1. Developing a Roadmap for
Leadership and Succession
Planning Through Strategic
Recruitment
• Tawanda Chisiri

2. Goals
• Identify components of a succession plan
• Provide exercises for rating your organization for
each component
• Serve as the basis for the rest of the workshop

3. Roger Sir,
we’ve got a
problem.

4. Employees
Leave –
They always
do
• Preparation for that day is
Succession Planning

5. Succession
Plan
• A systematic approach to
building replacement workers
to ensure continuity, by
identifying potential successors
in critical work processes.

6. Exercise 1.
List traits of a model Army
General ( as many as you
can )

7. Army
General
Traits
• L Loyalty Bear true faith and allegiance
to the Constitution, the Army,
unit, and other Soldiers
• E Empathetic
• A
• D Duty Fulfills obligations
• R Respect Treat people as they should
be treated
• S Selfless Service Put the welfare of
the nation, the Army, and
subordinates before your own
• H Honor Live up to all the Army Values
• I Integrity Do what is right—legally
and morally
• P Personal Courage Face fear, danger,
or adversity (physical or moral)

8. Army
Leadership
1. A Leader of Character (Identity) Factors internal and central to
a leader, that which makes up an individual’s core
Army Values
• Values are the principles, standards, or qualities considered
essential for successful leaders
• Values are fundamental to help people discern right from
wrong in any situation
• The Army has values that must be developed in all Army
individuals: loyalty, duty, respect, selfless service, honor,
integrity, and personal courage.
Empathy
• The propensity to experience something from another
person’s point of view
• The ability to identify with and enter into another person’s
feelings and emotions
• The desire to care for and take care of Soldiers and others.
Warrior Ethos
• The shared sentiment internal to Soldiers that represents the
spirit of the profession of arms.

9. Army
Leadership
2. A Leader With Presence How a leader is perceived by
others based on the leader’s outward appearance,
demeanor, actions, and words
Military Bearing
• Possessing a commanding presence
• Projecting a professional image of authority.
Physically Fit
• Having sound health, strength, and endurance that
support one’s emotional health and conceptual ability
under prolonged stress.
Composed
• Demonstrating composure and an outward calm
through steady control over one’s emotions.
Confident
• Projecting self-confidence and certainty in the unit’s
ability to succeed in whatever it does.
Resilient • Showing a tendency to recover quickly from
setbacks, shock, injuries, adversity, and stress while
maintaining a mission and organizational focus.

10. Army
Leadership
A Leader With Intellectual Capacity
The mental resources or tendencies that
shape a leader’s conceptual abilities and
impact effectiveness
Mental Agility
• Flexibility of mind
• The tendency to anticipate or adapt to
uncertain or changing situations; to think
through second and-third-order effects when
current decisions or actions are not
producing the desired effects
• The ability to break out of mental “sets” or
habitual thought patterns; to improvise when
faced with conceptual impasses
• The ability to quickly apply multiple
perspectives and approaches to assessment,
conceptualization, and evaluation.

11. Army
Leadership

12. Army
Leadership
Domain Knowledge
• Possessing facts, beliefs, and logical
assumptions in relevant areas
• Technical knowledge—specialized
information associated with a particular
function or system
• Tactical knowledge—understanding military
tactics related to securing a designated
objective through military means
• Joint knowledge—understanding joint
organizations, their procedures, and their
roles in national defense
• Cultural and geopolitical knowledge—
understanding cultural, geographic, and
political differences and sensitivities.

13. Army
Leadership
Innovation •
The tendency to introduce new ideas when
the opportunity exists or in the face of
challenging circumstances
• Creativity in producing ideas and objects
that are both novel or original and
worthwhile or appropriate.
Interpersonal Tact
• The capability to understand interactions
with others
• Being aware of how others see you and
sensing how to interact with them effectively
• Consciousness of character and motives of
others and how that affects interacting with
them.

14. Trait Identification
Exercise 2
• Which test skills, skills and
interview methods can you
use to identify the army
leadership traits in new
recruits
• 1.
• 2
• 3
• 4
• 5

15. Exercise
2 cont>
Can you Identify
qualities of an army
general in a recruit

16. Sucession
Planning
also
Includes
Knowledge
Transfer
• Processes and strategies that
allow an organization to:
• Document key data and policies
for critical work processes
• Exchange key process data and
information from one individual or
group to another
• Define how vital and important
information will be retained within
the organization despite attrition

20. Context
• Employer – Ensure a sufficient supply of talent for
key roles and tasks.
• Employee – Provide clear opportunity to grow,
learn, evolve, advance.
• Customer – Results. Employees and service that are
reliable, knowledgeable, and meet their
expectations.

21. Employee and
Leadership
Development
• 1. Employee retention and
satisfaction
• 2. Management of core
competencies
• 3. Workforce succession
preparedness

22. Basic
Components
1. Institutionalize the process and
capture stakeholder support
2. Conduct assessments of
organizational needs
3. Develop the succession planning
model
4. Implement succession planning
strategies
5. Continuously measure, evaluate,
and adapt

23. Rate Your
Organization
• Consider questions about your
organization.
• Rate where you are on scale of 1
– 5.
• 1 – Never
• 2 – Not Often
• 3 – Sometimes
• 4 – More Often than Not
• 5- Always

24. Basic Steps
COT training Eswatini 2022
Workshop Developing a Roadmap for Leadership and Succession Planning
Basic Steps
0. Succession Plan
1. Institutionalize the process and capture stakeholder support
2. Conduct Assessment
3. Develop the succession planning model
4. Implement succession planning strategies
5. Continuously measure, evaluate, and adapt
More Often
Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total
Step 0 - Succession Plan
We use a Succession Plan that is up to date and one of our most
important staffing tools.
Our Succession Plan is an integral part of our organization's
comprehensive strategic plan.
Sum:
Sum/2

25. Step 1 – Institutionalize Process and Develop Stakeholder Support
Workshop Developing a Roadmap for Leadership and Succession Planning
More Often
Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total
Step 1 - We have institutionalized the process and capture stakeholder support for the
plan
a. We gain commitment from decision makers
We demonstrate why it’s needed and benefits
b. We gather resources for developing and implementing the plan
Senior leadership
HR/Civil Service
Union representative
Employees groups
Others
c. We understand the role of succession planning in achieving the strategic vision and goals of our
organization
We make succession planning a priority
Our strategic plan determines the # of future employees and skills needed
Strategic Plan – Defining the organization’s direction and allocating resources to get there. Here is
where we need to be and here is how we’re going to get there.
We understand what a succession program looks like and what will it do for our organization Sum:
We incorporate succession planning into our organization’s values
We clearly define the objectives for the program Sum/3:
Page 2 - Components of a Successful Succession Plan

26. Step 2a – Conduct “As Is” Assessment
Workshop: Developing a Roadmap for Leadership and Succession Planning
More Often
Step 2a - Conduct an Assessment Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total
a. Conduct “As Is’ Assessment of Organization
We collect and analyze organization and demographic data
Retirements?
New leaders being developed?
Are you identifying new leaders?
What is average age and tenure of current employees?
What are attrition and vacancy rates?
We identity and prioritize key work processes/positions
Which are most critical?
Which have the least amount of resource depth?
Which processes are documented?
Are future replacements and leaders prepared?
We identify condition and availability of resources and systems
What items are needed to do work? Maps, policies/procedures, training guides?
Are they accessible and up to date?
What technology systems are currently in use?
2a Sum:
2a Sum/3:
Page 3 - Components of a Successful Succession Plan

27. Step 2b – Conduct “To Be” Assessment
Workshop Developing a Roadmap for Leadership and Succession Planning
More Often
Step 2b - Conduct an Assessment Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total
b. Conduct “To Be” Assessment of Organization
We analyze future requirements for services
Future demand
Customer expectations
Regulations
What are the goals of the Strategic Plan
Demand placed by Succession Plan
How will Succession Plan change workforce/leadership requirements?
We are aware of upcoming changes in the industry.
We are aware of what demands technology will place on organization.
2b Sum:
2b Sum/4:

28. Step 2c – Conduct Gap Analysis Assessment
Workshop Developing a Roadmap for Leadership and Succession Planning
More Often
Step 2c - Conduct an Assessment Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total
c. Conduct Gap Analysis
How does “as is” organization fall short of “to be”?
Our workforce is prepared for the future
Do current organizational demographics look like the future ones?
Are you prepared to handle shifts in demographics?
Do we have the people skills to keep up with the change?
We are prepared to adapt to future processes
Which ones are most susceptible to changes in personnel?
Where are we most susceptible to losing essential knowledge?
We are prepared to accommodate future systems and resources
What info will we need or not need in the future?
What information needs to be more accessible?
How will technology change our resource needs?
We determine our talent needs for the long run
We identify the core leadership KSAs to bridge the gap.
What will future leaders look like?
What skills and behaviors will make them successful?
2c Sum:
2c Sum/5:

29. Step 3 – Develop the Succession Planning Model
Workshop Developing a Roadmap for Leadership and Succession Planning
More Often
Step 3 - Develop the Succession Planning Model Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total
We determine which employees or levels of employees will be involved in program.
Execs
Mid Managers
Supervisors
SkilledWorkers
We build leadership/talent pipeline.
Identify internaltalent with criticalcompetencies (KSAs).
Analyze external sources of talent.
We identify training and development strategies.
Formal professional development.
Coaching and mentoring.
Use cross training/multi-skilling.
Job shadowing.
Identifycareer paths.
We develop retention strategies.
We create knowledge management and transfer strategies.
Sum:
Sum/5:
Page 6 - Components of a Successful Succession Plan

30. Step 4 – Implement Succession Planning Model
Workshop Developing a Roadmap for Leadership and Succession Planning
More Often
Step 4 - Implement Succession Planning Model Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total
We determine resource needs for implementation.
We identify barriers to implementation/develop solutions.
We develop or update job descriptions.
We prepare organization for change.
Establish communication plan.
Connect with stakeholders and get their buy in.
Identify and establish peer and leadership champions of change.
If needed,we implement strategies on pilot basis.
We link succession strategies with HR.
Recognition
Workforce planning
Assessment strategies
Recruitment strategies
We train staff as necessary.
Sum:
Sum/7:
Page 7 - Components of a Successful Succession Plan

31. Step 5 – Continuous Measurement, Evaluation, Adaptation
Workshop Developing a Roadmap for Leadership and Succession Planning
More Often
Step 5 - Continuous Measurement, Evaluation, and Adaptation Always (5) Than Not (4) Sometimes (3) Not Often (2) Never (1) Total
We define measures of program success
We determine how frequently the program will be evaluated.
We have a reporting process.
We track progress, communicate and celebrate program success.
We get stakeholder feedback on strategy success.
We adjust or adapt programs based on evaluative results.
We ensure top management stays engaged and provides support and attention to program.
We make 3 to 5 year succession plans part of organization’s strategic planning process.
Sum:
Sum/8:
Page 8 - Components of a Successful Succession Plan

32. Exercise Scoring Summary
Workshop Developing a Roadmap for Leadership and Succession Planning
EXERCISE SUMMARY
Basic Steps Score
0. Succession Plan
1. Institutionalize the process and capture stakeholder support
2. Conduct Assessment
3. Develop the succession planning model
4. Implement succession planning strategies
5. Continuously measure, evaluate, and adapt
Basic Steps Score Meaning
1. Fail. No where to go but up.
2. Would like to but just aren't getting it done.
3. Trying, but it's such a struggle with all the urgent things.
4. It's a priority but still a challenge at times.
5. It's one of our core priorities and it's become a useful tool.

33. Exercise Scoring Summary Chart
1
2
3
4
5

34. Bonus Material to
Read at Home
• Pitfalls to Avoid
• Succession Planning Model

35. • Common Pitfalls:
• Keeping it a secret
• Underestimating talent within
• Narrow minded thinking – too old/young, rough, different
• Focusing exclusively on hard skills
• Not offering training/development opportunities
• Expecting employees to self-identify – help them see what they can be.
• Not holding managers accountable for succession planning.
• Considering only upward succession. Lateral?
• One size fits all program.
• Producing too many candidates for too few spots.

37. Some Possibilities
• Cross training/Multi-skilling
• Identify potential candidate pools
• Retiree/Part timer
• Contractor

38. Institutional Knowledge
• SOPs:
• Have employees write down how to perform MC tasks from the
perspective of someone who knows nothing and needs to be able to do
it.
• Have them create a video that demonstrates and describes it.

39. We’re Now Looking at
Management
• All 3 managers plus admin gone in 5 years (HR department)
• 140 years of experience. ( Now Roger Sir we have a problem ! )
• Identified all mission critical tasks and licenses.
• Scary list.
• Compliance sampling and reporting.
• Institutional Memory
• Decision making.
• Scheduling
• Payroll
• Process control
• Data management
• Computers
• Project management,
• Training development

40. Roger Sir,
we’ve got a
problem.

41. The End
Thank you