You Can’t Do Succession

Planning in the Public Sector

…Or Can You?

City of Charlotte
Teresa Curlin
Human Resources Business Unit
 Effective Succession Planning is not . . .

 Identifying a specific employee for a specific job at a

future point in time

2 09/12/23
 Effective Succession Planning is . . .

 Identifying key player gaps through workforce

planning
 Giving employees at all levels opportunities to
develop their skills
 Embedding development opportunities in everyday
work processes
 Embedding knowledge sharing into work processes
 Developing many employees for more challenging
positions; not just one

3 09/12/23
 Effective Succession Planning is . . .

 Identifying key player gaps through workforce

planning
 Giving employees at all levels opportunities to
develop their skills
 Embedding development opportunities in everyday
work processes
 Embedding knowledge sharing into work processes
 Developing many employees for more challenging
positions; not just one

4 09/12/23
 Workforce Planning is . . .

 Planning to have the right employees, with the right

skills, in the right jobs, at the right time.
 A market analysis of the supply and demand of
employees and skills, then crafting strategies for
success when the supply does not equal your
demand.
 Translating strategic thinking into concrete actions to
ensure adequate staffing levels and skills.
 In other words, systematically identifying your
gaps so you can fill them.

5 09/12/23
 Effective Succession Planning is . . .

 Identifying key player gaps through workforce

planning
 Giving employees at all levels opportunities to
develop their skills
 Embedding development opportunities in everyday
work processes
 Embedding knowledge sharing into work processes
 Developing many employees for more challenging
positions; not just one

6 09/12/23
 Leadership Training

7 09/12/23
 Dimensions in Leadership

 Current research indicates 70% of leadership development is

gained through experience

 Dimensions in Leadership is a non-traditional leadership

program for people demonstrating high potential for leadership.

 It’s a unique opportunity for employees who assume

responsibility for their own development and demonstrate the
commitment to learn and grow.

8 09/12/23
 Dimensions in Leadership

Participants selected for the Dimensions program:

 Assess their skills in the City’s key leadership competencies
with the assistance of their Key Business Executive.
 Use the assessment information to custom design an Individual
Development Plan to develop skills in targeted areas. Plans are
supported by training, coaching, job assignments or other
developmental activities.
 Are assigned a learning coach to help them learn to leverage
their developmental experiences for maximum growth.

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 The Development Formula

The formula:

10% Knowledge (classes/book learning)

+ 20% Learning from others (mentors)
+ 70% Experience (do it)
= 100% (A shiny new competency!)

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 Leadership Competency

Looks to the Future

– Communicates a Vision

– Thinks Strategically

– Manages Change

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 Leadership Competency

Develops People
– Develops Employees

– Motivates Others
– Provides Feedback

– Hires and Utilizes the Talents of a Diverse

Workforce

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 Leadership Competency

Builds Community

– Builds Partnerships – Internally and Externally

– Builds Collaboration – Internally and Externally

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 Leadership Competency

Manages the Business

– Understands the Political Environment
– Sets Priorities
– Thinks and Acts Competitively
– Focuses on the Customer
– Is Resourceful
– Solves Problems Creatively
– Makes Good Decisions

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 Leadership Competency

Manages Self

– Models Ethics and Values

– Has Self Knowledge

15 09/12/23
 Effective Succession Planning is . . .

 Identifying key player gaps through workforce

planning
 Giving employees at all levels opportunities to
develop their skills
 Embedding development opportunities in
everyday work processes
 Embedding knowledge sharing into work processes
 Developing many employees for more challenging
positions; not just one

16 09/12/23
 Succession Planning is . . .
Everyday Opportunities

Embed development opportunities into the

operations and the culture
– If the organization is fluid, a team member from
one area can help out in another area with a
time/project crunch
The upside of doing more with less
– All areas need help
– Where resources are lacking, the lifelong learners
will rise to the top and find a way

17 09/12/23
 Effective Succession Planning is . . .

 Identifying key player gaps through workforce

planning
 Giving employees at all levels opportunities to
develop their skills
 Embedding development opportunities in everyday
work processes
 Embedding knowledge sharing into work processes
 Developing many employees for more challenging
positions; not just one

18 09/12/23
 Succession Planning includes . . .
Knowledge Management

 Making knowledge accessible to all

 Setting expectations knowledge will be
shared
 Celebrating those who share and receive
knowledge
 Putting knowledge sharing in work processes

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 HR-pedia - Overview

20 09/12/23
 HR-pedia - Detail

21 09/12/23
 Effective Succession Planning is . . .

 Identifying key player gaps through workforce

planning
 Giving employees at all levels opportunities to
develop their skills
 Embedding development opportunities in everyday
work processes
 Embedding knowledge sharing into work processes
 Developing many employees for more challenging
positions; not just one

22 09/12/23
 Succession Planning is . . .
Many, Not Just One

 Risky to pick one employee to develop for an

identified position
– This employee may leave the organization, or may not want
the position

 Use mix of methods to prepare many employees to

be the next crew chief, deputy director or assistant
city manager

23 09/12/23
 What’s the Culture?

 Empowerment - employees are in charge of

their own careers; not employers

 Set the bar – identify position responsibilities

and the skills / competencies needed to be
successful

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Questions?
 Resources:
www.charmeck.org

Teresa Curlin
City of Charlotte
Human Resources Key Business
tcurlin@ci.charlotte.nc.us