Transcript Slide 1

Career Development and Succession
Planning
AIMS Conference
HMT Industry Director, Charlie Brantley
August 2008
Overview
• Workforce Trends
• Organizational and Personal Responses
to These Trends
• Tools to Help
U.S. Workforce Realities
• The workforce is aging
• The rate of retirements from the workforce
will continue to accelerate over the next
several years
• The number of workers to replace them
does not exist in the labor force going
forward
Fed Government Trends
• Between 57,000-59,000 Federal
employees are projected to retire each
year through 2010
• 23 Large agencies are faced with having
more than 20% of employees planning to
retire by 2012
• 40% of Federal employees are older than
50 years old
•Sources: Council for
Excellence in Government,
Merit Systems Protection Board,
and Partnership for Public
Service
Why? The Baby Boom Pattern
4.5
The Boom Years: 1946-1964
Birth in Millions
4.0
3.5
3.0
2.5
2.0
1930
1940
1950
1960
1970
1980
1990
Source: The Coming Crisis of the Changing Workforce, The Concours Group 10/17/2006, and the U.S. Census Bureau
Different Patterns of Growth by Age
80%
Percent Growth in U.S. Population by Age: 2000-2010
Rapid growth in the over-55 workforce
60%
48%
40%
18%
20%
5%
0%
15%
5%
Few younger
workers entering
-9%
-20%
16-24
25-34
35-44
45-54
55-64
65+
Age of Workers
Declining number of mid-career workers
Source: The Coming Crisis of the Changing Workforce, The Concours Group, 10/17/2006, and the U.S. Census Bureau
Revenue Agents Eligible to Retire
12/31/08
3345, 29%
8,060, 71%
Of 11,405 RAs in LMSB, SBSE, and TEGE,
29% are eligible to retire in 3 years or less
Revenue Officers Eligible for
Retirement 12/31/08
1320, 28%
3,319, 72%
Of 4639 ROs in SBSE, 28% are Eligible to Retire Within 3
Years
IRS Managers Eligible to Retire
12/31/08
2157, 35%
4,026, 65%
Of 6183 Managers in LMSB, SBSE, W+I, and TEGE, 35%
are eligible to retire in 3 years or less
IRS Executives Eligible to Retire
12/31/08
56, 49%
59, 51%
Of 115 Executives in LMSB, SBSE, W+I, TEGE, and Appeals, 59
are eligible to retire in 3 years or less
Organizational Implications
The IRS needs to look at multiple options to
fill its labor requirements:
•External recruitment
•Internal development
•Retention incentives
Personal Implications
Opportunities exist!
Where Can You Start?
Self-Reflection
• If you just start driving, you may find you
are not where you want to be when you
get there
• Think about your interests
• Assess your motivation
• Am I committed to making the change?
“Find Something You Can Be
Passionate About”
Martha Stewart
CEO – Martha Stewart
Omnimedia
OZ Steps to Accountability
Do It
Solve It
“If You Think You Can’t, You’re Right”
Carol Bartz
CEO, Autodesk
Planning Steps for Non-Managers
Tools for Targeting a Position
• Identify the Qualifications of Potential
Positions from the Personnel Office
• Review Position Descriptions/CJEs
• Interview an Employee in the Position
• Interview the Manager of an Employee in
the Position
• Seek Feedback from Others on Issues
Impacting the Positions and Your Goals
Planning Steps
• Don’t Forget to Look Ahead from the Targeted
Position-Identify Career Paths
• Prepare a Career Development Plan
(Also Known as a Career Learning Plan or CLP)
• Visit the Human Capital Office website for more
details and online tools
http://hco.web.irs.gov/workplan/hcstrat/index.htm
Tuition Assistance Program (TAP)
• A service-wide program providing financial
assistance to employees pursing career
development opportunities
• Priorities are on assisting employees who
provide support to front line compliance in
support of IRS job-related needs
Tuition Assistance Program
• For FY08, participants could receive
reimbursement for up to 4 courses, including
tuition, books, and mandatory fees
• Attend on own time (leave or after hours). Leave
must be approved by supervisor in advance
• Qualifying courses include accounting, finance,
mathematics, information technology,
management, English, writing, and others
related to IRS jobs.
• Must get a “C” or better in class or must
reimburse the IRS
Tuition Assistance Program
Eligibility for TAP:
• Have to have a fully successful performance
appraisal or better
• Have to apply during open season
• If more than 80 hours of training is provided,
must agree to continue to be employed by IRS
for 3 times the length of the training period
• Visit the ERC website for more details
http://erc.web.irs.gov
Interested in Leadership?
• To compete for a leadership position, an
individual needs to develop and be able to
demonstrate they have a series of
competencies necessary for the
managerial or Executive position
Leadership Competencies Drive:
How Leaders
Are selected
How Leaders
Are recognized
Leadership
Philosophy and
Competencies
How Leaders
Are evaluated
How Leaders
Are developed
What is a Competency?
A competency is…….
• An observable, measurable pattern
of knowledge, skills, abilities and
other characteristics that an
individual needs to perform the
work roles or job functions of a
position successfully
Technical Competencies
Essential knowledge, skills, and
abilities needed to perform a
particular job.
Example: Knowledge of Tax Law is a
technical competency for the
position Supervisory Revenue Agent
Leadership Competencies
• Characteristics of leaders that support
the vision, mission, and goals of the
organization
• The degree to which the characteristic is
necessary to achieve the desired
organizational results shall vary with the
level of the position
21 Leadership Competencies linked
to their primary Core Responsibility areas
Succession Planning
To address the anticipated shortage of
leaders in the IRS:
• The agency has developed and
implemented the Leadership Succession
Review (LSR) system.
• The agency continues to employ
competitive leadership readiness
programs for all levels to build a pool of
candidates for future needs
Why Leadership Succession Planning?
“One of the biggest shortcomings of the
traditional people process is that it’s
backward looking, focused on evaluating
the jobs people are doing today. Far more
important is whether the individuals can
handle the jobs of tomorrow”
»
From “Execution-The Discipline of Getting Things
Done,” Larry Bossidy and Ram Charan
LSR Process Overview
• LSR is a web-based process, built around
assessing leaders on the 21 IRS
Leadership Competencies. It includes:
– An assessment of each individual’s leadership
readiness and interest/availability
– Individual discussions of career aspirations
and development plans
– Identification of potential candidates for
leadership positions
Four Stages of LSR Process
STAGE 1
STAGE 2 -
STAGE 3 -
STAGE 4 -
- Gather Data
Conduct Talent Review Discussions
Roll up LSR Information to Senior Leaders
Provide Individual Feedback and Development Ideas
LSR Stage 1: Gather Data
• Individuals:
– Complete demographic page
– Input self assessment on 21 leadership competencies
• Managers of those individuals:
– Assess them on the 21 competencies
– Input an overall readiness rating
• Ready now, Ready with development, Not ready
– Complete an LSR planning matrix capturing
information on all their direct report managers
Stage 2: Talent Review Discussions
• Those managers who assessed
individuals will meet with their own
manager and discuss:
– Current leadership positions, and match
individuals they assessed with specific
positions (based on readiness and availability)
– Talent identified in the process, and strengths,
gaps, and development recommendations
– Organizational strengths and areas for
development
Stage 3: Roll up of LSR Information
• Executive review and discussion of:
– Potential leadership backfills and
development plans for the group
– Bench strength data from Stage 2
– Competency data from Stage 2, looking at
organizational strengths and areas for
development
Stage 4: Feedback Conversations
• Managers provide feedback to each
individual they assess. They will:
– Review and discuss the assessment,
providing feedback from Stage 2 and 3
meetings
– Discuss readiness to backfill specific
leadership positions
– Discuss developmental needs and options, if
appropriate
Leadership Readiness Programs
Programs which help develop the
competencies an individual needs for a
particular leadership level, include:
•Front Line Readiness Program (FLRP)
•Department Manager Readiness Program
(DMRP)
•Senior Manager Readiness Program
(SMRP)
•Executive Readiness Program (XR)
Front Line Readiness Program
• Classroom course designed to provide
tools for effective team development,
communication, coaching, problem
solving, life and work balance, and time
management. Involves a developmental
assignment.
Department Manager Readiness
Program
• Provides aspiring campus department
managers with two separate classroom
sessions with an intervening period on
campus focusing on individual and
functional developmental activities.
Includes use of a 360 degree assessment
process (incorporating feedback from
peers, supervisors, and subordinates).
Senior Manager Readiness
Program
• SMRP provides an intensive focus on the
senior leadership competencies needed to
compete for and effectively perform at the
senior level. Course involves experiential
activities, a comprehensive simulation,
and use of a 360 degree assessment
process (incorporating feedback from
peers, supervisors, and subordinates).
Executive Readiness Program
• A one year developmental program based
on assessment, curriculum, support, and
challenge. Designed for senior managers
who aspire to enter the Candidate
Development Program.
Don’t Miss The Opportunity ….
…Plan for your Career Future…
• Managers are required to have a
discussion with each of their employees
about the employee’s career goals.
• this is to be done during the year-end performance
discussion
• All employees are encouraged to take
advantage of this opportunity and, in
conjunction with their manager, follow-up
the discussion with the development of a
Career Learning Plan (CLP).
Any Questions, Comments or Concerns?