Vice presidents, provosts, deans and chancellors are expected to create and maintain succession plans for all senior executive and pivotal positions in their areas of responsibility.
Succession plans should be reviewed and updated biennially or 6-12 months after a significant change. The Division of Human Resources will send out an annual reminder. All plans are subject to periodic review and audit by the Office of Audit and Advisory Services.
Tools and Resources
Use the following tools to help develop your senior executive and pivotal position succession plans per Policy HR 2.01. These tools can also be found in the Succession Planning Packet [pdf].
- Succession planning is a process for identifying and developing employees for leadership and pivotal
positions in the organization to reduce organizational risk associated with planned
or unplanned departures. Succession planning is not pre-selection, but rather a means
to develop employees for consideration to fill potential openings in accordance with
federal and state laws and university policies.
- Short-term Back Up(s)/Interim(s): A person or multiple people who could perform the critical duties and tasks of an
executive or pivotal position (now or with some training in the short-term) until
a long-term replacement is found.
- Long-term Potential Replacement: A person who has been developed or a person who could be recruited and developed to fill this role long-term.
Senior executives are the President’s Executive Council, provosts, deans and chancellors.
Required
- Senior executives are expected to complete their own succession plan utilizing the
recommended Senior Executive Succession Plan [pdf] or a similar listing tool.
- Review this sample plan [pdf] for guidance.
- These plans should be saved internally within each college/campus/division or submitted to the Division of Human Resources at [email protected].
- Plans should be reviewed and updated biennially or 6-12 months after a significant change.
- All plans are subject to periodic review and audit by the Office of Audit and Advisory Services.
Optional
Use these tools to spark impartial discussions, reflection, and thoughtful assessment during the succession planning process. Create a detailed plan with deadlines to ensure timely develop of the potential successor(s). Use items you identified in the “Track Major Action Items” section of the Succession Plan to build the Individual Development Plan (IDP).
- 9-Box Model [pdf] and 9-Box Assessment [pdf] – Identify and assess potential successors.
- Review this sample model [pdf] and sample assessment [pdf] for guidance.
- Individual Development Plan (IDP) [pdf] – Create a plan to develop the identified potential successor.
Pivotal positions are roles that if unfilled, could impact the overall essential needs of the organization. They are roles with specialized knowledge, skills and abilities, external relationships, strategic change initiatives, etc. that when vacant, present a significant risk to the organization. Use the Pivotal Roles Assessment tool [pdf] to help you identify pivotal positions.
Required
- Senior executives are responsible for the successful completion and maintenance of succession plans for all pivotal positions in their areas of responsibility.
- These plans should be captured utilizing the recommended Pivotal Position Succession Plan [pdf] or a similar listing tool.
- Review this sample plan [pdf] for guidance.
- Plans should be saved internally within each college/campus/division or submitted to the Division of Human Resources at [email protected].
- Plans should be reviewed and updated biennially or 6-12 months after a significant change.
- All plans are subject to periodic review and audit by the Office of Audit and Advisory Services.
Optional
Use these tools to spark impartial discussions, reflection, and thoughtful assessment during the succession planning process. Create a detailed plan with deadlines to ensure timely develop of the potential successor(s). Use items you identified in the “Track Major Action Items” section of the Succession Plan to build the Individual Development Plan (IDP).
- Pivotal Roles Assessment [pdf] – Identify people in pivotal positions.
- Vacancy of Pivotal Position Plan [pdf] – Assess risk of pivotal position vacancy.
- Best practice for discussions and reflection around key positions, organizational structure and the readiness of potential replacements.
- Review this sample plan [pdf] for guidance.
- 9-Box Model [pdf] and 9-Box Assessment [pdf] – Identify and assess potential successors.
- Review this sample model [pdf] and sample assessment [pdf] for guidance.
- Individual Development Plan (IDP) [pdf] – Create a plan to develop the identified potential successor.
Record information about your entire pool to understand total talent and risk in your area of responsibility. Review for diversity. Capture and cross-train for critical tasks to ensure continuity of processes and customer care. A critical task that can and should be cross-trained does not make a position “pivotal”. Use the pivotal assessment to make that determination.
- Potential Talent Pool Worksheet [pdf] – Combine all information from your 9-Box Models to understand the talent pool in your entire area of responsibility. If you don’t have potential opportunities for your top talent, you can create connections for individuals to aid in retaining these individuals at the university.
- Knowledge Management and Transfer [pdf] – Cross-train for critical tasks and activities for continuity.
The Office of Organizational and Professional Development offers succession planning consulting services. If you have questions, please contact Kim Pruitt.