Linking Employee Assessments to Succession Planning

Public Personnel Management

Volumn 32, Issue 4, 2003, Pages 533-547

  Kim, Soonhee ^a  

^a SYRACUSE UNIVERSITY   (United States)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0346273643     PISSN: 00910260     EISSN: None     Source Type: Journal    
DOI: 10.1177/009102600303200405     Document Type: Article

References (53)

1. National Academy of Public Administration (NAPA, 1997). Paths to Leadership: Executive Succession Planning in the Federal Government. Washington, D.C.: National Academy of Public Administration.
2. rd edition, Eds). Public Personnel Administration: Problems and Prospects. Englewood Cliffs: Prent.
3. rd edition, Eds). Public Personnel Administration: Problems and Prospects. Englewood Cliffs: Prent.
4. rd edition, Eds). Public Personnel Administration: Problems and Prospects. Englewood Cliffs: Prent.
5. See Hicks, S. (2000). "Succession Planning," Training & Development 54(3): 79-83.; NAPA; Pope, B. (1992). Workforce Management: How Today's Companies Are Meeting Business and Employee Needs, Homewood, III: Business One Irwin.; Buckner, M., & Slavenski L. (1994). "Succession Planning," In W.R. Tracey (Eds), Human Resources Management and Development Handbook, New York: AMACOM, 561-575.; Schall, E. (1997). "Public Sector Succession: A Strategic Approach to Sustaining Innovation," Public Administration Review. 57(1): 4-10.; Spencer, L. M., & Spencer S. M. (1993). Competence at Work: Models for Superior Performance, New York: Wiley.; West & Berman.
6. See Hicks, S. (2000). "Succession Planning," Training & Development 54(3): 79-83.; NAPA; Pope, B. (1992). Workforce Management: How Today's Companies Are Meeting Business and Employee Needs, Homewood, III: Business One Irwin.; Buckner, M., & Slavenski L. (1994). "Succession Planning," In W.R. Tracey (Eds), Human Resources Management and Development Handbook, New York: AMACOM, 561-575.; Schall, E. (1997). "Public Sector Succession: A Strategic Approach to Sustaining Innovation," Public Administration Review. 57(1): 4-10.; Spencer, L. M., & Spencer S. M. (1993). Competence at Work: Models for Superior Performance, New York: Wiley.; West & Berman.
7. See Hicks, S. (2000). "Succession Planning," Training & Development 54(3): 79-83.; NAPA; Pope, B. (1992). Workforce Management: How Today's Companies Are Meeting Business and Employee Needs, Homewood, III: Business One Irwin.; Buckner, M., & Slavenski L. (1994). "Succession Planning," In W.R. Tracey (Eds), Human Resources Management and Development Handbook, New York: AMACOM, 561-575.; Schall, E. (1997). "Public Sector Succession: A Strategic Approach to Sustaining Innovation," Public Administration Review. 57(1): 4-10.; Spencer, L. M., & Spencer S. M. (1993). Competence at Work: Models for Superior Performance, New York: Wiley.; West & Berman.
8. See Hicks, S. (2000). "Succession Planning," Training & Development 54(3): 79-83.; NAPA; Pope, B. (1992). Workforce Management: How Today's Companies Are Meeting Business and Employee Needs, Homewood, III: Business One Irwin.; Buckner, M., & Slavenski L. (1994). "Succession Planning," In W.R. Tracey (Eds), Human Resources Management and Development Handbook, New York: AMACOM, 561-575.; Schall, E. (1997). "Public Sector Succession: A Strategic Approach to Sustaining Innovation," Public Administration Review. 57(1): 4-10.; Spencer, L. M., & Spencer S. M. (1993). Competence at Work: Models for Superior Performance, New York: Wiley.; West & Berman.
9. See Hicks, S. (2000). "Succession Planning," Training & Development 54(3): 79-83.; NAPA; Pope, B. (1992). Workforce Management: How Today's Companies Are Meeting Business and Employee Needs, Homewood, III: Business One Irwin.; Buckner, M., & Slavenski L. (1994). "Succession Planning," In W.R. Tracey (Eds), Human Resources Management and Development Handbook, New York: AMACOM, 561-575.; Schall, E. (1997). "Public Sector Succession: A Strategic Approach to Sustaining Innovation," Public Administration Review. 57(1): 4-10.; Spencer, L. M., & Spencer S. M. (1993). Competence at Work: Models for Superior Performance, New York: Wiley.; West & Berman.
10. Ibid. NAPA
11. U.S.GAO
12. Van Wart, M. (1998). "Organizational Investment in Employee Development," In S. Condrey (Eds.), Handbook of Human Resource Management in Government, San Francisco: Jossey-Bass Publishers, 276-297.
13. Ibid. IPMA
14. I b i d.
15. Hagberg Consulting Group (2000). Succession Planning (www.succession-planning.com).; West & Berman.
16. Ibid. Pope.
17. Hicks; NAPA; Pope.
18. Ibid. Pope.
19. Ibid. IPMA.
20. Bucker & Slavenski; Hicks; Peterson, A. H. (2000). "Succession Management," Credit Union Magazine 66(1): 54-57.; NAPA.
21. Spencer & Spencer.
22. Peterson; Spencer & Spencer.
23. Peterson.
24. Schall, E. (1997). "Public Sector Succession: A Strategic Approach to Sustaining Innovation," Public Administration Review. 57(1); 4-10.
25. IPMA; Pope ; Bucker & Slavenski; Schall; Spencer & Spencer.
26. Hagberg Consulting Group; NAPA; IPMA.
27. Ibid. IPMA.
28. See, for example, Beeson, J. (2000). "Succession Planning," Across the Board 37(2): 38-43; Crockett, J. (1999). "Diversity: Winning Competitive Advantage Through a Diverse Workforce," HR Focus 76(5): 9-10.; IPMA; Peterson; and Stewart, J. K. (1999). "Diversity Efforts Dragging Women of Color Find Progress Can Be Made, But It's Slow," Chicago Tribune, September 1, p.7.
29. See, for example, Beeson, J. (2000). "Succession Planning," Across the Board 37(2): 38-43; Crockett, J. (1999). "Diversity: Winning Competitive Advantage Through a Diverse Workforce," HR Focus 76(5): 9-10.; IPMA; Peterson; and Stewart, J. K. (1999). "Diversity Efforts Dragging Women of Color Find Progress Can Be Made, But It's Slow," Chicago Tribune, September 1, p.7.
30. See, for example, Beeson, J. (2000). "Succession Planning," Across the Board 37(2): 38-43; Crockett, J. (1999). "Diversity: Winning Competitive Advantage Through a Diverse Workforce," HR Focus 76(5): 9-10.; IPMA; Peterson; and Stewart, J. K. (1999). "Diversity Efforts Dragging Women of Color Find Progress Can Be Made, But It's Slow," Chicago Tribune, September 1, p.7.
31. Crockett ; Stewart.
32. Crockett.
33. Stewart.
34. U.S. Department of Energy (1999a). Strategic Plan: Achieving and Promoting a Workforce that Looks Like America, a Comparison to Workforce 21, Washington, D.C.: U.S. Department of Energy.; U.S.Department of Energy (1999b). The Succession Planning Guide, Washington, D.C. 20585 (www.hr.doe.gov).
35. U.S. Department of Energy (1999a). Strategic Plan: Achieving and Promoting a Workforce that Looks Like America, a Comparison to Workforce 21, Washington, D.C.: U.S. Department of Energy.; U.S.Department of Energy (1999b). The Succession Planning Guide, Washington, D.C. 20585 (www.hr.doe.gov).
36. U.S.DOE, 1999a.
37. U.S.Department of Energy, Nevada Operation Office (1999c). Nevada Operations office: Succession Planning Program, Human Resources Division.; U.S. Department of Energy, Nevada Operation Office (1999d). Mentoring Program at DOE/NV Unpublished Internal memorandum.
38. Succession planning at the DOE/NV clearly Indicates the importance of needs assessments combining strategic human resources management with succession planning. The succession planning program at the DOE/NV also emphasizes the importance of periodic evaluations and collaborations between management, line management, human resources management and development, and EEO/diversity. Therefore, the succession planning program at the DOE/NV reflects the connection between an organizational strategic plan and the objectives of a succession planning program. One of the strategic plans of the DOE is promoting and maintaining workforce diversity. Succession planning at the DOE/NV achieves this plan by proposing a link between succession planning and diversity management (U.S. DOE/NV 1999c).
39. U.S. Department of Energy, Nevada Operation Office (2000). Succession Planning Program, unpublished informal presentation by Human Resources Division in U.S. Department of Energy, Nevada Operation Office.
40. The training requirements are based upon competencies derived from the Senior Executive Services (SES) Core Requirements, the Management Excellence Inventory, and from private industry. The competencies are linked to courses, activities, required readings and, in some instances, developmental assignments. Training and development activities are entered into the data bank upon completion. On a periodic basis, the participants will be assessed on their ability to perform managerial and leadership behaviors and tasks. Each assessment cycle will measure the ability to perform different behaviors and tasks and the assessment results will also be entered into the database (U.S. DOE/NV, 2000).
41. U.S. DOE/NV, 1999C.
42. Roche, G. (1979). "Much Do About Mentors," Harvard Business Review, Janunry/Febuary, 14-28.; Levinson, D. (1978). The Seasons Of A Man's Life, New York: Alfred Knopf.
43. Roche, G. (1979). "Much Do About Mentors," Harvard Business Review, Janunry/Febuary, 14-28.; Levinson, D. (1978). The Seasons Of A Man's Life, New York: Alfred Knopf.
44. Gibb, S. (1999). "The Usefulness of Theory: A Case Study in Evaluating Formal Mentoring Schemes," Human Relations, 52 (8), 1055-1075.
45. U.S.DOE/NV, 1999d.
46. In November, 1999, the Human Resources Division, Training and Development Program, distributed a memorandum on the Mentoring Program parameters to all DOE/NV employees. Those employees, who expressed an interest in serving as mentors, were matched with those who expressed a desire to have a mentor. After the mentor and protégés were matched, the mentoring process proceeded with the following phases: 1) stage one- get acquainted; 2) stage two- plan and commit; 3) stage three- developmental discussions/assignments; and 4) stage four- evaluate the progress.
47. Researches of the federal employment found that women and minorities are overall underrepresented in mid-level and senior grades. See, for example, Kellough, J. E. (1990). "Integration In the Public Workplace: Determinants of Minority and Female Employment in Federal Agencies," Public Administration Review 50(5): 557-566.; Guy, M. (1993). "Three Steps Forward, Two Steps Backward: The Status of Women's Integration Into Public Management," Public Administration Review 53(4): 285-292.; Naff, K. C. (1994). "Through the Glass Ceiling: Prospects for the Advancement of Women in the Federal Government," Public Administration Review 54(6): 507-514.; U.S. Merit Systems Protection Board (1992). A Question of Equity: Women and the Glass Ceiling in the Federal Government. Washington, DC: U.S. Merit Systems Protection Board. The workforce at the DOE/NV shows similar findings. According to employment data, the DOE/NV has a 53.9 percent male population (158) and a 46.1 percent female population (134). While the number of male employees of GS 14 and above is 61, the number of female employees of GS 14 and above at the DOE/NV is 27. Among 76 minority employees, the number of minority employees of GS 14 and above is 8.
48. Researches of the federal employment found that women and minorities are overall underrepresented in mid-level and senior grades. See, for example, Kellough, J. E. (1990). "Integration In the Public Workplace: Determinants of Minority and Female Employment in Federal Agencies," Public Administration Review 50(5): 557-566.; Guy, M. (1993). "Three Steps Forward, Two Steps Backward: The Status of Women's Integration Into Public Management," Public Administration Review 53(4): 285-292.; Naff, K. C. (1994). "Through the Glass Ceiling: Prospects for the Advancement of Women in the Federal Government," Public Administration Review 54(6): 507-514.; U.S. Merit Systems Protection Board (1992). A Question of Equity: Women and the Glass Ceiling in the Federal Government. Washington, DC: U.S. Merit Systems Protection Board. The workforce at the DOE/NV shows similar findings. According to employment data, the DOE/NV has a 53.9 percent male population (158) and a 46.1 percent female population (134). While the number of male employees of GS 14 and above is 61, the number of female employees of GS 14 and above at the DOE/NV is 27. Among 76 minority employees, the number of minority employees of GS 14 and above is 8.
49. Researches of the federal employment found that women and minorities are overall underrepresented in mid-level and senior grades. See, for example, Kellough, J. E. (1990). "Integration In the Public Workplace: Determinants of Minority and Female Employment in Federal Agencies," Public Administration Review 50(5): 557-566.; Guy, M. (1993). "Three Steps Forward, Two Steps Backward: The Status of Women's Integration Into Public Management," Public Administration Review 53(4): 285-292.; Naff, K. C. (1994). "Through the Glass Ceiling: Prospects for the Advancement of Women in the Federal Government," Public Administration Review 54(6): 507-514.; U.S. Merit Systems Protection Board (1992). A Question of Equity: Women and the Glass Ceiling in the Federal Government. Washington, DC: U.S. Merit Systems Protection Board. The workforce at the DOE/NV shows similar findings. According to employment data, the DOE/NV has a 53.9 percent male population (158) and a 46.1 percent female population (134). While the number of male employees of GS 14 and above is 61, the number of female employees of GS 14 and above at the DOE/NV is 27. Among 76 minority employees, the number of minority employees of GS 14 and above is 8.
50. Researches of the federal employment found that women and minorities are overall underrepresented in mid-level and senior grades. See, for example, Kellough, J. E. (1990). "Integration In the Public Workplace: Determinants of Minority and Female Employment in Federal Agencies," Public Administration Review 50(5): 557-566.; Guy, M. (1993). "Three Steps Forward, Two Steps Backward: The Status of Women's Integration Into Public Management," Public Administration Review 53(4): 285-292.; Naff, K. C. (1994). "Through the Glass Ceiling: Prospects for the Advancement of Women in the Federal Government," Public Administration Review 54(6): 507-514.; U.S. Merit Systems Protection Board (1992). A Question of Equity: Women and the Glass Ceiling in the Federal Government. Washington, DC: U.S. Merit Systems Protection Board. The workforce at the DOE/NV shows similar findings. According to employment data, the DOE/NV has a 53.9 percent male population (158) and a 46.1 percent female population (134). While the number of male employees of GS 14 and above is 61, the number of female employees of GS 14 and above at the DOE/NV is 27. Among 76 minority employees, the number of minority employees of GS 14 and above is 8.
51. Hagberg Consulting Group; Peterson.
52. Beeson.
53. See, for example, Beeson; Hagberg Consulting Group; and Peterson.