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Succession Development Strategy 1. Aims We are an organisation seeking to improve our performance by challenging

Succession Development Strategy

1.

Aims

We are an organisation seeking to improve our performance by challenging ourselves to continuously improve and create effective management through empowered staff. We are also, like many HEI’s, an organisation with an ageing workforce and a need to improve the diversity profile of our managers.

Our overall intention in establishing a succession development strategy is to provide LSBU with internal candidates to replace the planned, through retirement, and unplanned, through external promotion, loss of key senior managers. We want to strengthen our capacity for business continuity and maximise the potential of current employees. Succession development will also contribute to diversity management as well as adding value to our employee offer.

The aims of this strategy are to:

provide a succession development framework for LSBU staff

deliver the corporate plan, particularly priority 3 “ effective management

through empowered employeesplace a clear responsibility on senior managers for the identification

and support of talented staff at all levels involve individual staff more explicitly in the planning and evaluation of their own department and LSBU

2.

Outputs and outcomes

The outputs of the succession development strategy are to have:

identified those staff with the potential to fill key leadership roles in the

future tracked and assessed the progress of participants over a three year

period demonstrated to participants that LSBU values their skills and

contribution and is committed to developing them supported participants in increasing their value added contribution to

their current role and future leadership capacity positioned participants to apply for and move into more senior roles

created an active and supportive cohort of development strategy

alumni created opportunities to use retiring senior managers as mentors to the succession programme participants and created more robust systems for retiring and leaving employees to hand over their work, networks and knowledge

Approved by the Executive 10/11/2009

The outcomes are:

a 10% increase in internal promotions to management and leadership

roles increased business continuity by having critical skills available

internally evidence of continuous improvement via the contributions of the project work of the succession development participants

3.

Responsibilities for implementing succession development

The Executive are responsible for:

selecting the 25 programme participants each year

identifying and sponsoring strategic projects for the succession

development group and acting on their recommendations supporting the programme participants by sharing management information, including them in internal and external events and social occasions to mentor them

Line Managers, Heads of Department and Course Directors are responsible for:

proactively developing the talent within their teams and developing

succession plans identifying those staff who have the potential to benefit from LSBU’s

succession development programme supporting them and facilitating their ability to balance priorities of

current workload and programme participation working with them after the 12 month programme to identify further

options including delegated responsibilities and project based work identifying where vacancies could be restricted to internal candidates

Participants in the succession development programme are responsible for:

agreeing with their line manger and colleagues how best to manage

their time and balance priorities in order to maximise the opportunities of the programme applying new knowledge, ideas and skills in their current role

taking advantage of the opportunities of the programme both in the initial 12 months and afterwards

The HR Department are responsible for:

developing a fair and consistent methodology for identifying nominees

each year leading the design and delivery of the succession development

programme working in partnership with departments to support the development

and possible deployment of participants tracking the performance and progress of the participants over a three year period

Approved by the Executive 10/11/2009

monitoring and evaluating the effectiveness and impact of the

programme continuous improvement of succession management, retirement and recruitment processes and strategy to ensure that LSBU requirements are still being met in the light of changing corporate priorities

4.

The Succession Development Programme

The programme will be launched in January 2010 and is the first talent development programme for LSBU. While not guaranteeing promotion, it is designed to offer a valuable learning and networking opportunity. Participants will be part of a group that is recognised by the Executive and Senior Managers Group.

The programme will run over a 12 month period and involves a time commitment of approximately 2 days per month on average. The programme includes the following:

a 1 day diagnostic development assessment centre

a tailored leadership development plan

a mentor

future leader development workshops, based on the issues in the

Leadership Development Strategy Opportunity to study for a Chartered Management Institute qualification

access to events in the Leadership Development Programme

participation in an improvement project, related to the delivery of the

corporate plan. These projects will be sponsored and supported by the Executive and will culminate in a presentation and report on recommendations given to a meeting of the Executive shadowing a member of senior staff

participation in an LSBU summer school

a 360 assessment at the beginning and end of the programme

5.

Evaluation and Review

The following evaluation mechanisms will be used:

an impact assessment at the end of each programme will be carried

out through interviews with the participants, their managers and the Executive an organisation wide impact review will be carried out after the first 12 months through analysis of HR data relating to outcome of applications for internal vacancies and turnover

This strategy will be reviewed in January 2011, following the evaluation of the first programme

Approved by the Executive 10/11/2009