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Civic Engagement--Large and Small
Unformatted Document Text:  2004, Helton and Soubik 2004). Succession planning is a way to increase both the organizational status and visibility of female and minority employees (Kim 2003). Succession planning not only fills crucial positions, it builds employee support. Department of Energy employees participating in succession planning were more likely to believe the organization and their supervisor were interested in their career development and they supported expanding the program outside management positions (Lee 2003). Leadership development planning is another important element in addressing retirements. Leadership development planning aims to replace departing leaders by developing and promoting middle level staff rather than recruiting new managers from the outside. It starts by identifying desired leadership skills and recruiting and selecting employees with leadership potential. Their leadership abilities are assessed and they receive three to five years of training in technical, conceptual, and interpersonal skills. Much of this training takes place in the context of the employee’s existing job (Pernick 2001). A number of governments have found creative ways to expand staff capabilities. Programs in San Jose, Fremont, Elk Grove, and Anaheim (all in California) emphasize the identification of potential leaders and offer both in-house and external training opportunities. All have promoted employees from the first classes and some employees have moved to more responsible positions for other governments. Napierville, Illinois encourages departments to create rotating supervisory positions, while Santa Clarita, California uses a rotating management analyst team (Benest 2003). Additionally, many public employers are recruiting among baby boomers retiring or leaving from other jobs 10

Authors: Colnic, David. and Shinn, Paul.
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2004, Helton and Soubik 2004). Succession planning is a way to increase both the
organizational status and visibility of female and minority employees (Kim 2003).
Succession planning not only fills crucial positions, it builds employee support.
Department of Energy employees participating in succession planning were more likely
to believe the organization and their supervisor were interested in their career
development and they supported expanding the program outside management positions
(Lee 2003).
Leadership development planning is another important element in addressing
retirements. Leadership development planning aims to replace departing leaders by
developing and promoting middle level staff rather than recruiting new managers from
the outside. It starts by identifying desired leadership skills and recruiting and selecting
employees with leadership potential. Their leadership abilities are assessed and they
receive three to five years of training in technical, conceptual, and interpersonal skills.
Much of this training takes place in the context of the employee’s existing job (Pernick
2001).
A number of governments have found creative ways to expand staff capabilities.
Programs in San Jose, Fremont, Elk Grove, and Anaheim (all in California) emphasize
the identification of potential leaders and offer both in-house and external training
opportunities. All have promoted employees from the first classes and some employees
have moved to more responsible positions for other governments. Napierville, Illinois
encourages departments to create rotating supervisory positions, while Santa Clarita,
California uses a rotating management analyst team (Benest 2003). Additionally, many
public employers are recruiting among baby boomers retiring or leaving from other jobs
10


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