Succession Planning & Knowledge Transfer Presentation

APPEL Knowledge Services Succession Planning & Knowledge

Transfer Presentation

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Roger C. Forsgren NASA CKO & APPEL KS Director

March 2020

The importance of Succession Planning at NASA

41% of NASA's Workforce is Eligible to Retire in 2020!

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2020 Retirement Eligibility ? NASA Wide

A successful succession plan includes understanding the organization's long-term goals and objectives, identification of employee development needs, and determining relevant trends.

Total Employees

NASA Wide

HQ

NSSCOIG

ARC

SSC

AFRC

2020 Data Civil Servants ~ 17,545

MSFC

GRC

Regular Retires ~ 3,942 Early Outs ~ 3,205

Total Eligible ~ 7,147

LaRC

GFSC

% Eligible ~ 41%

KSC

JSC

Regular Early Out Remaining

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2020 Retirement Eligibility ? by Center

ARC

Regular Retire Early Out Remaining Workforce

56%

31% 13%

GSFC

Regular Retire Early Out Remaining Workforce

22%

59%

19%

AFRC

Regular Retire Early Out Remaining Workforce

GRC

Regular Retire Early Out Remaining Workforce

22% 62% 16%

52%

29% 19%

JSC

Regular Retire Early Out Remaining Workforce

KSC

Regular Retire Early Out Remaining Workforce

21%

62%

17%

18%

65%

17%

LARC

Regular Retire Early Out Remaining Workforce

49%

27% 24%

MSFC

Regular Retire Early Out Remaining Workforce

SSC

Regular Retire Early Out Remaining Workforce

51%

25% 24%

16%

68%

16%

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What Is Succession Planning?

Succession planning is the process of identifying and tracking high-potential employees who will be able to fill top management positions when they become vacant. Best practices generally follow a 5-step process that ensures success!

Step 1 Identify Key

Positions

Identify key leadership positions

Identify vulnerable to

retirement vacancies

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Step 2

Identify Participants

Using performance metrics and outputs, identify staff who could fill

rolls

Important to know who is ready now and who may be ready in next 3-5

years.

Step 3

Prepare Participants

Conduct competency gap

analysis

Develop list of primary

development needs using self assessment and supervisor gap

analysis

5

Step 4

Provide Developmental Opportunities

Produce Individual Developmental Plan for each potential successor

Plan may include: Training

Mentorship Shadowing Leadership Programs

Step 5

Monitor Progress and

Recognize Achievements

Regular program reviews

Performance reviews

Update Individual Development Plans

Measure results

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