Planning for employee turnover.

• Author: Moyer, Chester

We see frequent reports about the wave of retirements that looms over the public sector, which would seem to indicate some urgency for succession planning--but solid planning for employee departures isn't just about retirement. Most governments should take a look at how they've prepared for upcoming years of retirements, as well as staff losses in general, which can happen at any time.

PLANNING FOR THE FUTURE

A strength of many governments is that they plan for the future. Whether by specific legislative code or by more informal coordination, most jurisdictions put forth a substantial long-term planning effort to ensure that the community has ample social and cultural opportunities, for instance, or that land use meets government objectives. Many governments have entire departments dedicated to this type of planning, which focuses outward, on the future of the region.

Governments need to make a similar level of commitment to look inward and consider their personnel infrastructure. Jurisdictions need to make time to develop a strategy for addressing employee age demographics, just like other strategic planning they undertake. This process is about more than just convenience; it is also about having a sound internal control environment.

Anything that could potentially disrupt the jurisdiction's ability to achieve its objectives is something that should be planned for, and that includes making sure the organization has an adequate workforce. By projecting the impact of each departure, governments can gain a better understanding of its significance. The organization needs to have contingency plans that are clearly defined and understood by the parties who might be affected, and the plans should address both short-and long-term needs.

IDENTIFY POTENTIAL SKILL SHORTAGES

To understand the potential impact of turnover, a government should map out all the key members of its departments. This exercise provides the jurisdiction with an opportunity to assess the impact that the departure of these employees would have on its operations, productivity, communications, and culture. Management can use this organizational chart to identify potential skill shortages. Units where there are no significant pending retirements or other anticipated departures can be shaded in green; areas of moderate concern, yellow; and areas where there is a worry over significant departures in the next five years, red. This visual aid will help the jurisdiction focus on the...