2008 IPMA-HR International Training Conference

October 20, 2008

Leadership
Succession Planning
in the IRS
Michael Parker, Ph.D.
Lead Human Resources Specialist, IRS
James Castleberry
Director, Workforce Relations, Planning
and Performance, IRS

IRS Organization
TAS

MITS

1,000-2,000
Employees

6,000-7,000
Employees

Appeals
1,000-2,000
Employees

AWSS
2,000-3,000
Employees

HQ
Wage & Investment
Division

Small Business/SelfEmployed Division

40,000-50,000
Employees

25,000-30,000
Employees

Large & Mid-Size

Business Division

Tax-Exempt & Govt

Entities Division

6,000-7,000
Employees

2,000-3,000
Employees

CI

C&L

4,000-5,000
Employees

100-200
Employees

2,000-3,000
Employees

Counsel
2,000-3,000
Employees

Wage & Investment (W&I)

Embedded Human Capital Office
Workforce Relations, Planning &
Performance Office
Workforce Relations Section
Strategic Human Capital Planning Section
Performance Management Section

Retirement Wave
Currently
13% of managers
37% of Executives

In 2 years
22% of managers
61% of Executives

In 5 years
35% of managers
73% of Executives

Background
Early 2006 W&I HCO begins
succession planning activities
Early 2006 National HCO develops
Leadership Succession Review (LSR)
Mid 2006 W&I selected as pilot org;
pilot begins
Early 2007 W&I completes pilot
Early-Mid 2008 W&I repeats LSR
process

Leadership Succession Review

Structured process
Identifies and develops leadership
talent earlier
Detects competency gaps and
gaps in bench strength
Provides aspiring leaders with
opportunities to develop their
leadership ability

Four Stages of the LSR

Stage 1

Stage 2

Gather Data

Conduct Talent
Review Discussions

Stage 3

Roll-Up LSR
Information to
Senior Leaders

Stage 4

Provide Individual
Feedback and
Development Ideas

Stage 1: Gather Data

1. Complete Demographics Screen
2. (Optional) Complete SelfAssessment
3. Manager completes managerial
assessment
4. Manager creates an LSR matrix

Stage 1: Gather Data

Joe Quimby

XXXXX

Human Capital Office

Program Manager
LSR Division
0340
01

Stage 1: Gather Data

Clancy Wiggum

Stage 1: Gather Data

Status
Ready Now
This individual possesses the skills, competencies and
experiences necessary to advance to the next level of
management at this time.
Ready with Development
With the proper mix of training, education and
experiences, this individual can be prepared for the
qualifications necessary for advancement to the next
level of management within a 24 month timeframe.
Not Ready
This individual will require in excess of 24 months of
additional training, education and experience before
they possess the skills, competencies and qualifications
necessary to advance to the next level of management.

Individuals to Watch Long Term

Refers to promising future candidates who are not
currently eligible for selection. Exhibits excellent
performance in their current role, however, lacks many
experiences and accomplishments to typically be
considered a viable candidate. Due to positive
performance trends, the individual should be considered
for accelerated development.

Position Title
Available

Not Available

Troy McClure
Lurleen Lumpkin

Edna Krabappel

Available

Not Available

Selma Bouvier

Julius Hibbert
Beatrice Simmons

Clancy Wiggum

Martin Prince

Stage 2: Talent Discussions

1. Create a Consolidated LSR
Matrix
2. Complete the Note-Taking Tool
3. Create a T-Chart of organizational
strengths and areas for
development

Stage 2: Talent Discussions

Status

Ready Now

Ready with
Development

Position 2

Position 1

Position 3

Available

Not Available

Available

Not Available

Troy McClure
Lurleen Lumpkin
Ruth Powers

Edna Krabappel

Helen Lovejoy
Julius Hibbert

Beatrice Simmons
Lenny Leonard
Agnes Skinner

Available

Not Available

Available

Selma Bouvier
Carl Carlson

Julius Hibbert
Beatrice Simmons
Artie Ziff
Brandine Spuckler
Clancy Wiggum
Lionel Hutz

Not Available

John Frink
Nick Riviera

Available

Not Available

Carl Carlson

Available

Not Available

Kirk Van Houten

Troy McClure
Lurleen Lumpkin
Brandine Spuckler
Nick Riviera

Not Ready

Martin Prince
Individuals to
Watch Long
Term

Martin Prince
Samantha Stankey
Jessica Lovejoy
Nelson Muntz

Stage 2: Talent Discussions

Stage 2: Talent Discussions

Strengths

Areas for Development

Service Motivation

Communication

Customer Focus

Adaptability

Partnering

Decisiveness

Stage 3: Roll-Up
1. Discuss/revise Consolidated LSR
Matrices
2. Complete Stage 3 Discussion
Document

Stage 3: Roll-Up
LSR: Stage 3 Discussion Document
Organization: ___________________________
Location: ___________________
Date: _______________
Prepared by: ___________________
The Stage 3 Discussion Document is intended to facilitate discussion between managing executives and direct report executives. The two-by-two diagram captures
organizational strengths and areas for development. Results should be compared across other business functions and/or units to better leverage strengths and to address
areas for improvement.

Strengths

Bench Strength

Areas for Improvement

Executives - How many SMs are "Ready Now" and

interested in becoming Executives? How many need
development?

Executives - If there is a lack of successors for the

Executive level, what can be done about this?

Senior Managers - Where do you have sufficient (or even

excess) DM/FM bench strength to cover future SM
vacancies? How many of these successors are "Ready
Now"? How many are "Ready With Development"?

Senior Managers - Where do you have gaps in

your SM successor pool? How can these gaps be
addressed? Can any of your Strengths be
leveraged to fill these gaps?

Department Managers - Where do you have sufficient (or

even excess) FM bench strength to cover future DM
vacancies? How many of these successors are "Ready
Now"? How many are "Ready With Development"?

Department Managers - Where do you have gaps

in your DM successor pool? How can these gaps
be addressed? Can any of your Strengths be
leveraged to fill these gaps?

What competencies are common strengths within your

organization?

What competencies are common areas for

improvement within your organization?

Leadership
Competencies

Stage 4: 1-on-1 Feedback

1. Review/discuss self-assessment
and managerial ratings
2. Discuss readiness to backfill
specific leadership positions
3. Identify approaches to address
individual development
4. Develop a Career Learning Plan
(CLP)

Stage 4: 1-on-1 Feedback

Individual Assessment Comparison Report
Employee: Wiggum Clancy
Current Level: Department Manager
Next Step: Senior Manager
Overall Assessment Conclusion: Not Ready
Next Step
Rated Level
Leadership Competency FLM DM SM Exec Self-Rating Manager Rating
3
4
4
4
4
3
Adaptability
3
3
3
4
3
4
Communication
2
3
3
4
2
1
Decisiveness
4
4
4
4
4
4
Integrity/Honesty
2
2
3
4
4
2
Service Motivation
2
2
3
4
2
3
Strategic Thinking
3
3
3
4
3
1
Customer Focus
2
2
3
4
2
Entrepreneurship
External Awareness
2
2
3
4
4
4
2
3
3
4
4
2
Influencing/Negotiating
Partnering
2
3
3
4
4
3
3
4
4
4
3
3
Continual Learning
Developing Others
3
3
3
4
3
4
3
3
3
4
4
4
Diversity Awareness
Group Leadership
2
3
3
4
3
1
4
4
4
4
4
1
Teamwork
Achievement Orientation
3
3
3
4
3
3
2
3
3
4
3
2
Business Acumen
2
2
3
4
2
2
Political Savvy
3
4
4
4
2
4
Problem Solving
2
3
3
3
3
2
Technical Credibility

Color Key

Meets or Exceeds Next Step

One Level Below Next Step
Two or More Levels Below Next Step
Not Observed/No opportunity to exhibit

Stage 4: 1-on-1 Feedback

LSR Lessons Learned

Retain the structure

Ensure common understanding of
the competencies
Commit resources to provide
development activities

LSR Post-Stage 4

Use LSR data to:

Build/sustain bench strength

Identify at-risk positions
Eliminate competency gaps
Improve training curriculum

Evaluate program
Make improvements

Discussion