Career Tracking and Succession Planning Questionnaire

Progress:

1. How are decisions made about successors for positions in your district?

We informally prepare successors.

When a position opens up, we rely on expediency to identify someone to fill it.

We have a documented, robust system to prepare successors across the district ‚Äì both in the central office and in schools.

We typically wait until positions are vacated to begin thinking about planning for succession; then we engage in an extensive process to fill the vacancy.

2. How do you identify your growing leaders?

We tend to examine candidates who raise their hand for leadership roles, as this demonstrates interest in leadership.

We take a look at their past performance (e.g., student achievement data, career accomplishments, peer reviews).

We never seem to have the right people to take on leadership roles and find it difficult to identify growing leaders.

We have a codified rating system that measures both performance and future potential.

3. Who has an individual development plan?

We do not currently have the capacity to develop individual plans for career management.

10 to 40% of full-time district employees have individual development plans.

40 to 80% of full-time district employees have individual development plans.

All full-time district employees have individual development plans.

4. How deep is your bench strength for key positions in the organization?

We have at least one candidate identified for each key leadership position.

Some of our key positions have an identified successor.

We don‚Äôt have any documentation on our bench strength.

For each key position, we have 2-3 successors, each with a timeline of when they would be ready to take on the role.

5. What sort of factors do you take into account when planning for succession?

We conduct limited succession planning across the district.

Our district takes into account a variety of internal factors when planning for succession ‚Äì organizational changes and board priorities.

Our district takes into account a variety of external factors when planning for succession ‚Äì including community, business and parent priorities.

We consider both internal and external factors when planning for succession.

6. How well do your employees understand career opportunities within the district?

Most staff would be able to provide at least 1 career option that is available to them.

Most staff would be able to provide at least 2 career options that are available to them.

Most staff would be able to provide at least 2 career options, with associated development plans for growth.

Staff are skeptical that they have any room for growth at all.

7. To what extent are rating scores used to manage and communicate career planning to employees in your district?

We currently do not have a way to assess staff‚Äôs potential for career growth and, as a result, do not assess staff potential.

We have an understanding of staff‚Äôs potential, but it is not formally scored or written down.

We score staff‚Äôs potential but this is not communicated in any formal way.

Our district uses rating scores extensively to manage and communicate career planning with employees across the district.

By submitting this quiz, I understand that my results may not be confidential.

*Name:

*Email:

*School District:

Career Tracking & Succession Planning Self-Assessment

By submitting this quiz, I understand that my results may not be confidential.