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continuity and stability within the organization. This study delves into the intricate relationship between talent management and succession planning, specifically focusing on their impact on organizational sustainability. By conducting a comprehensive review of existing literature, the study aims to uncover insights i... | https://doaj.org/article/85ee4c7b93de41ca9f5f8677732e3627 | The Mediating Role of Talent Management in Succession Planning ... | doaj.org | public_domain | false | 0.534 | 0.806 | ["strategy", "management", "education", "networking"] | 419 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.201783 | [
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shaping effective succession planning strategies. Key areas of investigation include planning practices, training and development initiatives, performance appraisal systems, talent retention strategies, and overall talent management policies. Through the proposed conceptual model, the study seeks to elucidate the dynam... | https://doaj.org/article/85ee4c7b93de41ca9f5f8677732e3627 | The Mediating Role of Talent Management in Succession Planning ... | doaj.org | public_domain | false | 0.715 | 0.804 | ["strategy", "management", "education", "philosophy"] | 431 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.201958 | [
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nability within the context of talent management. By integrating these elements, organizations can better align their talent strategies with long-term sustainability goals, thereby enhancing their resilience and competitive positioning in the Nigerian business landscape. Keywords talent management organisation sustaina... | https://doaj.org/article/85ee4c7b93de41ca9f5f8677732e3627 | The Mediating Role of Talent Management in Succession Planning ... | doaj.org | public_domain | false | 0.653 | 0.782 | ["management", "strategy"] | 346 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.202037 | [
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th the future the organization aspires to create. Thus, successive leadership development is based not only on knowledge and history but also on a dream. For such a plan to be successful, the screening of future leadership should be based not only on "what we know and have" but also on "what we aspire to become". Perso... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.491 | 0.844 | ["leadership", "strategy", "education"] | 434 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.409813 | [
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From Wikipedia, the free encyclopedia Training process to develop leading abilities "Leadership training" redirects here. For the courses in the Boy Scouts of America, see Leadership training (Boy Scouts of America) . This article has multiple issues. Please help improve it or discuss these issues on the talk page . ( ... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.57 | 0.86 | ["leadership"] | 499 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.410026 | [
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article by adding citations to reliable sources . Unsourced material may be challenged and removed. Find sources: "Leadership development" – news · newspapers · books · scholar · JSTOR ( July 2014 ) ( Learn how and when to remove this message ) This article contains weasel words : vague phrasing that often accompanies ... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.417 | 0.874 | ["leadership", "crisis", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.410220 | [
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ssage ) Leadership development is the process which helps expand the capacity of individuals to perform in leadership roles within organizations. Leadership roles are those that facilitate execution of an organization's strategy through building alignment, winning mindshare and growing the capabilities of others. Leade... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.595 | 0.85 | ["leadership", "philosophy", "strategy", "management", "decision_making"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.410350 | [
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le official authority (e.g., a member of a team who influences team engagement, purpose and direction; a lateral peer who must listen and negotiate through influence). [ citation needed ] Developing individual leaders [ edit ] Traditionally, leadership development has focused on developing the leadership abilities and ... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.465 | 0.854 | ["leadership", "management", "negotiation", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.410491 | [
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ness [ 1 ] and highlight the need for formalized programs to develop leadership competencies. Classroom-style training and associated reading for leadership development may hail from the possible divergence between knowing what to do and doing what one knows; management expert Henry Mintzberg is one person to highlight... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.59 | 0.856 | ["leadership", "education", "management", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.410621 | [
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traditional classroom-style training results in sustained behavioral change within workplaces. [ 2 ] [ 3 ] Baldwin and Ford link success of leadership development efforts to three variables: [ 4 ] Individual learner characteristics Quality and nature of the leadership development program Support for behavioral change f... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.409 | 0.85 | ["leadership", "war_conflict", "interview", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.410748 | [
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only candidates who show the highest potential to lead well. [ 5 ] Personal characteristics that are associated with successful leadership development include leader motivation to learn, a high achievement drive and personality traits such as openness to experience, an internal focus of control, and self-monitoring . I... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.516 | 0.822 | ["leadership", "motivation", "interview"] | 422 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.410880 | [
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superiors must conduct an individual assessment. [ 6 ] Development is also more likely to occur when the design of the development program: Integrates a range of developmental experiences over a set period of time (e.g., 6–12 months). These experiences may include 360 degree feedback , experiential classroom style prog... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.464 | 0.824 | ["education"] | 423 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.410997 | [
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hing , reflective journaling, mentoring and more. Involves goal-setting , following an assessment of key developmental needs and then an evaluation of the achievement of goals after a given time period. Among key concepts in leadership development one may find: Experiential learning: Positioning the individual in the f... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.589 | 0.844 | ["education", "leadership", "philosophy"] | 486 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.411127 | [
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Concrete experience. Observation and reflection. Forming abstract concepts. Testing in new situations. Self efficacy: The right training and coaching should bring about 'self efficacy' in the trainee, as Albert Bandura formulated: a person's belief about his capabilities to produce effects. Visioning: Developing the ab... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.415 | 0.684 | ["philosophy", "leadership", "strategy"] | 456 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.411247 | [
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e: Attitude plays a major role in being a leader. Developing leadership at a collective level [ edit ] Leadership can also be developed by strengthening the connection between, and alignment of, the efforts of individual leaders and the systems through which they influence organizational operations. This has led to a d... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.395 | 0.856 | ["leadership", "networking"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.411374 | [
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pment of individuals (including followers) to become leaders. It also needs to focus on the interpersonal linkages within the team. Following the credo of people as an organization's most valuable resource , some organizations address the development of these resources (including leadership). In contrast, the concept o... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.482 | 0.846 | ["leadership", "communication", "management"] | 452 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.411494 | [
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similar from what it takes to be a good employee. Therefore, bringing the notional leader together with the team to explore these similarities (rather than focusing on the differences) brings positive results. This approach has been particularly successful in Sweden, where the power distance between managers and teams ... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.518 | 0.858 | ["leadership", "management", "strategy"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.411634 | [
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ders leave their positions is known as succession planning . This type of leadership development usually requires the extensive transfer of an individual between departments. In many multinationals , it often requires international transfer and experience to build a future leader. Succession planning requires a sharp f... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.531 | 0.836 | ["leadership", "strategy"] | 459 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.411780 | [
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hip members who can articulate the future vision. Three critical dimensions should be considered: Skills and knowledge; Role perception and degree of acceptance of leading role; and, Self-efficacy . [ 8 ] See also [ edit ] Action learning Organization development Executive education Business acumen Collaborative leader... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.461 | 0.846 | ["leadership", "education", "strategy", "economy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.411902 | [
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rning References [ edit ] ^ The Leadership Development Handbook , Center for Creative Leadership and Organizational Behavior, 4th ed, by Stephen Robbins, Bruce Millet & Terry Waters-Marsh, published by Prentice Hall ^ Bajak, Aleszu (2014-05-13). "Lectures aren't just boring, they're Ineffective, too, study finds" . Sci... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.584 | 0.702 | ["leadership", "innovation", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.412037 | [
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of supervisory skills training to the work place". Human Resource Development Quarterly . 15 (4): 449– 71. doi : 10.1002/hrdq.1115 . ^ See Baldwin, T. & Ford, K. (1988), "Transfer Of Training: A Review And Directions For Future Research', Personnel Psychology , Spring, Vol. 41 Issue 1, p63-105 ^ Organizational Behavior... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.569 | 0.71 | ["leadership", "war_conflict"] | 491 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.412173 | [
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PDF) . United States Army. August 2012. pp. 7– 9. Archived from the original (PDF) on October 20, 2016. ^ Afroditi, Dalakoura (25 May 2010). "Differentiating leader and leadership development: A collective framework for leadership development" . Journal of Management Development . ^ Albert Bandura (1977). "Self-efficac... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.56 | 0.686 | ["leadership", "war_conflict", "management"] | 460 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.412294 | [
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doi : 10.1037/0033-295x.84.2.191 . PMID 847061 . Retrieved from " https://en.wikipedia.org/w/index.php?title=Leadership_development&oldid=1345088698 " Categories : Human resource management Leadership studies Hidden categories: Articles with short description Short description is different from Wikidata Articles needin... | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.533 | 0.668 | ["leadership", "management"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.412421 | [
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multiple maintenance issues All articles with unsourced statements Articles with unsourced statements from June 2024 Articles with unsourced statements from September 2014 Articles with unsourced statements from April 2016 | https://en.wikipedia.org/wiki/Leadership_development | en.wikipedia.org | cc_by_sa | false | 0.504 | 0.758 | [] | 222 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.412526 | [
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rship What is the succession planning desk guide? This desk guide provides resources to support succession planning activities across USGS and at all organizational levels. Why was the succession planning desk guide developed? The desk guide was developed to educate supervisors and managers about the concept of success... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.608 | 0.836 | ["strategy", "management"] | 471 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.622016 | [
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the emerging opportunities for the organization? What external sources are available for attracting new talent? What are the emerging occupational positions/needs for the organization? What are the possibilities for recruiting candidates with critical/essential skills? Are there strategic partnerships the organization ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.592 | 0.84 | ["strategy", "interview", "governance"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.622246 | [
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te or other governmental organizations offer to potential employees that organization cannot? What recruitment strategies are used by other organizations that may attract potential applicants away from the organization? In what ways will political or legislative changes affect succession planning in the organization? A... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.635 | 0.812 | ["strategy", "governance"] | 412 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.622388 | [
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der perceptions that may affect the organization? It is advisable to link or align shared or related factors between SWOT components to leverage strengths and opportunities and mitigate weaknesses and threats. Each opportunity and threat can be thought of as an outcome to be either approached or avoided. The strengths ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.53 | 0.836 | [] | 422 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.622522 | [
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o be considered for inclusion in the talent pool. If an employee wants to be considered, he or she may self-nominate in response to an email from management. For example, during a succession planning process conducted in the USGS Office of Human Capital, all employees in the Office of Human Capital were considered for ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.45 | 0.846 | ["strategy", "management", "career"] | 429 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.622647 | [
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er than positions) in the Office Human Resources. All employees in the office received an email invitation to express their interest in selection. In another example, management at a U.S. Intelligence Agency determined the talent pool population for senior leader positions to be all employees who were several grade lev... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.578 | 0.838 | ["leadership", "management"] | 455 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.622799 | [
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interest in development for the senior positions. In an example that crosses both approaches, at the Department of Interior, all qualified individuals at the GS 14 and 15 levels may compete to be selected for the Senior Executive Service Candidate Development Program (SESCDP) . In this case, management first determined... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.604 | 0.846 | ["management", "interview"] | 445 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.622937 | [
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select by applying to be included in the program. Phase 2: Analysis – Competency Modeling Competencies and competency modeling is used during the succession planning process to identify and confirm the competencies essential for success in the position(s) targeted for succession planning. What is a competency? A compet... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.631 | 0.832 | ["strategy", "education"] | 454 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.623066 | [
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racteristics necessary for success in a position. What is competency modeling? Competency modeling is a methodology that establishes a common language for analyzing and describing the knowledge, skills, abilities, and behaviors for success in a position or set of positions. The model typically links to the business goa... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.561 | 0.836 | ["education"] | 474 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.623212 | [
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that includes extensive stakeholder involvement. The model may group together types of like positions into categories such as leadership, professional, or technical. This grouping is determined by the organization using categories and language that resonate with the organization. 1 To identify a competency model for th... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.493 | 0.824 | ["leadership", "strategy", "career"] | 446 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.623337 | [
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petency models and competency model dictionaries. The Office of Personnel Management (OPM) maintains competency models for select occupations. They also maintain a lengthy competency dictionary. The models and dictionary are available at https://www.opm.gov/policy-data-oversight/assessment-and-selection/competencies/ .... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.558 | 0.558 | ["management", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.623451 | [
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als, and results will be generally comparable against other organizational units (for the static elements). The elements and the associated rating scales are defined below. Element Definition Rating ABILITY Flexible element; can be customized. Ability captures the competencies needed for the target position. Competenci... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.551 | 0.822 | [] | 418 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.623563 | [
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of thumb: assess on no more than 8 competencies. Expert or High Level (3) Competent or Solid Level (2) Needs Improvement Level (1) ENGAGEMENT Static element; do not replace. Engagement rates (1) the degree to which employees give discretionary effort and (2) are committed to and intend to stay with the organization. Ex... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.574 | 0.846 | [] | 450 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.623698 | [
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development of training and development programs. Who: Each leadership or other key position completes a Succession Profile Worksheet (i.e., first line supervisors to executives, as well as other key positions as identified by the organization). When: A Succession Profile may be prepared or updated at any time. It is r... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.641 | 0.842 | ["leadership"] | 464 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.623824 | [
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mate of shared responsibility and accountability. Peer coaches create a higher level of self-awareness and reflection as well as a greater awareness of others’ responsibilities and needs. Take workshops and courses on time/project management skills and performance management strategies. These workshops should include r... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.447 | 0.812 | ["management", "war_conflict", "philosophy"] | 418 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624143 | [
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Succession Planning Desk Guide By Human Capital Updated May 2018 Table of Contents Introduction Phases of Succession Planning Phase 1: Alignment Phase 2: Analysis Phase 3: Strategy Phase 4: Implementation Phase 5: Evaluation Scenarios Appendix: Sample Project Plan Introduction Succession planning is a systematic proces... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.685 | 0.682 | ["strategy"] | 451 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624211 | [
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ificant impact on the mission of an organization. It also mitigates the risks associated with the planned or unplanned loss of knowledge and skills critical to the organization’s success. This desk guide provides resources to support succession planning activities across USGS. As you use this desk guide, these are some... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.636 | 0.862 | ["strategy", "education"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624270 | [
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to be able to compete for key/essential position(s) in the organization. For example, Human Resources Assistants are the talent pool for Human Resources Specialist positions. Succession planning is also done to capture knowledge of those soon to depart the organization and share relevant knowledge with the existing emp... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.519 | 0.836 | ["education", "strategy"] | 483 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624319 | [
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nowledge using the Knowledge Transfer Questions . Why should I do succession planning? It is possible to have one or more reasons to do succession planning. Here are some likely needs: promote seamless staff transitions preserve legacy of achievements and experiences focus planning on critical vulnerabilities in the wo... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.523 | 0.844 | ["strategy", "communication", "economy", "education", "philosophy"] | 498 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624370 | [
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sion planning is not a one-size-fits-all process. Is there a difference between succession planning for one position versus succession planning for a group of positions or the full organization? Media Sources/Usage: Public Domain. View Media Details Relationship Between Workforce Planning and Succession Planning The co... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.632 | 0.836 | ["strategy", "networking"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624420 | [
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is similar whether planning for a single position or for many positions. However, there may be differences in numbers and/or types of competencies identified and the granularity of the analysis. When doing succession planning for one position, you are probably looking with specificity at a variety of skills and abiliti... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.475 | 0.866 | ["strategy"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624473 | [
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e analyzed and developed across a range of series, or other skills and abilities. The succession planning process can be used for “soft” skills or abilities (example: leadership skills, like communication or cultural savvy), or for “hard” or more technical skills and abilities (example: knowledge and skills needed to p... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.547 | 0.848 | ["leadership", "strategy", "communication", "education", "philosophy"] | 490 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624524 | [
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lanning for a single position or an organization. Do I need to use everything in this guide in order to do succession planning? No. The guide is intended to be flexible and offer resources for different scenarios. When an organization decides to conduct succession planning it inevitably touches on other human resources... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.516 | 0.824 | ["strategy", "management", "decision_making", "philosophy"] | 417 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624573 | [
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ce management, training and employee development. How does succession planning relate to workforce planning? Succession planning complements and is a follow-up to workforce planning. Succession planning efforts build a pipeline/talent pool to ensure continuity by developing potential successors who could compete for fu... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.491 | 0.848 | ["strategy", "management", "decision_making"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624631 | [
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ing Model as a result of analysis in Step 2 (Supply, Demand, Discrepancies) of the USGS Workforce Planning Model. Can I do succession planning without workforce planning? It depends. If the intention is to prepare a talent pool for a position targeted for succession planning, it is best to determine what position(s) to... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.452 | 0.854 | ["strategy", "education"] | 490 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624678 | [
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is does not require a workforce planning process. Select succession planning tools can be used on an as-needed basis, like the Knowledge Transfer Questions or the Succession Profile Worksheet . Do I need to write a succession plan? It is helpful to write a formal succession plan when using the process outlined in this ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.457 | 0.858 | ["strategy", "decision_making", "education", "philosophy"] | 468 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624727 | [
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ep; and records these items in a single document. If the organization chooses to use some of the tools in the desk guide as stand-alone items (e.g. Succession Plan Profile or Knowledge Transfer guide ) a succession plan may not be needed. ↑ Back to top Phases of Succession Planning The desk guide is organized by the ph... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.411 | 0.87 | ["strategy", "education"] | 493 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624809 | [
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used as part of a comprehensive planning process. The tools are also designed to be flexible when responding to the type or level of succession planning. Phases of Succession Planning Description of Phases Relevant Tools Getting Ready Understand what succession planning is and how it can work for your organization. - S... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.627 | 0.852 | ["strategy"] | 499 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624856 | [
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c plan and workforce plan. Conduct SWOT analysis. Determine barriers to success. Determine succession planning goals, keeping them aligned with the strategic and workforce plans. Estimate budget for succession planning strategies. - Strenths Weaknesses Opportunities Threats (SWOT) Analysis - Business Case Phase 2: Anal... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.645 | 0.836 | ["strategy"] | 474 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624904 | [
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nt pool will be able to fill those key positions. Include analysis of engagement, aspiration, and barriers to determine readiness. - Identification of Key Positions - Identification of Talent Pool - Competency Modeling - USGS Succession Planning Pipeline Assessment Tool - Succession Profile Worksheet Phase 3: Strategy ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.675 | 0.83 | ["strategy"] | 440 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624949 | [
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e used to evaluate the success of the strategies. - Individual Development Plan - Knowledge Transfer Questions - Leadership Development Matrix Phase 4: Implementation Document and formalize the succession planning phases of Alignment, Analysis, and Strategy into a comprehensive Succession Plan. Manage the implementatio... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.644 | 0.814 | ["leadership", "strategy", "communication", "education", "philosophy"] | 422 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.624995 | [
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el (1) ASPIRATION Static element; do not replace. Aspiration rates (1) the degree to which employees desire advancement and (2) are motivated to do what is required at the next level of responsibility. Expert or High Level (3) Competent or Solid Level (2) Needs Improvement Level (1) BARRIERS Flexible element; can be cu... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.546 | 0.86 | ["motivation", "interview"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625040 | [
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ate those strategies throughout the organization. - Sucession Plan Template - Communicatino Tool - Project Management Plan Phase 5: Evaluation Determine how well the succession management strategies are filling targeted needs. - Sample Metrics ↑ Back to top Phase 1: Alignment The purposes of the Alignment phase is to u... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.607 | 0.848 | ["strategy", "management"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625085 | [
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tion’s strengths and weaknesses and the opportunities and threats facing the organization; determine succession planning goals; and estimate the budget for succession planning strategies. Relevant Tools Strengths Weaknesses Opportunities Threats (SWOT) Analysis Business Case Phase 1: Alignment - Strengths Weaknesses Op... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.593 | 0.836 | ["strategy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625137 | [
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at the future opportunities and threats that an organization may face. When conducting a SWOT analysis, brainstorm factors or characteristics for each SWOT component, beginning with “Strengths.” Look at the definition and prompt questions below prior to brainstorming. Sources of input to help answer these questions may... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.539 | 0.834 | ["strategy"] | 474 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625183 | [
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) results, and Standard Workforce Data Elements . It may also be appropriate to look at employee performance plans and individual development plans when succession planning is conducted at a smaller scale. Strengths – resources or capabilities (internal to the organization) that facilitate goal achievement. How do the ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.652 | 0.834 | ["strategy", "ethics", "philosophy"] | 433 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625230 | [
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ganization and make it a desirable place to work? As a whole, what advantages does the organization offer to employees over other places of employment? What are the leadership opportunities within the organization? When considering your organization’s strengths, you may want to reference levels of employee job satisfac... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.576 | 0.856 | ["leadership", "career", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625278 | [
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as retention and an employees’ desire to stay with their organization. Weaknesses – resource or capability deficiencies (internal to the organization) that could hinder goal achievement. How might budget and funding issues affect the organization and its succession planning efforts? How might key positions change over ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.642 | 0.846 | ["strategy"] | 499 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625375 | [
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ernal talent pool from aspiring to key positions? What are the barriers that limit the internal talent pool from being developed for key positions? When considering your organization’s challenges, please consider your organization’s FEVS results to understand areas of weakness that may impact succession planning. Oppor... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.502 | 0.836 | ["strategy", "crisis"] | 470 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625498 | [
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sed as tools to approach or avoid those outcomes. There are four major types of factor linkages that can be made: Strengths-Opportunities linkages represent optimal situations because the organization can use the strengths it already possesses to achieve optimal outcomes. Strengths-Threats linkages determine how to add... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.419 | 0.842 | ["communication"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625613 | [
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es in order to minimize the weaknesses of the organization and to identify weaknesses that will need to be mitigated in order to seize opportunities. Weaknesses -Threats linkages represent issues within the organization that may increase the risk associated with the threats facing the organization. These linkages may b... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.47 | 0.838 | ["communication"] | 445 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625739 | [
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the most to lose by not addressing those issues. SWOT Example STRENGTHS Organization Mission Benefits available to employees WEAKNESSES Loss of expertise as employees retire Unstable funding OPPORTUNITIES Diverse Job Availability Pools of Potential Employees THREATS Budget Cuts Hiring Freeze Phase 1: Alignment - Busine... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.628 | 0.836 | ["strategy", "communication", "career", "interview", "salary"] | 488 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625856 | [
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the organization is pursuing succession planning. A sufficient business case should be articulated in one to two paragraphs. Below is a set of questions to guide the development of a business case. What are your organization’s strategic goals? What are your organization’s workforce planning strategies? How would you de... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.443 | 0.844 | ["strategy"] | 489 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.625971 | [
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orce planning strategies and succession planning? How will succession planning benefit your organization (e.g. retirement bubble, competition for talent)? Demonstrate workforce data that supports the business case for the succession planning goals (e.g. a chart or narrative explaining that 62% of senior leaders will re... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.652 | 0.694 | ["strategy", "leadership", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.626094 | [
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serve legacy of achievements and experiences To focus planning on critical vulnerabilities in the workforce To build pools of talent capable of competing for essential positions To encourage employee engagement, collaboration, and mentorship One or more of the reasons may apply to your organization. Business Case Examp... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.656 | 0.85 | ["strategy", "communication", "economy", "philosophy", "rhetoric"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.626211 | [
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ssion Profile Worksheet Form (Word) What: The Succession Profile Worksheet is a document which captures the required competencies and recommended developmental activities for key positions. It helps organizational leadership understand the readiness of the current workforce. It assists in the process of assessing and d... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.415 | 0.828 | ["leadership", "philosophy"] | 459 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.626352 | [
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lanning that will enable the agency to accomplish the mission. We are concerned with losing institutional knowledge of senior level experts within various components of the agency. With the eligibility of retirement for that pool of employees, it is vital that we strategically work towards filling skill gaps by hiring ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.489 | 0.854 | ["education", "strategy", "interview", "war_conflict"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.626499 | [
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develop employees with the knowledge, skills and abilities to perform the duties that are critical to meeting the agency’s objectives and goals. Business Case Example Succession planning was identified as a priority area in the organization’s workforce plan. Succession planning will benefit us by ensuring there is a pi... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.536 | 0.836 | ["strategy", "philosophy", "education"] | 448 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.626616 | [
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oned employees retire or leave for other reasons. This succession planning effort is focused on developing and sustaining the competencies and skills needed by employees to meet goals identified and addressed in the workforce plan. ↑ Back to top Phase 2: Analysis The purpose of this phase is to identify key positions f... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.643 | 0.846 | ["strategy", "communication", "philosophy"] | 452 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.626760 | [
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compete for those key positions (bench strength). Relevant Tools Identification of Key Positions Identification of the Talent Pool Competency Modeling USGS Succession Planning Pipeline Assessment Tool Succession Profile Worksheet Phase 2: Analysis – Identification of Key Positions There are many reasons why a position ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.627 | 0.846 | ["philosophy", "strategy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.626895 | [
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orms critical tasks that would stop or hinder vital functions if missing) Specialized or unique skills sets (hard to replace) Geographic challenges (difficult for someone located elsewhere to carry out functions) Potential high turnover (‘knowledge drain’ due to high turnover) The table below lists categories for ident... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.469 | 0.846 | ["crisis", "strategy", "decision_making", "education"] | 500 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.627030 | [
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gory. Categories for Identifying Key Positions 1. Executive and Senior Leadership Positions Positions designated by the organization for succession planning and senior-level positions with senior leadership or executive management responsibilities. Examples - Director and Deputy Director -Associate Directors and Region... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.577 | 0.828 | ["leadership", "strategy", "management"] | 507 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.627155 | [
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es of the organization in support of its mission. Examples - Center Directors - Senior Management Officer/Regional Management Officer - Administrative Officer 3. Mission-Essential Positions Positions where considerable professional, scientific or technical expertise is required to carry out the work. These positions ma... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.559 | 0.84 | ["management", "crisis", "career"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.627275 | [
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Response Coordinator - Hydrologic Technicians 4. 'Stand-Alone' Positions Positions where expertise is concentrated in one or a small number of incumbents, or where an important role/area of responsibility is assigned to a single incumbent. These positions typically have limited or no bench strength , may which negative... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.428 | 0.83 | [] | 445 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.627407 | [
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amples - Senior Scientist - Research Scientist 5. Incumbent on Extended Assignment Any position where an incumbent is or will be temporarily staffed to another position such that his/her position of record will be vacant for an extended period. Examples - Incumbent on detail to another organizational unit or to another... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.555 | 0.838 | [] | 432 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.627513 | [
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n a specialized skill or to provide expertise. 6. Incumbent on Extended Leave Any position where an incumbent is expected to be out for an extended period due to a planned or unplanned leave situation. Examples - Incumbent on extended leave for long-term illness or on maternity leave. - Incumbent serving on jury or mil... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.386 | 0.856 | ["war_conflict"] | 459 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.627631 | [
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the current incumbent may leave in the near term. Examples - Positions where staff turnover is known (anecdotally or statistically) to be high. - Positions where a large proportion of staff (>40%) is/will be retirement-eligible near term 8. Hard to Fill Positions Positions where there is a limited pool of high quality ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.647 | 0.854 | ["strategy", "interview"] | 486 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.627747 | [
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second phase of the succession planning process. The purpose of identifying a talent pool is to define a population of employees to be selected for development. This can be based on one or more criteria, such as grade level, pay plan, occupational series, or location. The talent pool can be determined by management def... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.489 | 0.864 | ["management", "strategy", "salary"] | 509 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.627864 | [
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sion planners define the population of that pool. For example, at USGS, the Executive Leadership Team determined the talent pool for senior executive positions is all direct reports to the executives at General Schedule (GS) level 14 and 15, Senior Level (SL) employees, and other senior management positions. In the sec... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.438 | 0.844 | ["leadership", "management"] | 468 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.627999 | [
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https://hr.nih.gov/working-nih/competencies/occupationspecific/suggested-competency-models-job-series . In the event that competencies or a competency model does not exist, OPM offers tips on how to write competencies at https://www.opm.gov/policydata-oversight/assessment-and-selection/competencies/writing-competencies... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.462 | 0.56 | ["career", "resume", "governance"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.628145 | [
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s what competencies are essential for success in senior executive positions. These competencies are Leading Change, Leading People, Business Acumen, Results Driven, and Building Coalitions. 1 Campion, M., Fink, A., Ruggeberg, B., Carr, L., Phillips, G., and Odman, R. (2011). Doing competencies well: best practices in c... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.514 | 0.698 | ["leadership", "strategy"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.628287 | [
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purpose of the USGS Succession Planning Pipeline Assessment Tool is to support evaluation of the talent pool for the position(s) intended for succession planning, and provide results that will inform training, development, recruitment and retention strategies. The assessment tool is designed to walk the assessor throug... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.64 | 0.836 | ["strategy", "philosophy"] | 484 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.628411 | [
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s: ability, engagement, aspiration, and barriers. The assessment results are captured at the aggregate level, and not at the individual employee level. A significant decision was made by the USGS Executive Leadership Team (ELT) to collect employee assessment results for succession planning at the aggregate level in ord... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.478 | 0.824 | ["leadership", "strategy", "management", "decision_making"] | 421 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.628547 | [
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ta, be it actual, potential, or perceived misuse. The tool was designed to guide the rater through a series of analyses of like elements at a sufficient level of detail that will promote a thorough and consistent rating process across all employees, and across all raters, as well as minimize subjectivity, preexisting p... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.405 | 0.854 | ["strategy", "salary"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.628676 | [
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ferent organizational levels and different occupations. Consistency: The tool uses a format with consistent elements that allow data to be aggregated to bureau, sub bureau, and cost center levels. Commonly available software: The tool is based in EXCEL. Repeatable Results: The results of the tool capture data in suffic... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.559 | 0.85 | ["philosophy", "strategy", "war_conflict"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.628797 | [
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gagement of employees, ability to hire or manage the workforce, etc. Mobility is an example of a barrier where a location change may be required for the position. Example of rating levels for the Mobility barrier: Yes, Willing To Move (3) Willing to Move Only to Certain Locations (2) No, Not Willing to Move (1) The Ass... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.405 | 0.87 | ["communication", "strategy", "interview"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.628930 | [
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cies and barriers; however aspiration and engagement should be addressed in all types and levels of succession planning. For more in-depth information on assessing employee potential, the following two sources may be of interest: Linkedin - The 3 Indicators Corporations Use to Identify High-Potential Employees, May 29,... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.497 | 0.826 | ["communication", "leadership", "rhetoric", "strategy", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.629048 | [
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evelopment – “How to Keep Your Top Talent”, May 2010 https://hbr.org/2010/05/how-to-keep-your-top-talent Example: USGS Succession Planning Assessment Tool Data is collected by counts for each element. Results are then computed into percentages for easy assessment and comparability with other results. USGS SES Talent Po... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.482 | 0.844 | ["strategy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.629163 | [
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f employees for each Ability, etc., according to level of performance exhibited (3, 2, or 1) "Expert" or "High" Level 3 "Competent" or "Solid" Level 2 "Needs Improvement" Level 1 Total ABILITY - ECQ 1: LEADING CHANGE Creativity & Innovation, External Awareness, Flexibility, Resilience, Strategic Thinking, Vision 7 4 1 ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.532 | 0.708 | ["leadership", "strategy", "innovation", "war_conflict", "management"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.629306 | [
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VEN Accountability, Customer Service, Decisiveness, Entrepreneurship, Problem Solving, Technical Credibility 5 5 2 12 ABILITY - ECQ 4: BUSINESS ACUMEN Financial Mgmt, Human Capital Mgmt, Technology Mgmt 3 5 4 12 ABILITY - ECQ 5: BUILDING COALITIONS Partnering, Political Savvy, Influencing & Negotiating 10 2 0 12 ABILIT... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.568 | 0.714 | [] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.629433 | [
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organization and intends to stay 11 0 1 12 ASPIRATION: Desires advancement, recognition, and future rewards 7 1 4 12 ASPIRATION: Motivated to do what is required at next level of responsibility 8 3 1 12 Yes, Willing To Move Willing to Move Only to Certain Locations No, Not Willing to Move Total MOBILITY: Employees have... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.649 | 0.724 | ["motivation", "war_conflict", "philosophy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.629568 | [
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identify training needs for current development. Why: It is recommended to create Succession Profiles for positions starting at the first-level supervisor to the top executives of the organization. Profiles may be used to further target training programs and hiring initiatives to increase readiness for key positions. T... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.629 | 0.844 | ["interview", "philosophy"] | 511 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.629707 | [
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ement are captured during Individual Development Plan (IDP) process. The creation and maintenance of Succession Profiles keep organizations ahead of developmental gaps and attrition. The Succession Profiles allow managers to keep a simple inventory of select positions that they can review when missions, organizations, ... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.619 | 0.836 | ["management"] | 468 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.629838 | [
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See example and template on the following pages. Instructions: Each incumbent should fill out the Succession Profile for their own position. This will allow individuals in key positions to begin thinking within the succession planning framework and outlining strategies to identify and develop pools of well qualified st... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.466 | 0.864 | ["strategy"] | 509 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.629960 | [
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ition; the same is true for Box 2, 3, 4, 5, 6, 7. Box 8 gives an outline of USGS Succession Planning Pipeline Assessment Tool results, if results are available, and associated developmental activities. Sucession Profile Form - EXAMPLE 1. Position Title, Series, Grade: (Your Position) Leader of the Group, Title GS-0000-... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.621 | 0.692 | ["strategy", "leadership", "philosophy"] | 464 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630077 | [
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vision 4. Current Incumbent’s Supervisor: Name 5. Date Incumbent Entered Position: December 15, 2008 6. Likelihood of Turnover: (Likelihood of you leaving) [X] HIGH = Likely in the next 12 months [ ] MODERATE = Likely within 1 to 2 years [ ] LOW = Likely within 3 to 5 years 7. Key Competencies Needed for Position: (Lis... | https://www.usgs.gov/human-capital/succession-planning-desk-guide-0 | Succession Planning Desk Guide | U.S. Geological Survey | usgs.gov | unknown | false | 0.582 | 0.7 | ["strategy"] | 512 | Succession Planning Talent Development | topic | 2026-04-14T01:02:12.630159 | [
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