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GAO-04-270R 1 (2003-11-14)

handle is hein.gao/gaobaamiz0001 and id is 1 raw text is: I Accountability * Integrity * Reliability United States General Accounting Office Washington, DC 20548 November 14, 2003 The Honorable Jo Ann Davis Chairwoman Subcommittee on Civil Service and Agency Organization Committee on Government Reform House of Representatives Subject: Posthearing Questions Related to Succession Planning and Management Dear Madam Chairwoman: On October 1, I testified before your Subcommittee at a hearing entitled Human Capital Succession Planning: How the Federal Government Can Get a Workforce to Achieve Results.' This letter responds to your request that I provide answers to follow-up questions from the hearing. Your questions, along with my responses, follow. 1. The GAO report discusses how agencies in other countries have used succession planning to address specific human capital challenges. What are some of these challenges and how have agencies abroad used their succession planning and management initiatives to meet them? We reported that government agencies around the world are using succession planning and management to achieve a more diverse workforce, maintain their leadership capacity as senior executives retire, and increase the retention of high- potential staff.' Leading organizations recognize that diversity can be an organizational strength that contributes to achieving results. For example, the United Kingdom's Cabinet Office created Pathways, a 2-year program that identifies and develops senior managers from ethnic minorities who have the potential to reach the Senior Civil Service within 3 to 5 years. In addition, Canada uses its Accelerated Executive Development Program as a tool to help achieve a governmentwide diversity target. Specifically, the government has set a goal that by 2003, certain minorities will represent 20 percent of participants in all management development programs. Succession planning and management can help agencies maintain leadership capacity. Both at home and abroad, a large percentage of senior executives will be 'U.S. General Accounting Office, Human Capital: Succession Planning and Management Is Critical Driver of Organizational Transformation, GAO-04-127T (Washington, D.C.: Oct. 1, 2003). 2 U.S. General Accounting Office, Human Capital: Insights for U.S. Agencies from Other Countries' Succession Planning and Management Initiatives, GAO-03-914 (Washington, D.C.: Sept. 15, 2003). GAO-04-270R Succession Planning and Management

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