1 

Guidance on Establishing an Annual Leadership

Talent Management and Succession Planning Process 

INTRODUCTION

OPM is providing this guidance to help agencies implement an annual talent management and succession 

planning process for successfully assessing and supporting the developmental needs of all Senior 

Executive Service (SES) members, and Senior Level (SL) and Scientific or Professional (ST) employees. 

Talent management and succession planning are essential to ensure effective human capital management

– ensuring organizations take a planned, deliberate and holistic approach to the cycles of selection, 

development, and engagement of their workforce. 

Talent management refers to a process for organizations to address competency gaps, particularly in 

mission critical positions and occupations, by implementing and maintaining programs to attract, acquire, 

develop, promote, and retain quality talent. Succession planning refers to a proactive and systematic 

process where organizations identify those positions considered to be at the core of the organization – i.e., 

too critical to be left vacant or filled by any but the best qualified persons – and then create a strategic 

plan to fill those positions with qualified and capable employees. 

Executive talent management processes focus on individual executive needs to cultivate the potential of 

each executive, while succession planning processes focus on organizational needs and organizational 

readiness – pipeline talent prepared to move into vacated critical positions. A strategic Talent 

Management and Succession Planning (TM&SP) program enhances organizational agility by leveraging 

an organization’s current information on the capabilities and talents of its workforce to meet the demands 

of the evolving political and business environment. Meanwhile, an integrated TM&SP program enables 

an organization to: sustain efficient operational requirements; empower knowledge management; and 

optimize leadership talent at all organizational levels.

This guidance and supplemental infographic will outline key steps and activities to assist agencies as they 

develop and implement an integrated TM&SP program. The guidance is intended to provide agencies 

with flexibility in customizing TM&SP processes to their organizational needs and to executives’

developmental needs. 

ANNUAL LEADERSHIP TALENT MANAGEMENT & SUCCESSION 

PLANNING PROCESS INFOGRAPHIC & GUIDANCE

The below TM&SP infographic and supplemental guidance provide agencies direction to implement an 

effective annual leadership TM&SP process to optimize the success and growth of both individual 

executives and organizations. The process consists of five main stages: (1) determine future executive 

resources needs; (2) evaluate current talent state; (3) align talent to agency needs; (4) finalize executive 

development plans; and (5) implement and update plans. Through this process, agencies can successfully

forecast executive resources needs, assess and develop the needs of current SES members, and create a 

pipeline of high-quality successors for the full range of executive positions within an organization. To 

achieve success, organizations should bear in mind the importance of patience and continual perseverance 

because TM&SP programs often require several years to fully and effectively implement. 
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STAGE 1: DETERMINE FUTURE EXECUTIVE RESOURCES NEEDS 

Objective: The objective of Stage 1 is to develop a strategic workforce plan as part of mission strategy 

that outlines agency priorities based on future succession needs, anticipated organizational challenges, 

and projected turnover. Organizations should analyze current and future mission requirements, define 

core competencies for leadership success, and identify critical leadership positions. 

Output: Succession Plan with: (1) identified targets that include the number of critical leadership 

positions across the organization, and (2) the core leadership competencies required for those 

positions. 

Stage 1 Activities

1. Conduct a comprehensive workforce analysis to identify potential gaps between the 

organization’s current state and its desired future state. Table 1 highlights key workforce 

information to review and analyze.

Table 1. Sample: Workforce Analysis Information

Current State Future State

Executive workforce size (e.g., levels in 

the leadership pipeline)

Executive workforce deployment by 

locations, function, occupation (e.g., 

positions in mission critical occupations 

versus all occupations)

Leadership competencies needed for 

mission accomplishment

Attrition, program dynamics, legislative 

changes, organizational performance 

plan, and budget on existing executive 

position structure

Executive resources requirements and 

changes (e.g., biennial and interim 

allocation requests, restructuring of 

executive positions)

2. Identify the critical leadership positions, if vacant, would have a significant impact on the 

organization’s ability to effectively function. Conduct a position risk assessment for each 

position to determine the level of effort and impact to replace the position incumbent. Positions 

with a high and moderate level of risk and impact should be identified as critical leadership 

positions. Assess the succession management risks1 (see Table 2) for each critical leadership 

position. 

 

1 Krishna, Shatrunjay. Succession Planning: The Answer to Leadership Crisis. Asian Management Review, JulySeptember 2014.
4 

Table 2: Sample: Succession Management Risks

Position Incumbent for X position: 

Low Risk, 

Minimal Impact

Moderate Risk, 

Moderate Impact

High Risk, High

Impact

Vacancy Risk – What’s the risk and 

impact of this being vacant over a 

longer period of time?

Readiness Risk – What’s the risk and 

impact of unprepared successors for 

this position?

Transition Risk – What’s the risk 

and impact of failure for an external 

successor in this position?

Portfolio Risk – What’s the risk and 

impact of poor deployment of talent 

against organizational needs?

3. For each identified critical position, create a position inventory profile. The position inventory 

profile may include: 

• Key job functions 

• Critical job duties 

• Core competencies (see Stage 1, Activity 4)

• Experiences necessary to be successful in the position

• Developmental opportunities 

4. Identify the core competencies (e.g., Executive Core Qualifications (ECQ) competencies and 

technical competencies) required to succeed in identified critical positions, and include this 

information in the position inventory profile for each critical position. Integration of the core 

competencies into the TM&SP process enables the agency to ensure the assessment and advance 

development of potential successors, to mitigate transition risk.

5. Using the information collected from Activities 1-4, complete a bench strength analysis to 

determine if the agency has sufficient potential leaders at various levels that are ready to fill key 

leadership positions. These results will help identify agency leadership development and 

recruitment needs, determine potential sources of talent for meeting succession targets (e.g., SES 

Candidate Development Program (SESCDP) graduates or current SES members), and inform

talent acquisition decisions. For additional bench strength analysis information and resources, 

please visit OPM’s Leadership Talent Management & Succession Planning Wiki page.

6. Establish strategic alignment of the TM&SP process with the organizational strategy. Agencies 

should use the workforce and bench strength analysis results to highlight how the TM&SP 

process will support the agency’s mission, strategic goals, and operations. This alignment will 

reinforce a business case to obtain stakeholder buy-in and support of dedicated resources for 

succession management. It will also maximize the success of the agency’s recruitment and 

hiring, pipeline development and preparation, current and future skills gap and training needs, 

employee engagement and retention, and knowledge management and transfer. 
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7. Use the information gathered from Activities 1- 6 to develop a succession management plan that

includes the following components2

: 

• Strategic requirements

• Succession management targets and talent pool analysis

• Strategies for recruiting, developing, and retaining leadership capacity

For Stage 1 resources & templates, please visit OPM’s Leadership Talent Management & Succession 

Planning Wiki page.

STAGE 2: EVALUATE CURRENT TALENT STATE 

Objective: Gather information on executives’ career interests and retirement plans, and determine 

existing executive competence against what is needed to strengthen executive performance and 

organizational success. Feedback must include input from the executive and the executive’s supervisor. 

Information will be used to recommend development activities.

Each executive provides information to support the agency’s talent management and 

succession planning process, including career interests and retirement plans. Each executive 

meets with his/her supervisor to discuss development needs and short-term and long-term 

career goals.

Output: Comprehensive Talent Development Questionnaire Report for each executive, 

including feedback from the executive’s supervisor.

Stage 2 Activities

1. Develop a talent development questionnaire to assess executive competencies, identify 

strengths and weaknesses, and map out career paths. The talent development questionnaire may 

include the following elements:

• Executive’s key strengths (executives may use recent 360-degree assessment or other 

leadership assessment results)

• Executive’s growth opportunities 

• Executive’s accomplishments for each past position which highlight the identified 

core competencies

• Any factors that could limit the executive’s advancement

• Core competency assessment

• Career interests

o How long do you anticipate staying in your current role?

o What job role do you aspire to in the next one to two years? Three to five years? 

o What development support do you need to reach your career goals?

• Expected retirement plans

• Number of years in current executive position

2. The executive completes and submits his/her talent inventory/development questionnaire.

 

2 U.S. Office of Personnel Management. A Guide to the Strategic Leadership Succession Management Model, 

March 2009

EXECUTIVE 

ACTION
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3. The supervisor completes the talent development questionnaires to assess their executive 

employees’ competencies, identify developmental opportunities, and help map out options for the 

executives’ career path. 

For Stage 2 resources and templates, please visit OPM’s Leadership Talent Management & Succession 

Planning Wiki page.

STAGE 3: ALIGN TALENT TO AGENCY NEEDS 

Objective: The Executive Review Board (ERB) or similar body determines each executive’s “readiness 

status” and makes developmental and reassignment recommendations that align with the organization’s

workforce plan and the executive’s career goals. The ERB identifies a slate of internal candidates ready 

to fill critical positions to meet agency succession needs.

Outputs: 

• Thorough Talent Review Meetings conducted by the ERB 

• Detailed Executive Feedback Reports highlighting executive readiness status and specific 

developmental opportunities

• Internal Slate of Candidates with core competencies to fill critical positions

Stage 3 Activities

1. Conduct annual talent review meetings for each executive, with participation from the agency’s 

ERB, to assess the future leadership capacity of the executive. Talent review meetings should be 

forward-looking and should focus on the executive’s long-term capability and success in future 

roles rather than his/her performance in a current position. Talent review meetings should not be 

conducted simultaneously with performance appraisal reviews which focus on past performance 

and actual accomplishments. 

2. Use the agency workforce plan, succession management targets, and talent inventory 

questionnaire responses to facilitate the talent review meetings involving each executive and the 

ERB. ERB members should provide specific examples to support their comments and 

observations. At the conclusion of each meeting, the ERB will reach consensus on the following: 

• Readiness rating for each executive: 

o Ready for increased challenge

o Ready for career broadening 

o Build tenure/experience

o Contribute in place 

• Individual strengths and areas of improvement, with specific examples illustrating each 

identified strength and area of improvement 

• Recommended developmental opportunities 

Review Table 3 for a list of key questions and considerations to facilitate ERB talent review 

discussions. 
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EXECUTIVE 

ACTION

Table 3. Sample: Annual Talent Review Questions & Considerations

Questions to Ask3 Considerations

What is the executive’s likely next move? • Added responsibilities 

• Move into a lateral role

• Expanded responsibilities with significant 

change in scale/scope

When should it happen? • Immediate

• Within the next year 

• Next 1-2 years

What does the executive need to develop 

before making the move?

• Review core competencies list

• Additional experiences 

3. Complete internal slate of candidates that includes a sufficient number of qualified executives to 

fill critical leadership positions. Each career path should highlight development and upward 

mobility opportunities. Remember succession plans inform but do not dictate selection decisions 

to fill executive positions in ways that benefit agency programs and each executive’s 

development. 

4. Complete individualized talent review meeting feedback reports for each executive that includes 

specific development actions the executive must take to prepare for future roles with a higher 

level of responsibility and/or difficulty.

For Stage 3 resources and templates, please visit OPM’s Leadership Talent Management & Succession 

Planning Wiki page. 

STAGE 4: FINALIZE EXECUTIVE DEVELOPMENT PLAN 

Objectives: Present feedback, from the ERB or similar body, to each executive on current career growth 

status, future career possibilities, and recommended development activities. The executive’s supervisor 

works with the executive to update and finalize an Executive Development Plan (EDP). Collect final 

EDPs.

Each executive works with his/her supervisor to include recommendations from the ERB or 

similar body in his/her final EDP. Each executive submits his/her finalized EDP to the 

designated agency contact and makes preparations to complete the developmental activities 

outlined in his/her plan. 

Outputs: 

• Comprehensive Talent Review Meeting Debriefs with all executives

• Finalized EDPs for all executives

Stage 4 Activities

1. The supervisor of an executive conducts talent review meeting debrief with individual executives 

to provide developmental feedback. Talent review meeting debriefs should emphasize the 

executive’s potential based on the ERB’s talent review meeting feedback report and the talent 

development questionnaire responses.

 

3 Society for Human Resource Management. Succession Planning. 2015.
8 

•Facilitated by an instructor either online or in a classroom setting

•Allows for learners and instructors or facilitators to interact and discuss the training material, either 

individually or in a group setting

•Examples: degree programs, courses, seminars, workshops, case presentations and discussions, 

distance learning, and passive computer-based instruction

Instructor-led 

•Developmental tasks that occur in immersive environments and allow learners to naturally generate 

questions

•Hands-on learning and conversation are key; either virtually or in face-to-face interaction

•Examples: rotations, on-the-job training, action learning, service learning, cross agency task forces, 

intergancy task forces, team projects, simulations and games, and scenario planning

Experiential activities 

•Either formal or informal relationships that involve one individual taking an active interest in and 

initiating actions to advance another’s development

•Serve as key sources of assessment, challenge, and support. 

•Examples: coaching, mentoring, networking, supervisor support, peer-to-peer learning partners, and 

shadowing

Developmental 

relationships 

•Process of acquiring performance feedback from multiple rates and sources, including a leader's 

superiors, peers, and subordinates. Leaders also provide self-ratings.

•Feedback is intended to foster greater self-understanding and facilitate the construction of effective 

individualized development plans

Multisource feedback 

•Any self-initiated and proactive learning process where learners are responsible for (a) assessing their 

own strengths and developmental needs, (b) designing and completing their instructional curriculum, 

and (c) evaluating their own learning progress

•Examples: executive development plans, and self-guided learning activities

Self-development 

EXECUTIVE 

ACTION

2. The executive and his/her supervisor determine specific development opportunities that address 

organizational and individual needs, and may use the following five types of leadership development 

interventions and learning activities4

: 

3. The executive completes and submits a finalized EDP to the designated agency contact, and for 

ERB review.

For Stage 4 resources and templates, please visit OPM’s Leadership Talent Management & Succession 

Planning Wiki page.

STAGE 5: IMPLEMENT AND UPDATE PLANS 

Objective: Use recommendations from the ERB or similar body to fulfill agency succession needs and 

strategically fill vacant positions. Monitor and evaluate talent management and succession plan as 

appropriate to meet changing organizational needs. 

Each executive completes the developmental activities outlined in his/her EDP. Each executive 

revises his/her EDP as appropriate to meet changing career goals and development needs.

 

4 https://www.opm.gov/policy-data-oversight/training-and-development/leadership-development/effectivelearning-interventions-for-developing-ecqs.pdf 
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Outputs: Comprehensive list of metrics for periodic evaluations of TM&SP plan.

Stage 5 Activities

1. Monitor the implementation process by identifying key implementation milestones to measure 

interim results. 

2. Create a list of metrics to track progress and results. Possible metrics include:

• Number of critical positions filled with internal versus external candidates

• % of critical positions with multiple identified successors

• % of executives with signed and completed EDPs 

• % of executives participating in at least one developmental activity

• % of executives with completed developmental needs assessments

• Time-to-fill critical positions

• Executive retention and turnover percentage

• Executive satisfaction with TM&SP process

• Diversity metrics of SES corps (gender, race, ethnicity) 

For a comprehensive list of metrics, please review the Logic Model Template for Leadership 

Talent Management and Succession Planning (TM&SP) Process in the Appendix.

3. Revise TM&SP plan as needed to meet organizational needs and political climate. Periodic 

evaluations should take the following into account: 

• Extent to which the organization has successfully accomplished its succession targets and 

talent management objectives

• Changes in program priorities and emphasis, as reflected in budget or legislative 

developments, the vacancy attrition rate, or other indicators

• The number of vacant SES positions in the organization, and the length of time they have 

been vacant

• SES position review to either reaffirm or adjust the distribution of executive resources so 

as to be most responsive to the agency’s current requirements

4. Communicate TM&SP process progress to all stakeholders. 

For Stage 5 resources and templates, please visit OPM’s Leadership Talent Management & Succession 

Planning Wiki page.
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ESTABLISHING & SUSTAINING A LEADERSHIP TALENT MANAGEMENT 

AND SUCCESSION PLANNING PROCESS AT YOUR AGENCY

Currently, Federal agencies are implementing TM&SP processes with varying degrees of maturity. On 

one end of the spectrum are agencies with fully developed and goal-based TM&SP processes that occur 

on a regular basis (e.g., annually). On the other end are agencies with nonstrategic and unplanned 

processes and activities. It takes a couple of years to fully develop and implement a strategic TM&SP 

program. As part of continuous improvement efforts, agencies should also consider the alignment of the 

following factors with the organizational strategy: 

• Inclusive Succession Plan – Is your succession plan operational? Is the current approach to 

succession planning only focused on identifying immediate replacements? It’s important to 

assess all potential gaps in the immediate and emerging needs of the organization (e.g., legislative 

changes, budget, new programs, new SES positions/allocations, and attrition). Strategic 

succession plans will address short-term, intermediate and long-term executive staffing needs. A 

strategic succession planning process enables an organization to seamlessly merge executive 

capability with organizational talent needs and strategy. For more information on succession 

planning visit: https://www.opm.gov/policy-data-oversight/human-capitalmanagement/talent-management/#url=Overview.

• Talent Acquisition Strategy – Is the time-to-hire metric unknown or perceived by executive 

supervisors as too long? Are you using appropriate Qualification Review Board (QRB) 

submission methods that are most effective for the agency’s successful SES hiring and 

accomplishment of mission? Time-to-hire is a critical metric for planning purposes, and 

reporting of this metric is required by OPM5

. In addition to time, the method in which an 

executive is hired (e.g., Resume, Accomplishment Record, or ECQ write-up) will influence 

recruitment of exceptional leaders. Strategic talent acquisition decisions will attract the right 

talent and increase the percentage of executive supervisors reporting satisfaction with new hires. 

For more information on SES Hiring Reform, please review OPM’s Guidance on Qualifications 

Review Board Submission Methods. 

• Executive Development Accountability – How many executives are completing executive 

development plans (EDPs)? How are executives held accountable for implementing EDPs? Are 

 

5 https://www.chcoc.gov/content/time-hire-reporting-requirements
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EDPs linked to the agency’s performance management system? A strategic EDP process 

produces executives capable of “re-tooling” themselves to meet the demands of constant 

organizational and enterprise-wide change. All effective TM&SP processes incorporate 

executive development plans (EDPs) that support the executive and help the organization achieve 

its mission, vision, and strategic goals. For EDP help and guidance visit OPM’s Executive 

Learning and Development Wiki page. 

• Human Capital Ownership – Who is (or would be) responsible, accountable, consulted, and 

informed in the development and implementation of TM&SP? How are stakeholder roles and 

responsibilities determined (e.g., Agency Head, Executive Resources Board (ERB), Executive 

Resources (ER), etc.)? Senior leadership support is critical to the success of the TM&SP process. 

The best processes, include and clearly define, in writing, all representatives from the various HR 

elements critical to ensuring appropriate linkages in the process (e.g., performance management, 

learning, recruitment, staffing). Please review OPM’s Job Aid: Creating a Participatory 

Succession Management Infrastructure for more information on how to identify key stakeholder 

roles and responsibilities.

At a minimum, agencies must develop a program with a structured succession planning process, talent 

acquisition strategy, and executive development process. Agencies must also ensure leadership have 

awareness, participate, and are held accountable for results in these three areas. Where deficits exist, 

these areas must be strengthened before embarking on full TM&SP program implementation, which will 

make the activities easier in the following years of this annual process. 
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Appendix
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Logic Model Template for Leadership Talent Management and Succession Planning (TM&SP) Program 

Program Office Goal: Develop a comprehensive TM&SP framework to improve strategic executive resources decisions.

Business Objective: Enhance individual and organizational performance through the alignment of talent management and succession planning practices with the organizational strategy.

Assumptions: Supervisors’ are aware of their executives’ strengths and weaknesses; executives perceive senior leaders as supportive of their development; diversity plays no role in the way motivation and 

ambition is expressed; once in the position, qualified executives need no strategic onboarding to be quickly successful.

What Resources do you need 

to run the program?

Inputs

What you will do with the 

resources?

Activities

Changes/impacts that occur because of program activities

*****OUTCOMES***** 

What will show you're getting there?

You should have baseline data for each evaluation method used

Short-term

Intermediate

3 months out

Long-term

1 year Outputs Evaluation Methodology

• Talent Management & 

Succession Planning 

Coordinator (with project 

management skills)-to lead the 

process, ensure activities are 

completed and for coordination

• Appropriate Human Resources 

(HR) offices to ensure proper 

linkages with SES Onboarding 

& other programs (e.g., 

executive resources, 

performance management, 

learning, recruitment, staffing, 

diversity and inclusion)

• Process Champion (to remove 

roadblocks and help ensure 

participation)

• Agency’s Executive Resources 

Board (ERB)

• Executives

• Executives’ Supervisors

• Time

• Meeting Space (e.g. gap 

analysis mtgs., talent review 

mtgs., action planning)

• Budget (e.g., technology, 

consultants, materials, training 

investment to ensure 

appropriate and structured 

learning)

Planning Phase

• Determine readiness to implement a 

Leadership TM&SP process

• Address readiness issues (if any)

• Establish a formal policy or Standard 

Operating Procedures (SOPs) that 

clearly identify process goals, 

stakeholder roles, timelines, critical 

success factors, tasks, activities and 

risks

• Develop an evaluation plan 

• Create a communication plan (with 

purpose, activities and end results of 

TM&SP Process)

Implementation Phase

• Conduct comprehensive workforce 

analysis

• Identify critical leadership positions & 

core competencies

• Create position inventory profiles

• Complete the bench strength analysis

• Develop a succession management 

plan

• Develop talent development 

questionnaire

• Conduct talent review meetings with 

ERB or similar body

• Complete internal slate of candidates 

to fill critical leadership positions

• Complete executive feedback reports 

based on talent review meetings

• Talent review meeting debrief 

conducted by supervisor

• Executives’ finalize executive 

development plan

• Train managers, executives and 

leaders on their roles in the process 

and educate them on the benefits 

moving forward

• Implement Communication Plan

• Implement the Leadership TM&SP 

process consistently throughout the 

agency

• Executives are 

aware of their need 

for development

(or their solid 

performance but 

desire to stay in 

place) and, with 

feedback and 

support of senior 

leaders, engage in 

leadership 

development, 

knowledge transfer, 

or performance 

management

• Executives are 

aware of their 

growth potential

and, with feedback 

and support of 

senior leaders, 

participate in 

integrated 

leadership 

development 

activities linking 

individual needs 

with agency goals, 

with succession 

planning for key 

roles 

• Executives are 

aware of their 

readiness to 

advance and 

maintain 

engagement and 

effectiveness in the 

agency succession 

pipeline

• Clear talent pools 

identified; leadership 

pipelines support 

critical positions

• High performing 

executives and their 

staff are engaged in 

supporting the 

agency mission

• Qualified candidates 

in the succession 

pipeline apply for 

critical leadership 

positions in a 

competitive 

recruitment and 

hiring process 

• Enhanced 

communications and 

collaboration among 

HR offices and ERB

• Executive 

development 

curriculums address 

executive needs

Executive

• Improved individual 

performance

• Increased engagement

• Improved personal 

accountability for 

development

Executive’s Supervisor

• Optimized talent 

allocation

• Satisfaction with 

quality of applicants

• Enhanced 

communications with 

employees

• Equipped to develop 

employees

Organization

• Engaged and involved 

ERB

• Broad and deep 

internal leadership 

pipeline 

• Inclusive, transparent, 

and ongoing TM&SP 

process

• Improved 

organizational 

performance

• Competency gaps 

closed for mission 

critical occupations

• Improved Time-toHire

• Reduced voluntary 

turnover of talented 

executives

• Improved retention

• Improved customer 

service

• Reduced # of vacant 

SES allocations

Planning Phase

• Senior leaders time 

spent reviewing 

materials

• Formal TM&SP policy 

or SOP

• TM&SP evaluation plan

• TM&SP 

communication plan

• #of supervisors and 

leaders trained

Implementation Phase

• Workforce Analysis

• Position inventory 

profiles

• Bench strength analysis

• Succession management 

plan (with identified 

targets for critical 

leadership positions)

• Talent development 

questionnaire

• # of completed talent 

development 

questionnaires

• # of talent review 

meetings 

• Executive selfassessments

• # of executive feedback 

reports

• #of talent review 

meeting debriefs

• # of executive 

development plans

• # of executives 

participating in TM&SP

• Executives satisfaction

• Degree of policy 

implementation

Process Evaluation

• How well is the process operating – the 

relationship between inputs, activities, outputs, 

and outcomes

• What resources have actually been allocated or 

mobilized?

• Which activities are actually taking place?

• Who is conducting the activities?

• Who is being reached through the activities?

• Which areas need improvement?

Impact Evaluation

• To what degree have objectives/outcomes been 

achieved

• Potential gaps in planning and assumptions

Data Collection Tools

• Document review (EDPs, SES retention, SES 

performance plans, SES performance ratings, 

etc.)

• Interviews

• Surveys

• Focus Groups

• Observation