For the Learning Executive Blog Q&A series, we’re asking senior leaders:  What about your work keeps you up at night? or What makes you get out of the bed in the morning—and excited to start work? This month, Anne F. Marrelli explains how a new succession planning program at the FAA keeps her—and her organization—moving forward.

Anne F. Marrelli, Ph.D. is the talent management lead in the employee development group in the Air Traffic Organization of the Federal Aviation Administration. Anne has more than 30 years of experience in talent management in the private, public, and nonprofit sectors. Contact her at [email protected].

Q: What makes you get out of the bed in the morning—and excited to start work? 

In the Air Traffic Organization within the Federal Aviation Administration (FAA), we are launching a new succession planning program. As the lead designer, it both keeps me up at night and makes me excited to come to work each day. Every day there are new challenges.  

The United States federal government has not widely embraced succession planning, and there are few agencies that currently have a defined program. And regulations specific to government, such as the Merit Systems Principles and the _Prohibited Personnel Practice_s (sections 2301 and 23012 (b) of Title 5 U.S. Code), pose extra challenges in succession planning that the private and non-profit sectors do not face. For example, several of the processes common to these sectors, such as simply identifying people with high potential and providing them with special development opportunities, could be seen as providing unfair advantages in the federal sphere. 

For each step of our succession planning program, we have designed an approach that abides by both the letter and the spirit of the law. The program’s key objective is to provide participation opportunities to all qualified employees through a structured, objective, merit-based process. For instance, employees nominate themselves for participation in a specific talent pool and submit applications that are objectively evaluated. 

Each talent pool is focused on preparing employees for a specific target job.  Employees who meet the minimum requirements for application to the pool submit a comprehensive, written application and participate in a structured behavioral interview based on several of the competencies identified as critical for success in the pool target job. 

We ask managers for written input on the employee’s demonstration of competencies and their potential for success in the target job. Employees also have the option to indicate a second individual they would like to provide input on their performance and potential; this person may be a previous manager or mentor. If a manager’s or mentor’s report on the employee’s performance and potential is not positive, the employee still proceeds through the pool process. A manager at any level cannot block an employee’s application to the program.

Each employee’s application package—including the written application, the interview results, and the manager’s input—is reviewed by a panel of six incumbents in the target job and the next level up. The review process is highly structured with a scoring system for each section of each component of the application package. For example, each work experience listed in the application is individually rated for the value it contributes to preparation for the target job. In addition, employee’s names are removed from the application packages before they are reviewed to facilitate an objective review.

By focusing the succession planning program on being fair, objective, and merit-based, we are striving to develop bench strength for critical positions within the FAA while providing a wide and diverse group of employees with opportunities for development and advancement.