Assemble a Succession Planning Committee 

Begin by determining who will participate in the succession planning process. The Succession Planning Committee will help guide the development of your plan.   

 As you determine your Succession Planning Committee members consider:  

The size and structure of your organization  

  • In smaller health departments, you may decide to include board of health members. You could also consider including the entire staff. 

  • In larger departments, it may be more effective to convene a representative, interdisciplinary group. 

Your leadership team 

  • Ensure that part of your leadership team is involved, especially those who directly supervise the positions being planned for.  Ultimately, these leaders will serve as process owners for talent development and the overall succession planning process, so it’s important to have their input throughout the process.  

Include employees with insight into key competencies and operational needs 

  • Staff at all levels are of value to a committee because they have knowledge of which roles might and might not have a significant impact on the department’s ability to achieve its mission and deliver essential public health services. 

Your organizational culture  

  • Who you involve in succession planning reflects your organization's values. Including a diverse group beyond just senior leadership can foster transparency, strengthen trust, and encourage broader ownership of the process.  

  • Being intentional about who is at the table especially when discussing internal talent, signals that succession planning is not just a top-down process, but a shared responsibility that values the contributions and development of all staff. Committee members should also understand expectations related to confidentiality and appropriate participation when discussing employee development, readiness, and organizational risk. More guidance on this is included in the next section.  

Human Resources Representation 

  • Consider including Human Resources staff on the succession planning committee, particularly those involved in workforce development, hiring, onboarding, classification, compensation, or employee relations. 

Confidentiality and Appropriate Participation on a Succession Planning Committee 

Succession planning discussions often involve sensitive information related to employee readiness, performance, potential, career aspirations, and organizational risk. To protect employees and maintain trust, committee members should follow these guidelines: 

  • All information shared is confidential and should not be discussed outside of formal succession planning conversations. 

  • Committee members should not discuss individual employee status with peers, direct reports, or colleagues unless formally authorized. 

  • Employees should not be surprised by what is discussed about them. Any development needs or career potential discussed should be aligned with information already shared through performance reviews or professional development conversations. 

  • Use discretion and professionalism when discussing personal factors (retirement readiness, health considerations, interest in advancement). 

  • Documentation should be stored securely, accessible only to authorized leaders/HR. 

Committee members should not be included in discussions where a real or perceived conflict of interest exists.  For example, to maintain fairness and confidentiality:  

  • Peers should not participate in decisions about each other’s positions. 

  • Employees should not participate in succession planning discussions related to their direct supervisor’s position. 

  • Supervisors may participate in discussions about their direct reports but should not have unilateral decision-making power. 

  • Individuals with personal conflicts, strained relationships, or bias concerns should be excused from relevant discussions. 

  • If someone on the committee is a candidate for advancement, they should not participate in planning related to roles they might be considered for. 

Guidance on Levels of Discussion 

Full committee: 

  • Overall process and structure 

  • Criteria for readiness 

  • Organizational risk and workforce gaps (without naming individuals) 

  • General pipeline strength 

Confidential - Restricted or Leadership-Only: 

  • Individual names and readiness levels 

  • Performance concerns 

  • Sensitive personnel context 

  • Final decisions 

Once you have identified members, you are ready to begin convening your succession planning committee.  

During the first meeting  

  • Explain what succession planning is and why it matters to your department.  

  • Provide a high-level overview of the steps involved in succession planning.  

  • Review the tools they will be using for each Step. 

  • Set the tone for open, respectful discussion focused on development and the future.  

  • Consider whether any of this information can be shared with committee members prior to the meeting as a pre-read.