Succession planning is the plan an organization develops to meet its most critical employment needs. Although frequently used in the private arena, succession planning is rarely employed in the public sector. Can public organizations, with inherent bureaucracy and meritocracy, sustain a talented workforce given the impending changes in the workforce? Using a case study of a municipality known for its succession planning model, this article suggests that government agencies are capable of building a functioning and effective talent pipeline. Specific findings are suggested to prepare public organizations in their own planning efforts.
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