Succession Planning at Commerce

Succession planning at the Department of Commerce (DOC) is a structured process for identifying and developing a pipeline of talent for mission-critical positions that directly impact the Department’s ability to achieve its strategic goals. This approach reduces the risks associated with the planned or unplanned loss of institutional knowledge and skills that are essential to advancing Commerce’s mission.

Succession planning is closely linked to and follows workforce planning. Workforce planning provides the analysis needed to identify gaps and future workforce requirements, while succession planning builds the pipeline of potential successors who are prepared to compete for key roles. Within the DOC Workforce Planning Framework, the decision to pursue succession planning typically emerges in Step 3: Execute Strategies and Monitor Progress, based on the findings from Step 2: Plan for Desired State.

Some may ask whether succession planning can be conducted independently of workforce planning. The answer depends on the intent:

• Preparing a talent pool for future leadership or technical positions – This is most effective when aligned with workforce planning to identify which positions should be prioritized.
• Capturing knowledge from employees approaching retirement or departure – This does not require a full workforce planning cycle. Instead, Commerce can use targeted succession tools, such as the Knowledge Transfer Questions or Succession Profile Worksheet, on an as-needed basis.

By integrating succession planning with workforce planning, Commerce ensures continuity of leadership, preserves mission-critical knowledge, and strengthens organizational resilience.

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Contact:

Ron Miller
Strategic Workforce & Succession Planning Program Manager
Email: [email protected] 

Email: [email protected]. This is the primary email address for submitting consultation requests for assistance.