Article
Why workforce succession planning can’t wait
Aug. 22, 2025 · Authored by Caitlin M. Humrickhouse, Allison LeMay
In today’s public sector landscape, workforce succession planning is no longer a “nice to have” — it’s a fiscal and operational imperative.
Government leaders typically understand the basics of workforce succession planning, but many still underestimate the urgency and the financial impact of not acting decisively. With personnel costs easily consuming over 70% of a public entity’s total budget, managing your workforce strategically is one of the most powerful levers you have to protect your organization’s future.
The clock is ticking
The public sector is facing a perfect storm: an aging workforce, a surge in retirements post-COVID, and a labor market that’s increasingly difficult to navigate. Add to that the unpredictability of today’s environment, and the case for proactive planning becomes even more compelling.
Make no mistake: This isn’t something to put off until next year, or even next quarter. For many roles, especially those requiring specialized skills or certifications, you need at least a two-year lead time to ensure a smooth transition. If you’re not already having these conversations, the best time to start is today.
Include all your positions
Workforce succession planning isn’t just about preparing for leadership transitions. It’s about ensuring continuity across all levels — especially in roles that are critical for service delivery and revenue generation. Entry-level positions, often overlooked, can pose just as much risk if left unfilled or poorly transitioned.
Despite common misconceptions, planning for continuity across all levels can also include unionized positions. Done well, workforce succession planning is about developing a pool of qualified candidates, not pre-selecting individuals. It’s about creating career pathways across departments, giving employees opportunities to grow within your organization. When employees see a future for themselves in your organization, they’re more likely to stay — a mindset that, in turn, reduces costly turnover and preserves institutional knowledge.
