Ontario Municipal Human Resources Association

Municipalities across Canada are entering a period of significant organizational change. A generation of senior leaders, many with decades of service, deep community relationships, and an encyclopedic understanding of municipal operations are preparing to retire. In Ontario, the appeal of the Ontario Municipal Employees Retirement System (OMERS) makes the decision even more attractive, and many will step into second careers, consulting roles, or part‑time work elsewhere. This shift presents a serious challenge for municipalities. Without a plan, municipalities risk service disruptions, leadership gaps, and a steep learning curve for those stepping into critical roles.

Guiding organizations through this change requires a proactive and structured approach. Succession planning is no longer a “nice-to-have”—it is a strategic necessity.

Building a Succession Planning Framework

Building a succession planning framework that implements best practice strategies requires:

• Active Leadership: Senior leadership must move from passive approval to active participation in talent reviews and mentoring. This includes transitioning from “doing” to “coaching”.
• Formation of Succession Committees: Establishing a formal committee (including HR professionals and Department Heads) ensures a holistic and objective approach to planning.
• Ongoing continuous planning: Treat succession as an ongoing business process rather than a one-time event triggered by a departure.
• Prioritize Transparency: Clearly communicate the succession process and criteria to all employees to manage expectations.
• Gap Analysis: Compare future skill requirements with current capabilities. Organizations often underestimate emerging competencies such as change leadership, digital fluency, and cross-functional collaboration. Identifying gaps early allows for intentional developmental planning.
• Define Critical Roles: Use job analysis to identify critical positions essential to municipal operations.

Integrating Training and Development as an Effective Foundation for Succession Planning

A robust succession plan uses training and mentorship as the primary engines for readiness. Performance requirements are mapped to core competencies required for success in the various roles.

Training:

Assessing high-potential employees against future needs reveals skill gaps and enables targeted development plans. In addition to training modules, individual learning and growth is enhanced by experiential learning such as:

• Stretch Assignments: Assign potential successors to lead special projects or committees to test their leadership in real-world scenarios.
• Job Shadowing & Rotations: Allow candidates to rotate through different departments to gain a broader organizational perspective.
• Overlap Periods: When a transition is imminent, provide a period where the outgoing leader and successor collaborate directly for a smooth handover.

Mentoring:

Structured mentorship programs should be built into the operating model for succession planning. Integrate development early by pairing new hires with mentors and embedding a culture of continuous learning that supports them throughout their careers. This is a proven method for effective knowledge transfer ensuring tacit knowledge, unwritten rules and cultural nuances are passed along.

The Strategic Role of HR

For most municipalities, senior management such as CAOs and Department Heads are responsible for succession planning. However, HR professionals are often called upon to assist and guide the process of succession plan implementation. HR professionals see the full organizational landscape including retirement trends, labour market pressures, internal talent potential, and the cultural readiness for change. This vantage point allows HR to lead the organization through transition with clarity and intention.

One of the most effective tools at HR’s disposal is the environmental scan. By analyzing internal workforce demographics alongside external labour market trends, HR can identify which roles are most at risk, where skill gaps may emerge, and how competitive the hiring landscape will be. This data-driven approach enables municipalities to prioritize succession planning efforts across all departments, including leadership positions.

Training and Mentoring are Key to Succession Planning

Guiding municipal organizations through change requires shifting from a reactive mindset to one of preparedness. The most effective organizations invest early, offering training that builds foundational knowledge by equipping emerging leaders with this baseline understanding. Soft skills training, such as communication, decision-making, delegating, and conflict resolution, are critical for future leaders navigating the complexities of municipal environments. Mentorship is what brings succession planning to life. Many of the most valuable lessons in municipal government are learned through experience. Organizations that invest in succession planning, training, and mentorship today will be better positioned to maintain continuity, preserve institutional knowledge, and sustain high levels of service delivery. For HR professionals, this is an opportunity to leverage your expertise to guide and assist in the implementation of a succession plan.