2. SUCESSION PLANNING
Succession planning is the systematic process of defining
future management requirements and identifying
candidates who best meet those requirements.
involves using the supply of labor within the organization
for future staffing needs.
With succession planning, the skills and abilities of current
employees are assessed to see which future positions
they may take within the organization when other
employees leave their positions.
Sucession planning is typically used in higher-level
organizational positions, such as executive-level positions.
3. SUCESSION PLANNING
For instance, if a company predicts that its Chief
Executive Officer will retire in the near future, the
organization may begin looking months or even
years in advance to determine which current
employee might be capable of taking over the
position of the CEO.
Source of candidates can be from internal /
existing employee, lower-level manager and also
from external as long as the qualification of the
position is fulfilled
4. STEPS IN SUCESSION PLANNING
1. Human Resources Planning
2. Assessing Needs And Developing
Replacement Charts
3. Developing Managers
4. Developing Replacement Charts And
Identifying Career Paths
5. HUMAN RESOUCE PLANNING
Forecasting the organization's needs for employees
at upper levels.
Some staffing needs can be anticipated, such as a
known upcoming retirement or transfer. Others are
less predictable like leave for other companies,
retire unexpectedly, or even die, resulting in a
need to hire from outside or promote from within.
6. Assessing Needs And Developing
Replacement Charts
Define and measure individual qualifications needed
for each targeted position .
Existing employees must be evaluated on these
qualifications to identify those with a high potential
for promotion. Involve assessing both the abilities
and the career interests. External source of
candidate can be assessed by general mental ability
tests, personality tests, and assessment centers.
7. Developing Managers
Development of the managers who are identified as
having promotion potential .
Some of the activities may include :
Job rotation
overseas assignment
Education
Performance related training
8. Developing Replacement Charts
And Identifying Career Paths
Identifies a career path for each high-potential candidate—
those who have the interest and ability to move upward in the
organization
A career path is the typical set of positions that an employee
might hold in the course of his or her career
Replacement charts indicate the availability of candidates
and their readiness to step into the various management
positions
9. PROBLEMS IN SUCESSION
PLANNING
Crowned Prince Syndrome
Talent Drain
Managing Human Resource Information
10. Crowned Prince Syndrome
Upper management only considers for advancement, those
employees who have become visible to them.
The "crowned prince." is often one who has been involved in
high-profile projects, has a powerful and prominent mentor, or
has networked well with organizational leaders, who is likely to
be promoted even if these other employees are available.
Performance problems is potential outcome of this syndrome, and
also the motivation of current employees may suffer if they feel
that their high performance has been overlooked. This may result
in turnover of high quality employees who have been overlooked
for promotion
11. Talent Drain
Because upper management must identify only a small group of
managers to receive training and development for promotion,
those managers who are not assigned to development
activities may feel overlooked and therefore leave the
organization.
This turnover may reduce the number of talented managers
that the organization has at the lower and middle levels of the
hierarchy. Exacerbating this problem is that these talented
managers may work for a competing firm or start their own
business, thus creating increased competition for their former
company.
12. Managing Human Resource
Information
Managing large amounts of human resources information is
not easy.
And the challenges of comparing distinct records of
performance to judge promotion capability, and this
information overload is likely to increase the difficulty of
successful succession planning
