Succession Planning ID - 153
Succession Planning ID - 153
Succession Planning ID - 153
Prepared by:
Md. Manir Sannyamat
ID: 153, Sec: A (HRM)
18th batch
Department of Management
University of Dhaka
Prepared for:
Dr. Md. Mosharraf Hossain
Professor
Department of Management
University of Dhaka
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1. Introduction
The succession planning becomes one of the most important HR strategic processes. The
organization with the robust succession plan in place that is properly communicated and
executed builds a strong competitive advantage.Succession planning is a strategy for passing
each key leadership role within a company to someone else in such a way that the company
continues to operate after the incumbent leader is no longer in control. Succession planning
ensures that businesses continue to run smoothly after the businesss most important people
move on Succession plan entails evaluating each leaders skills, identifying potential
replacements both within and outside of the company, and in the case of internal replacements,
training those employees so theyre prepared to take over. Succession planning is not a one-time
event; succession plans should be reevaluated and potentially updated each year or as changes in
the company dictate. In addition, businesses might want to create both an emergency succession
plan in the event a key leader needs to be replaced unexpectedly and a long-term succession plan
for anticipated changes in leadership to improve performance.
The 2015 State of Succession Planning Report describes succession planning as, Any effort
designed to ensure the continued effective performance of an organization, division, department,
or work group by making provisions for the development, replacement and strategic application
of key people over time. Succession planning is part of a broader talent management program.
Succession planning aims to attract the best talent, retain those individuals, and develop them
through well-targeted development efforts. Succession planning helps build the bench strength of
an organization to ensure the long-term health, growth and stability.
2. Succession planning
Succession planning is a process for identifying and developing internal people with the potential
to fill key business leadership positions in the company. Succession planning increases the
availability of experienced and capable employees that are prepared to assume these roles as they
become available. Succession planning can be defined as a process of ensuring a suitable supply
of successors for present and future senior positions (arising from business strategy), so that the
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careers of people can be planned and managed to facilitate the attainment of the organizations
needs and individuals aspirations. Succession planning is a necessary part of an organizations
ability to reduce risk, create a proven leadership model, smooth business continuity and improve
staffs morale.
Succession planning is a process whereby an organization ensures that employees are recruited
and developed to fill each key role within the company. Through your succession planning
process, you recruit superior employees, develop their knowledge, skills, and abilities, and
prepare them for advancement or promotion into ever more challenging roles. Actively pursuing
succession planning ensures that employees are constantly developed to fill each needed role. As
your organization expands, loses key employees, provides promotional opportunities, and
increases sales, your succession planning guarantees that you have employees on hand ready and
waiting to fill new roles. Succession planning is the identification and development of potential
successors for key positions in an organization, through a systematic evaluation process and
training.Succession planning is a strategic approach to ensure that necessary talent and skills will
be available when needed, and that essential knowledge and abilities will be maintained when
employees in critical positions leave from an established firm or organization.
The successors have to be kept in the loop; they have to see a real chance to be promoted within
a defined time. The organization cannot afford to select its best talents and let them leave the
company because the employees realize they are valued. Many employees can find a better job
with a higher salary when they mention the succession plan. Human Resources has to make sure
that all personal development programs are executed, and participants are motivated and happy.
It is a difficult goal but the leadership team always measures the success of the program through
big numbers.
The last general goal and objective for the succession planning is about success stories. The
process needs to be based on the communication of achievement stories to the organization.
Employees have to feel good vibrations when the manager tells them that they will participate in
the program. It is a great honor for everyone in the program to be included. It is a role of Human
Resources to send positive and vibrant messages to all audiences. Besides those there are some
specific objective. This are given below
To identify and proactively plan for critical work force positions, by developing a pool of
potential successors and encouraging a culture that supports knowledge transfer and
employee development.
To build human resource programs that attract and retain qualified individuals
Conduct a SWOT analysis of the business to determine its leadership needs now and in
the coming years
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Build relationships with and carefully study the performance and behavior of successors
over a long period of time
Provide a sense of direction, stability and expectations for all key stakeholders:
employees, customers, shareholders and vendors
Retain a critically important employee who might otherwise leave if not formally
recognized as the successor
Aligning strategic goals and human resources to enable the right people in the right
place at the right time to achieve desired business results
The development of qualified pools of candidates ready to fill critical or key positions
Helping individuals realize their career plans and aspirations within the organization
Appointing the wrong person can lead to a variety of problems that result in poorer
company performance and turnover
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Pulling the trigger too quickly to appoint someone only to have a better candidate appear
later on
Engaging in succession planning when the business is immature may lead to erroneous
conclusions about leadership needs
A poorly conducted succession planning process will lead to poor decisions, disharmony
and ultimately poor company performance as well
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and employees to accurately define the employees role and current priorities, and 2) the
employee ensuring that management has the information and resources to refill the role
Succession planning should be in accordance with up-to-date personnel policies.
Hiring of new employees must be in accordance with up-to-date personnel policies to
ensure fair, equitable and legally compliant employment practices.
Quality in managing succession is proportionate to the quality of the new employee.
The best way for management to promptly convey expectations of high quality to a new
employee is to convey that high-quality in how the employee was hired. The more
thorough and careful that management does the succession, the more likely that the
organization will get a new employee who successfully fills the position for the longterm.
A deliberate and systematic effort in an organization to ensure that key leadership continuity is
key positions retain and develop intellectual and knowledge capital for the future and encourage
individual enhancement
Planning occurs when an organization adopts procedures and practices that Identify, develop
and work toward long term retention of talented individuals.
To identify ongoing needs for replacement and design appropriate training and employee
development programs;
To increase the pool of talented employees to fill key positions;
To add value to the organizations strategic plan and contribute to ongoing business strategies;
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In the succession planning model, there are six steps .these are given below
Step 1: Identify Key Positions
Succession Planning identifies necessary competencies within key positions that have a
significant impact on the organization. Criteria for key positions may include:
Positions that require specialized job skills or expertise.
High-level leadership positions
Positions that are considered mission-critical to the organization.
Step 2: Build Job Profiles for each Key Position
Determine the key success factors of the job and how proficient the job holder would need to be.
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This information can be obtained several ways, including performing job analysis or gathering
critical information during the performance appraisal process. The information that should be
gathered includes the knowledge, skills, abilities, and attributes that the current employee in a
position possesses that allow for the competent and efficient performance of the functions.
Step 3: Competency Gap Analysis
Using the job profile of competencies determine the tool required to gather data on
current
Employee competencies for the key positions
Analyze the difference between current employee competencies and future needs
Document findings for development opportunities
Step 4: Development Opportunities
Assess the abilities and career interests of employees
Candidates should demonstrate high potential or ability that will enable them to achieve
Success at a higher level within the organization. Preferably, the list of possible replacements
should be stored in a database so that the organization can easily track candidates.
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Keep an inventory of current and future needs and maintain the information for
individual and group development
Position name
ency Director
Incumbent
Retirement
Name
status
Mr.Sabid
Critically
Number of
Number of stuff
Succession planning
staff ready
ready in 1-2
priorities
now
year
Mrs. Rakhi
Mr.
Hoque
Director
Director
ance Director
Tahsin
Ahmed
Mr.Ihsanul
Hamim
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mmunications
Farnaz Sabiha
ector
Retirement Status:
A: Retirement likely within 1 year
B: Retirement likely within 3 years
C: Retirement eligible within 5 years
Criticality:
1: Critical - Must "hit the ground running"
2: Very Important - Fully functional within 6 months
Size of the organization: some nonprofits have so few positions that they may not have
the ability to offer opportunities for advancement; employees with the potential and the desire
to advance their careers may move to larger organizations as a result
Lack of financial resources: employees may leave for better salaries and benefits offered
in other workplaces
The nature of funding: as more and more organizations depend on project funding as
opposed to core funding, there are fewer core staff members available to take up positions in
the organizations
Project staff come and go and may not be seen to be part of the talent pool available to
organizations
In some cases, senior leaders are staying on in their positions, despite the fact that the
skills needed for the job may have changed or they are no longer making a meaningful and
productive contribution to the organization
Indiscriminate inclusion of employees in the succession plan including those who are
disinterested, unmotivated or lack capacity to advance
Inadequate training and development resulting in an employee who is not prepared for a
promotion
A plan that does not promote people in a timely fashion, leading potential successors to
leave the organization to seek new opportunities
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Poor communication resulting in confusion and turmoil within the organization as staff
speculate about what the succession plan really is
Potential candidates for promotion cannot be guaranteed that they will be promoted; a lot
depends on timing and need of the organization
13. Conclusion
A succession plan, simply put, is a component of good HR planning and management.
Succession planning acknowledges that staff will not be with an organization indefinitely and it
provides a plan and process for addressing the changes that will occur when they leave. Most
succession planning focuses on the most senior manager - the executive director, however, all
key positions should be included in the plan.
Succession planning is not an issue that many organizations address in any systematic way.
Because many nonprofits are small (with fewer than 10 employees) and because they may be
facing other organizational challenges, thinking about who the next executive director might be
or what would happen if the director of finance suddenly left is not high on their priority list.
There are many reasons why organizations need to be thinking about succession planning. The
most important reason, of course, is that we rely on staff to carry out our missions, provide
services and meet our organization's goals. We need to think about what would happen to those
services or our ability to fulfill our mission if a key staff member left.
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Reference
Definition
of
succession
planning,
viewed
13
July
2016,
from
https://en.wikipedia.org/wiki/Succession_planning
The
steps
of
effective
succession
planning,
viewed
14
July
2016,
from
http://www.halogensoftware.com/blog/8-steps-for-effective-succession-planning
Caldwell, A. 2007. Elements of effective succession planning: a working paper for the UCEDDs.
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Conger, J. and Fulmer, R. 2003. Developing your leadership pipeline. Harvard Business Review,
81(12), pp. 76-84
Griffiths, M. 2012. Effective succession planning in nursing: a review of the literature. Journal of
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Reid, J. and Gilmour, D. 2009. Succession planning: out with the old and in with the new, or a
tool for organizational success? Journal of Perioperative Practice, 19(1), pp. 2
Wallin, D. 2007. Succession planning: developing future leaders from within. Academic Leader,
23(1), 2-8
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