Succession Planning ( Selection and Training of Staff (A. Assessment of…
Selection and Training of Staff
The hard part, many orgs get lost here because they spend too much focus on planning
SPs seek to create strong talent pools
A. Assessment of org. and individual training needs
General admin. and org.
Tech. and Qualitative
Analytical and Conceptual
Identify opportunities to redefine vacant positions/existing roles, reallocate talent, or outsource job functions to max. efficiency and effectiveness (p. 300).
Sustainability of the program and impact on the workforce
"Find those employees who have a high sense of job satisfaction, encourage proactive career development, and provide growth opportunities to those who are willing or able (Berchelmann, 2005; Karaveli & Hall, 2003). (p. 301).
Create urgency for buy-in and commitment from top management and deal appropriately with resistance to change
Give reasons for turnover, job complacency, low morale, have values clarification, strategic planning sessions, etc.
Development of a Succession Plan
Succession analysis to predict # of employees to staff specific positions (Pynes, 2004) (p. 299).
Protocols to align strategic priorities
Assessment and measurement
Establish competencies matching strategic focus of org.
"Comprehensive, organization-wide, competency-focused, employee-centric career development program relying on multiple dimensions of feedback" p. (301).
Ex: Plano, Texas
City has an aging workforce and many will be retired very soon
Management Preparation Program of Plano: Develop a program for existing employees to teach skills for executive positions and leadership
~30 % city workforce: managers with bachelor's or higher and at least 3 years supervisor experience
Assessment Center tests: "decision making, interpersonal competence, public speaking competence, technical competence, and flexibility in handling problems"
Training Options: Communication and relationship building, conflict management, leadership, presentation skills, and legal environment
(SP): "the plan an org. employs to fill its most critical leadership and professional positions"
"Ongoing, purposeful, and systematic identification of qualified and appropriate successors to leadership, with a commitment to assessing, developing, and investing in org. leadership to enhance performance, development, and preparedness" (p. 298).