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SpinDistribute.com Article Directory

The following article was published in our article directory on December 22, 2011.
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In Focus: Succession Planning and Human Resource Management

Article Category: Business

Author Name: chickie maxwell

Not all the key leaders in your workplace are visionaries and cancer-stricken like the late Steve Jobs, who managed to name his successor as CEO before he finally left the world of the leaving. It is, therefore, a blessing that human resource management has this thing called succession planning to take care of such sensitive issues with keen objectivity. Succession planning is the on going process of identifying potential future organization leaders and developing their overall competencies to get them ready to assume their leadership roles when the right time comes. Human resource management takes on the tasks of scrutinizing the company's goals and strategic plan, evaluating the profile of their current workforce, forecasting forthcoming trends, and creating a suit of talent and skills development for probable successors , as part of a structured scheme called succession plan.

Merely reviewing the procedure in succession planning would provide one an idea about the intricacies of human resource management. Succession planning begins with an assessment of the organization. Based on the assessment, the important positions are ascertained. The operating manual of the organization is then visited to identify the competencies required for each of the key positions. Grounded on the established competencies of each position, potential successors are identified and their records are evaluated.

The required proficiencies of a key position are compared with the qualifications of the identified candidates. This is the matching phase of succession planning. In some cases, the candidate qualifications fall short of the required competencies. Identified discrepancies are then singled out and development plans are created . Since the execution of development plans require higher investment, particularly, on the budget side, human resource managers go for group development plans instead of individual development plans. When grouping of the potential successors are carefully carried out, group development plans approximate the efficacy of individually designed plans.

After the plans are prepared, these are executed , and an iterative process follows: measurement of the outcomes with respect to the goals of the development program(s), checking of improvement achieved from each phase of the program, and reporting of the overall results of the development program(s). The results of the development program in terms of the skills and competencies acquired are again compared with the required competencies for the specific positions for which the succession plans are being prepared for. If there are still some discrepancies between the competencies and qualifications, the development plans are revised and the loop is repeated.

The exacting requirements of the aforementioned process stand over and above the fact that succession planning is just a small part of the multiplicity of roles performed in human resource management. While other alternatives are available for addressing retirement and succession issues, human resource managers believe that succession planning should be acclaimed as a best practice. Replacement hiring, for example, is a reactive process that uses recruitment and rehiring to fill a need for vacated positions in the company. This method cannot, however, be used if the need is immediate . Succession planning, on the other hand, is proactive and can fill a vacant position within a very short period.

Succession planning is a must for any organization who intends to continue operations after their key officers have retired. In a volatile business setting where developments come and go as rapidly in a click of the fingers, succession planning constitutes a critical job for the human resource staff. It can never be denied that only an effective human resource management system can guarantee the right people for the right job.

Keywords: human resource management

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