Succession planning can be said to be a process that helps determine critical roles within any given company and its main role is that of identifying and assessing the possible successors and thus providing them with appropriate skills and experience for the present and the future organizations opportunities. In short, succession planning will mainly comprise of some of these fundamental steps; The issue of recruitment and/or staffing within the Organizations development and Training, the organizations must train their employees to help develop their skills, knowledge, and abilitiespreparing those who will take over roles for advancement/promotion into their ever more complex and demanding roles- this is what is termed as compensation and performance management the organizations must be in a position to prepare to retain their employees or replace the existing superior employeesAccording Murphy (2009) in Her Journal; Succession planning in practice, the typical activities that will be covered by any would be succession planning will include; the determination of the skills and roles that will be or are very critical for growth within the companyidentifying and understanding the role played by developmental needs of the employees to fill in those positionsensuring that all the key and valued employees will understand their career paths and the roles that they will be developed into to help them to fill inThe organizations should be willing to train their existing workforce for skills and positions not existing currently in their company/organizations i. e.
they should train people for positions and skills not presently offered in their organizations/companyunderstand the time needed to backfill key rolesorganizations should try and enrich their existing succession plans by regularly having executive discussions of their employees and posts, this then leads to the organizations identifying their top performers in the existing departments and thus making sure that they will be satisfied and engaged to stay within the organization for longIn all the organizations that exist whether in the public or private sectors, there is a great need to find people that will help fill in the top and key leadership positions.
This process needs to be well managed and that is where succession planning comes in handy, back in the days during the traditional era, the large blue chip organizations had a very well organized and secretive internal succession plans for their employees who would then fill in the existing key posts through proper planning to help shape their career paths and thus provide necessary range of experience.
These schemes were able to work at a very reasonably and well organized stable environment that had their structures fixed and long-term careers. This kind of succession planning declined in the 1990’s due to the rapid changes hat had or were occurring within the business sectors, the argument being how one could plan ahead when they were not sure of the existence of the same job in the future?
The result was that organizations the opted for top jobs recruitment from outside their organizations. The traditional succession planning had failed to take into consideration the existing non-managerial roles- for instance the case of a brilliant scientist who preferred staying in his research role position and might be very crucial to the organization in the near future. In the current trend of ever growing skills shortage and the lack of confidence in leadership potentials of the organizations existing workforce, the lost interest in succession planning was revived.
Take the case of the CIPD/DDI survey on global leadership in 2008-2009 which showed that only 44% of the leaders in a given organization will rate other leaders within the same organization as either excellent or good. The current succession planning is evidently different from the traditional old version since it has a broader vision and closer links to a wide link of talent management practices. Tansley et al.
(2007) in a very recent survey; War on talent? , Have found evidence that talent management through association leads to succession planning becoming more and more important in any would be economic downturn. This means that during very uncertain times it will be more significant than ever had been for an organization to know where their key talents sit within their organization and how they will develop some of their employees to help meet long-term and short term critical issues within their business/organization.