Essays on Succession Planning and Strategic Planning Essay

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The paper "Succession Planning and Strategic Planning" is a wonderful example of an essay on management. Stated most simply, a problem is a difference between what is, and what might or should be. "No child should go to bed hungry, but one-quarter of all children do in this country, " is a clear, potent problem statement. Another example might be, "Communication in our office is not very clear. " In this instance, the explanation of "what might or should be" is simply alluded to. Write down a "problem statement" – a comprehensive definition of the problem.

Before you do, remember to define the problem in terms of needs, and not solutions. If you define the problem in terms of possible solutions, you're closing the door to other, possibly more effective solutions. "Violent crime in our neighborhood is unacceptably high, " offers space for many more possible solutions than, "We need more police patrols, " or, "More citizens should have guns to protect themselves. " Business organizations operating in the United Arab Emirates (UAE) are investing huge amounts of time and money in creating and implementing leadership and employee development programs to maintain a steady talent workforce (Lim, 2013; PricewaterhouseCoopers, 2015).

However, current business organizations are presently encountering difficulties in sustaining talents, leadership, and productivity because of the changing demography of workers and attitudes towards work. The situation is likely to worsen in the foreseeable future. In the UAE, the current demographic trends of the entire labor force show a highly aging population of the Baby boomers and the entry of the Gen Y workforce in a tight labor market (Lim et al 2011; Lim, 2013). As Lim et al (2011) established, a talented crop of employees, the majority of who come from the Baby boomer generation, are either retiring or considering retiring in the UAE.

The situation is an indicator of problems in ensuring organizational continuity in terms of talents, leadership, culture, and productivity. Additional problems include gaps in leadership positions as well as a vacuum of leadership skills (PricewaterhouseCoopers, 2015). Yet, the Gen Y who are supposed to take up their places is coming up with work cultures that pose threats to ensuring continuity of cultures while they succeed the Baby boomers (Lim et al 2011).

According to Kim & Yang (2013), while the Baby boomers tended to build their professional careers in a highly competitive environment, Gen Y workers continually seek career advancements, have a more international perspective, need more training, seek flexibility at work and lack the willingness to stay in organizations for the long-term. Critically, when the Baby boomer moves out over the next seven years or more, organizations will be shifting their sources of competitive advantage from tangible assets to tacit knowledge embedded in the minds of employees (Kirkland, 2010).

This calls for effective mechanisms to evade the risks of the disappearance of valuable human resources and to promote continuity (Kim & Yang, 2013). Organizations need effective succession planning strategies to manage their operations when the workers move out of the organization while seeking advancement in their career, retirement, termination, long vacations, or death. Succession planning is therefore a critical concern since a large proportion of the Baby boomers are either retiring or considering retiring. Succession planning will help organizations to deal with their talent pipeline.

According to Ebrahimi and Mohamad (2011), business organizations need to focus their attention on succession planning to transfer talent and leadership to younger generation of workers to avoid leadership and innovation crises in the foreseeable future. This shows the significance of applying succession planning to fill vital vacated positions. Given current trends in career planning among younger employee generations, new strategies in succession planning are needed to develop and retain a talented workforce.

References

Ebrahimi, S. & Mohamad, N. (2011).Succession Planning: A Necessary Process in Today’s Organization.International Journal of e-Education, e-Business, e-Management and e-Learning 1(5), 371-377

Kim, J. & Yang, Y. (2013).What can we do to attract and retain young people to our company as we find it difficult to attract employees at all levels? Retrieved [22 Feb 2015] from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/student/40/

Kirkland, E. (2010). Workforce/Succession Planning and Strategic Planning. Alexandria: International Public Management Association for Human Resources

Lim, H., Tayeb, L. & Othman, A. (2011). Understanding the new Middle-East workforce: Employment expectations of Generation Y professionals in Saudi Arabia. Journal of Research in International Business Management, 1(9), 262-277

Lim, H. (2013). Work Motivators of Saudi and Emirati Generation Y: A Pilot Study. International Journal of Economy, Management and Social Sciences 2(5), 85-195

Peter, K. (2012). Understanding ‘Generation Y’ In The UAE.Gulf Business. Retrieved [22 Feb 2015]:

Vanguard (2013).Baby Boomers and Equity Returns: Will a Boom in Retirees Lead to a Bust in Equity Returns? Retrieved [22 Feb 2015]:

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