Succession Planning and Human Resources Management

  • Print Article |
  • Send to a Friend |
  • |
  • Add to Google |

Being the part of human resources team I always try to know the reason behind any change occurred or planned to implement in the organizational structure. Likewise a layman, certain questions can also knock the mind including some of the possible:

If CEO of the company gets retired or surprisingly unable or averse to continue the role within the organization then who will be the next CEO? Who would command the hierarchy if GM quits for any reason? Who will replace the immediate chief if he gets promotion and shifts somewhere else? Certainly there are many other questions one would think upon.

This is the fact that for every successful and winning team, there is a team leader, well versed with the current business situations, with knack of command and decision making authority. Since organizations work for long and its ongoing process to intact the chain of levels and hierarchy irrespective of the personalities. So to keeping the success for long would require the leadership within the organization and in hand proper substitutes to meet any situation gap without delay and without affecting the quality of services. Backup lists are important in succession planning. A careful and considered plan of action ensures the least possible disruption to the person's responsibilities and therefore the organization's effectiveness.

Human resources experts categorize the employees in three categories including those who are ready to next level promotion, those who will be promoted within a year and those who will be promoted in three years or more. By succession planning, organizations identify those workers who are potential and can be a good replacement within a short span of time. Succession planning enables an organization to identify talented employees and provide education to develop them for future higher level and broader responsibilities.

There are many ways to carry the task. One of the techniques is preparing a questionnaire for certain levels asking them to identify their expected immediate replacement and pointing out their weak area for training purposes. Such information is purely confidential and most of the times top management and subsequently middle management carry the practice.

Article Rating (4 stars):
  • article full star
  • article full star
  • article full star
  • article full star
  • article no star
Rate this Article:
  • Article Word Count: 346
  • |
  • Total Views: 116
  • |
  • permalink
  • Print Article |
  • Send to a Friend |
  • |
  • Add to Google |
>