Succession Planning - Management Concepts

Previously, the unexpected loss of an experienced leader without a timely replacement was extremely effecting the department. And just as Fibuch & Way (2012) suggested, the best solution to reduce those challenges is to cross-trained qualified employees within the organization for leadership roles. It is important also for organization to recognize and view their existing skill sets in terms of their future operations. Consequently, succession planning should be an essential element of organization's strategic

Because leadership is a key force in determining an organization’s success or lack thereof, the Gordons should consider putting a succession plan in place as soon as possible and should start grooming the would-be successor(s).

The problem is Quilcene Fire Rescue does not have any type of succession plan in effect and is ill prepared to deal with the career chief exiting the organization on short notice. There is not a familiar rank structure with qualified individuals holding positions throughout the organization that are available to move up in the organization and occupy the fire chief position. The purpose of this applied research is to identify the mechanisms that would need to be put into place to institute an informal or formal succession plan for Quilcene Fire Rescue.

I would advise the CEO that to better serve the company’s desire we would start with a strategic plan by setting goals and objectives. It would be best to elicit the opinions of every staff member on how they feel about the company’s goal. After listening to the staff opinions on how best to implement the goals, a plan is to be put in place detailing the steps by steps on how to achieve each tasks. I would emphasize to the CEO the importance of setting goals and communicating them effectively to the staff members, especially those who will be the managers. Additionally, the CEO is to consider the needs of each individual in the company. It is important to address both the task and the needs of the employees ( Phillips & Gully, 2014).

The makeup of today’s workforce is changing, it is estimated that the “millennial” generation will outgrow the Baby Boomers to be the largest living generation in the United States. This poses some unique opportunities and challenges for private, public, and nonprofit sectors. For the public sector they will need to understand how this generation wants to engage in the workforce. For the continued success of the San Francisco Controllers office, I recommend to develop strategies for both recruitment and succession planning for this new generation. Understanding current organizational gaps, millennial motivations in the workforce, and capitalizing on this generation’s desire for skill and leadership development, will ensure that the Controller’s Office will be able to carry out their goals for the future.

Every organization should have a strategic plan to achieve its goals in a limited time period, the strategic plan has many variable models. The strategic planning process that we studied needs a collaboration between the organization’s staff, board members, and strategic plan committee. This strategic planning process has ten guide steps.

Due to these potential estate and management succession problems, the current president can either continue operating as a family-owned business or sell the out. In order to keep this business as family-owned, Mr. Gorman will have to think of a succession plan after his retirement.

Formal succession planning should be a systematic approach in preparing lower level employees to handle the responsibilities of the senior management in the forthcoming years. It helps to identify the capable employees who have the potential to fulfil these critical roles in the hierarchy.

Similar to Finkelde, Samuel Chand and Dale Bronner also point out that preparing an organization for future leadership transitions can also bring benefits today. Succession planning ensures that “leaders and managers at all levels remain in sync with company goals, have defined career paths and developmental opportunities, and prepares you to respond effectively when key employees leave unexpectedly. In addition to developing leaders, a good succession plan ensures that your wisdom and knowledge transcend the current generation.” “When implemented properly, succession planning creates a leadership culture within the organization. A true leadership culture is one that identifies and develops people who are able to function across an organization, who are cross-trained in a variety of responsibilities, and are ready to adapt to a new role with competence and confidence,” say Chand and Bronner. The benefits of succession planning are for now and later.

Additionally, business leaders take responsibility for their actions. They don’t make excuses for something that happened instead acknowledge and understand what went wrong to prevent it from happening again. Similarly, in order for the business to reach its goal the owner needs to share the vision with employees. Employees don’t recognize why the plan is important yet which is why leaders to take an enthusiastic approach to motivate them. In fact, aligning the vision, value, and goals of the plan will help employees strategize on how to achieve

The decision to begin, enter, or continue with a business venture has a specific amount of risk associated with the undertaking and once begun specific goals and objectives need outlining and measurement devises put in place to confirm the future success of the entity. In a simple form, a strategic plan determines where an organization is going during the year to two years, how it will get there, and if it can reach the objective desired. There is a variety of approaches in a strategic plan but what need the most consideration is the leadership in an organization, organizational culture, and the organizational environment. One manner of ensuring the continuity and attainment of a

High- potential candidates are recognized for their future potential based on current high performance (Pintar, Capuano, & Rosser, 2007; Rothwell, 2010). The best practice for identifying high-potential individuals is through an objective systematic process (Rothwell, 2010). Once identified, high-potential candidates must be evaluated using desired leadership competencies to identify strengths and weaknesses. Individual and group assessments are then used in designing leadership development workshop curriculum and experiential learning activities (Coonan, 2005). For effective and transparent succession planning, deliberate evaluation and dissemination of desired outcomes are required (Shirey,

According to Baridam (2001), it is not enough to review literature without presenting the studies by topic and determining how each of these topics relates to the researcher’s own study. A systematic presentation of the literature forms the foundation of the study.

Companies should formalize a commitment to diverse succession planning throughout the organization and viewing it as a broad-based strategic imperative instead of solely a human-resources function.

Succession planning is an area within the City where HR is acting as a strategic partner. Currently, HR is looking at the overall needs of the City and how it will change in the next 5 to 10 due to retirement. HR identifies positions and staff and has made suggestions for training and development. Other positions are being re-evaluated to determine need and future requirements. Decisions such as consolidating roles into one position or splitting one position into two are determined by the suitability of existing candidates. HR evaluates the existing talent and provides strategies to develop it, such as mentoring. HR also has to convince the City to support the expense of cultivating staff rather than hiring staff with those skills already in place. The high costs of recruiting versus the costs of educating and training proven staff with leadership qualities have helped to build and communicate a strong