Succession Planning Procedures
Organizations undertake succession planning to develop, hone and nurture employee talent for advancement and promotion purposes. Top management identifies and shortlists a few employees to fill possible vacancies. The chosen few are extensively trained and developed through job rotation. Often a meticulous process needs to be adopted to ensure the progression takes place in a smooth manner.
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Role of HR
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The Human Resource department initiates the organization of probable job openings. They must tabulate all the factors, such as the required expertise, skills, educational qualifications and experience as well as the anticipated time frame the opening is likely to occur. All the appropriate departmental managers likely to have suitable candidates for the job are told to encourage those individuals to apply.
Once all the applications are received, HR then gauges the preparedness of all the employees for the new job. Again, another report is prepared that comprehensively analyzes the present skills of the employees vis-à-vis the skills required for the job.
Training and Development
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An in-depth analysis is conducted to study all those areas where the succession nominees need training to attain the level of the employee presently in the job. The immediate superiors and peers of the succession nominees are consulted and strengths and weaknesses for each employee are elicited.
Once the training areas are fixed, then a plan is devised on how to impart the training. It will cover points like whether it is to be outsourced or handled in-house, or imparted full- or part-time. Options are considered, and the best option is agreed upon.
The actual training then starts. The employees are trained on all technical aspects of the new job so they will excel.
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Choice of best candidate
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Once all the succession nominees are trained, they are then judged and compared on various parameters such as strengths and weaknesses in performance, past records, behavior and intrapersonal skills. The trainers provide feedback for all the employees who received training; the immediate superiors provide individual reports for their respective subordinates.
HR tabulates these pointers and forwards them to management, who decides on the best person for the job.
The selected candidate then receives hands-on training from the outgoing employee.
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References
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