Greer And Viricks Model Of Diverse Succession Planning

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

Diversity must be created and maintained with in organizations. The purpose of this paper is to examine the impacts of diversity onto an organization in addition to explaining the legally mandated and stakeholder driven explanations for mandatory diversity.

Throughout the book The Loudest Duck by Laura A. Liswood, we learn about what it means to be truly diverse and how to obtain this diversity. The book gives many examples of how and why it is important for companies to be diverse. Through this paper I will be outlining the main points the other made and share some of the lessons I feel are important.

organization’s goals and vision as it relates to diversity; (3) Recruitment and Retention serve as a

As diversity and inclusion gain more attention in the society, more research has been done on their impact to organizations. Not too long ago, organizations implemented diversity management initiatives, such as affirmative action and equal employment legislations, just to fulfill their legal requirements (Jayne and Dipboye, 2004). However, diversity and inclusion have since then become a business imperative.

Talent management is a complex issue in many organizations where the management usually grapples with during the 21st century. Effective businesses manage and embrace its talent pool in the growing business complexity. Particularly, effective talent management in the modern business environment should boost knowledge development along with sharing knowledge, and acknowledging that all its employees should be able to swiftly react to challenges and change. Leaders must in the forefront in nurturing and grooming the young generation to take over the leadership in the organization in the future to avoid management gaps or avoid in the prospect. Organizations should acknowledge that they have the best talent to thrive in the ever-changing competitive and more complex universal economy. Besides facing the pressure to recruit, build up, as well as retain capable individuals, companies are conscious that they should supervise talent as a vital asset to attain the best results. Companies have recognized that managing talents play a critical role in increasing productivity, thus improving efficiency in the organization (Schweyer 2004).

Helen Norton, “the Director of Legal and Public Policy for the National Partnership for Women and Families,” says, “Less than 5% of senior managers in Fortune 1000 companies are women and minorities, according to the fact-finding report issued by the Federal Glass Ceiling Commission in 1995” (Leporini). It was stated that “women comprise 46% of the total workforce, and minorities comprise 21%” (Leporini). The commission pushed the “corporate affirmative action as a tool” (Leporini). This helped, “fully utilize a diverse labor force and maintain a competitive presence in the global economy”

I agree that being a diversity conscious leader is important to professional and organizational success. Not only is diversity

Before we go any further, it's important to have a working understanding of the word "Diverse."

Attracting and retaining a diverse workforce benefits an organisation in making the business successful. The following

Many organizations are beginning to view diversity as an organizational change. This could possibly mean changes in the power dynamics and organizational structure, the way decisions are made, and the way an

This article is grounded in an evidence-based practice that reviews recent methods and research articles on succession planning. It is primarily focused on articles that are found to have numerous points of convergence regarding how succession planning should be practiced. Implications of practices are discussed, and a research agenda for succession planning practice is proposed. This may allow for recommendations to be given to the chairperson of the board in relation to succession opportunities, high potential leaders, and other tools that will assist in the succession process. Empirical data based on solid research may help the chairperson understand the necessity of succession planning and management, along with the benefits of this practice.

We do lean that diversity is key to a successful organization, but that is diversity is in many different aspects. The chapter talks about diversity in age, sex, race, ethnicity, disabilities, tenure, and religion. By law a company cannot discriminate based on any on these characteristics. Organizations know that so they stay within in the limits of the law. In my opinion companies always find was of discriminating against people. They just find very clever was to go about it.

population. Companies need to focus on diversity and look for ways to become totally inclusive organizations because diversity has the potential of yielding greater productivity and competitive advantages (SHRM, 1995). Stephen G. Butler, co-chair of the Business-Higher Education Forum, believes that diversity is an invaluable competitive asset that America cannot afford to ignore (Robinson, 2002). Managing and valuing diversity is a key component of effective people management, which can improve workplace productivity (Black Enterprise, 2001).

With the changing demographics of the U.S. workforce (Ng & Burke, 2005) and the need for organizations to continually innovate their products and services to remain competitive, embracing diversity and the benefits its brings is going to be key to driving a successful organization