Career Development And Performance Of Succession Planning Essay

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

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.

My selected mentor is Jerry Martin RN, BSN. He is a co-worker that has inspired me to return to school and that any dream is obtainable. Jerry has a degree in biology and was working as a ward clerk in our ER when I met him. He has a degree in biology and worked in finance before working at the hospital. Jerry states” I was unhappy with my career in finance and I realized I had drifted a long way from my education and my core belief. During a conference a guest speaker said “true happiness is found when you find the one thing you would do in life even if you did not get paid for it”. That was my “aha” moment.” G.M. Martin (personal communication, September 3,2013) Jerry entered nursing school in 2006 and graduated with a BSN in 2011. He is currently working toward a MSN and striving to be a FNP. He is a great nurse and it is a privilege to have him as a co-worker and my mentor.

My last recommendation is for the company to implement succession planning initiatives. Implementing succession planning initiatives will help alleviate the problem of not having qualified internal candidates for top positions and reduce turnover rate. With the help of succession planning, high potential individuals are developed and prepared for advancement or promotion into ever more challenging roles. Actively pursuing succession planning ensures that employees are constantly developed to fill each needed role. This way, Vitality will improved on internal candidate promotions for top jobs. The company should start by identifying key role positions and then identifying high potential individuals who can take over those roles. After that,

Succession planning can be applied to individual roles and to pools of positions, for which similar skills are required.

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.

Learning and Talent Development Allows people at all level of the organisation possess and develop the skills, knowledge and experiences to fulfil the short and long term ambitions of the

By not just identifying high potential employees but also look at their skills, capabilities, strength, and also shortcomings, it is possible to provide interventional development opportunities and become proactive within the realm of succession planning.

The following analysis and corresponding recommendations around succession planning have been developed for the Red Rocks Community College Foundation (the Foundation). The report outlines the current organizational structure and status of human resource functions at the organization then identifies the three key positions that should be considered for succession planning. Best practices in general for succession planning are discussed as a way to understand why the recommended succession planning strategy has been chosen for the organization. Finally an action plan is included that identifies the steps to complete the

Succession planning is one of the most important career development tools used by organizations. This is done to determine the backups for each senior position by identifying and training the executives who are at the next-lower levels. Succession planning is not always the easiest process. There are barriers that are affiliated with this process. The most challenging succession planning barrier that I foresee is choosing the successor. There are many talented qualified people in organizations today, the hardest part is weeding through all candidates and finding the best successor to replace the best person already in the role. This challenge is present in informal and formal succession planning. The best strategy to mitigate selecting the best possible candidate is to come up with a panel that can make decisions. This panel should consist of a representative of HR, a representative of the board of directors, and the candidate of the succeeding position if applicable.

A successful succession plan is one where the successor excels higher than the current occupant. In order to accomplish this, "a strong succession planning program that identifies and fosters the next generation of leaders through mentoring, training and stretch assignments, so they are ready to take the helm when the time comes." (Succession Planning Roadmap, 2013) With the likelihood that Rusckowski will be retiring within the next eight years, it is vital that Tracy Cinco-Abela, current VP/Treasurer, or Lloyd Dean, current CEO of Dignity Health, be mentored on to how to transition when the time comes. Ideally, the candidates should be given a five-year plan in the event of an early retirement or a sudden occurrence of vacancy. Both are excellent candidates considering Cinco-Abela's MBA and Dean's current occupancy of CEO for Dignity Health, however, Cinco-Abela would be a stronger candidate because of her current experience with Quest Diagnostics.  "According to a 2012 study by Matthew Bidwell, an assistant professor at the University of Pennsylvania's Wharton School, external hires are 61 percent more likely to be laid off or fired, and 21 percent more likely than internal hires to leave a job on the own accord. These outside hires also get paid more, but

Succession planning is a key part of filling leadership roles in the workforce. Leaders have been making decisions from the beginning of time. The term leader has many faces in life. Whether on a battlefield in ancient time or in modern society running a multimillion dollar business, leadership styles were used by leaders or managers to get results. A leaders effective succession planning builds the availability of experienced employees in all areas of an organization.

My Career Plan The future is uncertain for me, but it is important to develop a career plan that will provide financial support and personal fulfillment over the course of my professional life. To make this transition from school to a professional career, I am going to plan a plan that will help me stay focused and motivated in meeting my goals and objectives. In the next paragraphs, I will explain my ten-year plan for my

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

Rather than wait and see a male counterpart prosper from such networks, Scott should search and join a female network with her company. Joining a women’s network within her company will give Scott a level playing