A process designed to ensure the continued effective performance of an organization by making provision for the development and replacement of key people over time. Succession planning is generally considered to be a strategy of workforce planning.
A systematic and deliberate plan to ensure leadership continuity in key state government positions and to encourage individual development of state employees. The process should identify potential replacements for key state government positions and provide strategies for developing and/or acquiring individuals to meet future state government needs.
Involving identifying a potential candidate to replace core individual employees either known t be leaving the firm at some point in the future and/or whose sudden departure would pose a risk to the operation of the firm.
Succession planning enables workplaces to plan for employee movement and turnover, and ensure skill and knowledge gaps are met. For example retiring employees could participate in mentoring and training programmes for younger employees, or an employee could be seconded into a new role on a trial basis while the post-holder is on a career break. Good succession planning does not assume that all employees are keen on promotion to a higher grade or level, but considers a wide range of work options.
Succession Planning is a strategic approach towards workforce development, ensuring resource continuity by taking proactive steps to train employees and fill resource gaps in anticipated workforce turnover.
Planning to replace people who may leave the organisation through retirement. Succession planning is part of a wider 'manpower' planning strategy, through which you can provide cover for key jobs in the event of extended absences or a key person leaving suddenly.
Making provisions for the replacement of employees in an organization. Identifies and notes development needs for those employees designated as being able to replace key vacancies.
A process to help identify and develop talent or high achievers, as well provide continuity in all key positions in an organization. As an organizational charting tool, OrgPublisher can help to define and track your key positions, enabling you to build an effective plan.
The process of identifying long-range needs and cultivating a supply of internal talent to meet those future needs. Used to anticipate the future needs of the organization and assist in finding, assessing and developing the human capital necessary to the strategy of the organization.
In organizational development, succession planning is the process of identifying and preparing suitable employees, through mentoring, training and job rotation, to replace key players — such as the chief executive officer (CEO) — within an organization as their terms expire. From the risk management aspect, provisions are made in case no suitable internal candidates are available to replace the loss of any key person. It is usual for an organization to insure the key person so that funds are available if he dies and these funds can be used by the business to cope with the problems before a suitable replacement is found or developed.