In the current world, it is never easy to get people who can fit in work organizations. Managers are hungry to find the right talented mind to fill the holes left by the outgoing employees, but it never works. In this case, the succession plan has become a solution to this problem. Generally, in job setup, you find that the outgoing employees are far much learned and experienced and getting the same level as a replacement is a task. It can seem possible with the increment of learned people in our society today, but that never means they are fit for the strengthening of an organization. Some knowledge is required to prepare them for the task. Succession planning is, therefore, a way of filling the internal employees in an organization with knowledge and skills CITATION Ado08 \l 1033 (Trueba, 2008).
How succession planning supports an organization's strategic training plan.
Succession planning is all about who will take over and continue from a particular point. However, it is rare to find small business setups considering this aspect as it comes with its expenses and time consumption, though for the good of an organization. The small business setups always have in mind that their heirs and family members will take over something that should not be considered at all. Succession planning helps an organization in the strategic training plan in many factors which I will discuss here.
It helps in the identification of proper talents to nurture for the development of an organization CITATION Suc \l 1033 (Success Factors, n.d.). This process of successive planning is all about the expert channeling knowledge to the other employees. In this case, not all people in the organization are chosen for this but a specific group, which means that they should be holding some specific supervisory dockets in the organization. This process of managing talents helps an organization in the identification of particular roles and doing a mapping exercise to make sure that the organization has the right individuals for the job with the skills and capabilities to perform and be good at keeping time and maintaining positions.
Succession planning helps in the preservation of an organizational memory or cultures. This is very crucial and should be taken seriously by every organization. The employees who may be departing maybe through death or by will may have a history with the organization something a new employee can't acquire with just getting to the organizational premises. It is said that the market is competitive, but there is the scarcity of talents and individuals to fill the leadership vacancies.
When strategizing on organizational continuity and prosperity in the current competitive market budget has to be allocated. This budget is meant for all departments in an organization. Succession planning helps in reduction of administrative search expense through upgrading the internal bench to an executive one. With the best aspect of foresight in training, your current lot of employees is probably the best strategy ever in an organization. Senior positions in an organization are far much complex, and tapping your top talent who have a bit of experience in the organizational undertaking is far much important.
Why candidates were selected to be interviewed.
Reading out application letters may be a tough task sometimes. Sieving the employees through the qualification stop, you are left with the employees in the organization who have the right background for the work and the right mind to excel in a specific docket or position. The selection interview is then the best to get the right brain and proper figure for the job.
One of the reasons why candidates were selected is to get the right fields in which the candidates or the individuals in the organization excelled in matters of education and work experience and to understand the strengths and weaknesses that could not be covered in the application letters which involved resumes and cover letters. In the interviewing process, you have the chance to meet the employees face to face and asses their level of communication skills, confidence, and whether everything written in the resume is right or not. With an interview, the candidate's strengths could be leveled with the duties of the position to determine whether the individuals were suitable for the match CITATION Joh18 \l 1033 (Spacey, 2018).
Through interviews, it was easier to familiarize with candidates employment history and qualifications. This is through the screening process where the candidates are abundant with almost the same high requirements. This forces you to get down and make yourself familiar with every applicant. In the interviewing process, you can ask any question regarding what you need from the employees regarding that you have a piece of background knowledge about them. Without interviewing, it may be hard to interact with employees and ask questions and let them ask, too, which makes it odd for the whole process.
The last reason why the candidates were selected for the interview is to respect the employment fair employment chances law, which warns against discrimination when hiring from your candidates. It may happen that in an organization, there is a protected gender, race, or maybe religion, age, marital status, which happens and is noticeable. This drives us to the point that if the candidates are no interviewed and just selected in another way, maybe picking it may be seen as a discriminatory process. Even the way you handle interviews, it should be very wise of you not to ask questions that can be of harm to the candidates. Without interviewing or going through the right channels could lead to a complaint in the court of law against the company, and thus, it is inevitable.
The career development plan for the chosen candidate.
The first step in the career development plan is noting down the primary interest of the candidate. When a candidate is hired, for example, in managing director role, this is the first interest from him/her, and it is essential.
The second step is setting future goals for the candidate. In this case, I set my candidate next professional goal to be a regional managing director.
The third step in my career development plan for my candidate is setting the short term goals to achieve, which may be a base to the future professional goals. In this case, I would set my candidate to be the top 20 best managing directors in a specific region.
The fourth step is analyzing the activities that can fire one to attain a specific goal. In this case, there is a need for the possible needed resources and when to commence on business and when to end.
The fifth step is analyzing the candidate's current position and identifying components that can be a catalyst to his future professional goals. In this case, I emphasize the candidate to be performing them in more normal circumstances.
The sixth step is weighing the current doings for the candidate and determining whether they are suitable for the future empowerment. In this case, if there are tasks that are of the detrimental impact on the growth of the candidate, we find a way to eliminate or delegate the tasks to other candidates.
The seventh step is asking the candidate to include whatever he/she may like to acquire in terms of expertise, experience, and the wisdom to help in coping with the present and the future undertakings.
The last step in my career development plan for the candidate is organizing the time for the activities to be undertaken. In this, I ask the candidate to set time and create a description of how the checkpoints in terms of progress will occur CITATION Car17 \l 1033 (Deeb, 2017).
Analysis of the selection of a candidate to hire for a position.
The selection of a candidate to hire for a position can be a nightmare at times. This means that certain precautions need to be taken under control to create a successful selection. In this part, I will analyze the choice for a candidate to hire for a position.
One of the criteria is understanding your need to have new candidates. It may be out of reduction for the workers or sometimes retirement or even death. With this, you have the right criteria, and you may have the proper methods to land the right candidate for the position
The second criteria are conducting a thorough analysis of the area you want to hire an employee for. In this case, you need to note down the position description based on the current job analysis.
The third criteria are all about the salary for the job vacancy. This is very hard, and sometimes it may end up costing the organization if not well done. The salary for the candidate should bring aspect equity for the external and internal bench to prevent any uprising from the other workers if any.
The fourth criteria are deciding on where to get the qualified candidates. After understanding where to source the candidates, you need to have their application letters and continue by reviewing the best candidates for the job.
The fifth and the last is interviewing to get the right candidate for the position, which must involve a fair process and hire the best candidate who has undergone the screening and emerged the winner.
Organizational processes needed to support this career development plan.
Creation of time. This will enable the top-ranked managers and supervisors to meet with their employees and discuss matters that are maybe affecting them in the process of realizing their vision and achieving their mission. In this process, you may also review their performance based on the last and the presents and ask them to set goals and commit to them.
They are delegating the resources that can aid the employee in achieving his or her professional future goals. The funds may be internal or external, which can be in terms of scholarships to access foreign university education, inviting mentors to meet them and offering locally based assignments.
It is creating a plan that can be for a whole year to monitor the employee activities that he may have completed. As an organization, revise the policy and confirm it with the candidate who may, in any case, put a signature.
In conclusion, the successive plan is the best way for organization development. It brings about the retaining of the organizational culture, which is very relevant to the growth and productivity of an organization. The process well followed, and the right criteria put in place widens the knowledge base in an organization enabling it to face the stiff competition out there.
BIBLIOGRAPHY Deeb, C. (2017, SEPTEMBER, 26). BIZFLUENT. Retrieved from The Purpose of the Selection Interview: https://bizfluent.com
Spacey, J., (2018, September 26). Simplicable. Retrieved from Examples of an Individual Development Plan: https://simplicable.com
Success Factors. (n.d.). Retrieved from Process Overview Tools: https://performancemanager.successfactors.com
Trueba, A., (2008, January 12). National Career Development Association. Retrieved from The Career Development Plan: https://associationdatabase.com
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