Documenti di Didattica
Documenti di Professioni
Documenti di Cultura
3. From what you have learned about succession management and performance
management processes, how would your group decide if an internal candidate
wasappropriate?
As discussed earlier, implementing a succession management process within an
organization can be beneficial for the organization in many different ways. Especially
when considering replacement planning for leadership positions (CEO, VPs), it is
proven that succession management processes combined with performance
management, can provide better results and yield much smoother transitions as
opposed to conducting external recruitment activities. Organizations can use
Performance Management processes such as performance appraisals, to compare the
actual performance levels of the internal candidates to the standards required. This will
allow the organization to identify the strengths and weaknesses of the candidates and
implement action plans for further development.
In the case of Stonewall, recruiting an internal candidate to replace the current
CEO could be beneficial for the organization in several ways:
By hiring an internal candidate, it will ensure that the current operations of the
company will still be effectively running without any pauses or temporary holds.
This may also enable the internal recruit to shadow the existing CEO and get
hands-on experience and training with regard to CEO specific job duties whereas
this would not be possible with an external recruit. This is mainly due to the time
frame of an external recruitment process.
This would also increase the morale of the internal candidate to perform better
and will increase his/her loyalty for the company.
An internal hire would also lower the turnover rates for Stonewall and increase
employee retention and satisfaction.
As a group, when considering all the factors mentioned above, we decided that it
organization without passing along some of his 40 years worth of exceptionally valuable
tacit knowledge.
The last step required when implementing an effective succession management
process would be to monitor the effectiveness of the process. This could be done in a
number of ways such as viewing engagement scores, the participation rates in
developmental activities or perhaps the retention rates of key talent. In this situation, it
would be ideal to measure aspects such as employee behaviours and the contribution to
goals. Did the organization do what it was intended to do? Did the employees adapt
well to the change? We believe that these would be key questions when deciding
whether or not the succession management process was effective. When bringing in
new leadership it would be important for employees voices to be heard and recognized.
Another way to measure the effectiveness could be to monitor retention rates.
Did employees leave the organization after new leadership was brought in? If so, what
are the reasons for this situation? Having employees quit is costly to replace so keeping
key talent within the organization would be an effective way to measure the succession
management process. The big picture however, would be to ask if the position was filled
according to plan or any plans in place to fill any vacant position. We could ask
questions such as how long was the position open? What the cost of the new hire?
How long did it it take for the new employee to become acclimated? These questions
can then relay whether or not the implemented succession plan was effective and if it will
continue to be effective as new position become available.
Additional recommendations for an effective succession management plan at
Stonewall Industries:
Implementation of a performance evaluation program
Stonewall is having such a difficult time filling the shoes of Stonewalls current
President and CEO, largely in part because they are coming in new and have nothing
documented which outlines the skills, knowledge, abilities and competencies of the five
VPs who are being considered as potential candidates. If the new owners had more
background information such as past performance records, it would likely help them
short-list their prospective candidates (at the very least). We recommend Stonewall
carefully consider the use of 360 Feedback for its top level executives going forward, as
a means of fairly rating employee performance and in order to assess and critique
leadership attributes, skills and traits.
Works Cited
Belcourt, Monica, Kenneth McBey, Ying Hong, and Margaret Yap. Strategic
Human Resources Planning. 5th ed. Toronto: Nelson Education, 2013. Print.