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What is Succession Planning

Chapter 3
Handbook of Research on Transnational Higher Education
A process by which the current leadership of an organization provides leadership opportunities and professional development for employees that are identified as potential leaders.
Published in Chapter:
Cultivating Leaders from Within: Transforming Workers into Leaders
Carlise Womack Wynne (University of North Georgia, USA)
Copyright: © 2014 |Pages: 17
DOI: 10.4018/978-1-4666-4458-8.ch003
Abstract
This chapter examines the practice of internal recruitment and internal advancement of administrative personnel within higher education. The purpose of this chapter is to determine the perceived success of one campus’s approach to internal promotion from the view of the promoted. Additionally, the chapter discusses the rationales for promotees’ views in relation to current literature and provides a contextual analysis of best practices related to internal promotion within higher education forums. The data analysis indicates that even within a single campus, practices vary widely, with little consistency or predictability. There is a correlation between the perceptions of job efficacy to support and access to mentoring from higher-level administration.
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Chapter 7
Talent Management: Retaining Distinctive Human Capital Sustainably
Procedures that are allied to resourcing approaches the organization can implement to ensure that its employees are further developed to fill in vital and strategic roles to be leaders.
Published in Chapter: Talent Management: Retaining Distinctive Human Capital Sustainably; From: Forecasting and Managing Risk in the Health and Safety Sectors
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Chapter 2
Talent Management: Conceptual and Theoretical Understanding
Succession planning is the process of finding the critical positions within the organization and accordingly developing suitable action plans for creating future successors to undertake those positions.
Published in Chapter: Talent Management: Conceptual and Theoretical Understanding; From: Post-Pandemic Talent Management Models in Knowledge Organizations
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Chapter 21
Does the Technological Sophistication of a Firm Influence an Owner-Mangers Choice of Exit Mode
“a process by which one or more successors are identified for key posts (or groups of similar posts) and career moves and/or development activities are planned for these successors.” (Hirsch, 2000)
Published in Chapter: Does the Technological Sophistication of a Firm Influence an Owner-Mangers Choice of Exit Mode; From: Handbook of Research on E-Government Readiness for Information and Service Exchange: Utilizing Progressive Information Communication Technologies
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Chapter 18
Development of Family Business Innovation: A Case in Indonesia
A process for identifying and developing new leaders who can replace old leaders when they leave, retire or die.
Published in Chapter: Development of Family Business Innovation: A Case in Indonesia; From: Handbook of Research on Disruptive Innovation and Digital Transformation in Asia
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Chapter 3
Leadership Style and Succession Planning
Is a process of identifying and developing people with characteristics to assume strategic positions within the organization.
Published in Chapter: Leadership Style and Succession Planning; From: Leadership and Followership in an Organizational Change Context
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Chapter 7
The Importance of Mentoring in the Development and Succession of Millennial Leaders
A systematic process carried out by organizations to determine which individuals have the potential or the current ability to assume leadership positions when current leaders leave an organization.
Published in Chapter: The Importance of Mentoring in the Development and Succession of Millennial Leaders; From: Considerations and Characteristics of the Millennial Leader in Today’s Global Society
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Chapter 6
The Organizational Resilience in Family Firms Studies: Role and Impact in Generational Succession
Identification and development of potential successors among the different family generations for key positions within an organization.
Published in Chapter: The Organizational Resilience in Family Firms Studies: Role and Impact in Generational Succession; From: Handbook of Research on the Strategic Management of Family Businesses
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Chapter 7
Creating an Environment for Sustainable Leadership at Public HBCUs
The identification and development of internal people who have the potential to fill key positions in academic leadership and administration.
Published in Chapter: Creating an Environment for Sustainable Leadership at Public HBCUs; From: Encyclopedia of Strategic Leadership and Management
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Chapter 21
Succession in Family Business Through Authentic Leadership
Succession planning is the process of pinpointing essential needs for leadership and intellectual talent throughout the organization over time and preparing individuals for present and future work responsibilities.
Published in Chapter: Succession in Family Business Through Authentic Leadership; From: Handbook of Research on Entrepreneurial Leadership and Competitive Strategy in Family Business
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Chapter 4
Succession Planning as a Developmental Tool for Sustainability
A proactive attempt to ensure that leadership in an organization will be continuous by identifying how these positions will be filled as both planned and unplanned departures occur.
Published in Chapter: Succession Planning as a Developmental Tool for Sustainability; From: Human Resource Management Practices for Promoting Sustainability
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Chapter 12
Women in Higher Education Administration Leadership and the Role of Institutional Support
Finding the right person for the right job at the right time ( Rothwell, 2005 ).
Published in Chapter: Women in Higher Education Administration Leadership and the Role of Institutional Support; From: Accessibility and Diversity in the 21st Century University
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Chapter 18
Entrepreneurial Spirit in Family Business Successors: The Case of Mexico
The plan of succession is that plan of the company to consider the processes to follow so that the employees who occupy vital positions are withdrawn or leave the company in a harmonious way, and that they are replaced by the more qualified candidates, having a process Transparent and hassle-free for the company.
Published in Chapter: Entrepreneurial Spirit in Family Business Successors: The Case of Mexico; From: Handbook of Research on Ethics, Entrepreneurship, and Governance in Higher Education
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Chapter 20
Using IT-Supported Knowledge Repositories for Succession Planning in SMEs: How to Deal with Knowledge Loss?
Refers to all activities involved in the preparation, execution and post processing of the respective type of succession.
Published in Chapter: Using IT-Supported Knowledge Repositories for Succession Planning in SMEs: How to Deal with Knowledge Loss?; From: Handbook of Research on Human Resources Strategies for the New Millennial Workforce
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Chapter 2
Retention of Knowledge From “Baby Boomers” Prior to Leaving the Workforce
A structured process where employees are identified and developed in preparation for taking over a new role ( Garman & Glawe, 2004 ).
Published in Chapter: Retention of Knowledge From “Baby Boomers” Prior to Leaving the Workforce; From: Effective Human Resources Management in the Multigenerational Workplace
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Chapter 4
Offense or Defense: Recruiting and Retention Challenges at ZGS
The process of ensuring a back-up employee is groomed to replace another if the need arises. Succession planning allows the transfer of knowledge and skills from an employee to the successor, as a means of preparation for employee leave or internal position transitions.
Published in Chapter: Offense or Defense: Recruiting and Retention Challenges at ZGS; From: Cases on Critical Practices for Modern and Future Human Resources Management
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