Assignment Sample on INDU1162 Strategies For Talent Management and Development

Question two

What is succession plan?

• Introduction:

A succession plan requires a change in strategy, goals, or competencies from the current workforce. Organizations that perform well in the transition from a traditional to a digital workforce can retain both current and former employees. In many organizations, people are offered ‘what-if’ opportunities when new or existing employees want to start over during the transition (Ballaro and Polk 2017). While the specific elements of transition planning will vary among organizations, it must be coordinated with the rest of the transition plan and the process of leadership transition as it was found top leader taking over the existing one in National Health System. As is generally the case in organizations, those who succeed in retaining and inspiring new leaders will be the first to feel empowered and to benefit from the organization’s newly created talent. Change management is used to coordinate and implement change to make lasting change. Change management strategies and approaches are the basis for long-term business success in organizations.

They help prevent and detect disruptions and errors before they materialize, manage the impact on critical information systems, and optimize the process and delivery of information. Change management works to optimize the organization’s efficiency, effectiveness, and quality by developing an accurate picture of where the organization’s resources are and the most effective and effective use of these resources (Buckman, Jones and Buame, 2020). This introduces the organization’s business processes in an organizational setting. In this context, attrition means the departure of people with great potential for taking on new and more critical roles required for the organization to continue functioning in its current format in National Health System. The attrition policy provides a plan for handling employee departures, includes procedures to deal with employee terminations and resignations, and ensures that a record of personnel can be kept of those who have left a role. This is the role model for all organizations in the industry (Patterson, Dinkin And Champion, 2017).

• Succession planning reflection towards Healthcare organization (as an instance):

The steps of succession planning determine how much time and effort will be needed to identify potential successors and the organization’s needs for new leadership. Identify and authenticate candidates with the right skills and qualities for new leadership roles and assume ownership of those roles and design a plan to replace the departing employees (Cavanaugh, 2017, p. 24). The first step, which identifies the organizational needs, describes the roles that need to be filled by people and explains why those roles need to be filled. In addition, the role description describes the skills and abilities required to fill those roles. For example, a general practitioner might assess patient needs and develop a plan for training and education in health care (Thompson, Mcnall and Proud, 2019). Because general practitioners have the expertise and training to provide healthcare to those with mental illness, the role description identifies a clinician who can meet the patients’ needs and monitor their health. In this role, a clinician coordinates patient care with behavioural health professionals by supporting the patient during their illness and managing their recovery after their illness.

• Succession planning on leadership roles:

It is used in the traditional succession planning process for the appointment of senior managers. In contrast to the typical succession planning process, the strategy for leadership succession requires more thought and work than just a simple search for suitable candidates. Leadership succession planning requires reflecting the new leader’s strengths, knowledge, and abilities. A leader may have many leadership talents or an impressive track record of effective leadership (Moore, 2018). Still, there are many situations where a leader of exceptional stature, especially under pressure, will fail. For leaders, the issue of leadership succession is far less accessible. As it is a matter of life or death for the leadership team, if leadership is to be kept alive, the sequence must be very carefully planned. For the succession plan to work correctly, it will need the help of a senior member of the team. The significant roles in succession planning include vital persons who will influence future decisions considerably. Leadership team members are individuals responsible for the organization’s day-to-day operations and are responsible for ensuring that the company’s future activities are successfully carried out.

Leadership team members are expected to play leadership roles on the management team, the security team, the business development team, the sales and marketing teams, and the technical staff.  The functions that are the basis for our business success are also used to evaluate those in leadership roles to determine who can best work toward the shared objectives of the organization. It should also be recognized that a successful leadership role does not have to be a traditional career role (Bano, Omar and Ismail, 2021). It is also possible to have a career outside of the organization as a business representative, consultant, or other position that could help shape its future. The role of a strategic leader might not require a traditional management career. The organization of a leadership program is also a strategic planning element in National Health System. Succession planning identifies organizational structures and processes to be used for the long-term success of the organization’s leadership (Tao and Zhao, 2019, p. 69). A strategic plan identifies the potential form of the organization by establishing objectives and the required resources to accomplish them. The purpose of leadership development is to develop the competencies, strengths, and abilities of the organization’s leadership team and its people (both internal and external).

• Strategy of succession planning:

In a corporate leadership situation, an organization has a limited number of people responsible for carrying out the strategy. Because of this, employees can be assigned the responsibility for a small number of initiatives, which leads to over commitment to one or more of these efforts. This lack of strategy focuses on leaving organizations with short-term stress and frustration culture (Gabriel and Bitsch, 2019). A change management strategy is intended to support strategic initiatives with a longer-term perspective. When you leave a company to start your own business or start an independent contractor project, you should consider this issue and decide whether to leave early or wait until you have a greater sense of your company’s capabilities. You should be sure that your exit plan includes all of the following:

• Your current responsibilities and the company’s requirements that you will be leaving for.
• Your planned successors and any transition costs should be documented in a ledger that is maintained with a history.

The simplest way to record ledger information is to record the transaction of an item from a source to a destination and then the address that the thing was transferred from the start to the destination. If the leadership and the organization’s culture follow the principles of stewardship, they will be able to address the organizational challenges and thrive. If they do not, the organization’s mission will be uncertain, and governance will remain at odds with the task. Successful organizations can identify and address significant risks at the strategic level (Buckman, Jones and Buame, 2020). It is also essential to identify and manage risks at the organizational level. Successful organizations can prioritize resources and focus on suitable risks in an ongoing process. It has been stated that success in risk management is measured by how long it takes you to find the right solution and how quickly you identify the opportunity. Succession planning is the process that prepares a new head of an organization for a new mission, ensuring the continuity and success of the organization.

In the past, most governments and some private organizations required that candidates for leadership positions be candidates for the position. In some instances, some candidates were not candidates. As the term indicates, it is more appropriate to describe the processes used to identify and resolve multiple points of failure rather than the individual points. Succession planning is the process that decides which employees get promoted or out of the jobs that they might have been hired for (Moore, 2018). Once the individual has been promoted to the highest level of the company, the individual may need to apply for more responsibilities and be compensated for the additional work done with the new job position. Succession planning is identifying candidates for the current leadership roles within a company. The role analysis is the most difficult of all the job functions. It is an investigation of the parts of every person who should have the ability to be the new head of the firm. However, the job function analysis can also identify candidates who might be candidates for promotion to certain administrative positions.

• Organizational approach to succession planning:

It is also the mechanism for coordinating activities at all department heads, who are in charge of all areas within a department. This allows the users to know that there is a hierarchy of the individual employees and that the administrative role of each department is shared equally among its employees. The organization of the business also plays a part in the management of the data. Succession planning is the process of identifying individuals who will be able to make or retain essential decisions (Santora, 2019). It can be described as the process of identifying those whose future employment depends upon them being able to continue to act in the manner in which they have decided to work for the next generation (Ahmad, Mohamed and Manaf, 2017). The critical thing to understand about the process is that the decision is irreversible and should be respected once completed. If employees are unable to decide at a later stage in attaining retirement, they will not be able to exercise their professional judgment. Thus, the risk appetite for the organization will be somewhat constrained.

• The inability of some managers to commit their staff to a risk allocation process limits the overall appetite of the risk organization (Fusarelli, Fusarelli and Riddick, 2018, p. 292). At a macro level, the level of risk management undertaken by an organization may be set by the size of its financial system or the nature of the organization’s business.
• Succession planning is the process of identifying priorities for several departments to become leaders in achieving key objectives of the enterprise. Some organizations find that succession planning can considerably attract and retain their key personnel (Schepker et al., 2018, p. 527). If these agencies wish to take advantage of the skills and talents of succession coordinators, they could be included in a transition resource package.
• Many organizations have found that the best candidates for promotion to senior management exist within their departments and are often the people who have the highest reputation for keeping their initiatives on track (Phillips et al., 2018, p. 240). The HR function is also one of the most challenging jobs to get right, especially if you’re trying to establish your career in the company.
• Succession planning is used to identify who should be left in place at the end of the operation. With this form, we can arrange a vote, for example, or change mechanisms necessary for the project to continue (Buckman, Jones and Buame, 2020). It is also common for a project’s completion to be delayed for several years or even the company’s life.
• This is the process at work that has the highest probability of achieving the desired result, given the job’s size and several employees. In making a new employee, a manager begins by identifying the person who should play the lead role (Varhegyi and Jepsen, 2017, p. 112). Other candidates may be available, and the manager may have to choose among them. Depending on the job function, one of these two functions can be used.
• Succession planning is the process of thinking about ways to improve one aspect of an organization’s operations or processes that will have long-lasting impacts on the organization’s ability to achieve objectives or outcomes. In most organizations, the organizational structure is more stable than the operational structure and changes frequently (Patterson, Dinkin and Champion, 2017). While change management and planning are required in every change, there may be exceptional circumstances that need to be implemented on a smaller scale and for a longer time frame.
• Conclusion:

In these exceptional circumstances, the change management process should be evaluated for its ability to allow for rapid adaptation of change policies and procedures. Succession planning identifies future generations of employees to take the position that they are ready to assume specific responsibilities. In this sense, we are working with an individual who possesses all the assets of the organization and the skills needed to perform this function. The person is the key to a successful transition to a new organization (Ballaro and Polk 2017). Many organizations have identified the specific characteristics and qualities needed to be successful in the cloud marketplace based on the needs of the organization and the particular cloud service and system that is being used. Succession planning is used to establish a hierarchical relationship between a company and its employees by using formal and informal channels. The corporate structure can be divided into several phases. A company starts with a base business plan. Processes need to be set up and operated in a structured manner. Setting up a process can vary greatly; typically, it starts with the general brainstorming phase to help determine what the business wants to achieve and how much time it will take to complete it.

Reference

Ahmad, R., Mohamed, A.M. and Abdul Manaf, H., 2017. The relationship between transformational leadership characteristic and succession planning program in the Malaysian public sector. International Journal of Asian Social Science, 7(1), pp. 19-30.

Ballaro, J.M. and Polk, L., 2017. Developing an Organization for Future Growth Using Succession Planning. Organization Development Journal, 35(4), pp. 41-59.

Bano, Y., Omar, S.S. and Ismail, F., 2021. Revitalising Organisations’ Emergency Succession Planning in the Face of the Covid-19 Outbreak. The European Journal of Social & Behavioural Sciences, 30(1), pp. 3253-3268.

Buckman, J., Jones, P. and Buame, S., 2020. Passing on the baton: A succession planning framework for family-owned businesses in Ghana. Journal of Entrepreneurship in Emerging Economies, 12(2), pp. 259-278.

Cavanaugh, J.C., 2017. Who will lead? The success of succession planning. Journal of Management Policy and Practice, 18(2), pp. 22-27.

Fusarelli, B.C., Fusarelli, L.D. and Riddick, F., 2018. Planning for the future: Leadership development and succession planning in education. Journal of Research on Leadership Education, 13(3), pp. 286-313.

Gabriel, A. and Bitsch, V., 2019. Impacts of succession in family business: A systemic approach for understanding dynamic effects in horticultural retail companies in Germany. Journal of Small Business and Enterprise Development, 26(3), pp. 304-324.

Moore, H.M., M.H.A., 2018. Building the Case for Succession Planning in Physician Practices. The Journal of Medical Practice Management : MPM, 33(5), pp. 280-284.

Patterson, T.E., Dinkin, D.R. and Champion, H., 2017. Team sponsors in community-based health leadership programs. Leadership in Health Services, 30(2), pp. 171-183.

Phillips, T., Evans, J.L., Tooley, S. and Shirey, M.R., 2018. Nurse manager succession planning: A cost–benefit analysis. Journal of nursing management, 26(2), pp. 238-243.

Santora, J.C., 2019. A response to global nonprofits’ succession failure. Human Resource Management International Digest, 27(1), pp. 7-10.

Schepker, D.J., Nyberg, A.J., Ulrich, M.D. and Wright, P.M., 2018. Planning for future leadership: Procedural rationality, formalized succession processes, and CEO influence in CEO succession planning. Academy of Management Journal, 61(2), pp. 523-552.

Tao, R. and Zhao, H., 2019. “Passing the Baton”: The effects of CEO succession planning on firm performance and volatility. Corporate Governance: An International Review, 27(1), pp.61-78.

Thompson, J., Mcnall, A., Tiplady, S., Hodgson, P. and Proud, C., 2019. Whole systems approach: Advanced clinical practitioner development and identity in primary care. Journal of Health Organization and Management, 33(4), pp. 443-459.

Varhegyi, M.M. and Jepsen, D.M., 2017. Director succession planning in not‐for‐profit boards. Asia Pacific Journal of Human Resources, 55(1), pp. 106-126.

Part – B

Self -Reflective Report

In a performance management training course program, we need to arrange a schedule first. As our time duration is 2 hours, discussing the training takes 10 minutes at least. Then we need to go through the general communication skills that can take around 15 minutes. To arrange a successful appraise training program, we have to calculate and schedule every minute (Bijsmans and Schakel, 2018). We can address the difficulties raised with the existing system; a new system can replace the old within collaboration with all stakeholders. School officials believed that a formal training program was necessary to guarantee that all personnel had the new system. This shows how the training was created and presented and some of the complications involved. Initially, the director of administration suggested that managers go through a standard internet-based training program offered by an online training company. Managers who complete the online program will be awarded a certificate of completion.

To develop the microlearning program and develop it with the support of management teams, we need to make some decisions. The HR manager also understood that performance management was a collaborative effort between HR, the training program, and the department. Skills, qualifications, and expertise are a must for this training program. The HR manager had the proper knowledge and competencies (Frank and Stanszus, 2019, 11(9). The HR manager also had a strong understanding of the skills and competencies and therefore had the expertise to provide the right people with the skills and qualifications they needed. However, after consulting with the HR manager, it was determined that a custom-designed program could be more appropriate because it would better fulfill the demands of managers. A custom-designed program would also allow the school to link the training to their new performance management system and provide the program more flexibility in its delivery. If an internal individual can prepare the training, it would be easy to give specifics regarding the new performance management system (Ratumbuisang, Wu and Surjono, 2018, 1140(1). We need to concentrate on writing and maintaining a project plan, providing support through a professional development program to the project manager or project lead, and creating a successful project to identify its challenges.

While most programs emphasize competency development, others are focused on problem-solving and collaboration. Both of these areas are important in problem solving and collaboration. These programs emphasize problem-solving. Problem-solving is a continuous process for making meaningful changes in areas of concern, using existing knowledge and skills. There are multiple types of problems to solve in an organization (Omobowale, Oyelade and Falase, 2020). Sometimes, these are hard to solve, but others will require the right technology, skills, or environment. In addition, the complexity of the problem will demand different approaches. As a result, an analysis of all potential solutions should include every possible combination of technologies and skillsets. We can arrange an ice breaker session, where each participant completes the incomplete lines and contains any additional information as needed. When a participant ends their second line, the data is then collected and stored by the first participant for further processing. The information is then summarized and decided by a decision board, which has the final authority for the final decision making. The collaboration paradigm has been used successfully to help people overcome many challenges in this arena.

Reference

Bijsmans, P. and Schakel, A.H., 2018. The impact of attendance on first-year study success in problem-based learning. Higher Education, 76(5), pp. 865-881.

Frank, P. and Stanszus, L.S., 2019. Transforming Consumer Behavior: Introducing Self-Inquiry-Based and Self-Experience-Based Learning for Building Personal Competencies for Sustainable Consumption. Sustainability, 11(9),.

Omobowale, A.O., Oyelade, O.K., Mofeyisara, O.O. and Falase, O.S., 2020. Contextual reflections on COVID-19 and informal workers in Nigeria. The International Journal of Sociology and Social Policy, 40(9), pp. 1041-1057.

Ratumbuisang, K.F., Wu, Y.T. and Surjono, H.D., 2018. The effectiveness of iCRT Video-based Reflection System on Pre-service Teachers’ Micro Teaching Practice Focusing on Meaningful Learning with ICT. Journal of Physics: Conference Series, 1140(1),.