Effective Managerial And Executive Selection

Previously, the unexpected loss of an experienced leader without a timely replacement was extremely effecting the department. And just as Fibuch & Way (2012) suggested, the best solution to reduce those challenges is to cross-trained qualified employees within the organization for leadership roles. It is important also for organization to recognize and view their existing skill sets in terms of their future operations. Consequently, succession planning should be an essential element of organization's strategic

In an era of organizational flux due to competition and globalization, companies and employees are faced with constant change. Leaders must be able to adapt to change as the environment shifts. HR has been known as the organizational change agent, administrative expert, and employee advocate. More recently they have been regarded as business strategic partners for many organizations. In order to be successful and remain competitive in today’s market, Human Resources (HR) must be considered a strategic partner if an organization wants to flourish. Top executives today commit significant resources to ensure that their company’s functions are capable of rapid change and achieving their

Organisations need to consider succession planning alongside workforce planning, to ensure that their longer term objectives can be delivered in the future by the right people with the right skills.

Human resource (HR) leadership has always been difficult in challenging times, but the unique stressors facing organizations throughout the world today call for a new approach to HR

Succession, in simple terms, refers to the concept of recruiting competent staff members to carry on the work of an organization (Titzer, Phillips, Tooley, Hall, & Shirey, 2013). With retirement of long-term staff members comes the need for new workers who can carry the torch. Part of succession planning is developing the leadership potential of prospective candidates. As important as succession planning is to the long-term wellbeing of an organization, many obstacles stand in the way of this being completed. These can include egotism, insecurity, failure to plan for the future, inadequate resources, lack of clear positions, and constant change (Titzer et al., 2013).

Bank of America's executive performance and retention strategy breaks down into the objectives set out in Figure 2.1 (Fisher and Congel, 2009, p. 22), 'attract, retain and develop great leaders.' This process occurs in distinct phases over the first 36 months of executive promotion but begins even before the new hire, if 'attracting great leaders' requires

High- potential candidates are recognized for their future potential based on current high performance (Pintar, Capuano, & Rosser, 2007; Rothwell, 2010). The best practice for identifying high-potential individuals is through an objective systematic process (Rothwell, 2010). Once identified, high-potential candidates must be evaluated using desired leadership competencies to identify strengths and weaknesses. Individual and group assessments are then used in designing leadership development workshop curriculum and experiential learning activities (Coonan, 2005). For effective and transparent succession planning, deliberate evaluation and dissemination of desired outcomes are required (Shirey,

This article is grounded in an evidence-based practice that reviews recent methods and research articles on succession planning. It is primarily focused on articles that are found to have numerous points of convergence regarding how succession planning should be practiced. Implications of practices are discussed, and a research agenda for succession planning practice is proposed. This may allow for recommendations to be given to the chairperson of the board in relation to succession opportunities, high potential leaders, and other tools that will assist in the succession process. Empirical data based on solid research may help the chairperson understand the necessity of succession planning and management, along with the benefits of this practice.

580) is the “attempt to plan for the right number and quality of managers and key-skilled employees to cover retirements, death, serious illness or promotion, and any new positions which may be created in future organization plans’’. The authors in their study concluded that “It is important to highlight the link between knowledge management and succession planning because it can cause immense direct and indirect costs” (Durst and Wilhelm, 2012). As such, this forces organizations to ensure that the organizational knowledge is accessible, and flows to the individuals needing the information to accomplish tasks. Knowledge management, therefore, becomes the mechanism by which succession planning can be facilitated to ensure that knowledge flows, becomes accessible and at the same time,

Leaders of organizations are expected to make decisions that positively impact the organization. Not all decisions of leaders are made with the best interests of the organization at hand and not all decisions are beneficial for an organization or the organizations’ employees.

"Rick Jordan, who leads the talent acquisition for the nearly 1,500-person company, says longtime employees sometimes have a “gut feeling” about who is likely to succeed. About 1 in 8 don’t make the cut, he notes. “People who are truly fitted to the culture and believe what we believe—they will do anything for the business.”" (Feintzeig). In my leadership journey, I will have to find the right people to work in my organization. I would like to have a team to have belief and care in the success of the company and consist of essential elements of a leader. In my organization I want my team to know that every day when they come to work, they are making a change and that their work is not being taken for granted. I want them to feel satisfied after they finish their job and look forward to coming in the next day. "Recruiting people with leadership potential is only the first step. Equally important is managing their career patterns. Individuals who are effective in large leadership roles often share some career experiences.Perhaps the most typical and most important is the significant challenge early in a career. Leaders almost always have had opportunities during their twenties and thirties to try to lead, to take a risk, and to learn from both triumphs and failures. Such learning seems essential in developing a wide range of leadership skills

Selecting the correct methodology for recruiting your next chief executive officer is undoubtedly one of the most difficult decisions that a board of directors will ever have to make. Horse races, promotion contests, and the extensive use of executive search firms have proven to be the most common forms of selecting company’s top executives. The fight to hold to the title of CEO between internal and external candidates is cut-throat and in most cases, a popularity contest based on reputation alone. Selecting the proper method of recruitment helps companies to eliminate these battles and pick the top candidate based on their qualifications such as their credentials, experience,

Succession planning is an area within the City where HR is acting as a strategic partner. Currently, HR is looking at the overall needs of the City and how it will change in the next 5 to 10 due to retirement. HR identifies positions and staff and has made suggestions for training and development. Other positions are being re-evaluated to determine need and future requirements. Decisions such as consolidating roles into one position or splitting one position into two are determined by the suitability of existing candidates. HR evaluates the existing talent and provides strategies to develop it, such as mentoring. HR also has to convince the City to support the expense of cultivating staff rather than hiring staff with those skills already in place. The high costs of recruiting versus the costs of educating and training proven staff with leadership qualities have helped to build and communicate a strong

A rapidly changing business environment due to technological changes and the impacts of globalization has resulted in shift of human resources paradigms (Khan, 1997). In every organization

Traditionally, companies have always viewed succession planning as a requirement to prepare for exiting high-level personnel. With the impeding labour shortage, it may have become important for companies to implement succession planning strategy for all positions. When an