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S uccession planning has traditionally been considered important only for top-level employees. The rationale that grooming successors should be at all levels of the organization has just recently been accepted. What you are about to read applies to the administrative assistant’s role in addition to that of the CEO or president. Succession planning Grooming internal candidates for promotion is something that should be done at all levels of a firm, not just at the top.
Gerri King CONSULTANT’S CORNER
Steps to succession planning: 1) Identify the organization’s long-term goals, priori- ties, and objectives (tied to your strategic plan). 2) Engage in selective hiring that looks at employee potential in addition to present expertise. 3) Establish a set of competencies that are considered desirable in high-potential employees and offer the training tools required to achieve them. “Grooming internal candidates ensures continuity and encourages a seamless transition process, because training begins long before an employee is promoted.”
Grooming internal candidates ensures continuity and encourages a seamless transition process, because training begins long before an employee is promoted. Someone starting anew is far more expensive than a person who holds the institutional knowledge that is the foundation of a well-functioning organization. And, the cost of overlapping the outgoing employee with the incoming person is far less when promoting a veteran. Though the target is usually key leadership positions, this model can work for all levels of the organization. Imagine everyone embracing a learning environment tied to a possible career path. Employees are ready for new roles and can easily step in with confidence. The message is: “We care about your future and the future of the organization.”
See GERRI KING, page 4
THE ZWEIG LETTER May 2, 2016, ISSUE 1150
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