Succession Planning Secures Key Positions And Thus The Success Of The Company

More and more companies are recognizing the fundamental importance of a systematic Nachflgeplanung many small and medium-sized enterprises face the challenge to integrate their employees regardless of their tasks and the associated hierarchy levels permanently in itself. Especially with the departure of a qualified employee in addition to potentially high costs for the renewal of this job, so is threatening a know-how in addition loss. More and more small and medium-sized enterprises have recognized the centrality of structured and systematic succession planning for sustainable business success. “Succession planning involves both the identification of suitable successors” in the company itself, as a systematic personnel development, which prepared the appropriate staff on the change in a key position. Succession planning-oriented personnel development should include the allocation of different responsibilities and tasks as well as targeted training and continuing education. To the Realization of optimal succession planning requires a structured and continuous procedure.

The first step is usually the identification of key positions, which are essential for the existence and the success of the company. Subsequently, employees from its own ranks are identified say the company could take over short or medium-term on a possible departure of an employee of whose key position. In the third step, a plan will be created, prepared on how the identified employees explicitly on this step. In entrepreneurial practice by corporations, the identification of employees, which would in the long term to be suitable for important leadership can be found in the fourth step. The fifth step involves the identification of those positions which can be occupied not with own employees and would as a result, carriers to draw on external expertise. Due to the limited number of suitable Typically the planning of long-term succession development development agencies fail small and medium-sized enterprises. Alternatively the possibility of long-term follow-up development by means of transfer of business obligations, achieving representative – and project management roles is in small and medium-sized enterprises.

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