Article Information:
Author(s):
Susan D. Hewitt
Journal:
Industrial and Commercial Training
Year:
2009
Volume:
41
Issue:
4
Page:
181 - 186
ISSN:
0019-7858
DOI:
10.1108/00197850910962751
Publisher:
Emerald Group Publishing Limited
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Abstract:
Purpose – The purpose of this paper is to raise the profile of deep succession planning to identify key talent. Older workers are now forming a significant proportion of the workforce. This cohort could be lost to retirement leaving industry and commerce short of talent.
Design/methodology/approach – A range of research and other relevant literature is reviewed. Real life experiences with clients developing their older workers are reported and practical suggestions made for implementation.
Findings – There is little literature on organisation-deep succession planning. The process needs to be linked to organizational objectives with ownership at all levels.
Practical implications – The main implications of this paper are that organization-deep succession planning is a complex process requiring commitment and long term planning at all levels. Without a thorough analysis of age and skill profile no workable plan can be made.
Originality/value – This report brings together a range of data around succession planning that should take place across the organization, not just at board level. It will be of value to HR, L&D and equality professionals.
Keywords:
Employee development,
Older workers,
Retirement,
Succession planning
Article Type:
Viewpoint
Article URL:
http://www.emeraldinsight.com/10.1108/00197850910962751
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