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Succession Planning Suffers From Inattention

By Staff Report

Sep. 1, 1996

Human resources professionals (502 respondents) disclose their companies’ succession planning preparedness :


  1. My organization is prepared to replace a key executive when faced with a sudden departure.

    2. Agree:

    40%

    Disagree:

    46%

    Neither:

    14%

  2. My organization has a well-developed management succession system.

    3. Agree:

    22%

    Disagree:

    63%

    Neither:

    15%

  3. Our succession planning process relies on the systematic development of high-potential individuals.

    4. Agree:

    30%

    Disagree:

    49%

    Neither:

    21%

  4. Our management succession planning is closely linked to our organization’s strategic business needs and plans.

    5. Agree:

    32%

    Disagree:

    44%

    Neither:

    23%

  5. Our succession planning is a part of a broader management development effort that includes performance appraisal and other HR review systems.

    6. Agree:

    34%

    Disagree:

    44%

    Neither:

    22%

  6. Our succession planning is based upon well-developed competencies and the objective assessment of candidates.

    7. Agree:

    29%

    Disagree:

    49%

    Neither:

    22%

  7. Human resources and line management work closely together to ensure the viability of our succession planning process.

    8. Agree:

    37%

    Disagree:

    45%

    Neither:

    18%

SOURCE: Foresight Survey Systems International and RHR International


Personnel Journal, September 1996, Vol. 75, No. 9, p. 42.


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