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Succession Planning Suffers From Inattention

September 1, 1996
Related Topics: Workforce Planning, Featured Article
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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%

  3. My organization has a well-developed management succession system.
  4. Agree:

    22%

    Disagree:

    63%

    Neither:

    15%

  5. Our succession planning process relies on the systematic development of high-potential individuals.
  6. Agree:

    30%

    Disagree:

    49%

    Neither:

    21%

  7. Our management succession planning is closely linked to our organization's strategic business needs and plans.
  8. Agree:

    32%

    Disagree:

    44%

    Neither:

    23%

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

    34%

    Disagree:

    44%

    Neither:

    22%

  11. Our succession planning is based upon well-developed competencies and the objective assessment of candidates.
  12. Agree:

    29%

    Disagree:

    49%

    Neither:

    22%

  13. Human resources and line management work closely together to ensure the viability of our succession planning process.
  14. 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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