Assessment 2; Succession Plan Strategy

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Assessment 2: Succession Plan Strategy Courtney Williams HRM-FPX5310 Strategic Hum Resource Mgmt Gale LaRoche August 11, 2023 1

Introduction A succession plan strategy encompasses the essential processes an organization employs to effectively manage its talent pool, ensuring a pool of competent employees capable of stepping into pivotal roles as they become available. This strategy is vital due to the constant influx of new talents and the dynamic nature of business objectives, leading to the emergence of new roles that must be filled. Employee circumstances also evolve, prompting the creation of new positions that require staffing. Ensuring such critical positions are occupied in a timely manner is crucial for seamless organizational operations. Thus, having a well-crafted succession plan strategy becomes imperative to address these evolving needs and to navigate impending challenges, such as the retirement of several store managers at FFH or a similar workplace. Key Steps in Designing a Comprehensive Career Development Plan To design a robust career development plan for FFH stores, several key steps should be undertaken. Firstly, a thorough analysis of the organization's current workforce and future talent needs must be conducted(Kudryashov, 2018). This involves identifying skills gaps and areas requiring improvement. Secondly, clear career paths for different positions, such as Assistant Department Supervisor, Department Supervisor, Shift Supervisor, and Assistant Store Manager, need to be outlined. These paths should encompass both vertical and lateral movement, allowing employees to acquire diverse experiences. Additionally, the plan should incorporate personalized development goals and milestones for each role. Furthermore, mechanisms for ongoing performance evaluation, feedback, and adjustments should be established to ensure the plan's effectiveness(Keller, 2018). Lastly, the plan must align closely with FFH's overarching goals and objectives to ensure that talent development contributes directly to the organization's success(Keller, 2018). 2

Training Programs for Supervisory and Management Positions For the Assistant Department Supervisor, a comprehensive training program should encompass leadership skills, conflict resolution, and departmental operations. This can be delivered through a combination of workshops, role-playing exercises, and on-the-job training. Department Supervisors could benefit from a program focusing on advanced leadership, team management, performance appraisal, and project management. A mix of classroom training, online courses, and mentorship can be effective in delivering these skills. Shift Supervisors require training in time management, communication, problem-solving, and crisis handling. The training should include simulations, case studies, and regular feedback sessions. Assistant Store Managers need a program covering strategic planning, financial management, decision-making, and staff development. Executive education programs, coaching, and cross- functional exposure are suitable methods for this level of training. Each training program is vital for developing specific skill sets, ensuring employees possess the competencies needed for effective performance in their respective roles. Incorporating External Development Sources External development sources play a crucial role in enriching the career development plan. Workshops and industry conferences offer exposure to best practices and emerging trends, fostering innovation and fresh perspectives. Online courses provide flexibility and access to specialized knowledge that can be tailored to individual needs. Mentorship programs facilitate guidance from seasoned professionals, promoting skill transfer and networking opportunities. By 3

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integrating these external sources, potential successors gain a broader outlook and diverse skill set, enhancing their readiness for leadership roles within FFH. Legal Standards and Fairness in Succession Planning Designing a career development plan and succession strategy necessitates adherence to relevant legal standards. Considerations include anti-discrimination laws, equal employment opportunity regulations, and labor rights. Ensuring fair representation and providing equal access to developmental opportunities prevents bias and promotes inclusivity. A legally sound succession plan should guarantee transparency in candidate selection and development processes. Compliance with legal requirements fosters an environment where all employees have an equal chance to grow and advance, aligning with FFH's commitment to fairness and integrity in talent management ( Bottomley, 2018). Internal Policy Review and Implementation Reviewing Existing Internal Policies The evaluation of current internal policies pertaining to promotion, talent management, and diversity and inclusion reveals their role in shaping succession planning efforts. While existing policies may provide a structured framework for promotions, they might lack a clear alignment with succession planning (Bottomley, 2018). For instance, a focus solely on seniority-based promotions might hinder the identification of high-potential individuals who possess the skills required for future leadership roles. Similarly, talent management policies that emphasize individual performance without considering leadership potential may inadvertently limit the identification of suitable successors. In terms of diversity and inclusion, policies that are not robustly inclusive might result in a lack of diverse candidates in the succession pipeline, 4

perpetuating homogeneity in leadership. Therefore, a comprehensive review of these policies is necessary to ensure they actively contribute to the organization's succession planning goals by identifying and nurturing a diverse pool of future leaders (Weisblat, 2018). Implementing New Policies To facilitate a seamless succession planning process, new internal policies need to be introduced. One crucial policy is the establishment of a formal mentorship program connecting high- potential employees with current leaders. This promotes knowledge transfer and skill development, fostering a transparent and equitable promotion process (Bottomley, 2018) . Additionally, a policy requiring cross-functional exposure for potential successors ensures a holistic understanding of the organization's operations, enhancing their readiness for higher roles. Another critical aspect is the integration of leadership competencies into performance appraisals, aligning individual development with succession planning objectives. By implementing these policies, the promotion process becomes more transparent, based on merit and potential, while nurturing a diverse pool of candidates capable of contributing effectively to the organization's future leadership needs (Wilson, 2018). Impacts on Diversity Planning The succession plan strategy has profound implications for diversity planning, offering an opportunity to reinforce inclusivity throughout the organization. As successors are identified and developed, diversity can be inherently woven into the process. By actively seeking candidates from different backgrounds, genders, and ethnicities, the organization promotes a broader range of perspectives at leadership levels. To ensure that diversity and inclusion remain central, measures such as unconscious bias training for decision-makers and diverse interview panels can 5

be introduced. Mentorship and sponsorship programs targeted at underrepresented groups can further amplify the impact of the succession plan on diversity (Wilson, 2018). Additionally, a data-driven approach to track and analyze the representation of diverse candidates at each stage of succession planning helps identify any disparities and supports informed decision-making. By embedding diversity and inclusion into the succession planning initiative, the organization can create a leadership team that reflects the rich tapestry of its workforce and customer base (Rothwell, Benscoter, King, & King, 2015). Succession Plan Strategy for FFH Positions Assistant Department Supervisor Succession Plan The Assistant Department Supervisor succession plan for FFH involves a systematic approach to identifying and preparing potential successors for this vital role. Criteria for identifying successors include a combination of performance excellence, leadership potential, and interpersonal skills (Baldwin & Ford, 1988). High-potential employees who consistently exhibit strong teamwork, problem-solving abilities, and a commitment to FFH's values will be considered. The development path entails a structured progression from hands-on departmental tasks to more strategic responsibilities. Initially, successors will undergo comprehensive on-the- job training, learning the nuances of departmental operations and customer interactions. Subsequently, they will be exposed to cross-training in different departments to gain a holistic view of store operations (Cascio, 2003). Leadership skills workshops, conflict resolution seminars, and mentoring by current Assistant Department Supervisors will contribute to their growth. The timeline for progression is anticipated over a span of 12-18 months, with regular performance evaluations and feedback sessions to ensure steady development and readiness for the promotion (Wilson, 2018). 6

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Department Supervisor Succession Plan The Department Supervisor succession plan centers on a well-rounded approach to grooming future leaders. Prospective successors will be identified based on a blend of strong performance, demonstrated leadership capabilities, and the ability to adapt to changing scenarios. The strategy involves a mentorship program, where current Department Supervisors serve as mentors to potential successors, providing guidance, sharing insights, and fostering skill development. In parallel, candidates will participate in skill-building workshops covering team management, conflict resolution, and effective communication (Keller, 2018). Exposure to cross-functional roles within FFH, such as collaborating with different departments, will broaden their perspective. This approach not only enhances their operational skills but also cultivates a holistic understanding of store dynamics. The succession timeline is envisaged over 24-30 months, ensuring ample time for comprehensive skill acquisition and leadership maturation (Weisblat, 2018). Shift Supervisor Succession Plan The Shift Supervisor succession plan centers on cultivating strong leadership and operational capabilities. Potential successors will be identified based on their demonstrated ability to lead and manage teams effectively, coupled with their problem-solving acumen. The strategy emphasizes the importance of leadership skills, and identified candidates will participate in intensive leadership development workshops (Cascio, 2003). These workshops will focus on decision-making, conflict resolution, and fostering a collaborative work environment. Exposure to cross-functional roles, such as collaborating with inventory management and customer service teams, will hone their operational expertise. The succession timeline is projected over 18-24 months, allowing sufficient time for honing leadership skills and gaining in-depth operational 7

experience, ensuring that potential Shift Supervisors are well-prepared for their future roles (Wilson, 2018). Assistant Store Manager Succession Plan The Assistant Store Manager succession plan is designed to groom future leaders with a holistic skill set encompassing leadership, strategic thinking, and business acumen. Potential successors will be identified based on their consistent performance excellence, ability to inspire teams, and strategic mindset. The strategy entails a combination of mentorship, formal leadership training programs, and exposure to executive decision-making processes (Kudryashov, 2018). Mentors, including current Assistant Store Managers and higher-level executives, will provide personalized guidance and insights. Leadership training will encompass strategic planning, financial management, and effective communication. Exposure to different store locations and involvement in business development initiatives will foster a broad understanding of FFH's operations. The succession timeline spans 24-36 months, allowing adequate time for the comprehensive development of leadership and strategic competencies, ensuring that potential Assistant Store Managers are well-equipped to drive store success (Weisblat, 2018). Conclusion The devised succession plan strategy and the updated job description for the store manager position collectively form a comprehensive roadmap to effectively address FFH's impending challenges and foster a culture of continuous growth and leadership development. The succession plan strategy meticulously outlines steps for identifying, nurturing, and promoting potential successors across various hierarchical levels, from Assistant Department Supervisors to Assistant Store Managers. By defining clear criteria for successor selection, providing targeted training 8

programs, incorporating external development sources, and ensuring adherence to legal standards, this strategy not only prepares individuals for elevated roles but also safeguards fairness, inclusivity, and compliance. Moreover, the strategy harmoniously aligns with FFH's overarching organizational goals and objectives. By intertwining individual career growth with the organization's trajectory, it ensures that leadership development is not only an individual pursuit but a pivotal component of the company's success. This synchronization between personal development and corporate aspirations not only propels future leaders to greater heights but also fortifies FFH's competitive edge in a dynamic market. The strategy’s emphasis on skill-building, cross-functional exposure, and strategic thinking underscores the establishment of a robust framework that nurtures capable and visionary leaders who are equipped to steer FFH towards sustained excellence. Ultimately, the synergy between the succession plan strategy and the store manager position's new job description embodies FFH's commitment to cultivating a talent pool that is agile, forward- looking, and dedicated to the organization's enduring prosperity. 9

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References 1. Rothwell, W. J., Benscoter, B., King, M., & King, S. B. (2015). Mastering the instructional design process: A systematic approach . John Wiley & Sons. 2. Baldwin, T. T., & Ford, J. K. (1988). Transfer of training: A review and directions for future research. Personnel psychology , 41 (1), 63-105. 3. Noe, R. A. (1993). Employee training and development. 4. Cascio, W. F. (2003). Managing human resources. Colorado: Mc Graw–Hill . 5. Kudryashov, V. S. (2018). The workforce planning system of the organization. Business Strategies , (7). 6. Weisblat, I. A. (2018). Literature review of succession planning strategies and tactics. Succession planning: Promoting organizational sustainability , 11-22. 7. Rothwell, W. (2010). Effective succession planning: Ensuring leadership continuity and building talent from within . Amacom. 8. Bottomley, K. S. (2018). Developing sustainable leadership through succession planning. Succession planning: Promoting organizational sustainability , 1-10. 9. Keller, J. (2018). Succession planning management. Succession planning: Promoting organizational sustainability , 41-48. 10

10. Wilson, V. (2018). Succession planning models, conceptual maps: Ethical considerations and best practices. Succession planning: Promoting organizational sustainability , 199- 211. 11

Assessment 2; Succession Plan Strategy

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