HRM FPX 5310 Assessment 2 Succession Plan Strategy Report

HRM FPX 5310 Assessment 2 Succession Plan Strategy Report

Student Name

Capella University

HRM-FPX5310 Strategic Human Resource Management

Prof. Name:

Date

Overview

Succession planning is essential for organizations as it enables the development, training, and preparation of internal employees for advancement when senior leaders retire. Instead of leaving vacancies and hiring externally, a well-structured succession plan ensures that the organization has skilled and knowledgeable internal candidates ready to fill these roles. It is vital to prioritize the development of current staff members to mitigate the impact of unexpected resignations or retirements. A Talent Survey conducted among Human Resource professionals in 2011 revealed that career development significantly influences employees’ engagement and retention (Dickens, 2011). Succession planning not only identifies qualified internal candidates but also highlights talent that may have gone unnoticed. The absence of succession planning can adversely affect performance and costs; for instance, unfilled positions can impact business performance by as much as 50% (Meinert, 2018). Currently, Fleet Farm and Home (FFH) has 18 store managers over the age of 65 who are nearing retirement. To implement a successful succession strategy, the following steps are recommended:

1. Establish a clear employee development plan.
2. Review and update job descriptions as needed.
3. Evaluate competencies and skills to identify training requirements.
4. Incorporate diversity as a fundamental aspect of the process.

Store Manager Role

The store manager at Fleet Farm and Home will excel in retail sales, achieving goals, managing inventory, providing exceptional customer service, and supervising a diverse workforce. Progressive experience within a career development program is highly encouraged. This position requires full-time availability, including flexibility to work weekends, late hours, and some holidays.

Responsibilities

• Develop ideas and strategies to enhance customer sales, profits, and advertising.
• Provide outstanding customer service.
• Ensure adherence to company policies and procedures.
• Conduct inventory inspections and prepare accounting reports and monthly statements.
• Perform employee performance reviews and address both positive and negative feedback.
• Create training and educational opportunities for potential leaders.
• Gather customer feedback, both positive and negative.
• Manage employee schedules.
• Foster a positive attitude and promote a safe and healthy workplace.

Educational and Experience Requirements

• A minimum of four (4) years of progressive management or supervisory experience.
• A bachelor’s degree in business, management, or a related field.
• Successful completion of a career development program within the last six (6) months.

Legal Standards, Training, and External Sources

FFH places great importance on complying with federal and state laws regarding discrimination. All employees, regardless of gender, age, or status, must receive equal pay for equivalent work. Adhering to relevant legal requirements helps the company avoid litigation. Key laws to consider include the Age Discrimination in Employment Act of 1967, which prohibits discrimination against individuals over the age of forty, as well as the Pregnancy Discrimination Act, the Americans with Disabilities Act (ADA), and the Equal Pay Act. FFH maintains a zero-tolerance policy for discrimination against any individual in these categories. The ADA specifically prohibits discrimination against individuals with physical, mental, or medical disabilities. Compliance with these laws is crucial for the safety and protection of employees and the company’s reputation.

Opportunities for career development are available to all interested employees. Engaging external resources, such as industry experts, motivational speakers, and community leaders, enhances the career development program at FFH. Employees who participate in these programs can network with other professionals, boosting their confidence in assuming leadership roles. By establishing clear expectations for leadership responsibilities, FFH effectively prepares internal candidates for succession roles through the use of external resources.

Succession Planning and Development Programs

Once employees interested in succession roles and participation in the career development plan have been identified, executive leaders must evaluate the current needs and goals of each individual to create a tailored development program. Research indicates that many companies lack formalized succession plans, with most board members believing their existing plans are insufficient; approximately 50% of directors feel they should allocate more time to succession planning (Dickens, 2011). The action plan involves assessing the current needs and weaknesses of employees to promote growth and enhance their self-confidence in skill development. Training programs should be designed to support specific needs and objectives.

The development program will focus on the growth requirements of employees, allowing for the implementation of targeted training initiatives that cultivate the essential skills and qualities necessary for advancement. Training development should leverage both internal and external resources. Internal training offerings may include programs on diversity in the workplace, harassment prevention, and effective supervisory skills, all aimed at equipping potential leaders with the tools for successful leadership. Additionally, external training opportunities abound, including seminars, webinars, and educational courses tailored to specific competencies. The strategy for action should involve a detailed assessment of external resources while considering the individual needs of each employee in the development program.

Upon identifying external resources for succession preparation and advancement opportunities, existing training strategies should be structured to enhance engagement and improve success rates. It is crucial to recognize the need for distinct development programs tailored to various positions within the organization. These programs must focus on advancing supervisory skills and leadership capabilities.

Internal Policies and Diversity

The internal policies and procedures established within the organization are vital for the success of career development for current employees. When executed effectively, succession planning provides valuable feedback regarding potential promotions and opportunities for employees demonstrating upward mobility. An essential aspect of analyzing internal policies includes reviewing current guidelines and strategies that facilitate smooth transitions for vacancies resulting from retirements and resignations.

Internal policies not only ensure the achievement of goals and succession but also prioritize equality. Fleet Farm and Home (FFH) must adhere to existing company procedures and guidelines, ensuring that individuals from all backgrounds have the opportunity to participate in career development. By implementing requirements that do not discriminate against any group, such as educational qualifications, years of service, and a clean personnel record, FFH can maintain alignment with equal opportunity advancement principles.

A critical policy that FFH will evaluate is the assessment of individual skills related to technology use and the ability to follow supervisory guidance. Employees interested in career development programs should possess the necessary skills for the positions they seek and demonstrate a solid employment history of adhering to directives from superiors. Failure to follow leadership as a line-level employee can be detrimental to the organization, negatively impacting performance, employee morale, and resource allocation. Promoting individuals without the requisite skills for their new roles can lead to significant issues.

HRM FPX 5310 Assessment 2 Succession Plan Strategy Report

While numerous factors influence employee performance, the lack of basic job skills is particularly critical. FFH will conduct performance reviews and assessments to evaluate current policies and employee skill levels. If any policies or practices are found to contribute to inadequate employee performance, a reassessment and reorganization will be necessary. Policies that hinder employee advancement, such as strict fraternization rules or family leave policies that restrict earned time off, must be reviewed and amended. Furthermore, insufficient training that fails to equip employees with the necessary skills for their job duties can hinder their performance.

In conjunction with the succession of current employees, recruitment practices will also be evaluated. To promote diversity within FFH, it is highly recommended to encourage minority groups and female employees to participate in succession planning. In the fields of farming and equipment distribution, leadership positions are predominantly held by males. Male managers may relate more easily to and help develop potential leaders who share similar backgrounds and perspectives.

Diversity in Leadership Roles

Emphasizing a diverse work environment is crucial, particularly in providing women with opportunities for leadership positions. Recognizing that women and minorities can successfully fulfill leadership roles and learn from existing leaders is essential for fostering diversity within the organization.

Recommended Plan

Recruitment strategies should prioritize candidates who qualify for career development opportunities based solely on their abilities, skills, and educational qualifications. It is important to evaluate management roles that will become available due to the retirement of several long-term employees to ensure a smooth transition for incoming management trainees. By adopting a succession planning approach and offering career development to selected employees who meet the required skills, the company can save money in the long run while adhering to current employment laws.

The position of store manager should be seen as an attainable goal for aspiring supervisors within the organization. A clear progression path should be established, moving from assistant supervisor roles to assistant department supervisor, shift supervisor, and ultimately to assistant store manager. Career development must include regular assessments of current performance and skills among managers. Annual evaluations, along with quarterly discussions regarding performance in each of the four roles leading up to store manager, are essential (Croteau, 2009).

The training strategy, in conjunction with the succession plan, will focus on developing line-level employees for advancement to head management roles. Each role within the succession planning framework should have a specific development program. For instance, assistant department supervisors should receive tailored training that addresses the management of a diverse workforce, departmental goals, deadlines, and a thorough understanding of job duties within their area.

HRM FPX 5310 Assessment 2 Succession Plan Strategy Report

As individuals progress in their careers, they should be afforded opportunities for external training that enhances the skills and knowledge gained through on-the-job experiences at Fleet Farm and Home (FFH). When moving into the department supervisor position, priorities should include delegating duties, understanding departmental operations, and maintaining a safe, diverse, and equitable workplace. Individuals who have successfully completed the development process as assistants and have at least one year of experience should be considered for promotion to supervisor.

Training for department supervisors should focus on employee leadership and the development of supervisory skills. To ensure alignment with an effective training plan and career development program, shift supervisors must have a minimum of two years of experience as acting department supervisors, with annual performance evaluations confirming that all job skills have been mastered. FFH should also ensure that current leaders in the shift supervisor role participate in ongoing educational courses annually. These courses should cover leadership skills, employment law, and the management of a diverse workforce.

Before transitioning into the shift supervisor role, candidates should obtain an associate degree. A robust training program for shift supervisors will include a detailed job description and quarterly reviews of competencies. A similar strategy should be applied to the assistant store manager role, where job competencies must be mastered alongside the development of positive leadership skills. Mentoring programs led by current store managers during this phase of the career development program are highly recommended. The influence of store managers during this progression is vital for the development of assistant store managers, ensuring they acquire the skills and knowledge necessary to perform their roles confidently.

To qualify for a store management position, candidates must have a minimum of one year of experience and pass assessments documenting their job competency and leadership abilities. Critical management issues and sensitive topics should be openly discussed among management members during monthly meetings. This feedback mechanism will facilitate continuous learning among managers, enabling them to devise effective strategies for addressing future challenges. Educational requirements for this role should also be progressive.

Store Manager Position Requirements

The role of store manager at Fleet Farm and Home (FFH) necessitates a bachelor’s degree in business, management, or a related field. This requirement aligns with the succession plan strategy, which aims to establish a progressive pathway for employee advancement that is consistent with the company’s objectives and goals.

References

Capella University. (2019). FFH organization structure and job description for succession planning | Transcript multimedia.

Croteau, J. D., & Wolk, H. G. (2010). Defining advancement career paths and succession plans: Critical human capital retention strategies for high-performing advancement divisions. International Journal of Educational Advancement, 10(2), 59–70. https://doi.org/10.1057/ijea.2010.6

Dickins, D., & Sarbey, S. D. (2011). A plan for succession. Internal Auditing (Boston, Mass.), 26(4), 38. Retrieved from capella.summon.serialssolutions.com

Korczynski, M., & Ott, U. (2004). When production and consumption meet: Cultural contradictions and the enchanting myth of customer sovereignty. Journal of Management Studies, 41(4), 575-599.

HRM FPX 5310 Assessment 2 Succession Plan Strategy Report

Meinert, D. (2018). Succession planning is easier than you think. Retrieved from https://www.shrm.org/resourcesandtools/hr-topics/organizational-and-employee-development/pages/succession-planning-is-easier-than-you-think.aspx