BUS FPX 4047 Assessment 6 Succession Planning

Student Name

Capella University

BUS-FPX4047 Employee Training and Development

Prof. Name:

Date

Succession Planning

Succession planning plays a pivotal role in ensuring the smooth transition of leadership roles within an organization. By considering both the current and future goals of employees, organizations can ensure that they have the right talent in place to meet both present and future needs. The process involves identifying critical roles and developing strategies for employees to transition into these positions. According to the University of Washington (2022), succession planning requires organizations to identify these roles and prepare employees for the responsibilities they will eventually assume. Rothwell (2016) further defines succession planning as a method for identifying key management roles, from project managers to the highest-ranking executives, and emphasizes the importance of preparing leaders whose skills align with the organization’s broader goals. The aim is to create flexibility in management moves, ensuring that as employees gain experience, their skills evolve in line with the organization’s needs.

The first step in succession planning involves identifying the key positions that are essential for the organization’s success. This process not only facilitates the training of future leaders but also ensures that the organization remains resilient in the face of employee turnover due to resignations, retirements, or other factors.

Candidate Selections

David Rivers – First Shift Manager

Mr. Rivers, who holds a BS in Mechanical Engineering and has twelve years of experience with the company, demonstrates strong leadership and communication skills. Over the course of seven years, he advanced from supervisor to shift manager and has shown a proactive approach to his personal career development. His qualities make him an ideal candidate for higher management roles within the company.

Doug Knutson – Production Manager

Mr. Knutson, with a BS in Mechanical Engineering and fourteen years as a department manager, is recognized for his strong technical skills. However, he faces challenges with interpersonal communication and has expressed reluctance toward additional training. His limited willingness to relocate also presents a barrier to broader management opportunities, which impacts his suitability for further leadership roles.

Carl Anderson – Line Manager

With twenty years of service and a commitment to continuous learning, as evidenced by his pursuit of both a BS and MBA, Mr. Anderson is well-positioned for future leadership roles. He has excellent time management and organizational skills. However, concerns about his willingness to relocate may affect his eligibility for higher-level positions.

BUS FPX 4047 Assessment 6: Succession Planning

Selected Candidate

Mr. David Rivers is the preferred candidate for the plant manager position due to his proven leadership abilities, extensive experience, and proactive career development. His enthusiasm for attending seminars and pursuing academic training underscores his commitment to both personal and professional growth, making him the ideal candidate to take on a leadership role in the organization.

Career Development Plan for Mr. Rivers

For Mr. Rivers’ career development, the following strategies are recommended:

Technical Seminars: To enhance his expertise in areas critical to plant management.
Leadership/Soft Skill Seminars: To further develop his leadership abilities and interpersonal skills.
Cross-Training Opportunities: To gain a broader understanding of the company’s operations and strategic goals.

Mr. Rivers has shown eagerness to participate in these development opportunities, highlighting his readiness for advancement.

References

Land, T. (2020). Succession planning: Be ready for whatever comes your way. Frontiers of Health Services Management, 36(4), 1-2.

Rothwell, W. J. (2016). Effective succession planning: Ensuring leadership continuity and building talent from within (5th ed.). American Management Association.