Business Succession Planning For Dummies by Dahlke Arnold

Author:Dahlke, Arnold [Dahlke, Arnold]
Language: eng
Format: epub, pdf
Tags: Itzy, Kickass.so
ISBN: 9781118230237
Amazon: B007KGE012
Publisher: For Dummies
Published: 2012-03-12T04:00:00+00:00

The upside of looking inside your organization for succession candidates is the positive effect it can have on your organizational climate and culture. When people know they have a chance to advance their careers without leaving your organization, they work harder to achieve it. Your retention levels will increase, along with a corresponding decrease in the expenses you would incur recruiting, hiring, orienting, and training new people from the outside.

When you can’t make up your mind

You’ve identified potential candidates and you’re ready to select one as the successor. Alas, you may face even more obstacles:

With all the technological advances, diversity, and mixtures of generations in today’s world, applications will reach your desk in a number of different of formats — snail mail, faxes, e-mail, a variety of résumés and forms created by employment agencies. Working though this diversity of submissions takes times.

If you’re in a time of economic downturn, you may receive more applications than you’re used to. As a result, you’ll find yourself spending a lot of time screening and reviewing résumés, as well as interviewing candidates.

Many people, who have gone through numerous job interviews, have become very skilled at telling you convincingly what they think you want to hear or what they want you to know about them. You may make the wrong selection, because you ended up evaluating the candidate in a more positive way than you should have.

In interacting with a candidate, you may make an unconsciously biased decision because you see him or her as very similar to you or very similar to someone you admire. As a result, you may hire the wrong person.

Here are some suggestions that will help you make the best selection:

Given that a good selection is very important, realize that it will take time. Allow yourself that time. Plan for it. Be patient.

Involve other people in the selection process of the same candidate so you get different perspectives on the person’s qualifications and then make a consensual decision. This strategy will help prevent your own bias from getting in the way.

As you read résumés and conduct job interviews, keep the job specifications clearly in mind as you try to answer two key questions:

• Can the individual do the job? Does he or she have the knowledge, skills, abilities, and training to carry out the job?

• Will the individual do the job? Does his or her work history demonstrate the levels of drive, persistence, energy, initiative, and leadership that are required in the position?

When you’ve found the right person but hiring hurts

Finally, you’ve selected a candidate. You still may be faced with a few obstacles:

In spite of the right qualifications, given the idiosyncrasies of any organization, the designated replacement may not be to ready to take over. In your hurry to make sure the position was filled, you may not have given the new person a good enough introduction to your organization. You may not have an adequate process for transferring critical knowledge from the person who previous occupied the position.

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