We read with interest a story via OnRec this week that ‘UK managers shy away from workforce planning in fear of a coup’. The article quoted research of over 500 UK managers, with four in ten (39%) of managers surveyed admitting that a potential successor would make them feel uncertain about their job security.
Perhaps this explains why such a high proportion (over half) had yet to identify a successor for themselves.
Succession planning is of course a critical component of any workforce plan, and promoting internal talent is the most cost-effective (and arguably best) way to fill a vacancy. Having a figure already familiar with the company’s processes, its culture and colleagues obviously makes for a stand-out candidate – additionally, clear and open opportunities for progression also helps to retain key talent.
For managers, shaping a dependable junior figure for a more senior role should be no cause for concern. In the short-term, the assistance and ability to delegate some responsibilities will no doubt be welcome. Looking further ahead, rather than be fearful they’re training a direct replacement, managers should recognise an opportunity for their own progression and taking their understudy upwards with them.
The real question here though is, should (non-hiring) managers be responsible for identifying their own successor?
A defined workforce plan, one that not only takes into account succession but aligns with key business objectives and anticipates talent gaps throughout the organisation, should fall under the remit of a recruitment strategist.
That way, a more holistic approach can be taken and the appropriate sourcing strategy deployed when a vacancy arises – this could be an internal hire (as in the case of a succession plan), but equally a different type of candidate might be preferable. Only with full visibility of the recruitment process can the best decisions be made, and a manager, or even a recruitment generalist, is unlikely to have access to such high-level insight.
Either a senior figure at boardroom level, or a strategic recruitment partner with a voice at the highest level, should be formulating and executing a workforce plan, as this is the only way it can truly support the business in a proactive way, rather than at a tactical level.
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