The Neglected Elements of Implementing Strategic Succession Management in Public Organizations

Regardless of the extent to which succession management is implemented in the private sector, it is still overlooked in the public sector. Traditional succession management is evolving providing a better alignment between business strategies and HR strategies. Succession management brings sustainable effectiveness for succession programs through career path development, knowledge and skill transfer, job retention, as well as high-potential candidates’ empowerment for upcoming vacancies. By way of a systematic literature review, we bring into focus strategic succession management in public organizations and discuss best ways of implementation. 





References:
[1] Santora, J.C., et al., Nonprofit executive succession planning and organizational sustainability: A preliminary comparative study in Australia, Brazil, Israel, Italy, Russia, and the United States. 2015. 20(4): p. 66.
[2] Langabeer Ii, J.R. and J. Helton, Health care operations management. 2015: Jones & Bartlett Publishers.
[3] VanVactor, J.D., The challenge of success: allowing leaders to lead. International Journal of Leadership in Public Services, 2011. 7(3): p. 192-205.
[4] Dye, C.F., Winning the talent war: ensuring effective leadership in Healthcare. 2002: Health Administration Press.
[5] Collings, D.G. and K. Mellahi, Strategic talent management: A review and research agenda. Human resource management review, 2009. 19(4): p. 304-313.
[6] Rothwell, W.J., Effective succession planning: ensuring leadership continuity and building talent from within. 2010: Amacom.
[7] Lynn, D.B., Succession management strategies in public sector organizations: Building leadership capital. Review of Public Personnel Administration, 2001. 21(2): p. 114-132.
[8] Taylor, T. and P. McGraw, Succession management practices in Australian organizations. International Journal of Manpower, 2004. 25(8): p. 741-758.
[9] Dierickx, C. and J. Veneziano, Three keys to CEO succession: expectations, choices, and integration. People and Strategy, 2008. 31(2): p. 36.
[10] Schmalzried, H. and L.F. Fallon, - Succession planning for local health department top executives: reducing risk to communities. (- 3): p. - 169.
[11] Blakesley, B., New and Noteworthy-Planning for the Future: Sources to Explore About Succession Planning. Library Leadership & Management, 2011. 25(2).
[12] Jarrell, K.M. and K.C. Pewitt, Succession planning in government case study of a medium-sized city. Review of Public Personnel Administration, 2007. 27(3): p. 297-309.
[13] Berger, L.A. and D.R. Berger, The talent management handbook: Creating organizational excellence through identifying developing and positioning your best people. 2003, New York: McGraw-Hill.
[14] Rothwell, W.J., Effective succession planning: Ensuring leadership continuity and building talent from within. 2nd ed. 2001: Amacom.
[15] Byham, W., G. Smith, and M. Paese, Grow Your Own Leaders, Development Dimensions. 2001: Pittsburgh.
[16] Charan, R., Leaders at all levels: Deepening your talent pool to solve the succession crisis. Vol. 22. 2011: John Wiley & Sons.
[17] Kim, S., Linking employee assessments to succession planning. Public Personnel Management, 2003. 32(4): p. 533-547.