Succession planning
Running head: EMPLOYEE MOTIVATION 1
EMPLOYEE MOTIVATION 2
Employee Motivation
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Introduction
Employee motivation is a factor or factors that causes an employee to pursue work or goals. This is what may make one to act in a particular way. There are two theories that are used by employees:
Extrinsic motivation
These are factors that are external which may influence an employee to act towards fulfillment of a task. This can be in the form of a reward or even a punishment. A reward can be in the form of pay while punishment can be in the form of termination.
Intrinsic motivation
These are factors that come from within the employee. This happens when the particular job motivates one to work. This form of motivation has better results than extrinsic motivation though it is often harder to facilitate. Intrinsic motivation can be achieved through giving employees the ability to be creative and innovative.
Succession planning also referred to as talent management recently identified as a top human resource issues of immediate future. Focusing on the current economic future, it is important for organizations to not only focus on high performance but to think and plan on the way forward / years ahead.
Succession planning entails not only retention of the key holding staff who in time have gathered organizational skills, values and knowledge but also foster the culture of the company’s promotion values, development agenda and career way forward/ opportunities for growth.
It is important to focus on the major issues in lieu of the above:
Future Analysis: Succession planning should be focused closely to the organizations business plan. Focus should be emphasized on the future strategies bearing in mind the goals of the business plan, having in mind the business plan (years in projection)
Management Appointment: At this stage, identify competence of the holders of the positions said above. This must be focused on once skills, knowledge and attributes that follow within the roles. To identify the qualifications focus should be on the job description, competency and personal specification.
People Analysis: At this stage performance management analysis must be put in place. This is to analyze the achievement of the aforesaid to evaluate how well the performance has been. To achieve this objective, different tools can be used including: psychometric and ability test, occupational personality questionnaire (OPQ), group exercises and ability test. HR professional if available should provide guidance and advice while conducting in-house assessment. Career assessment of individuals is a vital focus to career development majoring on work and life balance including other factors which can be achieved using tools such as career orientations, inventory, work interest schedule and OPQ.
Training, Learning and Development Needs: To identify the need of training of the employees, identification should be focused on the above. This should not be the norm but developing plans for the individual employees plus action plans is key. This is to ensure to ensure a structured development program geared towards a targeted level of capability. To achieve this, focus should be on the ‘skills gap’ implying where the employees are now and where they ought to be in the projected future.
Career Development: This entails training, learning and creating an environment for opportunities for employees. To achieve this, focus should be geared towards stretch assignments in regards to what the said employee is aimed at achieving. It may be necessary to encourage them to go past their natural part of their current job role. To achieve this the following should be adhered to: delegate other responsibilities above the employee’s job description in order to develop new skills and experience. This may be in such ways as supervision and human management skills.
Secondment: This can be done through projects which allows one to attain experience working at a different level. Shadowing of employees in roles such as interviews or skills meetings. The most important factor here is to ensure that the employees are fully involved so that they understand why they are going through the process so they can own up to the process.
Assigning: It is important at this stage to place the right individual with the perquisite skills and knowledge in the position that they have trained and qualified for. This should not be a way of direct hiring, for a selection process is necessary. This ensures that equality of people within the organization and outside can competitively compete. The goal here is to ensure that promotion to higher positions is based on performance and not on the period one has worked or even the current job position.
It is important not to focus mainly on internal promotion since this may eventually lead to an organizational stagnation since there is the risk of lack of new ideas and experiences. It’s important to note that not all employees are focused on the up wards progression commonly referred to as career ladder, most prefer the status quo. Good succession planning is the one that gives the opportunity to individuals to make cross-boundary career moves. Opportunities should be there for horizontal well as vertical movement within an organization.
Remuneration: This is termed as compensation as in other terms payment that an individual receives for work done. This may include; basic pay, allowances, bonuses, gratuity and other benefits. Executives of companies may receive other pay for instance; expense account and other forms of compensation. The total amount of remuneration depends on experience, value to the company that is whether full time or part time, business model of the parent company, whether salaried or hourly paid. For executives remuneration should be based on basic pay and stock options.
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Succession planning was first posted on August 14, 2019 at 5:25 am.
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Succession planning was first posted on August 14, 2019 at 5:27 am.
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