1. Succession readiness code
1.1. Code listed next to the names of all potential successors; contains two elements of information essential for succession planning: (1) the employee's level of performance in the current job and (2) the employee's readiness for movement and promotion.
2. Ripple or Chain effects
2.1. The effect caused when on promotion or transfer in the organization causes several other personnel movements in the organization as a series of subordinates are promoted to fill the sequential openings.
3. Markov Models
3.1. A model that produces a series of matrices that detail the various patterns of movement to and from the various jobs in the organization.
3.2. Employee Movement pattern in the organizations: -
3.2.1. 1. Remaining in the current job, 2. Promotion to higher classified job, 3. A lateral transfer to a job with a similar classification level, 4. Exit from the job ( termination, layoff, voluntary leaving by the employee), 5. Demotion ( which is relatively rare)
4. Movement Analysis
4.1. A technique used to analyze personnel supply, specifically the chain or ripple effect that promotions or job losses have on the movements of other personnel in an organizations.
5. HR Supply
5.1. Personnel in an organization comes from the internal (current employees) or external workforce (not employed by the company).
5.1.1. Organizations prefer to hire internally because: It reinforces employee loyalty and performance, employees are already socialized to how the organization operates and its culture the company already know the KSAs of the employee. These KSAs are recorded in a skills inventory management system
6. Skills and Management Inventories
6.1. Skills Inventory is an individualized record held on the each employee expect those currently in management or professional positions.
6.2. Management Inventory: - An Individualized personnel record for managerial, professional, or technical personnel that include all elements in the skills inventory with the addition of information on specialized duties, responsibilities, and accountabilities.
7. Succession/Replacement Analysis
7.1. Succession planning is critical to effective organizational functioning. It is absolutely essential that organizations create system that meaningfully reward managers for developing and retaining their employees, or it is very likely that these critical tasks will not performed.
7.1.1. Two aspect of succession planning: - 1. long term succession, a process of providing training and work experience to enable people to assume higher level job appointment in the future, and 2. short term emergency replacement of individuals who have quit, been terminated because of performance problems, have died, and so on.