Peer Reviewed by Christina R. Kalel / Edited by Dr. Brandy A. Brown and Romi C. Wittman / Veridian Consumer Services* provides consumers with prescription savings solutions, useful tools and decision support to close the gaps in prescription coverage for the insured, uninsured, and under-insured and their families. This project is Phase One in a study of Veridian’s internal processes and talent management system. The evaluation seeks to gauge Veridian leadership’s knowledge of the talent management life cycle; specifically, knowledge transfer and succession planning. Study results have shown that 83 percent of Veridian Directors and Executives feel the talent management practices at the company are effective. However, executive responses also show clear areas of improvement that are needed in order for the organization to adopt an effective succession planning process. Since this study only looked at one piece of the talent management life cycle, it has some limitations. With that in mind, a conceptual framework is presented for the talent management practices, as well as a process for creating a succession plan for key leadership positions at Veridian.

This research is an investigation into Succession planning initiatives in government agencies in Botswana, a case of the Botswana National Archives and Records Services. The Botswana National Archives and Records Services has been experiencing a significant loss of employees over the years. When people leave the organisation in most cases the vacant position will take too long to fill, especially for those positions that require the technical qualification and experience in Archives and Records Management. This state of affairs according to the researcher may be addressed by implementing a succession planning strategy. Succession planning has the potential to uplift government agencies in terms of increased productivity, motivation, efficiency and retention of staff. Succession planning can help organisations to invest more on developing their staff for future key positions to ensure business continuity. It is important for organisations to have a strong pipeline so that key positions are easily filled as they become vacant. This study sought to establish if the Botswana National Archives and Records Services has any initiatives on succession planning and how well the employees understand the concept of succession planning. A questionnaire was designed and administered to the staff of the National Archives. The findings from the study reveal that most of the employees do not understand the concept of succession planning and the organisation has no initiative on succession planning. These findings led to the conclusion that the National Archives should include succession planning in its business strategy and teach its employees about it to ensure business continuity. / Thesis (MBA) North-West University, Mafikeng Campus, 2013

Seventy percent of hospital leaders report a lack of succession planning practices as an organizational strategy to mitigate the risk of talent loss and for addressing nursing shortages. The purpose of this multiple case study was to explore succession planning strategies 6 hospital managers used to reduce the shortage of nurse leaders in 2 Hampton Roads, Virginia hospitals. The conceptual framework was Rothwell's succession planning model for understanding the succession planning strategies the hospital managers used to reduce the shortage of nurse leaders. After conducting semistructured interviews, and reviewing supporting hospitals' documents, techniques of compiling, disassembling, reassembling, interpreting, and concluding were used for data analysis. Methodological triangulation was also to validate the findings and ensure the trustworthiness of interpretations. The principal themes emerging from the analysis were identifying organizational staffing needs, providing advancement opportunities, identifying potential leaders, and preparing nurses for leadership positions. The potential pathways for effecting beneficial social change are contributing to leaders' knowledge of succession planning strategies to reduce nurse leader vacancies and contributing to the welfare of society by improving the continuity of healthcare services for patients and communities.

The significance of the family firm in the South African economic environment is growing each year. This increasing relevance is owing to growth experienced by family businesses in South Africa. Family businesses are found to provide jobs to a large unskilled population in South Africa, and in turn contribute to the stability and growth in the communities in which they operate. However, family firms experience a 70% failure rate in their second generation of operation and an 88% failure rate in their third (Downes, 2011). It is found that one of the major issues in the failure rates of subsequent generations of family businesses is due to the inability of family businesses to manage the dynamics that influence the succession planning process. The aim of this study is to provide insight into the family business’s characteristics, dynamics and practices, primarily those characteristics that govern cross-generational ownership. According to Adendorff and Boshoff (2011), Gupta and Levenburg (2010), Papalexandris and Panayotopoulou (2004) and Taruwinga (2011), the organisational culture is amongst the most important dynamics that influence succession planning. This study therefore focuses on understanding the influence of culture on the succession planning process of family businesses. Eight South African Muslim-owned family businesses have been selected as the sample for the current study and therefore provide a unique insight into the influence of culture on succession planning in family businesses of religious commonality. A Rapid Ethnographic research methodology was adopted to provide insight into the cultural elements of the businesses. Cultural elements were found to influence the planning for the handover, the selection process of the successor, the training and development of the successor, the handover process and the management stage of the businesses. The study found that certain cultural aspects were influenced by religious practices and sentiments stemming from the Islamic belief system. These cultural aspects were found to be the most influential cultural elements in the succession planning process of South African Muslim-owned family businesses. This study therefore implicitly provides insight into the strong influence that religion has on organisational culture and ultimately on succession planning of family businesses. / Dissertation (MBA)--University of Pretoria, 2013. / zkgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

The purpose of this research report was to establish what the key contributing factors are towards the long-term sustainability of family owned agribusiness in South Africa. The reason this study was conducted in the agribusiness sector is that 90% of agricultural enterprises in South Africa are reportedly family-owned. Succession was chosen as a key construct, considering the fact that the ability of enterprises to have long-term sustainability is influenced by whether or not they have a plan for succession. A case study method of analysis was used to collect data, which involved interviewing four commercial farming families in the Eastern Free State. It was established from the interviews that each family had unique drivers that enabled or inhibited the succession process. A comparative analysis was conducted to analyse the key factors responsible for a smooth transition and what the barriers were. The research study was also intended to assess how succession planning within South African family-owned agribusinesses was unique. The political context in the country had a major influence on how these farming families would plan for their sustainability going forward. The papers thus examined how these reasons affected black and white commercial farmers differently. The literature that was reviewed was based on the nature of family business succession planning as well as the agriculture sector in both a global and South African context. The theory base used was that of the Conceptual Model of Satisfaction with the Succession Process Sharma et.al. (2003) supported by other theoretical frameworks. The intent was to bring about knowledge that could contribute to the study of family businesses and to find key insights that may be useful to stakeholders in the agricultural sector be it from a firm, advisory, or policy formulating perspective. Copyright / Dissertation (MBA)--University of Pretoria, 2011. / Gordon Institute of Business Science (GIBS) / unrestricted

This thesis analyses Succession Planning and Management practices in international organizations, and specifically in UniCredit Group, with the goal of developing recommendations for improvement of UniCredit Group's existing practice. The theoretical part provides background knowledge about generics of succession planning and management, its evolution and connection with other Human Resource processes. It is followed by highlights of acclaimed best practices in mitigating risks in implementing succession planning and management systems. The latter acts as a beginning of the practical background of the thesis, as the empirical study aims at discovering strengths and weaknesses of the UniCredit Group in comparison with the theoretical models and the best practices presentation. Based on the latter, qualitative research has been conducted in cooperation with UniCredit Group's Central and Eastern Europe Sub-holding level HR Business Partners and Specialists. The hypothesis that UniCredit Group has a well-established succession planning and management system (up to the most possible comparison with theoretical models and best practices) has been confirmed. The analysis and synthesis of the results from both the theoretical and empirical part are the basis, on which recommendations have been developed.

Master of Agribusiness / Department of Agricultural Economics / Terry Griffin / Rosburg Farms is a crop farm in Northwest Iowa that specializes in corn and soybean production. The oldest farm operator, Richard was looking ahead to retirement while the next generation, Brian has been working to identify an entry strategy into the operation as a beginning farmer. The purpose of this research was to identify and evaluate candidate alternatives that Brian could bring to Rosburg Farms and to understand if the operation was at a point where Brian was needed as full time labor. Three candidate scenarios including renting additional crop acreage, building a hog facility, and building a poultry layer house were evaluated via SWOT analyses. The SWOT analysis results indicated that renting additional crop acres was the best candidate alternative for the farming operation. To understand how adding the additional acreage to crop production affects the timeliness of the operation and to identify binding resources a whole-farm linear programming planning model was parameterized. Parameters included available labor, machinery, days suitable for field work, crop rotations and available acreage. Production enterprise budgets for corn and soybean production and a projected cash flow were developed to understand if this acreage expansion would be profitable for the multi-family farming operation. The results of the planning model indicated that the field work operations would be completed with the available labor, machinery, and days suitable for fieldwork. The production budgets and cash flow results indicated that Rosburg Farms would remain profitable once farm size was expanded with additional rented acreage. Considering Brian employed off the farm, it was not necessary for him to quit his job to farm full time at this point. Future analysis should be used to understand at what farm size are needed to justify Brian leaving his off-farm employment to farm full time. These results are applicable beyond the Rosburg farm and are of interest to beginning farmers, farms anticipating transition to next generation, and professional specializing in succession planning.

Small businesses are critically important to the current U.S. economy. This is especially true for Vermont. In 2010, small Vermont businesses represented 96.3% of all employers accounting for approximately 60% of the private sector workforce (SBA, 2013). Entrepreneurs are drawn to Vermont for the quality of life, progressive atmosphere, and its distinction for fostering companies with socially, ethically and environmentally driven missions. Succession is an important stage in a company's life-cycle. Thus, succession planning is a crucial activity for founders, owners or high-level managers, (here after referred to as leaders,) in which to participate. This study explores the current environment of the intersection of social responsibility and succession planning. In order to examine the confluence of social responsibility value retention and succession planning, each aspect of a leader's intentions needed to be understood. Thus, this study incorporates: a description and analysis of leader's social responsibility attitudes, intentions and behaviors; a description and analysis of leader's succession planning attitudes, intentions and behaviors; and an analysis of the commonalities and distinctions found in the combination of social responsibility and succession planning attitudes, intentions and behaviors. Semi-structured interviews were conducted with small business leaders from September through December, 2013. The interview sample was intentionally weighted towards business leaders who are known for being socially responsible, due to their expected ability to speak more knowledgeably about social responsibility and its implications for their business. Findings indicate there is a lack of consensus among leaders in defining social responsibility values/orientation. Most leaders interviewed are thinking about succession planning and how their value-orientation might fit into that process. Applying the Theory of Planned Behavior, this study attempted to identify how attitudes towards social responsibility would impact the leaders' intentions and ultimately their behavior in succession planning.

Thesis (M.M. (Business Executive Coaching))--University of the Witwatersrand, Faculty of Commerce, Law and Management, Graduate School of Business Administration, 2015. / The study explored the CEO transition process that takes place in the handing over of the organisation from the outgoing CEO to the incoming CEO and how executive coaching can facilitate the transition process. The past two decades have seen a reduction in the tenure of CEOs. In addition the transition period has contracted. This means that the incoming CEO is often faced with many challenges that may have been alleviated in a longer or more structured transition process. As CEO succession has a major impact on the organisation, and is disruptive in itself, executive coaching might present an opportunity to manage the transition and improve the settling in and effectiveness of the incoming CEO and thereby the performance of the organisation. . Friedman and Olk (1995), Garman and Glawe (2004) and Vancil (1987) defined a structured CEO succession and transition process in organisations. The transition process is conceptualised as a settling-in period where the designated CEO and outgoing CEO work together in a dual capacity whereby the organisation would slowly be transferred from one to the other over a period of months or even years (Kakabadse & Kakabadse, 2001). The Chairman plays an influential role in selecting the incoming CEO (Dalton & Dalton, 2007b; Engelbrecht, 2009; Fredrickson, Hambrick, & Baumrin, 1988) and in supporting the incoming CEO in his/her initial appointment period (Kets de Vries, 1987). There are various factors that determine the selection of an insider CEO or outsider CEO based on the performance and future strategy of the organisation (Dalton & Kesner, 1985; Friedman & Olk, 1995; Khurana, 2001; Ocasio, 1999; Zajac, 1990). The selection of the incoming CEO is important as it impacts the market value of the organisation and creates disruption within the organisation (Grusky, 1963). The incoming CEO, whether an insider or outsider CEO appointment, experiences many challenges when taking up the position. These challenges include delivering continuous growth, improved performance and profitability of the organisation (Bower, 2007; Giambatista, Rowe, & Riaz, 2005), managing key relationships with the Chairman, Board of Directors, Shareholders, key customers and suppliers as well as the management of people within the organisation. Other challenges are of a more personal nature, such as self-doubt and balancing work-life (McCormick, 2001; Stajkovic & Luthans, 1998; Stock, Bauer, & Bieling, 2014). Many of these challenges can be attributed to the reduced transition period that an incoming CEO has (Charan, 2005). iv There are various support structures available to the incoming CEO to supporting the incoming CEO in his/her initial appointment period. These include the Chairman, mentors and executive coaching. Various coaching models were considered in supporting the incoming CEO through the transition period and the challenges experienced (Bond & Naughton, 2011; Passmore, 2007; Saporito, 1996). The aim of exploring executive coaching models was to recommend a coaching framework that could be used in the CEO transition process. The research methodology used in the study was qualitative. Semi-structured interviews were undertaken in order to gain insights from the lived experience of CEOs, Chairmen and Board of Directors of organisations (Ponterotto, 2005; Wimpenny & Gass, 2000). Further to this an analysis of the CEO turnover in the Top 40 companies listed on the Johannesburg Stock Exchange (JSE) was undertaken, which served to triangulate the results from the respondent interviews. It was found that there was both planned and unplanned CEO succession in organisations and this impacted the transition process and period that took place between the outgoing CEO and the incoming CEO. Planned CEO succession usually arose from the planned CEO retirements and allowed for a long transition period. An unplanned CEO succession arose from the untimely resignation, retirement or death of the existing CEO. This left the newly appointed CEO taking the position with a very short transition period, if at all. Following from the planned and unplanned CEO succession there was found to be a mismatch between the theory of the CEO succession and transition processes and the practice thereof. This seemed to be more evident from a South African perspective as most of the literature on the subject of CEO succession and transition processes was internationally based with very scant South African literature available on the topic. Executive coaching can provide the structure for the incoming CEO to orientate him/herself to the organisational dynamics, setting the vision and strategy for the organisation as well as the effective execution of that strategy. Further, executive coaching can assist the incoming CEO in the personal challenges of leadership, managing people and stakeholders as well as self-doubt and work-life balance that the newly appointed CEO may experience.

The rise in the employee turnover rates is increasing the concerns amongst the organizations in retaining the employees in the workplace. The higher turnover rates are threatening the business capability in earning higher profits. Grounded by the leadership and motivational theories, the following study aims explore that how the succession planning strategies could help in retaining the employees in the organization. Swedish organizations are chosen as the area of the study. In order to fulfill the purpose of the research, the data has been gathered from primary and secondary tools. The secondary tools used in the study are past papers related to succession planning and employee retention as well as information collected through SHRM/Globoforce employee recognition survey and OECD statistical data. The primary tools used in the study are semi-structured questionnaire and face to face interviews. The data analysis involved the evaluation of the secondary data, face to face interview and classification of themes on the basis of semi-structured questionnaire. By means of the thematic analysis, four main themes were emerged. The findings showed that in order to retain the employees fruitfully, Swedish organizations should work on planning career development programs, identify and develop the talent pool and offer non-monetary rewards to the employees. This will enable them to be committed with the company and stay with it for a longer time. The implications for the study is that it will bring a positive social change by adapting the effective succession planning practices which will as a result help to increase the morale of employee and enhance the business profits by retaining the talented employees in the organization. The study has some limitations on the basis of which, it is suggested to the future scholars to conduct a quantitative study by taking a longitudinal approach in order to validate the findings on the statistical grounds as well.