General succession management approach may not be successful and efficient in most corporate organizations due to inadequate capacity of prominent companies to plan for orderly leadership succession. General Electric, unlike other leading organizations, adequately plan for the process of acquisition and maintenance of its human resource assets to attain the top performance and long-term economic advantage over other groups. The organization is one of a kind that uses a progressive approach to identifying and nurturing business leaders. General Electric business continuity is an aspect that is so dear the entire organization. It is for these reasons that have made General Electric to specialize on how to acquire the most efficient leadership to take charge of the group's corporate affairs.
Another reason as to why progressive approach will fail in most organizations is due to the existence of unwarranted politics and supremacy battles within most of the organizations. The game of dirty politics within most organizations has resulted in appointing of leaders who cannot perfectly serve the shareholders' interests and to formulate polices that will enhance the long-term top performance and survival of the company. Most organizations also lack proper succession plan as stated by Bergeron, C. (2004). In the case of General Electric, management succession is in line with the estimated sales, shareholders desires and strategic planning. Unlike other organizations, General Electric has invested in the future of the company by acquiring and nurturing the right leadership that will implement the set goals and objectives.
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Disadvantages of moving people to new jobs every two to three years
Employees hopping from one job to another may make the employer hesitant to invest in the career growth and development of that particular staff. Companies see people who job hop as risks to the business because the will not pay back to the company after it facilitating the employee career development. The hopping employees are viewed as capable of manifesting disloyalty to the enterprise. Workers who move from one company to the other can also be suspected of not able to persevere the organization culture and code of conduct. Employees with rotational job tendency are always hesitant to get out of their comfort zone so to help the company achieve its goals. Job rotation can also be of no benefit to an employee because an employee cannot fully grasp a concept in an individual department due to time constraint. Employees do hurriedly acquire skills and later on forget the quickly acquired skills. Moreover, rotation reduces the profit making the capacity of a company since it uses a lot of assets to train and develop employees and eventually lose them through job rotation. In addition, a lot of time is taken to train employees who have changed jobs to learn and acquire the required knowledge and skills to work in a particular department.
Reasons for the success of GE succession management approach
Succession management approach has been fruitful to the existence of a proper and detailed succession plan. The company has invested in developing its workers for future leadership roles. The development of new leaders from within the company has prevented the organization from losing its most talented and workforce to other businesses. Succession planning is a culture the company talent management team has consistently applied.GE through its talent management team usually carries out a proper assessment of skills and expertise required to meet the company's future business challenges.
Another reason for the GE succession management approach success is the frequent reviewing of the succession plan. The company's talent management team is tasked with ensuring that the succession plan is in line with the organizational values and geared towards future existence and prosperity of the organization. The company also retains most of its managers for the future leadership position by rotating them within the company so as to acquaint themselves with certain elements of the business. Finally, it offers room for development and growth of its employees so that they can remain relevant and provide solutions to business challenges in future.
References
Bergeron, C. (2004). “ Succession Management at General Electric,” Handbook of business strategy, 5(1), 301.
