Reference no: EM13222048

Succession planning is an important OD intervention, and business sector succession planning-sometimes called workforce planning, HR planning, or Human Capital Management initiatives-remains neglected in many sectors and in different sizes of organizations.

This is an interview protocol for you, the interviewer.  In the case of this particular protocol, the focus is on succession management practices in the business sector. (Note: The term "succession management" in the business sector is sometimes used interchangeably with such terms as "human capital management,""workforce planning," and "leadership development.")

The objective of the interview is to document, as comprehensively as possible, a best-practice case in succession management. 

The interview should take about 1 hour.  You should plan to tape record it and then transcribe the recording according to the provided interview questions. (Note: digital audio recorders can be purchased that will translate audio into print.)

 After transcribing the interview, you will send it back to the interviewee (respondent) to doublecheck that the interview reflects what the interviewee/respondent intended.

Individuals will be identified from the interviews, so you may not keep the name of the interviewee/respondent confidential.

As the interview is conducted, focus on using active listening (avoid listening blocks while actively echoing and paraphrasing).   Listen to see the world the other person sees.  Your job is to be aware that the person is describing his or her own truth.  What follows is a brief description of the procedures to follow in conducting the interview:

 Procedures

1. Sign up to do an interview with a business of any size.

2. Consult the web, published literature, or other sources. Identify a best-practice example of a succession management program. (Note: the terms workforce planning, human capital management, and leadership development are often associated with succession management.)

3. Target some organizations to contact. The instructor will suggest specific organizations for you to contact. If you are unsuccessful with reaching agreement on them to permit you to conduct an interview, then you may select another organization in consultation with the instructor.

4. Identify an individual at each organization to contact.

5. Schedule an interview time of at least one-hour.  It is difficult to anticipate the actual time of the interview, as each person will respond to the questions differently.  You will need to keep track of how far you have gone in the interview, making sure that you get all the key questions answered before the time is up.

6. You are permitted to send the questions to the interviewee in advance by e-mail or fax. But do not permit the individual simply to write answers and e-mail or fax them back. An oral interview should be conducted face-to-face or by phone. 

7. Conduct the interview and do the following substeps.  First, read an introductory paragraph explaining the purpose and process of the interview, as well as how the data will be used. (Use the information above to create your paragraph).  Second, conduct the interview and audiotape it.  Third, transcribe the interview.  Fourth, return the transcribed interview to the interviewee and invite any corrections or elaborations that the person wishes to make. Fifth, revise the transcribed interview to reflect the suggested changes made by the interviewee. Sixth and finally, thank the interviewee with an email or a card.

9. Prepare your interview in the format described below (use Word XP, Word 2000, or Word 97 as the word processing software program).  Pose the questions exactly as written below.

Interview Questions

Directions: Please answer the following questions about the succession management or related program in your organization.

1 How does your organization define succession management? Workforce planning (if applicable)? Human Capital Management (if applicable)? Leadership Development (if applicable)?

2 What is the purpose of your organization's succession management program, and what led to the perceived need for it?

3 What measurable goals or objectives, if any, help to provide direction to your organization=s succession management program?

4 What groups are targeted for participation in the program? Why were they selected?

5 Does your organization used job competencies, defined as characteristics that describe successful performance, as a key foundation for the succession program? If so, explain how. If not, explain what is a key foundation for the program.

6 How is individual job performance assessed?

7 How is individual preparedness for promotion assessed?

8 How is individual developmental planning carried out, if at all? (For instance, does your organization use an Individual Development Plan?)

9 What activities -such as training, executive coaching, job rotations, and so forth - are used to build individual competence? How are those planned?

10 What is the budget for the succession planning program, if you know it? How is the succession program evaluated? What measures or metrics are used to assess success?

11 What other comments would you like to make about your organization=s succession program?