| Summary: | 碩士 === 國立中央大學 === 人力資源管理研究所碩士在職專班 === 97 === Succession planning has received greater attention from Taiwanese organizations in recent years. This study aims to learn about foreign multinational companies’ succession planning and about the succession planning systems currently implemented by leading Taiwanese companies. Details of these systems and the keys to their success are analyzed to provide Taiwanese enterprises considering the introduction of a succession planning system now or in the future with reference material. The study seeks to learn the following:
1. Current status of businesses in implementation of succession planning
(1) The purposes of businesses and their human resources partners in implementing succession planning.
(2) Current processes of businesses in implementation of succession planning.
(3) The processes through which successors to key positions are selected.
(4) The current training and development status of candidates as successors.
(5) Other areas which need improvement.
2. Factors contributing to the success of succession planning.
The study adopts a qualitative research method that involves multiple cases. On-site interviews are carried out to collect data, with semi-structured questions asked. Contents of the interviews are written down and analyzed.
It is discovered that among the companies interviewed, the most important factors contributing to the success of succession planning are: support provided by company executives, establishment of a system capable of identifying management talents, enlargement of the talent database, expansion of candidate sources, knowledge transfer from predecessors to successors and the ability to reinforce the core compentencies of the organization. The areas needing improvement are: consistent promotion and periodic review of planning, integrated implementation system with the human resources system, enrichment of forms of training and development, and reduction of burden on managers. In addition, the planning’s success depends on continued implementation. Businesses should avoid suspension of planning for any reason so that they are able to pursue sustainable growth and set up a complete bank of successor talents.
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