An evaluation of succession planning effectiveness in Transnet pipeline KwaZulu Natal Durban.

Abstract

This study attempts to evaluate the effectiveness of succession planning so that a cohort of employees who are high flyers in terms of performance are capable of taking the organisation forward, therefore benefit from succession planning, are produced. It undertakes an analysis of factors that influence the effectiveness of succession planning. The identification of strategies that influence the evaluation of succession planning adds value in ensuring that succession planning must not be on paper only, but it must be practical and bear fruits in the organization. This study therefore exposes a potential gap in succession planning effectiveness, as a factor that influences leaders to evaluate effectiveness of succession planning which is currently not well understood. The research involved a case study methodology through a comprehensive study of Transnet Pipeline. It adopts a critical examination of the applicability of qualitative research methodology. The research design used in the study and the setting where this study was conducted, the study population, the sampling method used, the data collection instruments used and the data analysis techniques where 35 interviews with company management personnel formed the primary source of data. The findings revealed that several factors affected the identification of critical positions in the succession planning effort. Factors used for the identification of the capabilities for successful performance in key areas are: Qualifications; experience and registration with professional organization and talent Management. Management strategies that can be identified in the succession planning effort were found to be: Talent identification and management; and recruitment, training and mentorship. Tools used to expose roles and responsibilities that are identified in the action plan are: Key performance areas (KPAs), quarterly reviews, cost cutting, culture charter, and individual development plans (IDPs); management felt that it is HR’s responsibility to drive talent management and Individual Development Plans.