Dick Buckles is CEO of Bianetics, LLC, a San Antonio, TX based firm that consults to such companies as Chevron, Chevroil-Kazakhstan, Fluor, Johnson & Johnson, Hewlett-Packard, the University of California, and others. Prior to owning his own firm, Dick was a senior manager with world class companies such as Edison International, WellPoint, Amoco, ARCO, and Hughes Aircraft Company. He is the author of numerous articles on organizational effectiveness and change and has taught MBA and graduate courses in Quality Management, Organizational Behavior, Human Resources Management, and Psychology at California State University, UCLA, The University of La Verne, and the National Graduate School of Quality Management.
The psychologist William Kahn first defined the term engagement in 1990 as "the harnessing of organization members' selves to their work roles; in engagement, people employ and express themselves physically, cognitively, and emotionally during role performances." He wanted to find out the degree to which people "occupy" job roles. He used the terms "personal engagement" and personal disengagement" to represent both ends of a continuum. On the 'personal engagement' end, people fully occupy themselves - physically, intellectually and emotionally - in their job role. At the 'personal disengagement' end, they decouple themselves and withdraw from the job role.
Succession planning is a people strategy. It is an ongoing process that must be placed in the culture over time to become effective. There is a tendency to get the succession plan done and presented. This is a natural need for closure on the part of management.
Even a small organization with as few as 10 staff can develop a strategic plan to guide decisions about the future. Based on the company's strategic plan, your organization can develop a strategic HR plan that will allow you to make HR management decisions now to support the future direction of the organization. Strategic HR planning is also important from a budgetary point of view so that you can factor the costs of recruitment, training, etc. into your organization's operating budget.
The transition process is designed to enable new managers and their direct reports to exchange information and establish relationships early, and assist all concerned to understand their objectives as a work group. Further, it is designed to accelerate the process by which the new manager and his/her direct reports coordinate their efforts and develop effective business practices.