15 • Continued from previous page Commissions and unions who are all required to coalesce to build a holistic strategy and set the tone for guiding the development of employees through training, mentoring, coaching, shadowing, and similar modalities. This concept of a talent growth approach to succession planning is a key consideration, whereby, not only are staff well prepared and developed for the challenges of strategic initiatives and the ever-changing world in which work is conducted, but the systems, structures, and cultural interactions within the public sector must serve as active enablers. Ensuring successful succession planning will require a keen focus on individual plan development that sets the foundation for learning experiences whether through education, engagement or exposure/attachments. Such actions will help strengthen the talent bench. A talent growth approach to succession planning also supports structured replacement planning which has the objective of minimising the threat of interim unplanned loss of key job holders as has been experienced during the pandemic. Some may be of the view that Succession Planning is a waste of time and there is a perception that jobs are not being filled by persons with the right competencies. There may even be a tendency in our region to see key posts in the public service as rewards for loyalty and not competence. There are those who may even say: “Why do succession planning when no one is certain that he/she will be appointed in identified key positions?” Whilst these may be the realities in some of our organisations, Succession Planning can be part of a wider talent development plan that is aligned with recruitment, retention, training and development and performance management. I hold the view that an approach that can be perceived as non-threatening in terms of limiting cherry-picking or selectiveness in relation to appointment, promotion, training etc. and one that provides opportunities for employee growth and development at all levels, in a fair and equitable manner, would be better embraced in a public sector setting. There are costs in time and effort associated with talent-based Succession Planning. However, having the right staff, in the right place, and at the right time, should represent a great return on investment and improved organisational performance. Succession Planning is a long-term investment that continues to be worthwhile regardless of diminishing budgets and prevailing cynicism. In order to curtail risks associated with the loss of valuable employees, organisations must engage in succession planning. Effective implementation of Succession Planning in public sector organisations in our region is not an impossible feat. However, the process must be focused and transparent in ensuring that a pipeline of talent is available for future leadership and interim replacements. It is equally recognised that a fully integrated succession system will require an effective enabling environment including complementary HR strategies and other systems. As you consider your specific public service environment you are invited to reflect on the following questions: • How might we re-calibrate our HR Strategies to enable and adopt a talent-based approach to Succession Planning? • What barriers might there be to successful implementation of Succession Planning in your country and organisation? • How can Succession Planning be done under institutional fiscal constraints?
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