Assessing Alternatives toInternal Development

Some descriptions of succession planning and management treat the traditional, internal approach to preparing successors as nothing more than replacement planning. In this process, several key assumptions are usually made: (1) Key positions will be replaced whenever a vacancy occurs; (2) employees already working in the organization—and often within the function—will be the prime source of replacements; and (3) a primary measure of effectiveness is the percentage of vacant key positions that can be filled from within, with minimal delay and uproar. Some organizations add a fourth assumption: ...

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