Implementation of succession planning in the offices of acountant general in Botswana

Abstract

This report is on implementation of succession planning to the Office of Accountant General (OAG) in Botswana. The study was initiated by the desire of the OAG to introduce succession planning following numerous grievances from the employee's. The following are some of the concerns raised by employees of OAG in their staff welfare meetings: ▪ Failure to fill key management positions internally ▪ The slow process of filling vacant positions ▪ Fewer people to fill vacant positions ▪ Low employee morale ▪ Staff turnover The Accountant General (AG), who is the head of the OAG, then decided to request consultants to evaluate the implementation of succession planning in the OAG. Most of the literature reviewed provides a universal definition of succession planning, they describe it as a process of identifying a pool of potential individuals within the organization who can be developed to fill vacant positions and help an organization to ensure sustainable continuity of leadership The study, therefore, undertook a comprehensive review of the current culture of leadership development and recruitment within the OAG and made recommendations to the AG. The study shall evaluate the OAG management recruitment system, leadership development and understand the existing culture in the OAG. Literature has been reviewed to define succession planning and to find out what characterizes successful succession planning in an organization. Previous consultancy reviews on the topic were also reviewed to establish the common ways of implementing succession planning in an organization. In order, to identify all this, the researcher had to conduct a survey within the organization to ascertain from the OAG middle, senior and executive managers and from the 2 head of Human Resource Managers (HRM) and Training Manager (TM) the criteria used to develop and promote managers within the organization. In the review of the analysis, several succession planning factors were noted. Amongst others was a confirmation from the HRM and TM, including 63% of respondents, that the OAG does not have succession planning in place. In addition, it also surfaced that the organization is still using the seniority list system as the method of promoting employees within the organization. Majority of the respondents indicated that they are not satisfied with the current criteria of developing and promoting managers within the OAG, while on the other hand, the HRM remained neutral in responding whether the criteria might be demoralizing employees or not. In conclusion, it is recommended that Management of the OAG should replace or incorporate the current system of leadership development and formulate a succession planning strategy for the organization. Implementing succession planning for the OAG can assist management in reducing the current employee complaints and grievances on recruitments, promotions, and leadership development. The study recommends that the method of succession planning as outlined by the Price Water Coopers Consultants, the succession planning guidelines established by The Government of Canada and Government of Newfoundland & Labrador be used to guide the OAG in implementing succession planning. The main reason for the recommendation of the above is that they provide for steps that can be easily aligned to the OAG in the implementation of the succession planning.