Recommendations
Currently, Duke Energy is experiencing issues with transitioning leadership but if Duke Energy does not address these issues before the company loses fifty percent of its employees over the next five years due to expected retirements, these issues will more than likely become a much more serious problem that could lead to the company folding. Gary Dessler (2017), in the textbook Human Resource Management defines succession planning as “the ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance” and Dessler (2017) emphasizes that this process “entails three steps: identify key position needs, develop inside candidates, and assess and choose those who will fill …show more content…
133) Valentine (2012) declares that only a small number of successors “have the experience, resources, or reputations of their predecessors. Few of them ‘know the ropes’ very thoroughly and are not as familiar as their predecessors with the practices and problems of their organization” (p. 133). A mentorship program would allow adequate time for grooming a successor. Valentine informs that “Grooming is defined as the process by which a future leader is trained for many aspects associated with the leadership position, including behaviors needed to maintain an existing organizational culture” (p. 132). According to Valentine, “the grooming process seems to be the key to effective leadership succession” (p. 133). Implementing a grooming process that includes a mentorship program would have been especially useful for John Martin when he was a new hire to Duke Energy and it would certainly be beneficial for the many new successors who will soon be filling the many openings that are upcoming within Duke …show more content…
Therefore, there are three recommendations that Duke needs to consider for improving these succession issues. The first recommendation is that Duke Energy needs to improve its workforce planning methods for identifying when a position will be becoming open, which can be improved by practicing “predictive workforce monitoring” (Dessler, 2017, p. 134-135). Second, Duke Energy should seek ways of replacing the employees who are leaving the company by selecting and recruiting new candidates internally and externally before departing employees leave. Finally, the third recommendation is that Duke Energy needs to improve the methods the company uses for training new hires by implementing innovative training programs. In addition to internal and external training, cross-functional experiences, job rotation, and assignments, implementing a mentorship program would be an excellent idea for Duke Energy to implement. Furthermore, the Duke Energy Human Resource department should continuously ask the many questions that Sohn suggested to help bring into focus what the specific needs of the company are when implementing succession
Currently, Duke Energy is experiencing issues with transitioning leadership but if Duke Energy does not address these issues before the company loses fifty percent of its employees over the next five years due to expected retirements, these issues will more than likely become a much more serious problem that could lead to the company folding. Gary Dessler (2017), in the textbook Human Resource Management defines succession planning as “the ongoing process of systematically identifying, assessing, and developing organizational leadership to enhance performance” and Dessler (2017) emphasizes that this process “entails three steps: identify key position needs, develop inside candidates, and assess and choose those who will fill …show more content…
133) Valentine (2012) declares that only a small number of successors “have the experience, resources, or reputations of their predecessors. Few of them ‘know the ropes’ very thoroughly and are not as familiar as their predecessors with the practices and problems of their organization” (p. 133). A mentorship program would allow adequate time for grooming a successor. Valentine informs that “Grooming is defined as the process by which a future leader is trained for many aspects associated with the leadership position, including behaviors needed to maintain an existing organizational culture” (p. 132). According to Valentine, “the grooming process seems to be the key to effective leadership succession” (p. 133). Implementing a grooming process that includes a mentorship program would have been especially useful for John Martin when he was a new hire to Duke Energy and it would certainly be beneficial for the many new successors who will soon be filling the many openings that are upcoming within Duke …show more content…
Therefore, there are three recommendations that Duke needs to consider for improving these succession issues. The first recommendation is that Duke Energy needs to improve its workforce planning methods for identifying when a position will be becoming open, which can be improved by practicing “predictive workforce monitoring” (Dessler, 2017, p. 134-135). Second, Duke Energy should seek ways of replacing the employees who are leaving the company by selecting and recruiting new candidates internally and externally before departing employees leave. Finally, the third recommendation is that Duke Energy needs to improve the methods the company uses for training new hires by implementing innovative training programs. In addition to internal and external training, cross-functional experiences, job rotation, and assignments, implementing a mentorship program would be an excellent idea for Duke Energy to implement. Furthermore, the Duke Energy Human Resource department should continuously ask the many questions that Sohn suggested to help bring into focus what the specific needs of the company are when implementing succession