Gestion des ressources humaines : Proposition d'un

système de sauvegarde

Human Resources Management: Proposal for a backup

system

Succession management and other HRM activities:

The means used to carry out a diagnosis:

A fundamental step before proceeding with succession planning

is the establishment of a good diagnosis to determine the number of

employees and the type of workforce needed to achieve financial

objectives, as well as production, diversification and technological

innovation objectives. Thus, organizations can be able to calculate the

gaps between the current workforce level and the future needs of the

organization as well as forecast future labor supply and demand and to

develop programs reconciling the needs of the employees and the needs

of the organizations (Dolan, & ai, 2002, p. 162).

A succession planning program therefore requires the use of

diagnostic activities aimed at identifying the gaps between the workforce

and the skills available and required. As the first means of diagnosing

whether the level of manpower makes it possible to achieve the financial

objectives is to check whether the projection of the needs for manpower

is done according to the strategies and the financial objectives (Wils and

Guérin, 2004, p. 701; Foucher and Gosselin, 2004, p. 40).

Analyzes of the availability of internal and external labor are

necessary in succession plans and facilitate the implementation of

activities to retain and attract talented employees.

To diagnose technological innovation and diversification, some

authors recommend verifying that HR practices and tools take into

account the external environment, the structure and technologies adopted

by the organization, the managers' management philosophy, needs and

aspirations of employees (Wils & Guérin, 2004, p, 673). 17

Staffing and career management activities:

The literature reports that HRM activities associated with

succession planning include staffing and career management (Foucher

and Gosselin, 2004, p. 44). For staffing activities, according to Dolan &

al. (2002), we mainly find job analysis, human resources planning,

recruitment and retention strategy, selection and reception and

socialization of human resources. For succession planning, the job

analysis is a cornerstone of other HR activities since it contains the list of

tasks, responsibilities and work environment and, on the other hand, it

contains the skills, the knowledge and behaviors required for each

position (Dolan & al. 2002, p. 130).

 As for recruitment and the choice of retention strategies,

according to Dolan & al. (2002), the recruitment process, internal and

external sources, the candidate's career plan, the job offer process and the

communication of information about the position and the organization

are essential practices that affect the image of the organization and the

perception that candidates have of the organization. Added to this list is

the selection process, the selection tools, the reception and socialization

of candidates who are also

essential practices in the development of retention strategies influencing

the choice of candidates to join or not to join an organization (Dolan &

al.

2002, p. 352).

A second HR activity associated with succession planning is

career management. This activity is essential for employees who are

concerned with job security, skills development, job integration,

self-esteem and personal fulfillment. For organizations, career

management is of great importance in terms of the use of human

potential, the flexibility of the workforce, ensuring succession and the

mobilization of employees in the workplace. achievement of financial

objectives (Dolan & al. 2002, p. 351

In succession management, HR professionals must establish

programs that promote the transfer of knowledge as well as relationships

between generations. As mentioned by Saba (2003), in order to reconcile

the end of their career and organizational needs, HR professionals can

include changes in working conditions in knowledge transfer programs,

such as a reduction in the workload, new roles, consulting contracts,

coaching of younger employees, etc.

For external recruitment, succession plans will make it possible

to identify the job profile of the candidates sought for whom no internal

candidate has the skills. It can also be situations where the organization

needs candidates with specific skills or it is growing rapidly or it has

temporary labor needs depending on the economic context in which it

operates (Dolan & al 2002, p.193).18

Performance management at work:

The importance of performance management activities in the

context of succession planning is major since it is the main means used

to assess the relative value of an employee's contribution to the

organization. , to evaluate his personal achievements and to encourage

him to persevere. Thus, the implementation of succession plans requires

the application of complementary HR activities such as performance

evaluation, potential assessment and recognition programs. In addition,

performance appraisal helps identify employees who have the potential

to occupy positions requiring increased responsibility and ultimately

facilitates the deployment of recognition programs appropriate to the

needs of employees (Dolan & al. 2002, p. .259).

As mentioned by Dolan & al (2002), the performance appraisal

must allow the employee to improve his performance, help him to make

a judgment on his contribution to the organization and to develop his

skills for his position. current and/or future career prospects. Thus, a

good skills development program matched to the requirements of the

position will allow the employee to acquire new knowledge, develop

new skills and demonstrate the attitudes required to fulfill his

responsibilities (Dolan & al. 2002 , p.3O7).19

Skills development activities:

a) Identification and assessment of skills:

 We saw earlier that identifying and assessing skills for succession

planning is key. To fully understand the importance of skills

development, we must begin with a definition of what a skill is.

According to Lombardo (2000), a skill is an observable and measurable

characteristic related to a person's performance at work (Lombardo,

2000, p. J).

Dolan & al mention that before choosing a skills development

method appropriate to the needs of the organization, one must first

identify the skills required for the position. Skills identification helps

match the right candidates to the right positions, and measures and

evaluates the performance of current candidates in the job. Thus, the

identification of skills makes it possible to determine and put in place

adequate development plans for current and future candidates.

According to Dolan & al. (2002), skills development is a key

activity in succession management since it makes it possible to bridge

the gaps between current skills and the skills required for an employee to

perform their tasks. Along the same lines as Dolan & al (2002),

Lombardo (2000) mentions that the management and development of

skills makes it possible to measure the results achieved, to differentiate

the
 Average employees of senior employees and to establish

adequate development plans for high-potential employees.20

b) The means used to develop skills:

According to Dolan & al (2002), several means are available to

organizations for skills development. Among others, there are the

methods of

internal development that takes place during normal working hours, such

as work induction, apprenticeship, internal internships, assistantship,

internship, job rotation, professional assistance, mentoring and coaching

(Dolan & al. 2002, p.330).

Among the skills development methods used outside the

workplace, organizations favor traditional courses, seminars,

conferences, workshops, simulations, role plays and co-development

groups (Dolan & 2002, p.334).

Thus, in recent years, organizations have increasingly used

software that makes it possible to measure and compare the level of

skills of individuals and thus determine the gaps between individual

skills and the skills required for the organization. This step is a

determining step in the development of processes and organizational

structures and the establishment of individual development plans for

candidates identified for succession plans.21

 Using an HRIS:

All succession planning activities, including the identification of

needs, skills, as well as the conduct of audits would be much easier if HR

professionals can use a computerized human resources management

system. Millier et al. (1999) and Haines (2004) point out the many

advantages associated with the use of an automated system for the

management of succession planning in order to obtain quality

information, in real time, global, integrated, precise and easy to access

(Milier & ai, 1999, p. 27).

As mentioned by Saba (2003), the establishment of a good

succession planning process makes it possible to avoid costly

consequences such as a bad match between the senior executive and the

position and thus facilitate the matching of the right role and the choice

of the senior manager to the strategy, the matching of the skills of the

senior manager to the position or the matching of the organizational

structure to the strategy. Thus, HR professionals are able to review and

adjust HR programs in a timely manner.22

Evaluation of the effectiveness of activities

related to the planning of the

relieves:

As mentioned by Foucher & Gosselin (2004), in order to be able

assess the value and success of succession plans, one must be able to

measure

the effectiveness of the succession planning process. To do this, HR

leaders must determine the metrics and the process for managing those

metrics. Several activities are related to succession planning, such as

human resources planning, job analysis, performance evaluation,

recruitment and selection, career planning and management and

compensation, i.e. short-term and long-term incentives. The choice of

metrics makes it easier to measure the effectiveness of HR activities

related to succession planning.

Thus, as mentioned by Dolan & al (2002), these indicators can be

qualitative when we assess the quality of the content of HR activities or

quantitative when we measure the effectiveness of programs in achieving

business objectives (Dolan,

2002, p. 627). Each organization must determine its indicators so

that these are then financial. Lack of timely data and appropriate metrics

could compromise the value and success of succession plans.23

Allows you to measure the effectiveness of HR strategies in

achieving objectives
Conclusion :

We therefore find that succession management is a very

important activity for human resources management and the company in

general. Since it helps to preserve the heritage of knowledge acquired

over the years by transferring it across generations and also offers pools

of suitable and motivated candidates to fill vacant positions in the

organization, especially those who are strategic in order to avoid risks

and maximize business efficiency.