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1. Succession planning
Succession planning is not an issue that many organizations address in any systematic way.
Because many nonprofits are small (with fewer than 10 employees) and because they may be
facing other organizational challenges, thinking about who the next executive director might be
or what would happen if the director of finance suddenly left is not high on their priority list.
There are many reasons why organizations need to be thinking about succession planning. The
most important reason, of course, is that we rely on staff to carry out our missions, provide
services and meet our organization's goals. We need to think about what would happen to those
services or our ability to fulfill our mission if a key staff member left.
Another reason to focus on succession planning is the changing realities of workplaces. The
impending retirement of the baby boomers is expected to have a major impact on workforce
capacity.
 Vacancies in senior or key positions are occurring in numerous organizations
simultaneously and demographics indicate there are statistically fewer people available to
fill them.
 There is no emerging group of potential employees on the horizon as in past generations
(i.e. baby boomers, women entering the workforce, large waves of immigration).
 Many organizations eliminated middle manager’s positions during restructuring in the
1980s and 90s and no longer have this group as a source to fill senior level vacancies.
 Younger employee interested in moving up do not have the skills and experience required
because they have not been adequately mentored. This is because middle employee, who
would normally perform this type of coaching role, were eliminated.
With careful planning and preparation, organizations can manage the changes that result from a
generational transfer of leadership as well as the ongoing changes that occur regularly when key
employees leave an organization.

2. Although the type and extent of planning will be different, organizations both large and small
need to have some sort of succession plan. Effective succession planning supports organizational
stability and sustainability by ensuring there is an established process to meet staffing
requirements. Boards and executive directors can demonstrate leadership by having the strategies
and processes in place to ensure that these transitions occur smoothly, with little disruption to the
organization.

3. Company Overview
It’s an instant of exult to introduce ourselves to our clients and
patrons. We corroborate whatever we have achieved; its credits
should be directed towards our clients.
We instigated our journey in 2002 as a concern of Faiyaz Group in
the name Apparels Village Ltd. (AVL). AVL is a vertical knit
composite textile unit having an average daily production capacity
of 35000 pieces of knit garments with ladies, gents and kids items.
As a composite knit textile, AVL boasts a dyeing unit with a
production capacity of 9.4 tons per day and the knitting unit with a
production capacity of 5 tons per day.
Regular capital reinvestment is an integrated part of the company’s
management idea and has resulted in new state of art Woven unit
with a production capacity of 12000 pieces woven garments per day.
As an export oriented company, AVL mostly caters for customers
based in the European and the American (north & south) countries.
The prominent buyers of AVL are C&A, Oviesse, NKD,
Arientation, and SRG Apparel.
We have come all the way more than one decade with self-reliance,
integrity and superiority of being proficient to meet our valued
customer’s requirements by producing top worth garments in an
amusing atmosphere and meeting timely delivery.

4. Management Organogram
Chairman
AliyaMirza
Managing Director
Md. Monir Hossain
Director of Finance
Mohammad Ali Reza Ahmed
Director of Operations &Marketing
MirzaFaiyaz Hossain
DGM Knitting
K.M. Monsur Ali
DGM - Dyeing
Monjur Hossain Khan
AGM- Woven
Jahangir Alam Mohon
Finishing Manager
Biddut Pramanik
Production Manager
Bulbul Ahamed
Production Manager
Ripon Bhuiyan
Production Manager
Altab Rahman
Marketing Manager
Md. Rafiqul Islam
Marketing Manager
Md. Aktaruzzaman khan
Head of Admin
A.K.M Azizul Islam
R & D Manager
Cyrus Raihan
I. S. Manager
Md. Nawshad Nakib
Sr Manager Inventory
M. Masrullah
Manager, Accounts
Adu Sabbir Md. Saifullah
AGM, Banking
A A Y Mehedi
Manager, Treasury
Md. Hasibur Rahman

5. Succession planning in Faiyaz Group
AVL’s organizational Succession planning is designed to ensure the availability of qualified and
motivated internal employees or means of recruiting them to fill key positions.
In this process Faiyaz Group prefer develop their internal or existing employees.
Internal Process
Step 1: Identify critical positions
Critical positions are the focus of succession planning efforts. Faiyaz Group consider workforce
projection data and demographic analysis is essential in identifying risk areas. A risk assessment
also be conducted and compared to current and future vacancies to identify critical positions within
the organization.
Step 2: Identify competencies
A clear understanding of capabilities needed for successful performance in key areas and critical
positions is essential for guiding learning and development plans, setting clear performance
expectations, and for assessing performance. By completing the process of competency or position
profiling within organization, current and future employees gain an understanding of the key
responsibilities of the position including the qualifications and behavioral and technical
competencies required to perform them successfully.
Step 3: Find and assess potential successors.
First collect all the information of candidates including their performance. In this step, set 03
criteria to select employee for the written text.
The employee should be work more than 03 years after the confirmation, the experience as a
manager is excluded in this process.

6. Check whether these selected employees according to the first criteria have been given any
warning letters, whether they have any financial irregularities and financial corruption according
to the monitoring executive. For this consider previous 03 years’ information.
In this process according to the criteria no 03, the selection process is like this:
 If any employee has got any Warning letter that employee will not eligible for the written
text.
Then preliminary selection completed.
Interviews
Faiyaz Group interview internal applicants with the assistance of the current human resources
department and company leaders. Sometimes FG hire an outside firm to assist with interviews
can help prevent unfair biases or advantages, as the hired experts do not have personal
connections to the applicants. In any regard, interviews are one of the ideal ways to learn more
about an employee, her expectations and her loyalty to the company.
Feedback
While a company can only select one employee to fill a vacant position, a succession planning
process is a good way for it to provide feedback to employees wishing to advance professionally.
While the number of internal vacant positions is limited, the opportunities to provide promising
employees with quality opportunities to grow or improve their performance is not.
Step 4: Document and implement succession plans
After collecting the lists, keep those by filing for future consideration.

7. Step 5: Evaluate Effectiveness
To ensure that the department or agency’s succession planning efforts are successful, it is
important to systematically monitor workforce data, evaluate activities and make necessary
adjustments.
Faiyaz group try to measure the effectiveness by the performance of the employees but it is very
time consuming.
Conclusion
Succession management is at the core of strategic, long-term organizational viability. Aligning talent with
business strategy in this way enhances the prospects of delivering on short- and long-term objectives.