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1. Succession Planning As A Tool For
Organizational Development: A Case Study Of
University Of Education, Winneba - Kumasi,
Ghana
Name: Aleena Azhar
Name: Khadija Hafeez
Name: Laraib Nafees
Name: Ahtisham Shafique
Name: M. Zubair Afzal

2. Researcher Names
This research has been done by:
● Adwoa Serwaa Karikari
● Richard Kodi
● Rosemary Adu Poku
Location:
University of Education, Winneba
College of Agriculture.

3. Outline of An
Article
● Introduction.
● Literature Review.
● Stages of Succession Planning.
● UEW-K Succession Planning Policy/ Metrics.
● Selection Criterion For Succession Planning
at UEW-K.
● Challenges In Implementing Succession
Planning.
● Methodology.
● Findings & Conclusion.
● Suggestions & Recommendations.

4. Introduction
➢ Succession planning is a crucial aspect of organizational management,
especially in the face of rapid changes in strategies and portfolio
diversification.
➢ It ensures stable working relationships and addresses the unpredictable nature
of terminations, resignations, dismissals, and death.
➢ Knowledge in succession planning includes understanding leadership
behaviors and core competencies of future candidates.
➢ Good succession management involves creating feeder groups, focusing on
leadership advancement and a "talent mindset" in the leadership culture.

5. Dependent & Independent Variable
Organizational
Development
(DV)
Succession
Planning
(IV)
HI: Succession planning have a positive effect on organization
development
H0: Succession planning have no effect on organization development.
Hypotheses

6. Literature Review
❖ Modern Management founder Peter F. Drucker emphasizes the importance
of continuous employee development.
❖ Succession planning is “a strategic process that involves hiring and
retaining employees for key roles within a company”. It involves developing
their skills and knowledge, and training them for promotion or advancement.
❖ The main goal is to prepare the business for future organizational needs
and enhance its "bench power."
❖ “Progress assessment” is crucial for organizations to measure progress
towards expected results.
❖ According to the Quality and Participation Journal, 67% of businesses do
not have a succession plan and 45% do not have an administrative
development strategy in place.
❖ https://www.youtube.com/watch?v=iJhuXzqvzGU

7. Stages of Succession Planning
Literature Review
Co-Evolving
05
Continuously adapting and refining those solutions
and strategies based on feedback and changing
circumstances to face uncertain futures.
Co- Creating
04
Potential successors working together to develop
solutions and strategies for addressing those
needs and challenges.
Recognizing the potential
employer envision.
03
Identify the company's prospects, the skills,
knowledge, and abilities that an employer is looking
for in potential candidates.
Necessity For Collaboration
Across Geographical Boundaries
02
to use technology to facilitate communication,
ensure that potential successors are identified and
developed regardless of their location.
Co-Sensing
01
To have common purpose and gather feedback
from a variety of stakeholders to better understand
the organization's needs and challenges.

8. UEW-K
Succession
Planning
Policy/ Metrics
Following are the metrics that UEW-K uses to identify
and select potential successors:

9. Selection Criterion For
Succession Planning
At UEW-K.
The selection criteria include hardworking,
intelligent, broad-minded, straightforward,
and competent candidates. Most recruitments
are done through internal sources, ensuring
the selection of suitable candidates for key
roles within the organization.
1. Vetting 2. Interviews
3.
Performance
Assessments
4. Personality
Traits

10. Challenges In Implementing Succession Planning
The respondents were asked to indicate whether they encounter any difficulty
in their bid to implement succession planning policy in the institution.
❖ It could be deduced that an overwhelming number of the respondents 43
(83%)consented to face challenges with the implementation of succession
planning policy in the institution.
❖ Only 9 (17%) of them did not accept the notion that there are challenges as
far as succession planning implementation is concerned.

11. Challenging factors of implementation of
succession planning policies in UEW-K
A host of factors were given out to respondents as many as are applicable in
the university.
❖ Inability to adequately motivate and retain the key employee (21%)
❖ Lack of financial resources (15%)
❖ Size of organization (14%)
❖ inadequate training and development (13%)
❖ Lack of company vision and failure to address future needs (13%)
❖ Poor communication resulting in confusion( 21%)

12. Challenges Frequency Percent
Size of the organization
Lack of financial resources
Limited information about employees
Inadequate training and development
Lack of company vision and failure to address future needs
Poor communication resulting in confusion
Inability to adequately motivate and retain key employees
25
28
22
23
24
23
38
14
15
12
13
13
13
21
Total 183 100
Factors challenging the implementation of succession planning
policies in UEW-K

13. Major challenges to the successful
implementation of succession planning policy
❖ The university has been unable to adequately motivate and retain key
employees in the institution.
❖ Inadequate funding to support the succession planning programs for
instance grant study leave with pay to enable the employees go for further
studies.
❖ Most importantly the policy implementation is challenged by the enormous
bureaucratic structure ever-present with the institution due to the size of
the institution. Since UEW-K is a satellite campus there is the need for
approval from the main campus regarding certain important activities.

14. Methodology
The study explores the use of succession planning in an organization's
development using a case study approach. Data was collected through
interviews and questionnaires from the University of Education, Winneba -
Kumasi, Ghana, with a total staff population of 403. A simple random sampling
technique was used to select 100 employees, with 20 representing senior
management, 40 representing senior staff, and 40 representing junior staff. The
collected data was analyzed using the Statistical Package for Social Science
(SPSS) software.

15. Findings & Conclusion of the Article
❖ The study investigates the existence and effectiveness of succession
planning, metrics used in selecting successors, and the policy
functionalities related to succession planning.
❖ The study reveals that the university has implemented a succession plan
program to fill key positions within the institution.
❖ The program includes training and development initiatives and job rotation
to identify and prepare prospective applicants.
❖ The study emphasizes the significance of screening, interviews, and
performance evaluations in the selection process, along with considering
relevant personality characteristics.

16. Suggestions & Recommendations
❖ University of Education, Winneba - Kumasi, Ghana, should address the
challenges faced in the implementation of succession planning policies.
❖ The university should find ways to motivate and retain key employees.
❖ This can be achieved through programs that offer incentives to employees
such as study leave with pay to enable their professional growth and
development.
❖ University should allocate adequate funding to support the succession
planning programs.

17. Cont….
❖ There should be clear communication,effective training and development
programs, job shadowing, executive coaching, and mentoring programs in
place to effectively identify, prepare and develop potential successors.
❖ Effective communication of the company's vision and future needs is also
essential to ensure that employees have a clear understanding of the goals
and objectives of the institution.
❖ University should regularly review, monitor and evaluate the effectiveness
of the succession planning policies in place. This will ensure that the
policies are up-to-date and relevant to the needs of the institution.

18. Cont….
Overall, implementing succession planning policies in UEW-K can be beneficial
to the institution as it ensures a smooth transition in the organization, develops
core competencies in potential leaders, and ensures continuity in service
delivery.

19. Thank You