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Replacement planning: a starting point for succession planning and talent management
Author(s) -
Rothwell William J.
Publication year - 2011
Publication title -
international journal of training and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.558
H-Index - 26
eISSN - 1468-2419
pISSN - 1360-3736
DOI - 10.1111/j.1468-2419.2010.00370.x
Subject(s) - succession planning , promotion (chess) , point (geometry) , business , position (finance) , process (computing) , operations management , term (time) , process management , computer science , economics , political science , physics , geometry , mathematics , finance , quantum mechanics , politics , law , operating system
Replacement planning is a process of identifying short‐term or long‐term backups so that organizations have people who can assume responsibility for critical positions during emergencies. Individuals identified as ‘replacements’ are not promised promotions; rather, they are prepared to the point where they can assume a critical position long enough for the organization's leaders to do a proper internal and external search for a permanent replacement. It should not be confused with succession planning, which focuses on developing a pool of people to consider for promotion, or talent management, which focuses on attracting, developing, deploying and retaining the best people. Using a case study approach, this article describes how one organization used replacement planning as a means to raise and consider important issues as a starting point for the eventual implementation of succession planning.