AN EXPLORATION OF METHODS USED BY SELECT COMPANIES TO PLAN FOR THE REPLACEMENT OF HIGHLY SKILLED EMPLOYEES IN NON-EXECUTIVE POSITIONS
Open Access
- Author:
- Heinzen Krueger, Jennifer L
- Graduate Program:
- Workforce Education and Development
- Degree:
- Doctor of Philosophy
- Document Type:
- Dissertation
- Date of Defense:
- February 26, 2007
- Committee Members:
- Judith Ann Kolb, Committee Chair/Co-Chair
William J Rothwell, Committee Member
Edgar Paul Yoder, Committee Member
Cynthia Pellock, Committee Member - Keywords:
- Technical Succession Planning
Workforce Planning
Talent Planning
Succession Planning - Abstract:
- Defining a strategy to prepare for the anticipated changes in our workforce demographics is becoming a significant concern for organizations and their stakeholders. This study explores the methods private companies are employing to plan for the replacement of highly skilled in employees in anticipation of the change in workforce demographics. Of special interest are non-executive positions that require specialized knowledge, skills, and abilities and are difficult to replace from the outside labor market. This study seeks to answer the following four research questions.  What methods do companies use to plan for replacing highly skilled employees that possess knowledge, skills, and abilities that are difficult to find in the outside labor market?  What methods do companies use to determine the scope of their planning process for replacing people that possess knowledge, skills and abilities that are difficult to find in the outside labor market?  What types of data do companies collect as a part of their planning process for replacing people that possess knowledge, skills and abilities that are difficult to find in the outside labor market?  What concerns do companies have regarding replacing people that possess knowledge, skills and abilities that are difficult to find in the outside labor market? Data for this study were collected from 32 different organizations. Answers to the four research questions were explored through interviews with ten different organizations. The organizations that were interviewed were diverse in size and represented several industries. The results from this study are relevant to researchers as well as practitioners. The results are of particular importance to companies that depend on the knowledge, skills, and abilities of non-executive talent to succeed.