Untitled - Saigontre

Refining the Program
159
bad, good performers who are not presently identified as successors for key
positions may grow disenchanted and demotivated, even though they may
already be demonstrating that they have that potential. A poorly handled communication
strategy can lead to increases in avoidable or critical turnover,
thereby costing the organization precious talent and driving up training costs.
Choosing Effective Approaches
As part of the SP&M program, decision-makers should review how the organization
has historically communicated about succession issues—and consider
how it should communicate about them. Establishing a consistent communication
strategy is vital.
Valuable clues about the organization’s historical communication strategy
may be found in how key job incumbents were treated previously and how
wage and salary matters are handled. If key job incumbents did not know that
they were designated successors before they were eligible for advancement or
if the organization’s practice is not to publish salary schedules, then it is likely
that a ‘‘closed’’ communication strategy is preferred. That means information
is kept secret, and successors are not alerted to their status. On the other
hand, if key job incumbents did know that they were designated successors
before they were promoted or if salary schedules are published, then an
‘‘open’’ communication strategy is preferred. That means people are treated
with candor.
Choose an approach to communication based on the preferences of decision-makers.
If their preferences seem unclear, ask questions to discover what
they are:
▲ How, if at all, should employees be informed about the SP&M program?
(For instance, should the mission statement and/or policy and procedures
on SP&M be circulated?)
▲ How should the organization characterize the roles of employee performance
appraisal, individual potential assessment, and individual development
planning in SP&M?
▲ How should decisions about individual selection, promotion, demotion,
transfer, or development in place be explained to those who ask?
▲ What problems will result from informing individuals about their status
in succession plans? From not informing them?
▲ What problems will result from informing employees about the SP&M
program? What problems will result from not informing them?
Ultimately, the organization should choose a communication policy that is
consistent with the answers to the questions above. Often the best approach
is to communicate openly about the SP&M program in general, but conceal
the basis for individual personnel actions in line with good business practice