O nível de maturidade do processo sucessório: impactos na gestão de pessoas e na retenção dos candidatos à sucessão

Abstract

People are the great competitive advantage of organizations, for their survival in a vulnerable, uncertain, complex and ambiguous environment. Therefore, the implementation of a structured succession process that identifies, develops and retains professionals with the potential to maintain and / or increase their market share becomes increasingly necessary, especially in more strategic positions. However, the literature on the subject shows not all organizations that have a structured succession process and few that have structured practices for the development and retention of professionals mapped as potential successors, these aspects tend to vary according to the level of maturity of the succession process in which the organizations find themselves. Based on this survey, the general objective of this study aims to investigate how the organization of the process, the development and retention of the candidate for succession in organizations that seek to stand out in people management occurs from the stages of maturity of the succession process, generating a questionnaire answered by a restricted population composed of 396 companies that seek to excel in people management and whose answers have been validated. The three hypotheses raised for this research were statistically valid and are related to the following results: most of the companies surveyed do not have formal successor development practices in any of the maturity stages of this process, and almost all of those who do, work, predominantly , with training actions that are not considered effective according to the literature; the formal retention practices of professionals identified as potential successors is practically non-existent in the organizations surveyed at any stage of maturity in the succession process; and the organization of the succession process in companies is not yet composed in its entirety by the aspects considered as ideal for a mature succession process, in this study 14 practices were identified as being ideal and it was observed that the greater the maturity stage of the succession process , more people management practices considered ideal by the company