شناسایی و احصاء مکانیزم های استقرار نظام جانشین پروری در سازمان های دولتی

در عصر جدید منابع انسانی از دارایی های بسیار ارزشمند سازمان ها می باشد. کارشناسان منابع انسانی در سازمان ها دولتی برای حل مشکل کارمندیابی تکیه بر منابع داخلی و مدیریت جانشین پروری را پیشنهاد می کنند. پژوهش حاضر به دنبال بررسی این مسئله است که چه مراحلی برای استقرار نظام مدیریت جانشین پروری در سازمان ها نیاز است. در پژوهش حاضر از روش کیفی استفاده شده است. داده های پژوهش با استفاده از مصاحبه های نیمه ساخت یافته با 19 تن از مدیران ارشد شاغل در سازمان های دولتی جمع آوری گردیده است. تحلیل داده ها از روش تماتیک مبتنی بر کدگذاری( 3مرحله ای) با استفاده از نرم افزار nvivo انجام شده است. روایی تحقیق مبتنی بر نظر اساتید  وخبرگان حوزه منابع انسانی و پایایی از تکنیکزاویه بندی مبتنی بر بازبینی مستمر مورد تایید قرار گرفت. یافته‌های پژوهش بیانگر این است که استقرار نظام مدیریت جانشین پروری مشتمل بر هفت تم اصلی می باشد که بصورت فرآیندی و تدریجی اتفاق می افتد که شامل فرهنگ سازی سازمانی، بسترسازی در جهت اجرای نظام جانشین پروری، اجرای سیستمی متعهدانه، تعیین خط مشی‌ها، ارزیابی کاندیداها به منظور استقرار نظام شایسته گزینی، تحلیل شکاف های آموزشی و توسعه کارکنان مبتنی بر رسالت و ارزیابی سیستم نظام مدیریت جانشین پروری است.

discovering and counting the mechanisms of establishing a succession planning system in governmental organizations

the present study seeks to investigate what are the necessary stages for establishing a succession management system in governmental organizations. the methodology of the present study is qualitative. the research data have been collected using free and semi-structured interviews with 19 senior managers and professors in the field of human resources. data analysis has been performed thematically based on 3-step coding using nvivo software.the validity of the research was confirmed based on the opinions of professors and experts in the field of human resources and the reliability of the angulation technique based on continuous review. the study results indicate that establishment of succession management system consists of seven main themes that occur gradually and in a process. these themes include: organizational culture-building, providing the ground for implementation of succession planning system, implementation of a committed system, determining the policies, evaluating the candidates in order to establish a meritocracy system, analysis of the educational gaps and development of staff based on the mission, and finally evaluation of the succession management system.introductionin the strategy of the new millennium organizations there is a great emphasis on intangible assets. more careful studies in this area suggest that to achieve success, one must not only place people in the appropriate positions, but also identify top employees in each position (brandi kall, 2005).according to researchers in the field of organizations, especially large organizations, exploiting their potential capabilities is profitable for employees and the organization. numerous factors can determine the success or failure of organizations. one of the main factors for success of today’s organizations can be considered human resources. therefore, research and activity in this field will cause prosperity and self-flourishing of the organization by paying attention to intangible assets. given the above, the present study aims to design a model of succession management system.case studyin this study, the governmental organizations in question have been large organizations in tehran province in which the need to establish succession planning for development and excellence of the country seems essential.theoretical frameworkin today’s, the supply of young human resources has gradually decreased and on the other hand, the workforce has become older, and when faced with a new change, many organizations have various ambiguities about the ability to replace their employees. with a more comprehensive perspective, succession planning represents a deliberate and systematic effort to ensure continued leadership in key positions, maintain and develop intellectual capital and knowledge in all employees for the future, encourage personal advancement, ensure stability or the “bench power” of the key personnel, provide a holistic approach to the organization’s continued effective performance, and to organize coordinated programs to develop, replace, and influence key individuals to ensure a deep talent pipeline (schoonover, 2011).to manage their current and future talents, today’s organizations must take effective measures at all levels;methodologythe present study is developmental in terms of the result, applied in terms of purpose, and qualitative in terms of data type and method. the methodology of the present study is qualitative. the research data has been collected by free and semi-structured interviews with 19 senior managers and expert professors in the field of human resources. data analysis has been performed thematically based on 3-step coding using nvivo software. clarke-braun thematic analysis method based on 3-step coding (free coding, selective coding, and axial coding) has been used for analysis.