Various suggestions for making the organisation viable and effective  are -

1. Planning Effectively

Many organizations do not take the time to plan or, if they do, their plan is not strategic enough to minimize the risk of turnover in key positions. In fact, Stanford Graduate School’s report indicates that not only do many companies fail to identify a potential talent pool to succeed current senior leaders, but they also often fail to have a process in place to select these executives.

A well-positioned HR department can lead the organization through potential business pitfalls by engaging in effective succession planning. The goal is straightforward: developing succession plans that are designed with an eye toward the future and identifying the best talent to take the helm both in key leadership positions as well as in other positions throughout the organization.

2. Buy-in from the C-suite

Buy-in from the C-suite, all the way up to the CEO, is a must for effective succession planning. It can also be a challenge, however. CEOs may be loath to engage in discussions about their demise—whether due to death or displacement. They may fear, and wish to avoid, a loss of power and may even sabotage—either directly or indirectly—the replacement process.

HR professionals must be willing to initiate what may very well be difficult conversations, for a variety of reasons. Even in situations where the succession planning involves non-CEO positions, there may be barriers to moving forward often based on an unrealistic sense of “this will never happen here.”

Before investing in and then undertaking succession planning, key decision makers must have the facts and