Succession Planning for Managers in the Organization: A Case Study of the Ports and Maritime Organization

Succession planning involves a deliberate and systematic organization's effort to ensure the continuity of leadership in crucial roles, retain and nurture intellectual and knowledge assets for the future, and promote individual progress. Research studies have highlighted that succession planning primarily focuses on the development of individuals through training, mentorship, and coaching. The objective of this study is to introduce a model that elucidates the process of succession planning for managers within the Ports and Maritime Organization. In today's rapidly globalizing markets, the identification of individuals possessing the essential skills and attributes required to steer organizations toward the future has exerted mounting pressure on these organizations. Numerous senior leaders have underscored the significance of an organization's capacity to identify, foster, and deploy effective leadership talent as a key factor in achieving success. This study is an applied descriptive-analytical study that employs a survey methodology. The research cohort comprises employees within the Ports and Maritime Organization. Data were gathered through a questionnaire developed by the researcher, which underwent validation for reliability and validity. Confirmatory factor analysis was subsequently utilized to evaluate the proposed model. The results demonstrated a favorable fit for the proposed model. As per the findings, the existing managerial succession planning model encompasses four dimensions: policy formulation, competency criteria, candidate evaluation, and individual development programs (centered on education). The results suggest potential advantages in crafting and executing training initiatives aimed at enhancing education-based individual development among managers and enhancing the efficiency of succession planning.