Nathalie De Amorim Perret Gentil Dit Maillard
Doctorate – Succession Planning in the Brazilian Public Organizations
Advisor: Prof. Dr. Joel Souza Dutra
Comission: Profs. Drs. Elza Fátima Rosa Veloso, Graziella Maria Comini and Leonardo Nelmi Trevisan
Link youtube: https://youtu.be/U4n6iChWL_8
In order to understand the advances in Succession Planning and its conditions in public administration, we established as the main purpose of this study analyse and to connect the stage of succession planning development within the Human Resource Model adopted (operational or strategic).In order to do so, it is considered the assumption that there is a direct association between the development of HR model (and the roles played by the HR department) with the succession planning stage in organizations, in other words, the more strategic the HR practices, criteria, instruments and policies is the more advanced is the succession planning. Notwithstanding, to implement a institutionalized succession planning, it is important for HR Departments and managers to expand their scope of activities beyond the traditional HRM tasks and functions, and intertwine HR activities to missions, also, entering partnerships with managers and employees (Pynes, 2009; Goodman, French & Battaglio, 2015). It was decided to study the organizations of the Brazilian Development Association (ABDE) that gather the Development Finance Institutions in all country, and many ABDE organizations are institutions authorized by the Central Bank and follow as its guideline Resolution n. 4.538 for organizations to structure their succession planning. The research is a mixed method approach, starting with the quantitative study, firstly a Survey (quantitative study) was introduced to verify how the organizations is structured in relation to HR model and succession planning and to identify the organizations in more advanced stages of succession and also of the HR department. Secondly, from the data collected it will be possible to choose six organizations that have a strategic HR and are in a more advanced stage of the succession planning to realize semi-structured interviews with the managers to deepen the practices. As one of the results, the structured the HR practices is the more advanced is the succession planning and the more structured are the criteria used for the selection. It was also found that advances in this process encounter barriers and solutions of their own in public administration. For example, although they do not adopt a fullness succession process, they have developed selection mechanisms that seek to minimize the risk of wrong choices and reserve a percentage of management positions to be filled by professionals from their internal staff.
*Abstract provided by the author