Managing Talents in Higher Education Institutions: How Effective the Implementation of Succession Planning?

Abstract

The organisations that are aware that human capital is one of their greatest treasured resources would have an impressive competitive mechanism. “Great vision without great people is irrelevant”. Organisations may choose to focus on financial capital, information technology, equipment, and excellent processes; but in the end, their personnel and individual employees are the most important. The contributions of employees are undeniable. To accomplish the objectives of the National Higher Education Strategic Plan, the government is trying hard to transform Malaysian Higher Education Institutions (HEIs) with the leadership development for top and middle-level management. This study investigated the effectiveness of sucession planning in HEIs. This study employed the stratified random sampling technique from the population of academics from public universities in Malaysia. The results determine that the sample mean of succession planning at α = 0.05 level of significance concludes that succession planning at Malaysian HEIs is effective. This result might answer the capability of HEIs in practising effective succession planning. The succession process should include the identification of a successor, the designation of a successor, the selection and training of the successor, the development of a vision or strategic plan for the firm following the succession, the definition of the role of the incumbent and the communication of the decision to key stakeholders.