Explain FIVE main disadvantages of an organisational policy of HR succession planning.
Organisational size
Succession planning is unrealistic for most organisations and only feasible for those large sufficient to offer the opportunities for staff movement and extended career ladders.
Operational issues
The positive motivational impact of the policy may not be realised if rewards seem distant and staff movement is slow or reliant on staff turnover elsewhere in the organisation. Alternatively, staff vacancies might be arise at inconvenient times which do not fit individual career requirements.
Negative culture reinforcement
The policy helps reinforce an existing organisational culture which may be unhealthy and could lead to a lack of exposure to outside thinking and experiences.
'Too' rational
Succession planning is in some ways too rational an approach and centralised in philosophy and, as such, can be counter-productive in an organisation that wishes to stress responsibility being taken by employees themselves and emergent approaches.
Insularity
The policy concentrates only on developing the existing workforce and ignores the possibility of more able candidates existing outside the organisation.