چارچوب برنامه‌ریزی جانشین‌پروری کارکنان با استعداد در شرکت‌های نیمه‌دولتی ایران

Abstract
Succession planning is essential to ensure a smooth transition of key roles in the organization. By providing clear career paths and growth opportunities, it plays an important role in talent retention. Succession planning helps minimize skills gaps and improve business performance. The purpose of this study is to examine the succession planning of talented employees in Iranian private companies. This research is of a qualitative, developmental, interpretive, and inductive nature, conducted with a grounded data approach. The statistical population of the study consists of twelve academic experts and participants who work in semi-governmental companies and were selected through a theoretical method. A total of 480 open codes were identified and categorized into 197 abstract concepts. The abstract concepts were placed in 43 subcategories, and after reviewing and analyzing the subcategories, 17 main categories emerged from them. The subcategories answer the central questions of the grounded data theory. Thus, the causal factors affecting the succession planning phenomenon were placed in two main categories: succession requirements and communication and networking. The pivotal phenomenon of whistleblowing refers to succession planning and talent acquisition policies. The background conditions affecting succession planning strategies are divided into four categories: educational development, soft strategies, hard strategies, and sectoral legal strategies; the interfering factors affecting succession planning strategies refer to obstacles to succession planning, the evaluation process, and selection criteria. But what are the succession planning strategies in Iranian quality companies? They are supportive-psychological, radical, participatory-transformational, and knowledge-building strategies. In addition to the aforementioned, the consequences of implementing succession planning include; individual, organizational, supra-organizational, and knowledge-based consequences.
Introduction
Succession planning is a strategic process that identifies and develops internal employees to fill key leadership and critical roles within an organization when those roles become vacant due to retirement, resignation, or other reasons. It ensures business continuity and minimizes disruption by preparing a pipeline of qualified candidates to step into important positions.
Case study
The case study of the present research is the presentation of a succession planning plan in semi-state companies in Iran.
Materials and Methods
This research is qualitative, developmental, interpretive and inductive, which was implemented with the foundation's data approach. The statistical population of the research is made up of twelve academic experts and participants who work in semi-government companies and are selected through a theoretical method.
Discussion and Results
After reviewing and analyzing the obtained interviews, A total of 480 open codes were identified and categorized into 197 abstract concepts. The abstract concepts were placed in 43 subcategories, and after reviewing and analyzing the subcategories, 17 main categories emerged from them. The subcategories answer the central questions of the grounded data theory. Thus, the causal factors affecting the succession planning phenomenon were placed in two main categories: succession requirements and communication and networking. The pivotal phenomenon of whistleblowing refers to succession planning and talent acquisition policies. The background conditions affecting succession planning strategies are divided into four categories: educational development, soft strategies, hard strategies, and sectoral legal strategies; the interfering factors affecting succession planning strategies refer to obstacles to succession planning, the evaluation process, and selection criteria. But what are the succession planning strategies in Iranian quality companies? They are supportive-psychological, radical, participatory-transformational, and knowledge-building strategies. In addition to the aforementioned, the consequences of implementing succession planning include; individual, organizational, supra-organizational, and knowledge-based consequences.
 
 
Conclusion
Succession planning is a strategy that helps companies identify and prepare the right people to fill key positions when they become vacant. The process involves identifying potential candidates, developing their skills and knowledge, and preparing them for future roles. In order to effectively implement succession planning in semi-state companies, multiple measures need to be taken simultaneously and continuously: measures on three fronts: managerial, structural, and cultural.
Management actions to implement succession planning in companies include identifying leadership talent, developing the skills of these talents, making succession decisions, and ongoing monitoring and evaluation. These actions help ensure a smooth and effective transition in the event of the departure of key employees and allow organizations to be prepared for critical and key situations.
Structural steps for implementing succession planning in companies include identifying key jobs, identifying leadership talent, developing leadership skills, making decisions about succession, and creating training and development programs. These measures help organizations prevent disruption to their operations when key employees are relocated, ensuring continuity of operations, preserving knowledge and experience, increasing employee motivation, and reducing costs.
Cultural measures for implementing succession planning in companies include creating understanding and acceptance among employees, developing a culture of learning and development, and encouraging participation and transparency. These measures should be taken with the aim of creating a supportive work environment where employees feel prepared for their future roles and the organization is committed to their development.