MHA$/543$: Tackling the Talent War in the Health SectorWk $6$ Discussion $-$ Succession Planning I need help responding to the following classmates:$1.$ Shana MemsHello Everyone,Succession planning is identifying and developing internal personnel to fill key roles within an organization when they become vacant. It ensures a smooth transition and continuity of performance during time of change. According to National Institute of Health $($n$.$d$.),$ there are four steps for succession planning: Identify critical positions, develop eligible requirements, identify a talent pipeline, and pick a successor based on qualifications.I do believe the nine$-$box grid for succession does have a disadvantage.$$Even though, it should be evidence based there are possibilities of biases.$$Ratanjee and Green $(2018),$ Cognitive bias is inherent in human thinking and often unavoidable $($para$.21).$I feel regardless of evidence there will be some cognitive bias based on someone personal experience.$$I would have difficulties categorizing some of my Sailors because their jobs and performance varies, and their skills might not fit into one category.I do believe that most people tend to move from one box to another. Throughout this course we have talk about leadership traits, multigenerational workforce and retention within organizations. These play a factor in their performance and potential change which can affect how they move between boxes. For example, Poor leadership can cause a skilled employee to become demotivated and disengaged, causing their performance to decline.$$While strong leadership and a supportive culture can help an employee with low potential improve their performance and grow beyond expectations and peak through performance and potential$\mathrm{.}2.$ Carletta BrownTo maintain leadership continuity, succession planning entails identifying and training future leaders within an organization. It keeps operations from being disrupted when important workers depart and positions the company for future growth. Crucial actions in succession planning consist of:Determining pivotal positions: Ascertain which positions are essential to the success of the company.Evaluating possible heirs: Assess the abilities, background, and leadership potential of staff members.Making plans for development: High$-$potential personnel should be given opportunity, training, and mentoring to help them get ready for future positions.Tracking development: Make sure staff members are moving closer to preparedness by periodically reviewing and modifying their development plans.A popular method for succession planning is the nine$-$box grid, which rates workers according to their potential and performance. It has limitations even if it is helpful for developing development strategies and visualizing talent. The subjectivity that comes with classifying employeeswhich can result in biasis one drawback. Additionally, it oversimplifies employee potential and ignores the nuanced aspects of career advancement.It could be difficult to put workers into one of the boxes, particularly if their performance varies depending on the kind of project they work on or how much work they have on$.$ Furthermore, some individuals could not cleanly fall into a single category because their potential and performance might change depending on outside factors.Individuals may transition between boxes when their abilities, opportunity, or motivation shift throughout time. Nonetheless, a lot of workers could stay in one spot for a long time, particularly if they are happy in their existing positions or have little opportunity for advancement.