Section Three
A paper company now owned by Kimberly-Clark provides
a good example of succession planning. Succession planning in
this case involved the assessment of managers occupying
positions as plant managers. As a result of succession planning
and associated developmental efforts, the division was able to
solve productivity problems. Prior to these efforts, the division
suffered from problems related to employee dissatisfaction,
autocratic management styles, and the aftermath of
downsizing. The assessment procedures, conducted by an
outside consulting firm, involved administration of a battery of
tests and personality assessments by psychologists. Following
the assessment, managers were provided detailed individual
feedback on areas in which they needed further development.
One of the keys to success in this succession planning effort
was the emphasis placed on detailed specification of the skills
and requirements needed for performance as plant managers.^51
In some companies, succession planning also
incorporates developmental planning for high-potential
managers while they are still in lower-level positions. This is
especially prevalent for minorities and women who are likely to
become long-range successors. Additionally, succession
planning also may be concerned with the future requirements
of executive positions since the necessary personal skills and
characteristics may differ substantially from current
requirements. Given the growing interdependencies across