Public universities and their university-wide research institutes in the U.S. constantly search for ways to evolve to stay relevant and “marketable” in an ever-changing environment. The scholarly literature shows that the majority of higher educational institutes do not participate in succession planning, although numbers of research projects and researchers continue to increase over time, suggesting a pressing need for universities and institutes to learn how to sustain their work beyond current faculty and how to strategically develop their current employees. The purpose of this research was to review current succession management strategies in large complex organizations and to determine whether and how succession planning applies to university-wide research institutes in public, doctoral universities with very high research activity located in the United States. Based on an extensive literature analysis and surveys of experts, a model for succession planning for public organizations, particularly university-wide research institutes, was developed. This model synthesized the best practices across governmental, non-profit, and for-profit sectors to form a new framework to guide administrators in the process of succession planning. It focuses on short-term, immediate needs as well as on longer term, organizational development. This paper discusses the model’s concepts and steps with a practically applied focus to help participants better understand and explore processes related to succession planning.
|Keywords:||Succession Planning, Talent Management, Public Higher Education, University, Research Institute, Research Center|
Assistant Director for Presidential Global Scholars, University Honors, Center for European Studies and Architecture, Virginia Tech, Blacksburg, USA