Understanding SAPS employees' perceptions of succession planning and performance: developing an integrated succession and performance strategy

Abstract

Managing succession and succession planning is of vital importance and has a substantial impact on employees, the organisation and organisational performance. The aim of the study was to gain insight into the perceptions of employees in the SAPS on succession planning and employee performance and, in the process, to develop a strategy for succession planning and employee performance. The construction of a succession plan approach generally begins with the establishment of a strategic framework, followed by the identification and appraisal of critical roles, and ends with the acknowledgement of potential leaders. Developing a solid succession plan for SAPS leadership and other government departments whereby future leaders can be developed and enhanced through training, mentorship and better employee’s performance is of vital importance. The aim of this research was to explore how SAPS employees perceive succession planning and employee performance and to develop a succession planning and employee performance strategy for SAPS. The identification of factors that influence the implementation or evaluation of succession planning adds value in ensuring that succession planning is implemented or applied correctly and that it benefits both the employee and the organisation. This study therefore exposes a potential gap in the lack of succession planning in the organisation and how the lack of succession planning affects employee performance. A qualitative research design was applied in the study. Seventeen semi-structured interviews were conducted with management in the Free State, along with other SAPS commissioned and non-commissioned officers, who formed the primary source of data. Thematic data analysis steps were used to analyse the data, by closely examining data to identify common themes. This process was carried out by transcribing the data, selecting keywords from the data, coding, developing themes, then conceptualising the findings. The findings revealed that there are several factors that affect the implementation and facilitation of succession planning and employee performance in the organisation. vii The study findings indicate that, participants view both the succession planning and employee performance as important and should be embedded as part of the organisational culture which can assist the organisation in organisational stability and sustained performance including serving delivery. The study makes a useful and important contribution both academically and practically by showing that succession planning greatly improves employee performance by helping them learn new skills, boosts happiness at work, and makes career goals clearer. Structured succession planning and targeted mentoring enhance the efficiency of daily work and mitigate performance anxiety during organisational change. The study can have practical and scholarly contributions such as skill alignment and competency mapping, knowledge transfer and continuous learning, reduction of turnover intentions, and lastly by contributing to mediating psychological factors. The recommendations include, the development of an integrated succession planning and employee performance strategy which will assist the SAPS with the strategic framework and governance, workforce planning and talent forecasting, talent identification and capability assessment and mentorship and development interventions.