Investigating the succession situation in the oil company based on the competence model of managers

Dissertation for M.A.

Treatment: Human Resources

Abstract

Succession management and planning is a deliberate and systematic effort that an organization makes to ensure the continuity of leadership in key positions, maintaining and nurturing intellectual and practical capital for advancement and encouraging people to advance. In fact, this planning is a tool that meets the future needs of the organization for employees and considers a number of replacement candidates for each of the sensitive positions of the organization, and focuses on the process of improving the quality of these candidates, in terms of competencies and skills, and prepares people for leadership. Succession strategy provides leaders with the ability to transfer knowledge and share it in the organization and compensates for the possibility of lack of knowledge due to retirement, promotion and attrition of the forces. Considering the importance of the issue of succession in organizations, the present research has been carried out with the aim of "investigating the status of succession management in the oil company based on the competence model of managers". The statistical population in this research is all senior managers and experts of the oil company, of which 66 people have been selected as a sample population using Morgan's table. A researcher-made and standard questionnaire was used to collect mixed data. The face validity of the questionnaire (experts' opinion) was used to determine the reliability of the Cronbach's alpha coefficient, and according to the Cronbach's alpha (0.8912), the reliability of the tool was confirmed. The information of the questionnaire was analyzed with the help of spss software. In this research, descriptive statistics were used to describe the data and inferential statistics (correlation and regression tests) were used to analyze them. The results of the research findings: According to the results obtained, it was determined that the succession model in the oil company is based on the competency model of managers, and at a significance level of 0.05%, each of the components of the competence model of managers includes the following components: rational, personal; communications; interactive; Leadership and the result of cooperation are effective in determining the status and process of succession in the oil company. Therefore, the impact of all 6 dimensions of leaders' competence in the succession process was confirmed by research experts.

Keywords: succession management, talent acquisition, leaders' competence model

Introduction

Organizational strategies require a holistic approach to talent management, so traditional approaches are the best experiences for learning, performance management, succession management and career path development. be revised Just as the integration of performance management and learning has been recognized in many cases as inseparable components of an effective talent management strategy, succession management, which connects employee development and career path planning, has found a special strategic role in today's organizations. These organizations recognize that succession planning is a dynamic and ongoing process, not a static goal. In today's highly competitive world, in order to acquire talent, organizations must have a vision beyond simple labor replacement. Succession management strategies should be focused on employee development to achieve organizational goals, just as it should empower employees to achieve their career goals. Nowadays, succession management is done through a process called talent management. Through this process, the human talents of the organization are identified to hold key jobs and positions in the coming years, and through various educational and training programs, they are gradually prepared to take on these jobs and responsibilities (Abol Ala'i, 1386, 11-10). Which is managed and guided by a manager or a team of competent and efficient managers and leaders. The future corporate world will also require more managers and leaders.Numerous experimental researches indicate that despite the necessity of introducing new management thoughts and ideas into organizations (through attracting and employing managers from outside the organization), successful organizations emphasize to a significant extent on future generation and try to ensure that their future needs are met with competent and effective managers by identifying and cultivating managerial talents within the organization (Salajgeh et al., 2013, 2). or they are considered a company, so that before, if the term "human force" or "human resources" was used for the specialized and experienced people of the organization, but now this term has been changed to "human capital". This general rule is also true for oil companies. Today, the main asset and trump card of every oil company is its human capital, and all oil companies are specialists in attracting and maintaining capital, and in this connection, a complex competition is taking shape, the other side of which is a threat to developing countries because they easily lose their expert forces. This issue is of double importance for Iran's oil industry considering its long-term plans and its vision document, and paying special attention to issues related to human resources, especially in the expert sector, due to the reasons of being in the international arena, facing the challenges of human resources in the world oil industry, and in order to achieve the goals of the vision document of the oil company is very important. Therefore, the oil company should review the methods of motivating its experts because on the one hand there are international requirements, the increase in oil prices and the lack of expert human resources, and on the other hand, the existing human resources are also faced with dissatisfaction and the number of emigration from the oil company has increased. Therefore, it is necessary to maintain expert human resources by developing incentive and motivational programs. According to the talks of the vice president of human resources development of the oil company in May 2013, the development of the expert level in the field of human resources is one of the goals of this vice president so that the values ??of human capital do not gradually depreciate. (Najiram, News Analysis Base, 2013).

Studies on the structure of human resources preservation and empowerment in the oil company emphasize the fact that in this company, the focus is more on recruiting experienced and experienced personnel instead of training the skills needed by this industry in the field of senior management. Currently, according to the state of human resources management in the oil company, and the existence of problems such as the predominance of old thinking and relying solely on the experience and perspective of managers from top to bottom and the absence of senior managers among middle and front-line employees; Failure to transfer information from former people in positions to new employees due to the fear of losing their position; And the existence of unhealthy organizational behavior is among the challenges of today's oil industry, which requires strategic management in the field of human resources. Based on this and considering the importance of training experienced personnel to replace with human resources about to retire in the oil company, in this research, it is intended to examine the status of succession management in the oil company, and to examine the compatibility of the existing succession management components in this company based on the competence model of managers. The main research question is: According to the manager's competency model, what is the state of succession management in the oil company?

1 3 Necessity and importance of research

In today's global competition, the oil industry has a serious task in achieving a high position commensurate with the dignity of our beloved country, Iran. In this regard, managers play a very important role. Considering the increase in the retirement period of managers and the entry of newer managers, the oil industry needs planning for their development and replacement. According to the surveys conducted, due to the growth of new fields, the rapid change of managers or the retirement of current employees, a large number of positions become vacant every year; As a result, the organization is obliged to have effective planning to fill these vacancies. Accordingly, it seems that in the coming years, the competition to find talented and efficient managers in the country will increase day by day, and the preparation to fill key leadership positions at the right time is considered as one of the most important challenges in the advancement of the oil industry. Therefore, it is important to examine the issue of where the oil industry is currently and what components it needs to pay attention to in order to reach the desired situation (Hadizadeh Moghadam and Soltani, 2013, 41). Considering the strategic importance of the oil industry in Iran, in this research, the state of succession management in the oil company has been investigated.