One obstacle to naval diversity is retention of talented minorities. It takes 15-20 years to grow senior naval leadership. When we consider diversity, its important to think about recruiting the right people but more importantly, we must consider how to keep individuals who are setting the example from leadership positions within the Navy. "We need more minority leaders to grow and develop into positions of leadership; for they serve as examples of members of our diverse culture that are succeeding in our profession.[1] The Navy focused on succession planning because it takes people who are willing to commit to stay, to continue to mentor people, to continue to lead, but more importantly to serve as the example of people succeeding in our profession. There are several reasons why succession planning is important. First, the continued survival of the organization depends on having the right people in the right places at the right times. Secondly, due to economic restructuring in organizations, there are fewer people available to advance from within the organization. Additionally, succession planning is needed to encourage diversity and multiculturalism. Finally, succession forms the basis for communicating career paths, establishing development plans, and creating comprehensive human resources planning. [2] ------------------------------------------------ [1] Kennedy, Don (2002). Chief of Naval Operations Issues Challenge to Minority Officers. Former Chief of Naval Operations, Adm. Vern Clark, issued a challenge to minority naval officers August 7, 2006 when he told them if they wanted to make a difference in improving diversity in the Navy they had to stay in the Navy. Norfolk, VA: The Flagship. Release Date: 8/13/2002. http://www.news.navy.mil/search/display.asp?story_id=3095 [2] Rothwell, William J. (2005). Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within (3rd Edition). Saranac Lake, NY: AMACOM. |
