Planning for the future: Retaining talent through succession planning, a critical analysis of two hotel brands in Zimbabwe.

No Thumbnail Available
Sigauke, Thembekile
Issue Date
MSc in Human Resource Management
Dublin Business School
Items in eSource are protected by copyright. Previously published items are made available in accordance with the copyright policy of the publisher/copyright holder.
This paper gives a critical analysis of the effectiveness of succession planning practices in retaining talented employees in Zimbabwe’s two hotel brands. Theories guiding the study were Homan’s (1961) social exchange theory and Vroom’s (1964) expectancy theory. The main objectives of the study were to explore the current succession planning practices, investigate how effective they are in retaining talent, identify challenges and recommend strategies to retain talented employees. According to the literature reviewed, succession planning has a significant impact on employee retention. The study adopted a qualitative approach and structured interviews were conducted to collect data. Through thematic analysis, four main themes addressing research questions and objectives emerged. Findings revealed how potential talent was identified and nurtured. Major challenges included, subjective performance evaluations, failure to embrace succession planning, financial constraints, and skills flight. It was established that organisations require efficient succession planning programmes to retain their valuable skills.