According to Armstrong (1991, p.479; cited by Bee and Bee 1994), succession planning aims at filling out management vacancy which may be created by various reasons and to keep a pool of prepared managers to fill new positions in future. By the above statement, it is clear that succession planning is very important to training needs analysis. Wallum (1993, p. 43; cited by Bee and Bee 1994) illustrated that it should not be limited to the managerial roles; it should consider senior or any other key job holders. Bee and Bee (1994) suggested that it can be used in organisational level, occupational level; but while using in individual level, they limited it to management staffs. They added that it is not only limited to future needs only, it can be used for immediate demands of the business like transfer or death of managers etc.
If the concept of succession planning is narrowed down to operational level and the importance of it to training needs analysis of supervisors’ training needs, figure (2.3) can be drawn:
Figure (2.3): Relation between HRP and Succession Planning
Through HRP staffs’ information are organised and successor pool is created through succession planning.
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