L.

R Institute of Management Studies

Jabli-Kyar, P.O.- Oachghat, Solan (H.P.) 173223

CERTIFICATE
This is to certify that this project entitled Succession planning in top level management, A study about the Pharmaceutical Industry at Baddi submitted in partial fulfillment of the requirement for the degree of Master of Business Administration of Himachal Pradesh University, Shimla -5, by Mr.Sudhir Sharma, Roll No. 1834 has been executed under my supervision and guidance. The data reported in it are pure. The assistance and help received during the course of this investigation has been duly acknowledged. It is further certified that it is original piece of work and it is working for the degree of Master of Business Administration.

Head of the department,

Project Advisor Mrs. sheveta

DATE PLACE .

Declaration
I hereby, Mr. Sudhir Sharma declare that I have done the project work entitled Succession Planning in top level management, A study about the Pharmaceutical Industry at Baddi submitted in partial fulfillment of the requirement for the degree of Master of Business Administration of Himachal Pradesh University, Shimla -5, the data that is included in it is pure. The assistance and the help that received during the course of this investigation have been duly acknowledged. It is my original work, carried out under the guidance of my faculty guide Mrs. Shveta and has not been submitted to any other institute/ university or any organization apart from LL. R. Institute of Management. It is further, declared that it has an original piece of work and it is worthy for the consideration for the degree of M.B.A.

Signature Sudhir Sharma

Acknowledgement
At this point, I would like to place a record my deep sincere sense of gratitude to My God, My Parents and all those esteemed persons whose direct and indirect co-operation and efforts have led to the completion of this report. It is my proud to place on record my sincere thanks to my esteemed Advisor Mrs. Sheveta, for his continuous keen interest and providing me expert guidance, invaluable suggestions as well as constructive criticism and inspiration from the inception to the completion of this study, without which it would not have been successfully completed. I would like to thank the Director of the L.R. Institute of Management for his constant encouragement, valuable suggestions and kind cooperation. And my special thanks to all the faculty members of the L.R. Institute of management and my dear friends for providing me the genuine help to complete this project. I would also like to thank all the respondents who honestly answered the questions asked to them.

Thankful, Date:.. Sudhir Sharma

Contents
Chapter Certificate Declaration Acknowledgment Chapter-1 Introduction 1.1) Theoretical Background 1.2) Succession planning 1.3) Company Profile Chapter-2 Research Methodology 2.1) Research Design 2.2) Need of Study 2.3) Main Objective of the Study 2.4) Developing the Research Planning 2.5) Tools used for the Study 2.6) Limitation of the Study Chapter-3 Chapter-4 Data analysis and Interpretation Suggestion and conclusion 4.1) Summary 4.2) Findings 4.3) Recommendation and Suggestions Annexure A) Bibliography B) Questionnaire Title Page No.

List of Tables
Table No. 3.1 3.2 3.3 Title Classification of respondents on the basis of their age Classification of respondents on the basis of their gender Classification of respondents on the basis of their qualification 3.4 Classification of respondents on the basis of their designation 3.5 3.6 Classification of respondents on the basis of their salary Response of respondents on the basis of their awareness towards succession planning 3.7 Response of respondents on the basis of the Page No.

implementation of a formal succession management system 3.8 Response of respondents on the basis of the effectiveness of the succession management 3.9 Response of respondents on the basis of the importance of succession management system for the organization 3.10 Response of respondents on the basis of the involvement of employees in succession planning process 3.11 Response of respondents on the basis of new discipline needed by the process of succession planning 3.12 Response of respondents on the basis of how effectively the current succession plan helpful in the current strategic plan 3.13 Response of respondents on the basis of potential and progress that the candidates are offering to meet the requirement

3.14

Response of respondents on the basis of the fitness of the succession plan with the expectations

3.15

Response of respondents on the basis of the time period for the development

3.16

Response of respondents on the basis of the development period for potential successor

3.17

Response of respondents on the basis of the change in the policy of the company that go against the plan of succession planning

List of Figures
Figure No. 3.1 3.2 3.3 Title Classification of respondents on the basis of their age Classification of respondents on the basis of their gender Classification of respondents on the basis of their qualification 3.4 Classification of respondents on the basis of their designation 3.5 3.6 Classification of respondents on the basis of their salary Response of respondents on the basis of their awareness towards succession planning 3.7 Response of respondents on the basis of implementation of a formal succession management system 3.8 Response of respondents on the basis of the effectiveness of the succession management 3.9 Response of respondents on the basis of the importance of succession management system for the organization 3.10 Response of respondents on the basis of the involvement of employees in succession planning process 3.11 Response of respondents on the basis of new discipline needed by the process of succession planning 3.12 Response of respondents on the basis of how effectively the current succession plan helpful in the current strategic plan 3.13 Response of respondents on the basis of potential and progress that the candidates are offering to meet the requirement Page No.

3.14

Response of respondents on the basis of the fitness of the succession plan with the expectations

3.15

Response of respondents on the basis of the time period for the development

3.16

Response of respondents on the basis of the development period for potential successor

3.17

Response of respondents on the basis of the change in the policy of the company that go against the plan of succession planning

CHAPTER-I INTRODUCTION

1.1)

Theoretical Background

Human resources is a term used to describe the individuals who make up the workforce of an organization, although it is also applied in labor economics to, for example, business sectors or even whole nations. Human resources is also the name of the function within an organization charged with the overall responsibility for implementing strategies and policies relating to the management of individuals (i.e. the human resources). This function title is often abbreviated to the initials "HR". Human resources is a relatively modern management term, coined as late as the 1960s. The origins of the function arose in organizations that introduced 'welfare management' practices and also in those that adopted the principles of 'scientific management'. From these terms emerged a largely administrative management activity, coordinating a range of worker related processes and becoming known, in time, as the 'personnel function'. Human resources progressively became the more usual name for this function, in the first instance in the United States as well as multinational or international corporations, reflecting the adoption of a more quantitative as well as strategic approach to workforce management, demanded by corporate management to gain a competitive advantage, utilizing limited skilled and highly skilled workers. The human resources of an organization consist of all people who perform its activities. Human resource management (HRM) is concerned with the personnel policies and managerial practices and systems that influence the workforce. In broader terms, all decisions that affect the workforce of the organization concern the HRM function. The activities involved in HRM function are pervasive throughout the organization. Line managers, typically spend more than 50 percent of their time for human resource activities such hiring, evaluating, disciplining, and scheduling employees. Human resource management specialists in the HRM department help organizations with all activities related to staffing and maintaining an effective workforce. Major HRM responsibilities include work design and job analysis, training and development, recruiting, compensation, team-building, performance management and appraisal, worker health and safety issues, as well as identifying or developing valid methods for selecting staff. HRM department provides the tools, data and processes that are used by line managers in their human resource management component of their job.

Human Resource Development (HRD) is the framework for helping employees develop their personal and organizational skills, knowledge, and abilities. Human Resource Development includes such opportunities as employee training, employee career development, performance management and development, coaching, mentoring, succession planning, key employee identification, tuition assistance, and organization development. The focus of all aspects of Human Resource Development is on developing the most superior workforce so that the organization and individual employees can accomplish their work goals in service to customers. Organizations have many opportunities for human resources or employee development, both within and outside of the workplace. Human Resource Development can be formal such as in classroom training, a college course, or an organizational planned change effort. Or, Human Resource Development can be informal as in employee coaching by a manager. Healthy organizations believe in Human Resource Development and cover all of these bases. What is the focus of HRM department? The HRM focus should always be maintaining and, ideally, expanding the customer base while maintaining, and ideally, maximizing profit. HRM has a whole lot to do with this focus regardless of the size of the business, or the products or services you are trying to sell. (Dr. James Spina, former head of Executive Development at the Tribune Company). HRM is involved in managing the human resources with a focus on expanding customer base that gives profit to the company. The bottom line of the company is the focus of the HRM department as well as the function. Contributing to the Bottom-line of the Company through HR Top-line Activities A growing body research shows that progressive HRM practices have a significant effect on corporate bottom-line and middle-line performance. The positive effect on financial performance, productivity, product and service quality, and cost control are documented by researchers.

High-performance work systems (HPWS) is a term used to describe a collection of HR practices or characteristics of HR systems designed to enhance employees competencies so that employees can be a reliable source of competitive advantage. A summary of the research on HPWS indicated that a one standard deviation of improved assessment on a HPWS measurement tool increased sales per employee in excess of $15,000 per employee, an 8 percent gain in labor productivity.

The Activities of Human Resources Management The activities performed by HRM professionals fall under five major domains: (1) Organizational design, (2) Staffing, (3) Performance Management and Appraisal, (4) Employee and Organizational Development, and (5) Reward Systems, Benefits and Compliance Acquiring human resource capability should begin with organizational design and analysis. Organizational design involves the arrangement of work tasks based on the interaction of people, technology and the tasks to be performed in the context of the objectives, goals and the strategic plan of the organization. HRM activities such as human resources planning, job and work analysis, organizational restructuring, job design, team building, computerization, and workermachine interfaces fall under this domain.

Recruitment, employee orientation, selection, promotion, and termination are among the activities that fit into the staffing domain. The performance management domain includes assessments of individuals and teams to measure, and to improve work performance. Employee training and development programs are concerned with establishing, fostering, and maintaining employee skills based on organizational and employee needs.

Reward systems, benefits and compliance have to do with any type of reward or benefit that may be available to employees. Labor law, health and safety issues and unemployment policy fall under compliance component. Human Resource Management and Succession Planning The Advisory Committee on Senior Level Retention and Compensation (Seventh Report, December 2004) recommends that succession plans, coupled with current and forecast demographics, be reviewed to ensure that HR needs can be met in the executive ranks. Under the Public Service Employment Act (PSEA) deputy heads have responsibility for identifying qualifications for work to be performed as well as the current and future human resources needs to deliver on organizational requirements in their respective departments. Planning and managing succession is a critical sub-component of the broader integrated HR and business planning process. A gap analysis may point to a number of priority areas one of which may be succession planning. Other priority areas may include recruitment, change management, employment equity, and official languages. Succession plans should be incorporated into your integrated HR and business work plan. Effective succession planning cannot succeed without commitment from leaders at all levels, starting at the top. Link between the Succession Planning and Management make an organization to grow and develop in more effective and efficiently.

1.2)

Succession planning

Succession Planning: What Is It and Why? Within any organization, people in leadership positions eventually cease to fulfill that role. This can occur for a variety of reasons, such as:

promotion within the organization move to part-time arrangements for better work-life balance voluntary departure from the organization to pursue a career elsewhere involuntary departure from the organization retirement serious illness death

Organizations that fail to plan for the timely and effective filling of such leadership roles can be caught off guard, with the consequent disruption to normal business activities and the loss of market share. Succession planning is the preemptive process of identifying significant leadership positions that could put the organization at risk if left unfulfilled, targeting current employees that could move into such roles and grooming them for succession. Managing leadership succession effectively requires a structured approach that is agreed, understood and followed by everyone involved in the planning process. Introduction Succession planning is seen as an important process by most large businesses - but what does it mean? Some of the confusion surrounding succession planning is due to people using the term in many different ways. Succession planning is best described as a process where one or more "successors" are identified for key jobs, and career moves and/or employee development activities are planned for these successors. Successors may be fairly ready to do the job (shortterm successors) or seen as having longer-term potential (long-term successors).

What is Succession Planning?

Succession Planning is a strategy of workforce planning. It is a process designed to ensure the organization recruits and develops new hires and in-house staff to fill each key role within the organizations. Its goal is similar to workforce planning having the right people in the right positions at the right time. The focus of succession planning, however, is on leadership and other positions critical to the mission of the organization at all levels. Key positions might include leadership positions or specialized positions and roles that may be technical, content-specific, or otherwise hard to replace. They may require particular training, licensure, or background that is difficult to replicate. Another way to describe succession planning is: The process of identifying and preparing suitable employees through mentoring, training and job rotation, to replace key players within an organization as those key players leave their positions for whatever reasons retirement, advancement, attrition, etc.

1.2 a) Why is Succession Planning Important to Do?

Through succession planning, the organization assesses its leadership needs. This leads to a formal evaluation of the knowledge, skills and abilities (KSAs) needed for your key roles. See the Vermont Seven Step Workforce Planning Model and the Competencies section of this Toolkit.

training them for leadership. This involves identifying the work functions critical to the leadership and other key positions of the organization. See the Professional Development Plan Template for help in designing a training and development plan.

that will be needed to sustain effective leadership in the future.

1.2 b) Objectives of Succession Planning The main objectives (and advantages) of succession planning are: - Improved job filling for key positions through broader candidate search, and faster decisionmaking - Active development of longer-term successors through ensuring their careers progress, and by making sure they get the range of work experiences they need for the future - Encouraging a culture of "progression" through developing employees who are seen as a business resource and who share key skills, experiences and values seen as important to the future of the business Of the above objectives, it is the active development of a strong talent pool for the future which is often viewed as the most important. Increasingly, this is also seen as vital to the attraction and retention of the best people (particularly in service businesses like the accountancy and legal professions). 1.2 c) How are succession and development plans produced? Succession plans normally cover both short- and longer-term successors for key jobs, and development plans for these successors. Where a number of jobs are of similar type and need similar skills, it is preferable to identify a pool of successors for this collection of posts. Typical activities covered by succession planning include: - Identifying possible successors - Challenging and reviewing succession plans through discussion of people and posts - Agreeing job (or job group) successors and development plans for individuals - Analysis of the gaps or surpluses revealed by the planning process

- Review, by checking the actual pattern of job filling and whether planned individual development has taken place. 1.2 d) The Succession Planning Process Succession planning requires steps to obtain leadership guidance, collect relevant information, make key decisions, and execute succession and development actions. If undertaking this activity for the first time, you should consider creating a process that is "separate" from other, related activities such as performance management and development planning. Later, after you have executed your process a couple times, you may take down the special elements and start to integrate it with these other activities. The steps below outline such a stand-alone process. Define purpose, goals, and scope The top leader of the organization outlines the purpose, goals, and scope of the succession planning activity. Assemble an oversight committee The committees role is to establish a succession planning process that can fulfill the purpose, goals, and scope outlined by the top leader, and to govern over the process until most of the major questions and issues have been resolved. Set policy The oversight committee creates policy around such issues as data security, assessment, succession nominations, communication and development. Define operational parameters Again, this is the purview of the oversight committee. Operational parameters include: positions for which successors will be nominated, the scope of the pool of succession nominees and the rating scales used for assessing contribution and potential.

 Develop and conduct the assessment The assessment is essential for comparing succession candidates and slotting them against specific succession positions. The assessment data, generally provided by direct managers of the succession pool, should be reviewed for equity in the ratings and for consensus in the nominations. Compile and organize the data The voluminous data that is collected must be compiled into the kind of information needed by leaders to make key decisions. Some of the compilations include: coded organization charts, a contribution-potential matrix, reports of any at risk positions or individuals, and profiles for all individuals and positions. A spreadsheet or dedicated tool for organizing and displaying such information is recommended. Conduct organizational reviews Starting with business unit/functional heads, the succession plan and reports compiled are reviewed and key decisions made. These decisions could range from developmental opportunities for future leaders to actual leadership appointments. The business unit/functional level reviews are followed by reviews at the highest level with correspondingly higher level decisions. Implement development plans While succession decisions may be executed immediately after the reviews, the developmental opportunities must be pursued over the following weeks and months. For future leaders to realize their potential and be better positioned to step up when the time comes, these development opportunities must not be allowed to languish once the spotlight is off the succession planning process. Assess process effectiveness Like any other business process, your succession planning process will need to be improved, streamlined, integrated with other human resources processes and possibly expanded to

accommodate additional participants. While the experience is fresh, take a moment to gather feedback and assess process effectiveness then set and achieve the most critical improvement objectives. 1.2 e) Succession Planning as Effective Management The priority that succession planning gets in the scheme of things is contingent on the CEO and senior management of an organization. While some choose to ignore it as a less important issue vis--vis immediate challenges, the real leaders make sure that the organization is structured in such a way that it not only survives but grows even without the leader. Efficient succession planning is reflective of commitment to the mission and not to the individual. It is crucial to have people working on key areas that need to remain functional at all times for an organizations well-being. Succession planning not only cuts the risk stemming from an untimely exit of a leader, but it also fosters an environment where employees understand that growth is possible and ability stands a good chance of recognition as well as scaling the ladder of success in the organization. This practice is a great facilitator of esprit de corps within an organization. There is an increased sense of belonging experienced when the we promote our own signal from the management reaches the employees. More importantly, it weeds out the uncertainty factor and facilitates confidence in employees, investors and people who have any kind of stake in the organization at all. If a change of guard at the top or at crucial positions occurs, comforting and assuring information can be disseminated to the relevant public backed by an actual ongoing transition that is anything but smooth. On the other hand, an unprepared organization could be gripped by frantic efforts to identify someone able to fill the gap. In this case a lack of experience or training in specific areas could cost the organization as each decision and process would eat away into precious time and financial resources. Organizations that work forward with one mans brilliant vision are good only for a short run. They have a lot at stake and risk of dying out if this person in command exits the scene. Good leaders are those who build organizations that can outlive them and flourish irrespective of changes in leadership. In such scenarios, able helmsmen are identified well in advance and are under a constant training and grooming program to fill the shoes when required.

1.2 f) Importance of Succession Planning

Succession planning refers to the planned activities, processes and programs put in place by an organization or business to ensure smooth transfer of responsibilities and leadership roles to a succeeding generation of managers and top executives. Integral to the success and long-term endurance of corporate brands and organizational legacies, a well-mapped-out succession planning initiative helps maintain a company's competitive position in the marketplace. Function
o

Succession planning involves planning for the smooth continuation of a business through the transfer of power between incumbent leaders and managers and succeeding ones. The key objectives are to maintain business and organizational continuity and cause the least possible disruption to an organization's business operations and overall effectiveness. Succession planning ensures backups and exigency positions for each senior manager and leader in an organization. These managers are groomed to take over departmental roles or fill critical leadership positions during designated periods. Identification

Senior peers, HR top management, top executives and even board members play a key role in identifying next-generation leaders and talented managers who will take over departmental or key functional roles. Based on organizational procedures and practices, HR top management have a fair idea about retirement plans, contracts or changeover in roles of incumbent top executives and accordingly have a succession plan in place. They apprise selected senior managers or business unit heads about possible new roles and extra responsibilities in the future; and devise a set of leadership training programs for these managers. Considerations

The grooming process is the key to the success of any succession planning initiative of an organization. The process of grooming is quite an arduous one and involves creating and managing a pool of candidates with high potential and talent to take over leadership roles. Incumbent leaders play an important role in this process and mentor, advise and encourage the

identified future leaders or managers on facing various business challenges, tackling crisis scenarios, managing people and generally share their own experiences and gained expertise. Benefits
o

The churn of managers and leaders during the passing of the baton between generations has a direct impact on the employees of an organization. Employees like to see continuity in business practices, organizational ethos and work culture--all of which are defined by top management and business leaders. Only a successful transition of business leaders and managers can ensure proper business continuation, minimize disruption and keep employees motivated to pursue longterm corporate objectives and business goals. Effects

Shareholders, external business partners, board members and other stakeholders are keen observers of an organization's succession plan and the mechanisms in place to nurture, groom and create new-generation leaders. For these audiences, it is important for an organization's incumbent business leaders to show the requisite commitment to strategic roadmaps, long-term organizational objectives and ensure a smooth handover of organizational responsibilities to the chosen leaders. Shareholders are especially concerned about continued operational excellence, long-term stability and profitability of an organization. 1.2 g) Disadvantages Succession Planning Its difficult to think that there might be disadvantages to succession planning but here are some things to consider:

Appointing the wrong person can lead to a variety of problems that result in poorer company performance and turnover Pulling the trigger too quickly to appoint someone only to have a better candidate appear later on Engaging in succession planning when the business is immature may lead to erroneous conclusions about leadership needs A poorly conducted succession planning process will lead to poor decisions, disharmony and ultimately poor company performance.

1.3)

Company Profile

Introduction about pharmaceutical industry:

The pharmaceutical industry develops, produces, and markets drugs licensed for use as medications. Pharmaceutical companies are allowed to deal in generic and/or brand medications and medical devices. They are subject to a variety of laws and regulations regarding the patenting, testing and ensuring safety and efficacy and marketing of drugs. The Indian Pharmaceutical Industry today is in the front rank of Indias science-based industries with wide ranging capabilities in the complex field of drug manufacture and technology. It ranks very high in the third world, in terms of technology, quality and range of medicines manufactured. From simple headache pills to sophisticated antibiotics and complex cardiac compounds, almost every type of medicine is now made indigenously.

Playing a key role in promoting and sustaining development in the vital field of medicines, Indian Pharma Industry boasts of quality producers and many units approved by regulatory authorities in USA and UK. International companies associated with this sector have stimulated, assisted and spearheaded this dynamic development in the past 53 years and helped to put India on the pharmaceutical map of the world. 1.3 a) Growth Scenario in 2011 India's pharmaceutical industry is now the third largest in the world in terms of volume. Its rank is 14th in terms of value. Between September 2008 and September 2009, the total turnover of India's pharmaceuticals industry was US$ 21.04 billion. The domestic market was worth US$ 12.26 billion. This was reported by the Department of Pharmaceuticals, Ministry of Chemicals and Fertilizers. As per a report by IMS Health India, the Indian pharmaceutical market reached US$ 10.04 billion in size in July 2010. A highly organized sector, the Indian Pharma Industry is estimated to be worth $ 4.5 billion, growing at about 8 to 9 percent annually.

1.3 b) Leading Pharmaceutical Companies In the domestic market, Cipla retained its leadership position with 5.27 per cent share. Ranbaxy followed next. The highest growth was for Mankind Pharma (37.2%). Other leading companies in the Indian Pharma market in 2010 are:

Sun Pharma (25.7%) Abbott (25%) Zydus Cadila (24.1%) Alkem Laboratories (23.3%) Pfizer (23.6 %) GSK India (19%) Piramal Healthcare (18.6 %) Lupin (18.8 %)

1.3 (1). Company Profile of Cipla:

Cipla is 2nd largest pharmaceutical company in India in terms of retail sales. Cipla manufactures an extensive range of pharmaceutical & personal care products and has presence in over 170 countries across the world. Cipla's product range includes Pharmaceuticals, Animal Health Care Products, OTC, Bulk Drugs, Flavors & Fragrances, and Agrochemicals. Cipla also provides a host of consulting services such as preparation of product and material specifications, evaluation of existing production facilities to meet GMP, definition of appropriate plant size and technologies etc. Ciplas product includes: s Pharmaceuticals: Cipla manufactures anabolic steroids, analgesics/antipyretics, antacids, anthelmintics, anti-arthritis, anti-inflammatory drugs, anti-TB drugs, ant allergic drugs, anticancer drugs, antifungal, antimalarials, antispasmodics, antiulcer ants, immunosuppressants etc,

Animal Health Care Products: These include: aqua products, equine products, poultry

products,

products

for

companion

animals,

and

products

for

livestock

animals.

OTC: These include: child care products, eye care products, food supplements, health drinks, life style products, nutraceuticals & tonics, skin care products, and oral hygiene products.

Flavour & Fragrance: Cipla manufactures a wide range of flavours, which are used in foods and beverages, fruit juices, baked goods, and oral hygiene products. Cipla fragrances have wide ranging applications such as in personal care products, laundry detergents and room fresheners.

Major Achievements of Cipla:

Manufactured ampicillin for the first time in India Lauched etoposide, a breakthrough in cancer chemotherapy, in association with Indian Institute of Chemical Technology

Launches transparent Rotahaler, the world's first such dry powder inhaler device Launches transparent Rotahaler, the world's first such dry powder inhaler device Became the first company, outside the USA and Europe to launch CFC-free inhalers

1.3 (2). Company Profile of Morepen: Morepens state-of-art manufacturing facility in the picturesque environs of Baddi comprises a scientifically integrated complex of 10 plants, each with a specific product profile. The companys extensive R&D facilities and factories are manned by a dedicated team of professionals who ensure stringent quality standards. Today Morepen is exporting products to several countries round the global. The first Morepen manufacturing plant was set up on the foothills of the Himalayas in the idyllic surroundings of Parwanoo. The large and spread out facility is USFDA approved for manufacture of Loratadine, an anti-allergy drug internationally known as Claritin. Today, its benchmark standards make it the perfect setting for producing advances molecules. Busy lifestyles and increasing work pressures in everyday urban life have made it imperative to make self-monitoring diagnostic equipment a part of every household. Morepen has tied up with

international majors in this category and has brought to India a range of products that help people monitor their health on a day-today basis and thereby seek remedies well in time. The brand name of Dr. Morepen has a front-ranking presence in the Wellness category. Its spectrum of popular OTC products, amongst which Burnol, Lemolate, Sat Isabgol and many more are undisputably household names, have spread relief and cheer in many homes and lives. Branded Business Prescription Drugs (Rx) Morepen was among the top five fastest growing companies as per ORG data in Rx segment in FY 2001-02 and has potential to grow up very fast.The company has got all India network which is being augmented on consistent basis. It presently has a sales team of around 200 and continuously ramp up the headcount. It possesses significant reach to a no. of specialist doctors and general medical practitioners The company, at present, is actively marketing more than 50 branded formulations with famous brands like DOM DT, Saltum, Saltumax, Pentopen, Acifix, Claridin, Klarim & others New molecules like Ducal, Rethmix, Montelast, Alcofam, Levopen & Morezole has been launched in recent past. Launching of more molecules is underway, with time bound launch plan. The company possesses , WHO & GMP compliant manufacturing facilities for manufacture and development of formulations in various forms like Tablet, Capsules, Powder , Liquid, Multiple Dosages unit form, Semi-solid and Suspension form. Installed capacity (Single Shift Basis) for Tablets is 44 Million, where as for Hard Gelatin Capsules and oral Liquid & Powder is 7.5 Million and 1.5 Million respectively. First formulation manufacture capacity was installed in Parwanoo in the year 1996. However in the year 1998 a state-of-the-art manufacturing site was commissioned at Baddi to meet the fresh demand

1.3 (3). Company Profile of Panacea Biotec: Panacea Biotec is Indias highly progressive research based health management company involved in research, manufacturing and marketing of branded pharmaceutical formulations, vaccines and natural products. The product portfolio includes highly innovative prescription products in important therapeutic areas like pain management, diabetes & cardiovascular management, renal disease management, osteoporosis management, anti-tubercular, gastrointestinal care products and vaccines. The flagship brands of the company- Willgo for pain management; Glizid & Glizid-M for diabetes; Panimun Bioral & Mycept for kidney transplant occupy leadership positions in their therapeutic segments. This is in persuit of marketing strategies to build brands and drive the growth of the company.

The vaccines portfolio consists of oral polio vaccines (type I and type III), Enivac-HB (Hepatitis B vaccine), Enivac-HB Safsy, Ecovac-4 (DTwP+Hep B), Easyfour (DTwP+Hib), Easyfive (DTwP+Hep B+Hib). Vaccines in the offing are- Anthrax, Dengue, Japanese encephalitis and several others. Panacea Biotec has earned the distinction of being a WHO pre-qualified supplier of oral polio and Hepatitis-B vaccines and are in the process of obtaining similar prequalifications for other vaccines. Panacea Biotec is contributing in disease prevention and reducing the child mortality. Specialties: BioPharma, Vaccines, Branding, Innovation, Pioneer, Integrity, Humane In pursuit of its mission, Panacea Biotec is making immense contribution in disease prevention an reducing child mortality, through innovative vaccine development, production and marketing. Panacea Biotec has significant presence in prophylactic vaccine market that adhere to international standards of manufacturing and clinical development. Panacea Biotec has made available several paediatric vaccines, namely Trivalent, Monovalent (Type I and Type III) Oral Polio Vaccine, Enivac HB (recombinant Hepatitis B) Vaccine, innovative Combination Vaccines such as Ecovac4 (recombinant Hepatitis B and DTP), Easyfour (Haemophilus Influenza type B (Hib) and DTP), Easyfive (Hib, DTP and Hepatitis B). The Company has registered consistent growth in revenue which is contributed by vaccines supplied to UNICEF as well as growth in

supplies to the domestic private vaccine market through the joint venture company, Chiron Panacea Vaccines Pvt. Ltd. Panacea Biotec is prequalified supplier of OPV, Hepatitis B vaccines (Enivac HB), Easyfour (DTP+Hib) and Ecovac (DTP+HepB) to UN Agencies. The company has also started supplying recombinant Hepatitis B Vaccines (Enivac-HB) to UNICEF against their global tenders. The development of new vaccines targeting life threatening diseases will remain our focus in R&D. 1.3 (4). Company Profile of Ankur Drugs and Pharma Ltd: Ankur Drugs and Pharma Ltd is engaged in contract manufacturing of pharmaceuticals formulations. As of March 31, 2010, it had three manufacturing units: two in Himachal Pradesh and one in Daman. Its business segment includes pharmaceutical formulations in the form of tablets, capsules, liquid orals, oral powder, dry syrups, ointments, insta use suspension, form fill and seal (FFS), liquid injectables and dry powder injectables. As of March 31, 2010, it had installed capacities of 15,720 million tablets, 2,886 million capsules and 300 million effervescent tablets. During the fiscal year ended March 31, 2010 (fiscal 2010), it had a production of 9,800 million tablets, 2,090 million capsules and 157 million effervescent tablets. During fiscal 2010, it had in-house developed mosquito repellant patch from ayurvedic formulations. Its clients include Ranbaxy Laboratories Limited, Cipla Limited, Sandoz Private Limited, Abbott India Limited, USV Limited, Plizer Limited and Sanofi Aventis. Ankur Drugs And Pharma Ltd. is a contract manufacturer of pharmaceutical products for the pharmaceutical industry. The Company manufactures a range of formulations, including tablets, capsules, dry syrups, liquids, and ointments, as well as empty hard gelatine capsules.

1.3 (5). Company Profile of Indigo Remedies: Indoco Remedies Limited is an India-based pharmaceutical company. The Company is engaged in manufacturing and selling of pharmaceutical products. The Company operates in seven marketing divisions: Indoco, Spade, Warren, Spera, Excel, Xtend and Eterna. Spade therapeutic segment includes Anti-cold, Anti-infectives, Haematinics and Calcium Supplementations. The product portfolio of the Warrens division consists of stomatologicals, anti-infectives and analgesics. Eterna markets a range of anti-infectives, gastro-intestinal therapy, vitamins and pain management products. Its products are marketed in Europe, South Africa and United States. The Companys manufacturing facilities are located in Aurangabad, Baddi, Patalganga and Rabale. Its brands include Febrex Pius, Cyclopam, Vepan, Cital, Cloben-G, Carmicide, Scabex, Renolen, Homide, Dexoren-S and Tobaren-D. During the fiscal year ended March 31, 2010 (fiscal 2010), its new products included Cyclochek, Omegachek, Otichek and Razogard.

CHAPTER-2 RESEARCH METHODOLOGY

2.1) Research Design

Research design refers to those methods which are followed by a researcher in a research or a study. Research design plays an important role in a study. Research design is generally defined as, an arrangement of rules and conditions for collection and analysis of data in a manner that aim to combine relevance to the research purpose with economy in procedure.

2.2) Need of the study

The present study assumes great importance because preparing a schedule for succession planning is critical to the success of a company, especially at the top level in the present competitive era. As per my topic I choose this topic because I get a good knowledge about the succession planning in the organization. From organization point of view, Succession planning is also necessary to ensure a suitable supply of successors for current and future senior or key jobs raising from business strategy, so that the careers of the individuals can be planed and managed to optimize the organizations need and individuals aspiration.

2.3) Objective of the study

As for the study my objectives are: To study the necessity of the succession planning. To measure the satisfaction levels the employees regarding succession planning in the organization. How the H.R. Department ensure the training programs for the successor for the development of employees skill and capability. To study the effectiveness and efficiency of the department in an organization regarding succession planning. To suggest the management regarding succession planning.

2.4) Developing the Research Planning

The sequence of steps that I follow during my Research which help me to complete my project more efficiently are: 1) Sampling Plan a) Sampling Unit b) Sampling Size c) Sampling Technique 2) 3) Collection of Data Analysis

2.4 (1) Sampling plan:

A sampling plan is a detailed outline of which measurements will be taken at what times, on which material, in what manner, and by whom. Sampling plans should be designed in such a way that the resulting data will contain a representative sample of the parameters of interest and allow for all questions, as stated in the goals, to be answered.

2.4 (1) a) Sampling Unit:

A unit in a statistical analysis refers to one member of a set of entities being studied. It is the material source for the mathematical abstraction of a "random variable". For the completion of my project report, my sample size is the Pharmaceutical companies of Baddi.

2.4 (1) b) Sample sizes:

The number of participants in the trial. The intended sample size is the number of participants planned to be included in the trial, usually determined by using a statistical power calculation. I have taken the sample size of 80 respondents in the pharmaceutical industry.

2.4 (1) c) Sampling Technique:

Whenever we want to say something about a selected population, we may not be able to observe every person, or every action, in that population. We select part of the whole, which we call our sample, on which to make specific observations, so that we can make general statements about the whole or population. For the study of present topic I use Random Probability Sampling Technique.

2.4 (2) Collection of Data:

Where an object gets its information. The data source for a form or report is called the record source. The data source for a text box or other control is called the control source. There are mainly two sources of collecting data. For my project report I use the following resources:
a) b)

Primary Data Secondary Data

(a) Primary Data: Original data compiled and studied for a specific purpose. For example, a structured survey might be conducted for the purpose of discovering current attitudes on a particular topic; raw survey responses would be primary data. For my study, I use questionnaire method to collect information for my project work. 1. a) Questionnaire: A questionnaire is a research instrument consisting of a series of questions and other prompts for the purpose of gathering information from respondents. For the project I use questionnaire method which is divided into two sections. First section consists of the information regarding the respondent. Second section consists of the information that is being required for the project work.

(b) Secondary Data: Secondary data is data collected by someone other than the user. Common sources of secondary data for social science include censuses, surveys, organizational records and data collected through qualitative methodologies or qualitative research. "A secondary source is a report on the findings of the primary source. Here, the modes of collection of data for the project work are internet, books, magazines etc.

2.4 (3) Analysis:

After the collection of data the whole data is being analyzed on the basis of collected data and with the help of the tool used for compiling the data. Here, the Percentage Method is the tool that I use for compilation of data which is helpful for analysis and interpretation of the collected information to draw conclusions and suggestions.

2.5) Tool used for the study

Analysis Instrument: To analyze the collected information I use the Percentage Method. Percentage method: - The method is used to draw specific inference from the collected data that is to fulfill the objective of my finding succession planning in Top level Management.

Formula:

P= Q/R*100 P= reading in percentage Q= no. of respondent falling in the specific to be measure R=total number of respondent or it is the population as a whole

2.6) Limitation of the study

During the study I have face following limitations: 1. 2. 3. 4. 5. 6. Limited time for the completion of project work. Secrecy regarding the information about a company Officers were too busy to give a sincere response to the questionnaire. The study is conducted for the partial fulfillment of degree. Limited financial resources. The result may be biased due to the technique that is used for the study.

CHAPTER-3 DATA ANALYSIS AND INTERPRETATION

Data Analysis and Interpretation

The process of evaluating data using analytical and logical reasoning to examine each component of the data provided. This form of analysis is just one of the many steps that must be completed when conducting a research experiment. Data from various sources is gathered, reviewed, and then analyzed to form some sort of finding or conclusion.

Data interpretation can be defined as applying statistical procedures to analyze specific facts from a study or body of research. Data interpretation questions are a part of many standardized tests. To study the succession planning in top level management various methods were used before coming to any conclusion. Most of the employees gave their opinion without any fear or hesitation; still there were some who showed their helplessness in giving their opinions freely and openly.

In this analysis we select 80 respondents on the basis purpose sampling. After sampling we apply the result obtained to the whole group on the presumption that the individual differences among all the individuals in that group are almost negligible. So keeping this in mind now we proceed to the analysis of responses and their statistical relevance of our survey of employee regarding succession planning.

In Table 3.1, an attempt has been made to classify the respondents on the basis of their age.

TABLE 3.1 Classification of respondents on the basis of their age

Age 20-25 25-30 30-40
40-45 45- above Total

No. of respondents 24 22 14
12 8 80

Percentage 30 27.5 17.5

15 10 100

Source: Data collected through questionnaire

Classification of respondents on the basis of their age

10% 15% 30%

20-25 25-30 30-40

18% 27%

40-45 45- above

Figure- 3.1 Interpretation:

Referring to Table 3.1, among the respondents 30 percent of the employees are of 20-25 age group, 27 percent of 25-30 age group, 18 percent are of 30-40 age group, 15 percent of 40-45 age and 10 percent lie in the 45- above age group. Hence, on the basis of above the conclusion is that there is majority of younger employees in the organization to inject fresh blood to the organization for the growth and development in the present competitive scenario.

In Table 3.2, an attempt has been made to classify the respondents on the basis of their gender.

TABLE 3.2 Classification of respondents on the basis of their gender

Gender Male Female Total No. of respondents 73 7 80 Percentage 91.25 8.75 100

Source: Data collected through questionnaire

Classification of respondents on the basis of their gender

9% Male

Female 91%

Figure- 3.2

Interpretation:
Referring to Table 3.2, among the total respondents, about 91 percent of the male are in the pharmaceutical industry where as only 9 percent of female are in the pharmaceutical industry. Hence, on the basis of above the conclusion is that there is majority of male workers in pharmaceutical industry.

In Table 3.3, an attempt has been made to classify the respondents on the basis of qualification.

TABLE 3.3 Classification of respondents on the basis of qualification Qualification

Graduation Post Graduation Ph. D
Professional

No. of respondents 9 28 25
18

Percentage 11.25 35 31.25

22.5

Total

80

100

Source: Data collected through questionnaire

Classification of respondents on the basis of qualification

23%

11%

Graduation Post Graduation 35% Ph. D

31% Professional

Figure- 3.3

Interpretation:
Referring to Table 3.3, among the total respondents, 35 percent of the employees are post graduate, 31 percent are of PhD level, 23 percent are professionals and rest of 11 percent are graduates.. Hence, the conclusion is that the maximum employees are well qualified working in the pharmaceutical industry.

In Table 3.4, an attempt has been made to classify the respondents on the basis of their designation.

TABLE 3.4 Classification of respondents on the basis of designation Designation

Executive Manager Asst. Manager Manager
D. General Manager

No. of respondents 19 23 25
13

Percentage 23.75 28.75 31.25

16.25

Total

80

100

Source: Data collected through questionnaire

Classification of respondents on the basis of designation

16%

24%

Executive Manager Asst. Manager

31% 29%

Manager D. General Manager

Figure- 3.4 Interpretation:

Referring to Table 3.4, among the total respondents, 24 percent are working as executive managers, 29 percent as asst. manager, and 31 percent as managers and rest of 16 percent are D. General Manager. Hence, on the basis of above the conclusion is that the majority of workers work on managerial level in pharmaceutical industry.

In Table 3.5, an attempt has been made to classify the respondents on the basis of salary.

TABLE 3.5 Classification of respondents on the basis of salary

Salary 10,000-15,000 16.000- 20,000 21,000-25,000
26,000-30,000 30,000- above

No. of respondents 22 21 18
10 9

Percentage 27.5 26.25 22.5

12.5 11.25

Total

80

100

Source: Data collected through questionnaire

Classification of respondents on the basis of salary

10,000-15,000 11% 13% 16.000- 20,000 27% 21,000-25,000 26,000-30,000 23% 26% 30,000- above

Figure- 3.5 Interpretation:

Referring to Table 3.5, among the total 27 percent of the employees getting 10,000- 15,000 per month, 26 percent are getting 16,000-20,000 per month, 23 percent are getting 21,000-25,000 per month, 13 percent are getting 26,000-30,000 per month and 11 percent are getting 30,000- above per month on the basis of work and responsibilities they perform. Hence, on the basis of above the conclusion is that the majority of the employees fall in the category of 10,000-15,000 per month salary package.

In Table 3.6, an attempt has been made to classify the respondents on the basis of their awareness.

TABLE 3.6 Response of respondents on the basis of awareness towards succession planning
Response Yes No Total No. of respondents 65 15 80 Percentage 81.25 18.75 100

Source: Data collected through questionnaire

Response of respondents on the basis of awareness towards succession planning

19%

Yes No

81%

Figure- 3.6 Interpretation:

Referring to Table 3.6, among the total respondents, about 81 percent of the employees are aware about the succession planning where as rest of the 19 percent of the employees have no idea about succession planning. Hence, on the basis of above the conclusion is that the majority of employees in the organization are aware about the succession planning.

In Table 3.7, an attempt has been made to classify the respondents on the basis of the implementation of a formal succession management system

TABLE 3.7 Response of respondents on the basis of the implementation of a formal succession management system
Response Yes No Total No. of respondents 73 7 80 Percentage 91.25 8.75 100

Source: Data collected through questionnaire

Response of respondents on the basis of the implementation of a formal succession management system

9%

Yes 91%

No

Figure- 3.7 Interpretation:

Referring to Table 3.7, among the total respondents, about 91 percent of the employees think that implementation of the succession planning management is beneficial for the organization where as rest of the 9 percent have different thoughts. Hence, on the basis of above the conclusion is that majority of employees in the organization know about benefits of implementation of the succession management system.

In Table 3.8, an attempt has been made to classify the respondents on the basis of the effectiveness of the succession management

TABLE 3.8 Response of respondents on the basis of effectiveness of the succession management
Response Yes No Total No. of respondents 78 2 80 Percentage 97.5 2.5 100

Source: Data collected through questionnaire

Response of respondents on the basis of effectiveness of the succession management

3%

Yes

No

97%

Figure- 3.8 Interpretation:

Referring to Table 3.8, among the total respondents, about 97 percent of the employees think that succession planning is successful in the organization where 9 percent do not think that it is successful. Hence, the conclusion is that the succession planning is successful in the organization for the overall growth and development.

In Table 3.9, an attempt has been made to classify the respondents on the basis of the importance of succession management system for the organization

TABLE 3.9 Response of respondents on the basis of the importance of succession management system for the organization
Response Very Important Important Somewhat Important
Not Important

No. of respondents 43 30 6
1

Percentage 53.75 37.5 7.5

1.25

Total

80

100

Source: Data collected through questionnaire

Response of respondents on the basis of the importance of succession management system for the organization

1% 8%

Very Important Important 54% Somewhat Important Not Important

37%

Figure- 3.9 Interpretation:

Referring to Table 3.9, among the total respondents, majority i.e. 54percent of the employees think that succession planning is very important and 37percent think it is important and 8 percent think that it is somewhat important for the organization where only 1percent do not think that it is important. Hence, the conclusion is that the succession planning plays very important for the organization for the overall growth and development.

In Table 3.10, an attempt has been made to classify the respondents on the basis of the involvement of employees in succession planning process.

TABLE 3.10 Response of respondents on the basis of the involvement of employees in succession planning process
Response Poor Average High
Nil

No. of respondents 9 22 45
4

Percentage 11.25 27.5 56.25

5

Total

80

100

Source: Data collected through questionnaire

Response of respondents on the basis of the involvement of employees in succession planning process

5%

11% 28%

Poor Average

56%

High Nil

Figure- 3.10 Interpretation:

Referring to Table 3.10, among the total respondents, about 56 percent of the employees think that there should be high involvement, 28 percent think of average and 11 percent think of poor involvement of the employees in succession planning process where 5 percent do not think about such involvement. Hence, the conclusion is that the employees should involve in the succession planning process for the effective management.

In Table 3.11, an attempt has been made to classify the respondents on the basis of new discipline needed by the process of succession planning

TABLE 3.11 Response of respondents on the basis of new discipline needed by the process of succession planning
Response Yes No May Be Total No. of respondents 26 30 24 80 Percentage 11.25 27.5 56.25 100

Source: Data collected through questionnaire

Response of respondents on the basis of new discipline needed by the process of succession planning

5%

11% 28%

Poor Average

56%

High Nil

Figure- 3.11 Interpretation:

Referring to Table 3.11, among the total respondents, about 56 percent of the employees think that there should be high involvement, 28 percent think of average and 11 percent think of poor involvement of the employees in succession planning process where 5 percent do not think about such involvement. Hence, the conclusion is that the employees should involve in the succession planning process for the effective management.

In Table 3.12, an attempt has been made to classify the respondents on the basis of how effectively the current succession plan helpful in the current strategic plan

TABLE 3.12 Response of respondents on the basis of how effectively the current succession plan helpful in the current strategic plan
Response Yes No Total No. of respondents 70 10 80 Percentage 87.5 12.5 100

Source: Data collected through questionnaire

Response of respondents on the basis of how effectively the current succession plan helpful in the current strategic plan

13% Yes No 87%

Figure- 3.12 Interpretation:

Referring to Table 3.12, among the total respondents, about 87 percent of the employees think that the present succession plan helps them to take them, especially in light of their current strategic plan rather than 13 percent do not think like the above. Hence, the conclusion is that the succession planning is helpful for them in the present strategic planning.

In Table 3.13, an attempt has been made to classify the respondents on the basis of potential and progress that the candidates are offering to meet the requirement

TABLE 3.13 Response of respondents on the basis of potential and progress that the candidates are offering to meet the requirement
Responses Yes No Total No. of respondents 69 11 80 Percentage 86.25 13.75 100

Source: Data collected through questionnaire

Response of respondents on the basis of potential and progress that the candidates are offering to meet the requirement

14% Yes 86% No

Figure- 3.13 Interpretation:

Referring to Table 3.13, among the total respondents, about 86 percent of the employees offer and demonstrate continuing potential and progress toward meeting the requirements those are established rather than 14 percent. Hence, the conclusion is that the succession planning is helpful for the employees to demonstrate their continuous potential to meet the requirements of the organization.

In Table 3.14, an attempt has been made to classify the respondents on the basis of the fitness of the succession plan with the expectations

TABLE 3.14 Response of respondents on the basis of the fitness of the succession plan with the expectations
Response Yes No Total No. of respondents 48 32 80 Percentage 60 40 100

Source: Data collected through questionnaire

Response of respondents on the basis of the fitness of the succession plan with the expectations

40%

Yes

60%

No

Figure- 3.14 Interpretation:

Referring to Table 3.14, among the total respondents, about 60 percent of the employees think that succession plan fit with the expectation of the company rather than the 40 percent. Hence, the conclusion is that the succession planning is helpful for the employees to demonstrate their continuous potential to meet the requirements of the organization.

In Table 3.15, an attempt has been made to classify the respondents on the basis of the time period for the development

TABLE 3.15 Response of respondents on the basis of the time period for the development
Response Yes No Total No. of respondents 80 80 100 Percentage 100

Source: Data collected through questionnaire

Response of respondents on the basis of the time period for the development

Yes 80 No -

100%

Figure- 3.15 Interpretation:

Referring to Table 3.15, according to all the respondents the development period should vary according to the level of the position. Hence, the conclusion is that the succession planning is helpful for the employees to their continuous potential to meet the requirements of the organization.

In Table 3.16, an attempt has been made to classify the respondents on the basis of the development period for potential successor

TABLE 3.16 Response of respondents on the basis of the development period for potential successor
Response Less than 1 Year 1-2 year
2-3 year 3 years and more

No. of respondents 4 29
38 9

Percentage 5 36.25
47.5 11.25

Total

80

100

Source: Data collected through questionnaire

Response of respondents on the basis of the development period for potential successor

5% 11% 36% 48%

Less than 1 Year 1-2 year 2-3 year 3 years and more

Figure- 3.16 Interpretation:

Referring to Table 3.16, according to the majority of respondents i.e. 48 percent think that the development period should be 2-3 years for the potential successor, 36 percent think of 1-2 years, 5 percent think about less than 1 year whereas according to 11 percent it must be 3 years and more. Hence, the conclusion is that the development period for the potential successor should be 2-3 years.

In Table 3.17, an attempt has been made to classify the respondents on the basis of the change in the policy of the company that go against the plan of succession planning

TABLE 3.17 Response of respondents on the basis of the change in the policy of the company that go against the plan of succession planning
Response Yes No Total No. of respondents 30 50 80 Percentage 37.5 62.5 100

Source: Data collected through questionnaire

Response of respondents on the basis of the change in the policy of the company that go against the plan of succession planning

37% Yes 63% No

Figure- 3.17 Interpretation:

Referring to Table 3.17, according 63 percent of the respondents think that the change in policy of the company go against the plan of succession planning rather than 37 percent do not think so. Hence, on the basis of above the conclusion is that the change in the policies of the company makes alteration in the plan of succession planning.

CHAPTER-4 SUGGESTIONS AND CONCLUSIONS

Summary

Findings

On the basis of the above project study,

Recommendation and Suggestions

ANNEXURE:A) BIBLIOGRAPHY B) QUESTIONNIRE

Bibliography

Questionnaire
Dear Respondent, I am Pratibha Sharma pursuing MBA from L.R. Institute, Solan. I am preparing report on the succession planning for the partial fulfillment of the MBA in HR department. I request you to please support me by filling this questionnaire and help me in my research work. The information provided by you will be kept confidential and will be used for research work only.

(Section-1) Personal detail: 1. Name: 3. Qualification: 4. Designation: 5. Salary: 6. Address: 2. Age:

Contact No:

(Section-2) Q.N. 1: Are you aware about succession planning management? Yes No

Q.N.2: Do you think it will benefit for the organization to implement a formal succession management system? Yes No

Q.N.3: Do you think a succession management system would be successful in the organization? Yes No

Q.N.4: How important do you think it is for the organization to implement a formal succession management system? Very Important Important Somewhat Important Not Important Q.N.5: To what extent do you think employees in general should be involved in the succession planning process? Poor Average High Nil Q.N.6: Do you feel that the process of succession planning needs new discipline? Yes No May be

Q.N.7: Do you think your present succession plan help you to take you, especially in light of your current strategic plan? Yes No

Q.N.8: Does each candidate offer and demonstrate continuing potential and progress toward meeting the requirements you have established? Yes No

Q.N.9: Does your succession plan fit with your expectation of where your company, your markets and your internal situation will likely be going? Yes No

Q.N.10: Do you think the development period should vary according to the level of the position?

Yes

No

Q.N.11: How long do you think should be the development period for potential successors? Less than 1 year 1 - 2 years 2 3 years 3 years and more Q.N.12: What has changed inside your company which might alter where you have been planning to go with your succession plan?

Q.N.13: What new opportunities, technologies and other issues have emerged which may lead to change in the succession plan, its objectives or tactics?

Q.N.14: Are there any changes in the policy of the company that will go against your plan of succession planning? Yes No

Q.N.15: Are you satisfied with the succession planning management in your organization Yes If no then give suggestion, No

(Thank you)