Strategy to Improve and Manage the National Employee Succession Planning at Administration Department of Freeport Indonesia

In the current business environment, organizations equipped with well-defined succession planning have emerged as the most resilient amid change in leadership. The objective of this study is to improve and manage national employee leaders’ succession-planning in the Administration Department of Freeport, Indonesia. This study incorporates theories and research from William J. Rothwell on succession planning. Interviews were held to gather succession-planning improvement and management insights from five interviewees who represented each division’s top national leader inside the Administration Department. Grounded theory was applied to this qualitative research for data analysis. Grounded theory does not follow a straightforward sequence of data collection, analysis, and conclusions. Instead, it employs an iterative research methodology that involves repeated cycles through these phases. The study finds that all these leaders agreed to improve the existing Career Management policy even further to create a standalone succession-planning policy with a clear and detailed framework so that all employees are well informed of the process. Nevertheless, the degree of complexity in succession-planning and management differs, and implementation succession-planning in administration department suggested by this study consists of four phases: assessing organizational needs, developing a succession-planning policy, implementing a succession-planning framework, evaluation, and continuous improvement.