Problem 1: Ganong Bros., a manufacturer of candy and chocolates, is based in St. Stephen, New Brunswick. In 2008, for the first time in its 135-year history, an outsider succeeded a member of the Ganong family as president of the company. (Two children who work in the business were deemed "not ready.") This decision is a result of two years of succession planning by the Ganong board, which is dominated by outsiders. What are the advantages and limitations of choosing an outsider to head the company?
Problem 2: About half of all Canadian companies offer paid leave for volunteering, ranging from one day to two weeks annually. According to Mario Paron, KPMG's chief HR officer, "Employees return with a fresh perspective-new skills learned in a nontraditional environment and learning and sensitivity in dealing with people from different backgrounds, that is invaluable when they return to work." Do you think that volunteering is a good management developmental tool? Why or why not?
Problem 3: This chapter has focused mainly on managers, implying that they are the key talent that needs to be managed. However, there are people who believe that the organization's most critical employees are not those who make the highest salary, but those who have the most impact on the customer: e.g., the couriers at FedEx and the street sweepers at Walt Disney World. Describe why these people should be considered key talent, and what succession management plans could be used for them.