What staffing practices must a firm adopt to ensure that it has able leadership while also providing career development to its employees?

What will be an ideal response?

Staffing practices can influence and be influenced by an organization's career development activities and the career advancement opportunities that exist in the company. An organization unable to offer employees opportunities for challenging work and career advancement is likely to have a low job offer acceptance rate. In addition, high-potential new hires that do actually go to work for the organization are likely to quit sooner as a result of their being overqualified and under-challenged. This might prompt staffing personnel to recruit less qualified individuals who are less likely to quit but who may also be lower performers. Obviously, this is an even larger problem if the people being hired for current jobs are intended to be the employees upon whom the firm focuses its succession efforts. So, if the firm's current hiring efforts fail to produce employees with the potential for promotion, the organization's future leadership capabilities are likely to be compromised. Thus, organizations that rely on internal recruiting and promoting as part of their succession plans need to consider the long-term potential of candidates they hire from outside the firm as well as their ability to perform the jobs they're currently applying for.