Introduction
Leadership is the key to 99 percent of all successful effort
Effective leadership is crucial for organizational success, as highlighted by Erskine Bowles, who defines it as a process of influencing a group to achieve goals (Northouse, 2007) To ensure sustained leadership effectiveness, organizations must prioritize its development and maintenance Succession planning is a vital tool for achieving this, as noted by Onwubiko, Onu, and Ossai-Onah (2010), who emphasize its role in sustaining leadership success (p 33) In the library and information sector, strong leadership is equally important for development (Robbins & Coulter, 2012) Therefore, libraries should implement succession planning to prepare the next generation of leaders to build upon the accomplishments of their predecessors.
My interest in library succession planning was sparked during my time as a staff member at a university library when the sudden departure of the academic library director raised concerns about the lack of succession strategies With over twenty years of experience in libraries, including a decade in leadership, I observed a transition from no succession planning to a minimal approach This experience has motivated my research into library leadership and succession planning in Vietnam.
Despite being a topic of discussion for over twenty years, succession planning in libraries remains underexplored compared to other industries, particularly in the context of Vietnam There is a critical need for research in this area to equip library leaders with the knowledge to identify, recruit, and develop the next generation of effective leaders This study, funded by the Australian Government through an Australian Development Scholarship, aims to establish a model for effective succession planning in libraries.
4 developing a cohort of library leaders who are fully prepared for key managerial roles in libraries in Vietnam
This chapter outlines the research objectives and questions, emphasizing the significance of the study It explores the historical influences on libraries in Vietnam and analyzes how socio-economic and political contexts affect library leadership Additionally, it describes current government policies on succession planning relevant to the study The chapter concludes with an overview of the thesis structure.
Research objectives and questions
1 investigate existing succession planning in libraries in the Mekong Delta,
2 examine how library leaders have dealt with succession planning challenges over the past decade; and
3 posit a theoretical model for the succession planning process and make recommendations for the future to improve the quality of potential candidates
This research explores library succession planning by addressing the central question, "How can library leaders effectively prepare for succession within their organizations?" To provide a comprehensive understanding, it also investigates four key sub-questions related to this topic.
1 To what extent is succession planning desirable in Mekong Delta libraries?
2 In what ways do leaders implement library succession planning?
3 How can library staff be involved in succession planning?
4 What factors challenge succession planning?
Rationale for the study
As a developing country, Vietnam is challenged by many problems, some of which are related to workforce and leadership In terms of its workforce, Vietnam is one of four
The East Asian Pacific region, including countries like China, Indonesia, and Thailand, is facing a significant challenge with an aging labor force, leading to a substantial number of imminent retirements among employees, managers, and leaders (Packard & Nguyen, 2014) As noted by Kim (2003), succession planning is becoming an essential strategic tool for human resource management in response to widespread downsizing and an aging workforce This challenge extends to the library and information sector, which is grappling with a limited talent pool, a lack of motivation for leadership roles, insufficient recruitment policies, and a deficiency in the ongoing evaluation of library activities and strategies related to succession planning.
The library and information science profession is facing a talent shortage, primarily attributed to high staff turnover, an aging workforce, and limited training opportunities Employers and employees in urban areas of Vietnam indicate that the education system fails to equip individuals with the necessary skills for today's labor market.
The library and information management (LIM) field is facing a talent shortage, exacerbated by LIM graduate students gravitating towards higher-paying opportunities in the corporate sector This trend indicates a lack of encouragement for employees to remain in library positions, often due to ambiguous job descriptions, inadequate training, and insufficient ongoing performance evaluations.
Staff recruitment in Vietnamese libraries and the information sector primarily relies on internal candidates, limiting the influx of highly qualified professionals from outside Both academic and public libraries face challenges with low employee quantity and quality (Hanoi Moi 2010; Pham 2003; Vu, DTN, Pham & Le 2013) Consequently, some leaders of academic libraries are compelled to hire teaching staff for library positions, despite their lack of knowledge in library science (Vu, DTN, Pham & Le 2013).
The Vietnamese government has implemented various policies and guidelines regarding staffing and succession planning; however, there is a notable absence of specific documentation addressing library succession planning It is essential to assess the current practices of library succession planning, identify the challenges faced, and explore effective strategies to overcome these obstacles.
This study addresses the current challenges in succession planning within libraries, highlighting the lack of an official model for such processes By identifying these issues, the research aims to fill a significant gap in the existing literature on library management.
Significance of the study
This study enhances the understanding of library leadership and succession planning within the Vietnamese context, specifically exploring the influence of the Communist Party as the nation's sole political entity It highlights essential elements and factors that affect the succession planning process in libraries.
This study enhances transformational leadership theory by demonstrating that leadership skills and capabilities can be taught, enabling potential candidates in succession planning to be effectively trained It emphasizes the necessity of preparing the next generation of library leaders through targeted training, ensuring that libraries are managed by well-equipped and knowledgeable professionals.
This study presents a theoretical model for succession planning in libraries, emphasizing the need for active strategies among policymakers, government officials, and library leaders in dynamic environments Conducted in both public and academic libraries, the findings offer valuable insights for library leaders in Vietnam and worldwide, enhancing their understanding of how effective succession planning can improve current conditions and management practices in libraries and information centers.
Succession planning is a continuous process involving action, assessment, evaluation, and enhancement, closely linked to professional growth Library leaders have the opportunity to identify and cultivate talent within their organizations, fostering both library development and overall success.
This research offers valuable insights for library leaders on effective succession planning that addresses the evolving needs of libraries and their staff It emphasizes the importance of aligning these strategies with the Communist Party's policies and guidelines to cultivate the next generation of library leaders.
This study highlights essential professional criteria for potential successors, emphasizing the importance of leadership skills, political ideology, and professional knowledge to prepare them for future managerial roles By engaging in succession planning training, these individuals can enhance their skills and expertise, ensuring they are well-equipped for leadership positions.
This study highlights that library staff must engage in ongoing learning and self-improvement to advance to managerial roles, serving as a positive motivation for continuous professional development within the organization.
This study is crucial as it offers policymakers and government leaders valuable insights for enhancing succession planning policies and guidelines It amplifies the voices of general library staff, providing direct feedback on succession planning issues By presenting concrete evidence, the study aids policymakers in developing informed policies and supports government leaders in effectively implementing and assessing these guidelines.
This section outlines the historical context essential for understanding the current study, highlighting how historical, social, and political changes have shaped the development of libraries in Vietnam and influenced government policies on succession planning.
Overview of Vietnamese libraries and leadership
Libraries in the feudalism period (11 th century-1858)
The feudalism period in Vietnam is marked by distinct dynasties, each named after prominent national heroes or emperors Key dynasties include the Dinh Dynasty (968-980), the Early Le Dynasty (980-1009), the Ly Dynasty (1009-1225), the Tran Dynasty (1225-1400), and the Ho Dynasty (1400-).
1407), the Later Le Dynasty (1428-1788), the Tay Son Dynasty (1778-1802), and the Nguyen Dynasty (1802-1945) (Vien Su hoc 2004)
Vietnamese libraries trace their origins back to the Ly Dynasty, which began in 1009, when they were known as ‘nha tang kinh,’ or storehouses for Buddhist texts and prayer books Notable libraries from this era include Tran Phuc kinh tang (1011), Bat Giac kinh tang (1021), Dai Hung tang (1023), and Trung Hung tang (1036), all situated in Hoa Lu, later renamed Thang Long and now Hanoi During the Tran Dynasty, the establishment of Thien Truong phu kinh tang and Van Kha thu vien occurred in Thanh Hoa province in 1384, further enriching Vietnam's literary heritage.
During the Later Le Dynasty, the Bong Lai Library was established, followed by the creation of the Sung Chinh Library in Nghe An province in 1791 during the Tay Son Dynasty, which functioned as both a library and a center for translating and annotating Chinese texts In the Nguyen Dynasty, six additional libraries were founded in Hue, the imperial capital, including Co Hoc Library and Su Quan Library.
Between 1821 and 1923, several significant libraries were established in Vietnam, including Tang thu lau (1825), Thu vien Dong Cac (1826), Tu Khue thu vien (1852), and Bao Dai thu vien (1923) (Duong 1999) These libraries primarily served the academic needs of emperors, mandarins, and scholars during the feudal period, with most being constructed in the imperial capitals of their respective dynasties (Nguyen, HC 2005).
The first academic library in Vietnam was established during the feudal period alongside the creation of Quoc Tu Giam, the country's first university, in 1076 in Thang Long, Hanoi In 1908, this library was renamed Tan Thu Vien by Duy Tan.
9 the thirteen Emperors in the Nguyen Dynasty, the last dynasty of feudalism (Phan
During the feudal period in Vietnam, library leaders were selected from a group of esteemed mandarins, including wise dignitaries, royal relatives, and elite scholars known for their knowledge and moral integrity Key titles such as "Thu dai tang kinh" (head of the storehouse) and "Giam quoc tu thu kho" reflect the importance of these roles in managing and preserving valuable literary and cultural resources.
The titles of library leaders in Vietnam, such as "director of Quoc Tu Giam library" and "Bi thu giam hoc si," have evolved through various historical periods (Trinh 2010) These leaders were responsible not only for overseeing library operations but also for compiling significant resources, including encyclopaedias, history books, and bibliographies for public use Notable figures in this role include Tran Ton, appointed in 1383, Ngo Thoi Trung in 1435, Luong Nhu Hoc in 1462, Le Quy Don in 1760, and Nguyen Thiep in 1791.
Luong Nhu Hoc (1420-1501) is recognized as the pioneer of wood printing in Vietnam, having mastered the technique during two trips to China He shared his knowledge with residents of Lieu Trang and Hong Luc villages in Hai Duong province, significantly impacting the region's printing practices Notably, he achieved the printing of the "Dai Viet su ky toan thu" (the Complete Annals of Dai Viet) in 1697, marking a significant milestone in Vietnamese literature and history.
Le Quy Don (1726-1784) is recognized as a pioneering figure in Vietnam for establishing the foundation of library cataloguing theory and methodology His significant contributions also include the collection and compilation of bibliographies of Vietnamese literature.
Ly Dynasty (11 th century) to the end of the Le Dynasty (18 th century) (Trinh 2010)
Nguyen Thiep (1723-1804), appointed Head of Vien Sung Chinh in 1791, played a pivotal role in the translation of numerous texts from Han characters to Nom characters, aimed at educating the populace Within two years, he successfully translated key Confucian works, including Tieu hoc (The Basis), Tu thu (Four Books), and Kinh thi (Analects) Additionally, two important texts, Thi kinh giai am (Buddhist canonical texts with phonetics) and Ngu kinh toat yeu dien nghia (Five Classics), continue to be utilized today (Le, Van Hao 2014).
Libraries in the French colonial period (1858-1954)
The French colonization of Vietnam began in 1858 and lasted until 1954, spanning nearly a century During this time, the French established only three public libraries, along with a few libraries in universities, institutes, and public offices across the country.
The article highlights four major libraries located in Vietnam, starting from the north to the south The first is the Truong Vien Dong Bac Co, known as the French School of the Far East, which was established in Hanoi in 1903 Following this, the Indochina Central Library was founded in Hanoi in 1917 and later renamed the Pierre.
Pasquier Library in 1935 after the governor-general of French Indochina from August
From 1928 until his death in January 1934, the Bao Dai Library in Hue (1923) and the Saigon Library (1917) were established to primarily serve the French population, government officials, and university intellectuals The limited number of libraries during this period was largely due to the French government's "illiteracy policy," which aimed to control the Vietnamese people (Nguyen, AQ 2008).
The leadership of libraries in Vietnam initially consisted mainly of French directors, followed by the appointment of Vietnamese library leaders Notable contributions from these leaders include the creation of significant bibliographies such as Bibliographie Annamite (1862), Bibliographie de l’Indochine (1880-1889), Bibliothéca Indosinica (1912-1915), and Bibliographie de l’Indochine Francaise (1929) (Duong 1999) These bibliographies played a crucial role in the collection and preservation of publications in Vietnam and Indochina during their time and continue to hold research value today.
Following the August Revolution in 1945, Vietnam gained freedom from French colonial rule, leading to significant changes in its libraries However, the French re-invaded southern Vietnam on September 23, 1945 In response, President Ho Chi Minh called upon the nation to resist this colonial aggression on December 19, 1946, culminating in the decisive victory at Dien Bien Phu on May 7, 1954 During this tumultuous period, Vietnam faced severe challenges, including famine, widespread illiteracy, and foreign invasion Alongside the fight against French forces, cultural initiatives, such as book publishing and library support for military units, were prioritized, although libraries faced limitations throughout these nine years of conflict.
The Viet Bac army zone served as a secure location for the establishment of libraries, which played a crucial role in combating illiteracy among both the general populace and armed forces during this time Notably, on November 21, 1958, the Pierre Pasquier Library in Hanoi was designated as the National Library of Vietnam.
Libraries in the period of the Soviet Union in the north and the United States of
United States of America in the south (1954-1975)
Between 1954 and 1975, Vietnam was split into two regions: the socialist-influenced North and the American-controlled South During this time, Vietnamese libraries evolved in distinct ways, particularly in the North, where numerous libraries were established at the commune level, the third tier of administrative divisions in Vietnam Initiatives like book-reading rooms were created to enhance literacy among the population (Nguyen, TVB & Le 2010) A robust public library system emerged, featuring the National Library, provincial and urban libraries, as well as district and commune libraries In addition to the public library system, various other library types were developed, including academic, high school, and military libraries.
In 1961, the Minister of Culture initiated tertiary programs to educate librarians to work in these library systems (Tran, TQ 2006)
In the south, American culture began to influence the culture of Vietnam, including librarianship Libraries that existed in the south were the National Library of the
The Republic of Vietnam boasts a diverse array of libraries, including three public libraries, eight university libraries, and 100 high school libraries, alongside military libraries and those affiliated with political, social, and economic organizations, such as the A Lincoln Library at the American Culture Centre.
Libraries in the south of Vietnam received American support for training, finance and facilities (Tran, LA 1999) However, librarianship in the south in the period of 1954-
In 1975, libraries faced significant shortcomings in their strategic planning, budgeting, collections, and services The strategic plans did not align with the evolving needs of the community, leading to a disparity in library resources Additionally, there was a notable imbalance between urban and rural libraries, with most facilities concentrated in cities, leaving rural populations underserved.
The rural population faced challenges due to inadequate library collections that failed to meet their reading needs Additionally, the absence of inter-library loan services further limited access to resources As a result, the fundamental goal of libraries to serve and support their communities was neglected.
From 1967 to 1975, the Library Development Activity (LDA), part of the USAID, trained 352 library staff at various levels of library science and published standardized professional materials Among these staff, thirty to forty held master's degrees and two to three had doctoral degrees, with sixteen graduates from American institutions These qualified librarians emerged as leaders in the larger libraries of southern Vietnam (Lam 2006).
Libraries after the reunification (1975-present)
On 30 April 1975 Vietnam was liberated from the control of the United States and since
Since 1975, libraries have undergone significant transformations, particularly in the professional development of staff and leadership National collaboration programs with countries like Russia, the Netherlands, Hungary, and Czechoslovakia have trained civil servants, including librarians, who have emerged as leaders in the field These international partnerships have supported developing nations, such as Vietnam The re-establishment of diplomatic relations between Vietnam and the United States in 1995 facilitated opportunities for many librarians to pursue advanced degrees in the U.S., New Zealand, and Australia (Truong & Chu 2010) Most of these highly trained librarians have returned to Vietnam, assuming crucial managerial positions within libraries.
According to Item 16 of the Vietnamese Library Ordinance established in 2000, libraries in Vietnam are categorized into two main types: public libraries and specialized or multi-discipline libraries As of December 2014, the public library system includes the National Library of Vietnam along with sixty-four provincial and urban libraries.
As of 2014, the leadership of libraries comprises seventy-nine female and sixty-six male directors, totaling 145 leaders All of these individuals possess at least a bachelor's degree, with their qualifications including 1.3% holding doctoral degrees, 9.7% with master’s degrees, 74% having library bachelor’s degrees, and 15% with bachelor’s degrees in other fields.
The average age of library professionals is forty-nine (Nguyen, TP 2011) Specialized and multi-discipline libraries include those affiliated with scientific research institutes, academic institutions, government entities, military organizations, and various political, social, and economic bodies (National Assembly Standing Committee 2000).
According to the latest available statistics of the Ministry of Culture, Sports and
Vietnam boasts a diverse library system, comprising fifty-seven institutional and scientific research libraries, 336 academic libraries across state-owned and private universities, eighty libraries within government ministries, 1,405 military libraries, and numerous libraries affiliated with political, social, and economic organizations (Vu, DTN et al 2013) Specifically, there are 150 libraries in state-owned universities and fifty-five in private non-profit institutions (Ministry of Education and Training 2012) Since 2000, the management of libraries in Vietnam has been divided among four ministries, resulting in distinct library systems: public libraries managed by the Ministry of Culture, Sports and Tourism; academic libraries overseen by the Ministry of Education and Training; scientific and technological libraries under the Ministry of Science and Technology; and military libraries governed by the Ministry of Defence (Le, VV 2005).
Since 2014, Vietnam has established library and information qualifications across five levels: doctoral, master's, bachelor's, two-year college, and two-year vocational training programs Notably, Hanoi University of Culture is the only institution offering all four educational levels, including its two-year college program initiated in 1961, bachelor's program also started in 1961, master's program launched in 1991, and doctoral programs introduced in 2008.
2011) Another two universities offer three levels of education: two-year college, bachelor’s and master’s programs They are the University of Social Science and
The University of Social Science and Humanities in Ho Chi Minh City and the University of Humanities in Hanoi are prominent institutions offering programs in the humanities Additionally, five other universities provide bachelor's degrees in this field: the University of Culture in Ho Chi Minh City (established in 1980), Dong Do University (1996), Hanoi Pedagogical University No 2 (1997), Can Tho University (2005), and Dong Thap University (2009) However, two universities have discontinued their library science bachelor's programs due to a shortage of faculty members holding doctoral degrees, as mandated by university regulations.
2010 (Nguyen, TN (2010)): they are Dong Do University in the north, which has not
14 run a library program since 2013, and the University of Saigon in the south, which began a library program in 2008 and closed it in 2014
Library and information programs aim to train staff for modern libraries and information centers, including management roles across various library sectors (Nguyen, VC 2011) To acquire the necessary knowledge and skills for these advanced positions, staff must participate in short training courses offered by the Department of Library, part of the Ministry of Culture, Sports and Tourism, and the National Library of Vietnam.
- 1,000 Ho Chi Minh book cabinets (Le, VV
- 17,936 commune libraries (Vu, DTN et al 2013)
- 27,541 high school libraries (Ministry of Education and Training 2012)
- National Agency for Science & Tech
- 80 ministries, departments and government organisations (Le, VV 2005)
Figure 1 Library systems in Vietnam
The two-day training workshop, titled 'Increasing Leadership Capacity for Library Leaders of the Vietnamese Library Association,' was sponsored by the International Federation of Library Associations and Institutions to enhance the skills of current leaders in the Vietnam Library Association A comprehensive leadership program, comprising 300 hours of study and internship, has been proposed to cultivate potential library leaders This initiative is deemed essential, as effective leadership is a critical determinant of success in libraries and the advancement of librarianship.
Public and academic libraries in the Mekong Delta
This section describes in detail the two library systems considered in this research: public libraries and academic libraries in the Mekong Delta area
The Mekong Delta region of Vietnam is home to thirteen public libraries, one in each province, established under the direction of the Provincial People’s Committee These libraries operate under the oversight of the Provincial Department of Culture, Sports and Tourism The majority were founded between 1975 and 1978, following Vietnam's reunification, while four additional libraries were established alongside the creation of new provinces in 1991, 1997, and 2004 As a result, the oldest library has been in operation for approximately forty years, whereas the newest has been active for a decade.
Public libraries function based on the 'head mode' principle, which outlines the responsibilities and authority of the library director, appointed by the parent organization The library director oversees management and administration, ensuring the execution of tasks assigned by the Chairman of the Provincial Department of Culture, Sports, and Tourism The deputy director assists the library director and adheres to state regulations, stepping in to manage operations in the director's absence Additionally, senior managers or department heads are responsible for specific professional tasks and report directly to the deputy director.
The board of directors, consisting of a director and deputy directors, holds the authority to appoint or dismiss senior managers within the library, as per the Ministry of Culture, Sports and Tourism (2005) Currently, there are no official documents outlining the managerial terms for public library directors, allowing board members to serve until retirement age, provided they maintain the respect and trust of their employees.
The Mekong Delta is home to fourteen academic libraries, comprising nine at state-owned universities and five at private non-profit institutions These university libraries play a crucial role in supporting teaching and learning activities Established between 1966 and 2011, the oldest library has served for over five decades, while the newest addition is just over a decade old The largest library at a state-owned university employs thirty-three staff members, whereas the smallest has eight In contrast, private non-profit university libraries typically have three to four employees and are not included in this research due to their limited staff size.
The academic library director oversees library operations and reports directly to the university president, while deputy directors manage various assigned tasks under the director's supervision Senior managers, appointed by the board, handle professional responsibilities and receive guidance from the deputy director Within the university's organizational structure, the library is considered equal to other support units, such as academic affairs and financial departments The university president holds the authority to appoint or dismiss heads of these support units, including library leadership Promotion criteria stipulate that candidates must be under fifty-five for men and fifty for women, with a minimum qualification of a bachelor's degree Initial managerial terms last five years, with the possibility of reappointment for an additional five years.
Self-promotion is generally viewed as uncommon in Vietnamese culture, where discretion and modesty are highly valued Many individuals prefer to remain unobtrusive and avoid drawing attention to themselves, as they fear 'losing face' and the potential loss of respect from others in the event of failure Additionally, the prospect of being criticized or evaluated during succession planning processes further discourages self-promotion among the Vietnamese.
Current government policies on succession planning
The Vietnamese government’s policy on succession planning for all industries of the nation is applied at three levels of management: the central government, ministry and province
The Communist Party of Vietnam places significant emphasis on staffing as a crucial aspect of succession planning and leadership at the central government level This process is regarded as a political duty of the Party and is frequently addressed during the National Congresses, which occur every five years and serve as the Party's decision-making body These Congresses elect the Central Committee, which convenes biannually to issue resolutions aimed at national development In recent Congresses, particularly from the 7th to the 10th, staffing and succession planning have been focal points, with the 7th National Congress in 1991 initiating fundamental changes in staffing to align with new regulations for national civil officers.
Committee VII has mandated the implementation of succession planning, emphasizing the need to revise programs and methods to cultivate a strong leadership cohort across three administrative levels: central, provincial, and city.
In addition, the implementation of succession planning, which includes staff training and screening, is centred on three age groups at each level The ratio of candidates for
The age distribution of candidates within an organization varies by level, with the parent organization requiring 20-25% of candidates to be under 40 years old, 55-60% aged 40 to 50, and 20-25% over 50 In contrast, a lower-level organization should have 30% of candidates under 40, 60-70% aged 40 to 50, and 20% over 50.
Succession planning should be conducted annually, as emphasized by the Central Committee in 1992 The 8th Central Committee's documents from 1996 highlighted the importance of staffing, key staff selection, and succession planning within the Party It mandated the implementation of succession planning and training standards to effectively manage leader appointments and evaluations The 3rd Plenary Session of the Central Committee VIII further reinforced the need for a staffing strategy to support the country's industrialization and modernization efforts, prioritizing succession planning and staff training Ultimately, succession planning is crucial for making informed staffing decisions that align with both immediate and long-term national objectives.
The 9th National Congress of the Communist Party of Vietnam, held in 2001, established regulations for term appointments, leadership rotation, and the enhancement of professional skills for civil servants.
Committee IX emphasized the necessity of improving and maintaining succession planning The Plenum's documents called for ongoing innovation in various areas, including programs, methods, organizational management, accountability, personnel assessment, leadership rotation, and training initiatives.
The 10th National Congress of the Communist Party of Vietnam in 2006 emphasized the importance of succession planning for future leaders, highlighting the need to focus on female leaders, ethnic minorities, and experts to cultivate a diverse talent pool This initiative was further reinforced by the 9th Plenary of Central Committee X, which aimed to innovate personnel management and enhance strategic succession planning across all levels Most recently, the 12th National Congress in 2016 underscored the necessity of improving the quality and effectiveness of leadership within the party.
19 as to build a cohort of leaders with the capacity, quality, and prestige required for their managerial positions (Communist Party of Vietnam 2016a)
In 2004, the Politburo introduced Resolution No 42 to enhance succession planning in response to global integration and national modernization efforts This resolution outlines the objectives, perspectives, and principles of succession planning while emphasizing past achievements to guide new strategies To implement this resolution, the Standing Committee issued three key guidelines: Guideline No 17-HD/TCTW in 2003 focused on succession planning amid industrialization, Guideline No 22-HD/BTCTW in 2008 aimed at strengthening succession planning, and the current Guideline No 15 from 2012 seeks to accelerate the succession and rotation of leaders through 2020 and beyond Additionally, Decision No 286-QĐ/TW in 2010 highlights the importance of evaluating staff and civil servants as a crucial aspect of effective succession planning.
Provincial People's Committees establish specific policies regarding staffing, succession planning, and staff training, which serve as the foundation for effective succession planning within each provincial unit (People's Committee of An Giang Province 2011a; People's Committee of Vinh Long Province 2013) These policies also encompass regulations for the appointment, reappointment, leadership rotation, resignation, and dismissal of department heads and their deputies (People's Committee of Kien Giang Province 2013) By 2020, comprehensive human resources policies have been developed across various provinces (People's Committee of An Giang Province 2013; People's Committee of Can Tho City 2009; People's Committee of Tra Vinh Province 2012; People's Committee of Vinh Long Province 2009) Additionally, provincial chairs implement regulations aimed at enhancing the professional knowledge and development of staff and civil servants (People's Committee of An Giang Province 2011b).
In recent years, various provincial People's Committees in Vietnam have made significant contributions to local governance and development Notably, the People's Committee of Ca Mau Province in 2013, Dong Thap Province in 2013, Hau Giang Province in 2014, Long An Province in 2012, Soc Trang Province in 2012, Tien Giang Province in 2012, and Tra Vinh Province in 2011 have all played pivotal roles in enhancing regional administration and public service delivery.
In 2013, the Committee of Vinh Long Province established regulations for the recruitment, employment, and management of civil servants, similar to those implemented by the People's Committees of Tien Giang and Tra Vinh provinces Additionally, provincial chairs in regions like Ben Tre, Ca Mau, and Long An have introduced personnel and organizational management regulations Notably, these provincial leaders have also developed promotional policies and rewards aimed at attracting highly qualified talent back to their hometowns.
Committee of An Giang Province 2012; People's Committee of Can Tho City 2010; People's Committee of Tien Giang Province 2012)
Succession planning in academic libraries is guided by key documents from higher organizations, including the Ministry of Education and Training and local Party Committees For instance, the Can Tho University Learning Resource Centre follows three specific guidelines: Guideline No 65 HD/BCSĐ from the Ministry, Document No 1075/CV/BTCTU from the Party Provincial Committee, and additional directives from the university's Party Committee These frameworks ensure a structured approach to leadership transitions within library systems.
Provincial Committee of Can Tho City) and Guideline No 13 HD/ĐU (issued by the Party Committee of Can Tho University)
Succession planning for public libraries is guided by three key levels: the Party Division within the Ministry of Culture, Sports and Tourism, the Provincial Department of Culture, Sports and Tourism, and the Party.
The succession planning for Vinh Long Public Library is guided by four key documents: Document No 61-VB/BCSĐ from the Ministry of Culture, Sports and Tourism, along with Plan No 14-KH/TU, Plan No 34-KH/TU, and Guideline No 1-HD/TCTU, all issued by the Vinh Long Provincial Party Committee.
The Communist Party Cell, as defined by the Communist Party of Vietnam's charter, serves as the foundational political unit responsible for implementing Party policies and guidelines Organizations with three or more Party members can establish a Communist Party Cell, which can elect a committee based on its size; those with fewer than nine members can have a Secretary and Deputy Secretary, while those with nine or more can include additional Standing Trustees These Cells hold monthly meetings to discuss political duties, current events, and relevant Party and state documents, ensuring effective communication and planning within the organization.
General evaluation of implementation of succession planning in Vietnam
Thesis structure
This thesis comprises ten chapters, with Chapter One outlining the research objectives and questions while discussing the study's rationale and significance It also highlights the key factors influencing succession planning in Vietnam, providing a comprehensive overview of the topic.
This article discusses the role of Vietnamese libraries in leadership and outlines national policies and guidelines regarding succession planning Chapter Two provides a literature review on the succession planning process, explores various succession models, and highlights recent research findings related to library succession.
23 planning, an overview of leadership theories, transformational theory, and the leadership role of the Communist Party of Vietnam, and presents the role of the
The article examines the role of the Communist Party in librarianship, detailing the research methodology and tools used for data collection in Chapter Three Chapters Four and Five reveal findings on library staff awareness of succession planning and insights into its implementation, respectively Chapter Six focuses on the Communist Party's influence on library succession planning, while Chapters Seven and Eight explore the broader impacts of these findings Chapter Nine proposes a theoretical model for library succession planning based on the research outcomes Finally, Chapter Ten summarizes the key findings, discusses their implications for theory and practice, suggests areas for future research, and offers practical recommendations for library leaders, parent organizations, and policymakers regarding effective succession planning in libraries.
Introduction
Succession planning is a crucial strategic approach for leaders, enabling them to prepare successors for future managerial roles while evaluating talent and motivating staff (Muna 2006; Young et al 2004) In libraries, it is essential for understanding employee strengths and weaknesses, fostering staff development through training and mentoring, and strategically retaining qualified personnel (Stueart & Sullivan 2010; Warren 2011) This literature review defines succession planning, explores its processes and models in various contexts, and highlights recent research specific to libraries Additionally, it provides insights into leadership theories, particularly the relevance of transformational theory, and examines the leadership role of the Communist Party of Vietnam in shaping librarianship within the country.
Definitions of succession planning
Succession planning is the strategic process of identifying and developing future leaders within an organization to ensure a smooth transition when key positions become vacant It combines the concept of succession, which refers to the replacement of individuals in important roles, with planning, the process of creating a structured approach to this transition Various definitions of succession planning exist in the literature, emphasizing its importance across different contexts.
Succession planning is a strategic process focused on developing talent to fulfill the current and future needs of an organization It ensures a continuous supply of qualified successors for key positions by effectively managing individual careers to align with both organizational objectives and personal aspirations This systematic approach helps identify and prepare for future management requirements, ensuring organizational stability and growth.
25 and developing high-potential employees to meet those needs (Mondy, Noe &
Succession planning is a strategic business process aimed at identifying and preparing individuals for key roles within an organization as they become available This approach ensures a smooth transition of leadership by systematically developing talent to influence and guide actions effectively.
Management's primary role is to implement a vision that achieves specific goals (Wetherbee, 2004; Roberts & Rowley, 2008) To ensure organizational sustainability, effective succession planning is essential, which involves identifying and preparing individuals for future managerial roles According to Sharma, Chrisman, and Chua (2003), succession planning is characterized as a 'planned behavior' focused on selecting a trusted successor rather than merely fulfilling operational requirements.
In the literature, various terms are used interchangeably with succession planning, highlighting its multifaceted nature For instance, 'executive development' is often considered a component of succession planning (Murphy, 2010) Additionally, succession planning is frequently integrated into 'leadership development' frameworks (Dawson, 2002; Leskiw & Singh, 2007; Madsen, 2010; Shirey, 2008) Furthermore, it serves as a strategic approach to ensure 'leadership continuity' within organizations (McMahan, Jannifer).
Succession planning encompasses various concepts such as 'leadership preparation' (Young et al., 2011), 'leadership succession' (Balser & Carmin, 2009; McMurray et al., 2012; Santora, 1994), and 'succession management' (Pennell, 2010; Stadler, 2011) These terms highlight both the individuals involved in succession planning, particularly executive leadership and leadership succession, as well as the processes that facilitate effective succession, which include leadership development, continuity, preparation, and management.
Replacement planning and workforce planning are two commonly used terms that should be differentiated from succession planning While all three involve strategies for educating, recruiting, retaining, training, developing, and mentoring employees, they serve distinct purposes Specifically, workforce planning focuses on the entire staff across the organization, irrespective of their roles.
Replacement planning involves identifying backups for current vacancies, while succession planning focuses on developing future leaders by mentoring and equipping them with essential skills and knowledge (Rothwell, 2010) Essentially, succession planning emphasizes training potential candidates, whereas replacement planning is concerned with filling positions based on past performance (Rothwell, 2011) It is important to recognize that individuals identified as replacements may already occupy critical roles within the organization To effectively select the right candidates, organizations should consider both the talent pool and the retention of top performers.
Succession planning, a concept first introduced by French management theorist Henri Fayol, emphasizes the importance of management in ensuring staff stability Early research focused on the implementation of succession for senior management roles Mahler highlighted the necessity of effective succession planning and suggested methods to enhance its process Since the 1980s, the perspective on succession planning has evolved, viewing it as a comprehensive system rather than a one-time event.
(Friedman 1986) Since the 1990s, research into succession planning has mainly focused on variables instead of its process (Friedman 1984; Huang 2001; Hunte-Cox
Succession planning in business serves two key functions: it directs the development of potential successors and helps to proactively address career ambitions, thereby minimizing transition challenges and preventing premature promotions.
2011, p 268) Second, succession planning is intended to retain the talent pools which made reduce as a result of downsizing (Caplan 2013)
Succession planning is essential for libraries to mitigate the risk of a shortage of skilled personnel, as highlighted by Whitmell (2005a) It should encompass all organizational levels, not just leadership roles, as emphasized by Holcomb (2006) This proactive approach is vital for identifying and nurturing future leaders within the library sector Furthermore, leadership skills can be developed through training and coaching, demonstrating that effective leadership is not merely an innate trait but a cultivated ability (Fallon et al.).
2011) as a function of succession planning Interestingly, development opportunities in
27 succession planning are one of the strategies to attract and keep potential talent despite libraries not offering top salaries (Simpson & West 2014)
Succession planning brings many benefits for both the library and employees, such as the development of skills, knowledge and confidence Galbraith, Smith and Walker
Succession planning is essential for fostering leadership skills among employees, enabling them to excel in their current roles and prepare for future opportunities (2012) It focuses on ensuring continuity in key managerial positions, retaining qualified personnel, and preserving the organization's valuable tacit knowledge (Rothwell).
Succession planning is essential for attracting external talent and retaining current employees, as it requires a long-term approach rather than addressing vacancies on an individual basis (Williams, 2010; Whitmell, 2002) It should involve all levels of library staff, not just executives, to ensure comprehensive support for the library's future needs and to foster organization-wide commitment (Whitmell, 2002) The ultimate aim is to build "bench strength," or a pool of talent ready to assume leadership roles when necessary (Nixon, 2008; Galbraith, Smith & Walker, 2012).
Succession planning process
Succession planning is a critical process that varies across different sectors, including business, health care, and the library and information sector This study presents a chronological overview of these perspectives, highlighting the necessity of effective succession planning for organizational management and leadership Despite variations in implementation, four key stages are commonly identified: needs identification, candidate evaluation and selection, training or development of candidates, and succession planning assessment Understanding these stages is essential for ensuring a successful transition in leadership roles.
28 organization assessment, job description, supporting, and training or improving candidates
According to Burke (2002), the succession process in a business environment consists of five key stages: establishing a business case for proactive succession planning, identifying target roles and positions, determining essential competencies and skills, assessing potential successor candidates, and implementing leadership development programs This approach's primary strength lies in its focus on the business case, creating an environment where leaders can fully realize their roles and responsibilities.
However, Burke does not mention the effects of the training program or succession planning assessment
Another view of the succession planning process is discussed by Helton and Jackson
According to Helton and Jackson (2007), the succession process consists of six essential phases: identifying key positions through workforce planning, creating job profiles for each position, conducting competency gap analyses, developing opportunities, formulating individual development plans, and maintaining a skills inventory They emphasize that providing opportunities can enhance the leadership capabilities of potential candidates However, the authors do not address how to assess the effectiveness of succession planning.
Leskiw and Singh’s model presents a more inclusive approach to the succession planning process, outlining six essential steps: conducting a thorough needs assessment, selecting an appropriate audience, creating supportive infrastructure, designing and implementing a comprehensive learning system, establishing an evaluation system, and taking actions to reward success while addressing deficiencies They emphasize the integral relationship between training and evaluation, highlighting the necessity for the training component to be clearly defined and operationalized within the overall process.
A more recent view of the succession process is indicated by Rothwell’s model
Rothwell (2010) suggests seven phases: “commitment making, assessment of present work requirements, appraisement of individual performance, assessment of future work requirements, assessment of future individual potential, closure of the developmental
Effective succession planning hinges on identifying the gap between future organizational needs and the existing talent pool By recognizing this gap, organizations can enhance their succession strategies A crucial strength of this model lies in the leader's vision, which plays a vital role in effective leadership and management.
Stadler (2011) defines the succession planning process as comprising four key stages: assessing leadership needs, identifying and developing successor candidates, tracking and measuring progress, and achieving business results (p 266) This straightforward framework provides leaders with a clear approach to ensuring organizational quality.
Shirey (2008) outlines a five-step model for succession planning in nursing research, beginning with the identification of organizational needs for senior positions and assessing the current talent pool in relation to the organizational vision The second step involves selecting suitable candidates for these senior roles, followed by providing practical experience, coaching, and mentoring to these individuals The fourth step focuses on evaluating the outcomes of the training, while the model concludes with assessing and disseminating the results of the succession planning efforts However, despite its significance in healthcare succession planning, Shirey's model does not address the interrelationship between existing staff, developing staff, and the service director (Hampel, Procter & Deuter 2010).
Succession planning in libraries, while less researched than in business and healthcare, is critical for organizational sustainability Holcomb (2006) outlines a four-step process that includes identifying key positions, evaluating performance, predicting future needs, and analyzing the effectiveness of the succession plan Additionally, Murray (2007) presents five phases: assessing the current situation, conducting risk analysis, identifying high-potential individuals, establishing a mentoring system, and creating individual development plans These frameworks highlight the importance of mentoring in succession planning, as emphasized by Nixon (2008), who further explores the necessity of developing leaders within libraries.
To effectively plan for succession in key positions, it is essential to analyze demographics, identify potential candidates, assess their strengths and weaknesses, and create a comprehensive training program Mentoring also plays a crucial role in this process Singer and Griffith (2010) propose a six-step plan specifically for library director positions, which includes assessing risk, evaluating staff for leadership potential, developing an updated job description, appointing a selection committee, planning the search, and identifying an interim director The creation of a current job description is vital, as it serves not only as an official record of job responsibilities but also as the foundation for employee evaluation and promotion A flexible and up-to-date job description is indispensable in effective succession planning (Pennell 2010).
Stueart and Sullivan (2010) propose an eight-step succession planning process that begins with analyzing the organization's demographics and identifying replacement needs The next steps involve planning and defining the profiles of ideal performers, followed by assessing talents and comparing their strengths and weaknesses against these profiles Subsequently, potential recruits are identified, and potential leaders are developed through on- and off-the-job training programs The final step involves evaluating the success of the program Systematic execution of these steps is crucial for maintaining leadership continuity in key positions.
Succession planning involves multiple stages aimed at maintaining consistency within an organization This process includes identifying the needs of future leaders, assessing internal talent, determining staffing options—whether through internal candidates or external recruitment—providing training or mentoring, and evaluating the overall effectiveness of the succession plan.
‘commitment making’, ‘business case’ or ‘current organization assessment’ are also seen as important for identifying the future leaders It seems that ‘job description’,
‘creating opportunities’ and ‘training assessment’ also contribute to the evaluation processes of succession planning These complementary factors put each model in a
Succession planning is crucial for organizational success and sustainability, highlighting the significant role of leaders However, it is essential to explore various models in greater detail to understand their impact on effective succession strategies.
Succession planning models
In the realm of succession planning, four predominant models are recognized, each focusing on the identification and recruitment of potential successors The first model emphasizes the recruitment of external candidates, which can infuse organizations with fresh perspectives and innovative ideas, ultimately enhancing productivity (Anyim, Ikemefuna & Shadare 2011) Conversely, the second model involves selecting and nurturing internal candidates through training, coaching, and mentoring, preparing them for future roles while fostering employee loyalty and offering cost-effective solutions (Currie & Grundy 2011; Williams 2010).
2011) The third model is “horse race” succession where a company creates opportunities in which two or more internal candidates compete for the top spot
The fourth model focuses on training internal candidates and assessing their performance against external candidates (Davidson et al 2006; Emerton 2009; Murphy 2010) Together, these four models provide a comprehensive insight into the recruitment process for top positions.
In the library and information sector, succession planning is crucial, with two prominent models highlighted by Murray (2007) and Nixon (2008) They advocate for libraries to cultivate future leaders by identifying and training in-house talent through mentoring programs This approach not only reduces costs but also motivates library staff to enhance their performance and foster personal development through their accomplishments.
Fostering leadership from within enhances employee engagement and retention in libraries (Simpson & West, 2014) However, research by Galbraith, Smith, and Walker (2012) reveals that library staff often favor external leaders, as they can introduce innovative perspectives and fresh ideas Additionally, recruiting externally seeks to attract candidates who possess the ambition and capability to grow within the organization.
While external leaders are often favored, hiring internal candidates for key roles offers significant benefits, as it enhances staff morale and fosters improved teamwork and performance among colleagues (Deards & Springs, 2014; Galbraith and Smith, 2012).
Recent research on library succession planning
Library succession planning emerged in the 1990s, lagging behind other sectors, as research began to explore its practices in educational institutions, government, non-profits, healthcare, and small businesses (Rothwell & Kazanas 2003) Despite its significance, literature on succession planning in libraries is scarce compared to other industries, highlighting the need for library leaders to understand how to identify, recruit, and cultivate future leaders Notably, there is a lack of research specifically addressing library succession planning within the Vietnamese context, and Western literature on this subject is also limited Existing studies primarily focus on the importance of succession planning and the associated challenges (Arnold, Nickel & Williams 2008; Bridgland 1999; Galbraith, Smith & Walker 2012; Leibman, Bruer & Maki 1996; Munde 2010; Murray 2007; Nixon 2008; Singer, P, Goodrich & Goldberg 2004; Singer, PM & Griffith 2010; Topper 2008; Whitmell 2002) Additional research explores how libraries prepare for future leadership (Fitsimmons 2013; Galbraith, Smith & Walker 2012; Maser 2009), the development and evaluation of succession planning programs (Brunero, Kerr & Jastrzab 2009; Lipscomb, Martin & Peay 2009; Maser 2009; Romaniuk & Haycock 2011; Webster & Young 2009; Wilson, K & Corrall 2008), and the impact of flexible job descriptions on succession planning (Pennell 2010; Simpson & West 2014).
Succession planning is crucial for libraries, particularly in light of an aging workforce, as it facilitates a seamless transition when leaders depart (Singer, P., Goodrich, & Goldberg, 2004; Franks, 2012; Hartman &).
Succession planning is a long-term process that engages all library staff members, yet it presents significant challenges According to Leibman, Bruer, and Maki (1996), the primary obstacle in effective succession planning is
The unavailability of key personnel at crucial times and the neglect of development opportunities, such as challenging assignments and mentoring, pose significant challenges for organizations (Whitmell, 2002) Identifying suitable candidates for specific roles and the lack of qualified applicants are critical concerns Bridgland (1999) highlights additional obstacles, including inadequate support from top-down policies, poor succession planning vision, excessive paperwork, and an overload of meetings Furthermore, neglecting retraining, retaining, and recruiting efforts can lead to a diminished talent pool for succession planning (Munde, 2010) The issues surrounding succession, future leader identification, and their development were also discussed at the 2008 American Library Association Midwinter meeting (Boock, 2008).
Hicks and Given (2013) emphasize the importance of integrating leadership training into library and information management programs, as it is a core competency for future librarians This training is essential for preparing students to become effective leaders in their field Additionally, they argue that fostering a discourse on leadership equips library students with the skills to adapt to changes in their future workplaces and advance the profession To cultivate a supportive environment, library leaders should provide flexible learning opportunities for their staff.
Library leaders should create opportunities for staff career advancement and update job descriptions to effectively evaluate and select qualified candidates for succession planning.
Two recent publications explore the critical topic of library succession planning In "Succession Planning in the Library: Developing Leaders, Managing Change," authors Singer and Griffith (2010) delve into the intricacies of succession planning and outline a comprehensive development process essential for cultivating future leaders within library settings.
The article outlines 34 phases essential for talent identification, assessment, succession planning, and the development of individual plans, with a specific focus on the impending vacancy of a library director's position While the book primarily addresses public libraries, it contrasts with Stueart and Sullivan's "Developing Library Leaders," which emphasizes coaching, team building, and mentoring within academic libraries The authors delineate the distinctions between leadership and management, dedicating a chapter to succession planning and development However, their discussion is limited to defining succession planning and outlining strategies, roles, and competencies, without addressing the challenges and processes involved in effective succession planning.
Beside these two books, another publication presents tools to develop employees into future library leaders - Leadership primer for new librarians by Byke and Lowe-
According to Wincentsen (2008), Byke and Lowe-Wincentsen highlight that library employees have the opportunity to develop into future leaders through self-training and practical experience By embracing leadership roles and sharing insights with colleagues, employees can demonstrate their potential for advancement Crucially, aspiring leaders should first learn the value of being effective followers While library courses provide foundational knowledge of the profession and leadership skills, it is essential for students to enhance these skills through hands-on practice.