A framework for succession planning for school appointees in private higher educational institutions: The case of a higher educational institution in Baguio City

Abstract

This study investigated the succession planning practices at the University of Baguio by examining existing policies and challenges affecting leadership continuity. The study utilized an exploratory sequential design, beginning with qualitative interviews involving three deans and one human resource personnel, followed by a survey administered to 66 appointees, including Program Chairs, Student Body Advisers, School Alumni Relations Coordinators, Extension and Community Outreach Services Coordinators, School Research Anchorpersons, and Assistant Principals. All current appointees were included to ensure comprehensive representation of leadership perspectives within the university. The findings indicated that while succession planning existed in written form, the absence of a systematic and institution-wide framework resulted in leadership transitions that relied more on availability than on competency-based selection. In response, the study recommended the implementation of standardized selection criteria, structured leadership development programs, and the establishment of a Succession Planning Oversight Committee to ensure a merit-based and institutionalized approach to leadership continuity. These measures were expected to strengthen succession planning at the University of Baguio by aligning leadership transitions with institutional goals and long-term strategic development. The study contributed to existing literature on succession planning in private higher education by highlighting the gap between formal policies and actual leadership appointments and emphasizing the need for a structured, transparent, and competency-driven approach.