Succession planning is typically limited to identifying high-potential employees for top management positions

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1. Succession planning is typically limited to identifying high-potential employees for top management positions. What are some disadvantages to limiting the focus to these high-level positions? Would you recommend expanding succession planning to all levels of the organization? Explain your reasoning.
2. From an HR perspective, do you think it’s a good idea to tell employees if they’ve been identified as high-potential candidates for leadership positions? Why or why not?