Effective Succession Planning
Amacom (Verlag)
978-0-8144-4915-8 (ISBN)
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Organizations that don't take steps to address future talent needs at all levels will face certain disruptions, and even disasters, when key employees leave.
The most comprehensive book on the subject, Effective Succession Planning helps readers:
Identify competencies and clarify organizational valuesPlan for and quickly fill crucial vacancies at all levelsDevelop and retain top talent, building and preserving the organization's intellectual capitalAssess current needs and future resources for seamless succession planningAnd more
Covering best practices, current trends, and the latest technology, the fifth edition also features new and revised material on:
Succession planning for small businesses and non-profitsreplacement planningtransition managementdownsizinginternational issuesmergers and acquisitions as a talent strategysuccession planning for technical positions as well as roles built on longstanding social relationhships.
Packed with enlightening case studies and practical guidance, Effective Succession Planning remains an indispensable resource for any organization concerned with retaining the accumulated wisdom of its most valued employees.
WILLIAM J. ROTHWELL, PH.D., SPHR, CPLP FELLOW, is Professor of Workplace Learning and Performance at Pennsylvania State University and President of Rothwell Associates, a premier human resources consulting firm.
Contents
List of Exhibits
Preface to the Fifth Edition
Acknowledgments
Advance Organizer for This Book
Quick Start Guide
Part I
The Essentials of Succession Planning
and Management
Chapter 1 What Is Succession Planning and Management?
Six Ministudies: Can You Solve These Succession Problems?
Defining Succession Planning and Management
Distinguishing Succession Planning and Management from Replacement
Planning, Workforce Planning, Talent Management, and Human Capital
Management
Making the Business Case for Succession Planning and Management
Which Comes First, Talent or Strategy?
Reasons for a Succession Planning and Management Program
Different Reasons to Launch Succession Planning and Management
Depending on Global Location
The Current Status of Succession Planning: What Research Shows
The Most Famous Question in Succession: To Tell or Not To Tell?
Management Succession Planning, Technical Succession Planning, or Social
Network Succession Planning: What Are You Planning For?
Best Practices and Approaches
Ensuring Leadership Continuity in Organizations
Summary
Chapter 2 Trends Influencing Succession Planning and Management
The Ten Key Trends
What Does All This Mean for Succession Planning and Management?
Summary
Chapter 3 Moving to a State-of-the-Art Approach
The Present Status of Succession Planning Programs
Characteristics of Effective Succession Planning Programs
Common Mistakes and Missteps to Avoid
The Life Cycle of Succession Planning and Management Programs: Five
Generations
Identifying and Solving Problems with Various Approaches
Integrating Whole Systems Transformational Change and Appreciative
Inquiry into Succession: What Are These Topics, and What Added Value
Do They Bring?
Requirements for a New Approach
Key Steps in a New Approach
A Second Dimension: Technical Succession Planning
A Third Dimension: Social Relationship Succession Planning
Transition Management and Mergers, Acquisitions, and Takeovers
Summary
Chapter 4 Competency Identification, Values Clarification, and Ethics:
Keys to Succession Planning and Management
What Are Competencies?
How Are Competencies Used in Succession Planning and
Management?
Conducting Competency Identification Studies
Using Competency Models
Newest Developments in Competency Identification, Modeling, and
Assessment
What?s the Focus: Management or Technical Competencies?
Identifying and Using ??Generic?? and ??Culture-Specific?? Competency
Development Strategies to Build Bench Strength
What Are Values, and What Is Values Clarification?
How Are Values Used in Succession Planning and Management?
Conducting Values Clarification Studies
Using Values Clarification
What Are Ethics, and How Are Ethics Used in SP&M?
Bringing It All Together: Competencies, Values, and Ethics
Summary
Part II
Laying the Foundation for a Succession
Planning and Management Program
Chapter 5 Making the Case for Major Change
Assessing Current Problems and Practices
Demonstrating the Need
Determining Organizational Requirements
Linking Succession Planning and Management Activities to Organizational
and Human Resource Strategy
Benchmarking Best Practices and Common Business Practices in Other
Organizations
Obtaining and Building Management Commitment
The Key Role of the CEO in the Succession Effort
The Key Daily Role of Managers in the Succession Effort
Sustaining Support for the Succession Effort
Summary
Chapter 6 Starting a Systematic Program
Strategic Choices of Where to Start and How to Start
Conducting a Risk Analysis and Building a Commitment to Change
Clarifying Program Roles
Formulating a Mission Statement
Writing Policy and Procedures
Identifying Target Groups
Clarifying the Roles of the CEO, Senior Managers, and Others
Setting Program Priorities
Addressing the Legal Framework
Establishing Strategies for Rolling Out the Program
Summary
Chapter 7 Refining the Program
Preparing a Program Action Plan
Communicating the Action Plan
Conducting Succession Planning and Management Meetings
Training on Succession Planning and Management
Counseling Managers About Succession Planning Problems in Their
Areas
Common SP&M Problems?and Possible Solutions
Summary
Part III
Assessing the Present and the Future
Chapter 8 Assessing Present Work Requirements and Individual Job
Performance
Identifying Key Positions
Three Approaches for Determining Work Requirements in Key
Positions
Using Full-Circle, Multi-Rater Assessments
Appraising Performance and Applying Performance Management
Creating Talent Pools: Techniques and Approaches
Thinking Beyond Talent Pools
Summary
Chapter 9 Assessing Future Work Requirements and Individual
Potential
Identifying Key Positions and Talent Requirements for the Future
Three Approaches for Determining Future Work Requirements in Key
Positions
Assessing Individual Potential: The Traditional Approach
A List of Potential Assessment Approaches
Are There Other Ways to Think of Potential Assessment?
Other Issues in Potential Assessment
Summary
Part IV
Closing the ??Developmental Gap??:
Operating and Evaluating a Succession
Planning and Management Program
Chapter 10 Developing Internal Successors
Using Grids to Guide Management Decision Making
Testing Bench Strength
Talent Review Meetings
Formulating Internal Promotion Policy
Preparing Individual Development Plans
Evaluating Individual Development Plans
Developing Successors Internally
The Importance of an Inventory of Developmental Experiences
Formal, Social, and Informal Learning Experiences to Build
Competence
Relating Engagement to Succession Planning and Talent Management
Relating Deploym
ent to Succession Planning and Talent Management
The Role of Leadership Development Programs
The Role of Coaching
The Role of Executive Coaching
The Role of Mentoring
The Role of Action Learning
The Role of Acceleration Pools
Summary
Chapter 11 Assessing Alternatives to Internal Development
The Need to Manage for ??Getting the Work Done?? Rather than ??Managing
Succession??
Innovative Approaches to Tapping the Retiree Base
Deciding What to Do
Summary
Chapter 12 Integrating Recruitment with Succession Planning
What Is Recruitment?
When Should Recruitment Be Used to Source Talent?
Internal Versus External Recruitment: Integrating Job Posting with Succession
Planning
Recruiting Talented People from Outside
Innovative Approaches to Recruitment
Summary
Chapter 13 Integrating Retention with Succession Planning
What Is Retention, and Why Is It Important?
Who Should Be Retained?
What Common Misconceptions Exist in Managing Retention Issues?
Why Onboarding Is Important to Retention
Using a Systematic Approach to Increase the Retention of Talented
People
Summary
Chapter 14 Using Technology to Support Succession Planning and
Management Programs
Defining Online and High-Tech Methods
Where to Apply Technology Methods
How To Evaluate and Use Technology Applications
What Specialized Competencies Do Succession Planning and Management
Coordinators Need to Use These Applications?
Summary
Chapter 15 Evaluating Succession Planning and Management
Programs
What Is Evaluation?
What Metrics Should Be Used to Evaluate Succession Planning and
Management Programs?
What Should Be Evaluated?
How Should Evaluation Be Conducted?
How Can Succession Planning and Talent Management Be Evaluated with the
Balanced Scorecard and HR Dashboards?
Summary
Chapter 16 The Future of Succession Planning and Management
The Fifteen Predictions
Summary
Appendix I: Selected Websites
Appendix II: Guide for Replacement Planning
Appendix III: Frequently Asked Questions (FAQs) About Succession Planning
and Management
Notes
About the Author
Index
| Sprache | englisch |
|---|---|
| Maße | 187 x 260 mm |
| Gewicht | 1146 g |
| Themenwelt | Wirtschaft ► Betriebswirtschaft / Management ► Personalwesen |
| Wirtschaft ► Betriebswirtschaft / Management ► Unternehmensführung / Management | |
| ISBN-10 | 0-8144-4915-8 / 0814449158 |
| ISBN-13 | 978-0-8144-4915-8 / 9780814449158 |
| Zustand | Neuware |
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