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List of Exhibits | |
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Preface to the Third Edition | |
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Acknowledgments | |
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Advance Organizer for This Book | |
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Quick Start Guide | |
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What's on the CD? | |
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Background Information About | |
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Succession Planning and Management | |
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What Is Succession Planning and Management? | |
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Six Ministudies: Can You Solve These Succession Problems? | |
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Defining Succession Planning and Management | |
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Distinguishing SP&M from Replacement Planning, Workforce Planning | |
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Talent Management, and Human Capital Management | |
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Making the Business Case for Succession Planning and Management | |
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Reasons for a Succession Planning and Management Program | |
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Reasons to Launch Succession Planning and Management Depending on | |
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Global Location | |
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The Current Status of Succession Planning: What Research Shows | |
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The Most Famous Question in Succession: To Tell or Not To Tell | |
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Management Succession Planning, Technical Succession Planning, or Social | |
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Network Succession Planning: What Are You Planning For? | |
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Best Practices and Approaches | |
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Ensuring Leadership Continuity in Organizations | |
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Summary | |
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Trends Influencing Succession Planning and Management | |
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The Ten Key Trends | |
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What Does All This Mean for Succession Planning and Management? | |
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Summary | |
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Moving to a State-of-the-Art Approach | |
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Characteristics of Effective Programs | |
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Common Mistakes and Missteps to Avoid | |
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The Life Cycle of Succession Planning and Management Programs: Five | |
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Generations | |
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Integrating Whole Systems Transformational Change and Appreciative | |
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Inquiry into Succession: What Are These Topics, and What Added Value Do They Bring? | |
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Requirements for a New Approach | |
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Key Steps in a New Approach | |
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Summary | |
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Competency Identification, Values Clarification, and Ethics | |
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Keys to Succession Planning and Management | |
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What Are Competencies? | |
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How Are Competencies Used in Succession Planning and | |
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Management? | |
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Conducting Competency Identification Studies | |
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Using Competency Models | |
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Newest Developments in Competency Identification, Modeling, and | |
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Assessment | |
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What's the Focus: Management or Technical Competencies? | |
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Identifying and Using Generic and Culture-Specific Competency | |
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Development Strategies to Build Bench Strength | |
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What Are Values, and What Is Values Clarification? | |
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How Are Values Used in Succession Planning and Management? | |
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Conducting Values Clarification Studies | |
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Using Values Clarification | |
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What Are Ethics, and How Are Ethics Used in SP&M? | |
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Bringing It All Together: Competencies, Values, and Ethics | |
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Summary | |
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Laying the Foundation for a Succession | |
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Planning and Management Program | |
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Making the Case for Major Change | |
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Assessing Current Problems and Practices | |
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Demonstrating the Need | |
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Determining Organizational Requirements | |
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Linking SP&M Activities to Organizational and Human Resource Strategy | |
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Benchmarking Best Practices and Common Business Practices in Other | |
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Organizations | |
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Obtaining and Building Management Commitment | |
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The Key Role of the CEO in the Succession Effort | |
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The Key Daily Role of Managers in the Succession Effort | |
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Sustaining Support for the Succession Effort | |
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Summary | |
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Starting a Systematic Program | |
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Strategic Choices in Where and How to Start | |
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Conducting a Risk Analysis and Building a Commitment to Change | |
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Clarifying Program Roles | |
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Formulating a Mission Statement | |
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Writing Policy and Procedures | |
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Identifying Target Groups | |
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Clarifying the Roles of the CEO, Senior Managers, and Others | |
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Setting Program Priorities | |
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Addressing the Legal Framework | |
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Establishing Strategies for Rolling Out the Program | |
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Summary | |
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Refining the Program | |
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Preparing a Program Action Plan | |
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Communicating the Action Plan | |
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Conducting Succession Planning and Management Meetings | |
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Training on Succession Planning and Management | |
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Counseling Managers About Succession Planning Problems in | |
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Their Areas | |
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Summary | |
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Assessing the Present and the Future | |
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Assessing Present Work Requirements and Individual Job | |
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Performance | |
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Identifying Key Positions | |
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Three Approaches to Determining Work Requirements in Key | |
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Positions | |
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Using Full-Circle, Multirater Assessments | |
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Appraising Performance and Applying Performance Management | |
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Creating Talent Pools: Techniques and Approaches | |
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Thinking Beyond Talent Pools | |
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Summary | |
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Assessing Future Work Requirements and Individual | |
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Potential | |
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Identifying Key Positions and Talent Requirements for the Future | |
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Three Approaches to Determining Future Work Requirements in Key | |
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Positions | |
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Assessing Individual Potential: The Traditional Approach | |
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The Growing Use of Assessment Centers and Portfolios | |
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The Latest Issues in Potential Assessment | |
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Summary | |
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Closing the Developmental Gap | |
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Operating and Evaluating an SP&M | |
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Program | |
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Developing Internal Successors | |
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Testing Bench Strength | |
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Formulating Internal Promotion Policy | |
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Preparing Individual Development Plans | |
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Evaluating Individual Development Plans | |
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Developing Successors Internally | |
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The Role of Leadership Development Programs | |
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The Role of Coaching | |
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The Role of Executive Coaching | |
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The Role of Mentoring | |
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The Role of Action Learning | |
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The Role of Acceleration Pools | |
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Summary | |
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Assessing Alternatives to Internal Development | |
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The Need to Manage for ''Getting the Work Done'' Rather than ''Managing | |
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Succession'' | |
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Innovative Approaches to Tapping the Retiree Base | |
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Deciding What to Do | |
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Summary | |
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Integrating Recruitment with Succession Planning | |
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What Is Recruitment, and What Is Selection? | |
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When Should Recruitment Be Used to Source Talent? | |
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Internal Versus External Recruitment: Integrating Job Posting with Succession | |
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Planning | |
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Recruiting Talented People from Outside | |
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Innovative Recruitment Approaches to Attract High Potentials | |
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Summary | |
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Integrating Retention with Succession Planning | |
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What Is Retention, and Why Is It Important? | |
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Who Should Be Retained? | |
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What Common Misconceptions Exist in Managing Retention Issues? | |
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Using a Systematic Approach to Increase the Retention of Talented | |
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People | |
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Summary | |
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Using Technology to Support Succession Planning and | |
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Management Programs | |
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Defining Online and High-Tech Methods | |
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Where to Apply Technology Methods | |
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How to Evaluate and Use Technology Applications | |
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What Specialized Competencies Do SP&M Coordinators Need to Use These | |
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Applications? | |
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Summary | |
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Evaluating Succession Planning and Management | |
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Programs | |
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What Is Evaluation? | |
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What Metrics Should Be Used to Evaluate SP&M Programs? | |
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What Should Be Evaluated? | |
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How Should Evaluation Be Conducted? | |
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How Can SP&M Be Evaluated with the Balanced Scorecard and HR | |
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Dashboards? | |
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Summary | |
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The Future of Succession Planning and Management | |
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The Fifteen Predictions | |
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Summary | |
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Frequently Asked Questions (FAQs) About Succession Planning and Management | |
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Case Studies on Succession Planning and Management | |
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Notes | |
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Index | |
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About the Author | |