| |
| |
| Foreword | |
| |
| |
| Acknowledgements | |
| |
| |
| Introduction | |
| |
| |
| |
| What's wrong with succession planning? | |
| |
| |
| What is succession planning? | |
| |
| |
| Models of succession planning | |
| |
| |
| Key themes in succession planning | |
| |
| |
| How organizations go about succession planning | |
| |
| |
| Effective succession planning | |
| |
| |
| Evaluating the effectiveness of succession planning | |
| |
| |
| A special problem of succession planning in smaller companies | |
| |
| |
| So how do the wrong people get to the top? | |
| |
| |
| Why succession planning doesn't work: a summary | |
| |
| |
| Summary | |
| |
| |
| |
| A systemic perspective on succession and talent | |
| |
| |
| Generation F: ambassadors of the complex adapative system | |
| |
| |
| Challenges for HR | |
| |
| |
| |
| What do we mean by leadership? | |
| |
| |
| Post-recessionary leadership | |
| |
| |
| Some critical leadership roles | |
| |
| |
| Leaders versus leadership | |
| |
| |
| Flawed leadership | |
| |
| |
| Summary | |
| |
| |
| |
| The critical challenges: what is talent? | |
| |
| |
| What do we mean by talent? | |
| |
| |
| How do definitions of talent affect people's ambitions? | |
| |
| |
| How do we identify talent? | |
| |
| |
| A simpler way of identifying talent | |
| |
| |
| The linear systems approach: competencies and grids | |
| |
| |
| How far can we trust competency frameworks? | |
| |
| |
| The nine-box grid: a reliable assessment or an illusion of rigour? | |
| |
| |
| Is performance really measurable? | |
| |
| |
| Is potential really measurable? | |
| |
| |
| The 'other' talent | |
| |
| |
| Summary | |
| |
| |
| |
| Aligning careers and business needs | |
| |
| |
| What do organizations and talented employees need to understand about each other? | |
| |
| |
| Developing realistic yet flexible and opportunistic career paths | |
| |
| |
| Creating alignment | |
| |
| |
| Recognizing and using 'transition points' | |
| |
| |
| Retaining talent | |
| |
| |
| Creating the environment for alignment | |
| |
| |
| |
| The critical challenges: the maturity question | |
| |
| |
| Managing the maturity issue | |
| |
| |
| Managing potentially fatal flaws | |
| |
| |
| Making the maturity dialogue happen | |
| |
| |
| |
| Pools, pipelines or waves? | |
| |
| |
| Dropping a rock in the talent pool | |
| |
| |
| The perils of pipelines | |
| |
| |
| Harnessing the power of the Talent Wave | |
| |
| |
| Summary | |
| |
| |
| |
| Critical conversations | |
| |
| |
| The importance of good questions | |
| |
| |
| Critical conversations for succession planning | |
| |
| |
| Critical conversation one: internal | |
| |
| |
| Critical conversation two: employee and their stakeholders | |
| |
| |
| Critical conversation three: wider organization and employees | |
| |
| |
| Critical conversation four: between social networks | |
| |
| |
| A strategy for career and succession planning conversations | |
| |
| |
| |
| Conversation 1: the inner dialogue | |
| |
| |
| Managing the inner dialogue | |
| |
| |
| Identity and values | |
| |
| |
| Taking responsibility for your own career planning | |
| |
| |
| Capturing the inner conversation | |
| |
| |
| How the organization can help | |
| |
| |
| Helping the employee plan their learning journey | |
| |
| |
| Summary | |
| |
| |
| |
| Conversation 2: stakeholder dialogue | |
| |
| |
| Dialogue between the line manager and the employee | |
| |
| |
| Looking for talent | |
| |
| |
| Finding development opportunities for the talent in your team | |
| |
| |
| Harnessing stakeholder goodwill in your career and personal development | |
| |
| |
| Dialogue with colleagues | |
| |
| |
| |
| Conversation 3: between the organization and employees | |
| |
| |
| What do organizations need to know about employees' career aspirations? | |
| |
| |
| How to gather and communicate information about likely roles in the future | |
| |
| |
| Using the broader organizational conversation to support the Talent Wave | |
| |
| |
| Making the broad conversation happen | |
| |
| |
| |
| Conversation 4: between social networks | |
| |
| |
| Networking theory | |
| |
| |
| Social networking and succession planning | |
| |
| |
| Integrating organizational and employee social networks | |
| |
| |
| Benefits of integrating organizational and individual social networks | |
| |
| |
| Supporting employee-focused social networking | |
| |
| |
| Summary | |
| |
| |
| |
| Succession planning for a dynamic world | |
| |
| |
| Working within a complex, adaptive system | |
| |
| |
| Harnessing the energy of the Talent Wave | |
| |
| |
| Ensuring that talent development and succession planning systems enable rather than control | |
| |
| |
| Making sure the four conversations happen | |
| |
| |
| So can we prevent the wrong people getting to the top? | |
| |
| |
| Conclusion | |
| |
| |
| References | |
| |
| |
| Index | |