Effective Succession Planning Ensuring Leadership Continuity and Building Talent from Within

ISBN-10: 0814408427

ISBN-13: 9780814408421

Edition: 3rd 2005 (Revised)

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Thoroughly revised to reflect the latest trends and best practices, the book presents strategies for identifying competencies, clarifying values, assessing current and future needs, and creating a complete, systematic succession planning program. The third edition also features all-new material reflecting the author's surveys on: Whole system transformation - software support packages - tapping retirees to manage succession crises - the growing activism of boards in succession planning - and more
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Book details

List price: $65.00
Edition: 3rd
Copyright year: 2005
Publisher: Amacom
Publication date: 6/23/2005
Binding: Hardcover
Pages: 400
Size: 7.50" wide x 10.25" long x 1.50" tall
Weight: 1.210
Language: English

List of Exhibits
Preface to the Third Edition
Advance Organizer for This Book
Background Information About Succession Planning and Management
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
Reasons for a Succession Planning and Management Program
Best Practices and Approaches
Ensuring Leadership Continuity in Organizations
Trends Influencing Succession Planning and Management
The Ten Key Trends
What Does All This Mean for Succession Planning and Management?
Moving to a State-of-the-Art Approach
Characteristics of Effective Programs
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 Fifth-Generation Approach
Key Steps in a Fifth-Generation Approach
Competency Identification and Values Clarification: 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
New Developments in Competency Identification, Modeling, and Assessment
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
Bringing It All Together: Competencies and Values
Laying the Foundation for a Succession Planning and Management Program
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
Starting a Systematic Program
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
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
Assessing the Present and the Future
Assessing Present Work Requirements and Individual Job Performance
Identifying Key Positions
Three Approaches to Determining Work Requirements in Key Positions
Using Full-Circle, Multirater Assessments
Appraising Performance and Applying Performance Management
Creating Talent Pools: Techniques and Approaches
Thinking Beyond Talent Pools
Assessing Future Work Requirements and Individual Potential
Identifying Key Positions and Talent Requirements for the Future
Assessing Individual Potential: The Traditional Approach
The Growing Use of Assessment Centers and Portfolios
Closing the "Developmental Gap": Operating and Evaluating a Succession Planning and Management Program
Developing Internal Successors
Testing Bench Strength
Formulating Internal Promotion Policy
Preparing Individual Development Plans
Developing Successors Internally
The Role of Leadership Development Programs
The Role of Coaching
The Role of Executive Coaching
The Role of Mentoring
The Role of Action Learning
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
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?
Evaluating Succession Planning and Management Programs
What Is Evaluation?
What Should Be Evaluated?
How Should Evaluation Be Conducted?
The Future of Succession Planning and Management
The Fifteen Predictions
Frequently Asked Questions (FAQs) About Succession Planning and Management
Case Studies on Succession Planning and Management
How Business Plans for Succession
How Government Plans for Succession
How a Nonprofit Organization Plans for Succession
Small Business Case
Family Business Succession
CEO Succession Planning Case
What's on the CD?
About the Author
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