| |
| |
| List of Exhibits | |
| |
| |
| Preface to the Third Edition | |
| |
| |
| Acknowledgments | |
| |
| |
| Advance Organizer for This Book | |
| |
| |
| Quick Start Guide | |
| |
| |
| What's on the CD? | |
| |
| |
| |
| 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 SP&M 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 | |
| |
| |
| 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 | |
| |
| |
| |
| Trends Influencing Succession Planning and Management | |
| |
| |
| The Ten Key Trends | |
| |
| |
| What Does All This Mean for Succession Planning and Management? | |
| |
| |
| Summary | |
| |
| |
| |
| Moving to a State-of-the-Art Approach | |
| |
| |
| Characteristics of Effective Programs | |
| |
| |
| Common Mistakes and Missteps to Avoid | |
| |
| |
| The Life Cycle of Succession Planning and Management Programs: Five | |
| |
| |
| Generations | |
| |
| |
| 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 | |
| |
| |
| Summary | |
| |
| |
| |
| 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 | |
| |
| |
| |
| 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 SP&M 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 | |
| |
| |
| |
| Starting a Systematic Program | |
| |
| |
| Strategic Choices in Where 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 | |
| |
| |
| |
| 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 | |
| |
| |
| Summary | |
| |
| |
| |
| 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 | |
| |
| |
| Summary | |
| |
| |
| |
| Assessing Future Work Requirements and Individual | |
| |
| |
| Potential | |
| |
| |
| Identifying Key Positions and Talent Requirements for the Future | |
| |
| |
| Three Approaches to Determining Future Work Requirements in Key | |
| |
| |
| Positions | |
| |
| |
| Assessing Individual Potential: The Traditional Approach | |
| |
| |
| The Growing Use of Assessment Centers and Portfolios | |
| |
| |
| The Latest Issues in Potential Assessment | |
| |
| |
| Summary | |
| |
| |
| |
| Closing the Developmental Gap | |
| |
| |
| Operating and Evaluating an SP&M | |
| |
| |
| Program | |
| |
| |
| |
| Developing Internal Successors | |
| |
| |
| Testing Bench Strength | |
| |
| |
| Formulating Internal Promotion Policy | |
| |
| |
| Preparing Individual Development Plans | |
| |
| |
| Evaluating 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 | |
| |
| |
| The Role of Acceleration Pools | |
| |
| |
| Summary | |
| |
| |
| |
| 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 | |
| |
| |
| |
| Integrating Recruitment with Succession Planning | |
| |
| |
| What Is Recruitment, and What Is Selection? | |
| |
| |
| When Should Recruitment Be Used to Source Talent? | |
| |
| |
| Internal Versus External Recruitment: Integrating Job Posting with Succession | |
| |
| |
| Planning | |
| |
| |
| Recruiting Talented People from Outside | |
| |
| |
| Innovative Recruitment Approaches to Attract High Potentials | |
| |
| |
| Summary | |
| |
| |
| |
| 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? | |
| |
| |
| Using a Systematic Approach to Increase the Retention of Talented | |
| |
| |
| People | |
| |
| |
| Summary | |
| |
| |
| |
| 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 SP&M Coordinators Need to Use These | |
| |
| |
| Applications? | |
| |
| |
| Summary | |
| |
| |
| |
| Evaluating Succession Planning and Management | |
| |
| |
| Programs | |
| |
| |
| What Is Evaluation? | |
| |
| |
| What Metrics Should Be Used to Evaluate SP&M Programs? | |
| |
| |
| What Should Be Evaluated? | |
| |
| |
| How Should Evaluation Be Conducted? | |
| |
| |
| How Can SP&M Be Evaluated with the Balanced Scorecard and HR | |
| |
| |
| Dashboards? | |
| |
| |
| Summary | |
| |
| |
| |
| The Future of Succession Planning and Management | |
| |
| |
| The Fifteen Predictions | |
| |
| |
| Summary | |
| |
| |
| |
| Frequently Asked Questions (FAQs) About Succession Planning and Management | |
| |
| |
| |
| Case Studies on Succession Planning and Management | |
| |
| |
| Notes | |
| |
| |
| Index | |
| |
| |
| About the Author | |