Effective Succession Planning Ensuring Leadership Continuity and Building Talent from Within

ISBN-10: 0814414168

ISBN-13: 9780814414163

Edition: 4th 2010

Authors: William J. Rothwell

List price: $107.00
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Presents strategies for creating a complete, systematic succession planning programme. Updated and expanded to reflect the latest trends and best practices, this edition contains 20% new material, including chapters on recruitment and retention as part of succession planning, as well as updated references and research.
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Book details

List price: $107.00
Edition: 4th
Copyright year: 2010
Publisher: Amacom
Publication date: 5/1/2010
Binding: Hardcover
Pages: 496
Size: 7.25" wide x 10.25" long x 2.00" tall
Weight: 2.508
Language: English

List of Exhibits
Preface to the Third Edition
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
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
Common Mistakes and Missteps to Avoid
The Life Cycle of Succession Planning and Management Programs: Five
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
Competency Identification, Values Clarification, and Ethics
Keys to Succession Planning and Management
What Are Competencies?
How Are Competencies Used in Succession Planning and
Conducting Competency Identification Studies
Using Competency Models
Newest Developments in Competency Identification, Modeling, and
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
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
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
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
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
Identifying Key Positions
Three Approaches to Determining Work Requirements in Key
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
Identifying Key Positions and Talent Requirements for the Future
Three Approaches to Determining Future Work Requirements in Key
Assessing Individual Potential: The Traditional Approach
The Growing Use of Assessment Centers and Portfolios
The Latest Issues in Potential Assessment
Closing the Developmental Gap
Operating and Evaluating an SP&M
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
Assessing Alternatives to Internal Development
The Need to Manage for ''Getting the Work Done'' Rather than ''Managing
Innovative Approaches to Tapping the Retiree Base
Deciding What to Do
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
Recruiting Talented People from Outside
Innovative Recruitment Approaches to Attract High Potentials
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
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
Evaluating Succession Planning and Management
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
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
About the Author
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