Effective Succession Planning

Editor/Author Rothwell, William J.
Publication Year: 2015
Publisher: AMACOM, Publishing Division of the American Management Association

Single-User Purchase Price: $69.95
Unlimited-User Purchase Price: $104.93
ISBN: 978-0-81-444915-8
Category: Leadership
Image Count: 53
Book Status: Available
Table of Contents

Covering best practices, current trends, and the latest technology, the fifth edition features new and revised material on: succession planning for small businesses and nonprofits; replacement planning; transition management; downsizing; international issues; mergers and acquisitions as a talent strategy; and succession planning for technical positions as well as roles built on longstanding social relationships.

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Table of Contents

  • List of Exhibits
  • Preface to the Fifth Edition
  • Acknowledgments
  • Advance Organizer for This Book
  • Quick Start Guide
  • PART I: THE ESSENTIALS OF SUCCESSION PLANNING AND MANAGEMENT
  • Preface
  • Chapter 1 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
  • Which Comes First, Talent or Strategy?
  • Reasons for a Succession Planning and Management Program
  • Different 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
  • Chapter 2 Trends Influencing Succession Planning and Management
  • The Ten Key Trends
  • What Does All This Mean for Succession Planning and Management?
  • Summary
  • Chapter 3 Moving to a State-of-the-Art Approach
  • The Present Status of Succession Planning Programs
  • Characteristics of Effective Succession Planning 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
  • A Second Dimension: Technical Succession Planning
  • A Third Dimension: Social Relationship Succession Planning
  • Transition Management and Mergers, Acquisitions, and Takeovers
  • Summary
  • Chapter 4 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
  • PART II: LAYING THE FOUNDATION FOR A SUCCESSION PLANNING AND MANAGEMENT PROGRAM
  • Preface
  • Chapter 5 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
  • The Key Daily Role of Managers in the Succession Effort
  • Sustaining Support for the Succession Effort
  • Summary
  • Chapter 6 Starting a Systematic Program
  • Strategic Choices of Where to Start 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
  • Chapter 7 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
  • Common SP&M Problems—and Possible Solutions
  • Summary
  • PART III: ASSESSING THE PRESENT AND THE FUTURE
  • Preface
  • Chapter 8 Assessing Present Work Requirements and Individual Job Performance
  • Identifying Key Positions
  • Three Approaches for Determining Work Requirements in Key Positions
  • Using Full-Circle, Multi-Rater Assessments
  • Appraising Performance and Applying Performance Management
  • Creating Talent Pools: Techniques and Approaches
  • Thinking Beyond Talent Pools
  • Summary
  • Chapter 9 Assessing Future Work Requirements and Individual Potential
  • Identifying Key Positions and Talent Requirements for the Future
  • Three Approaches for Determining Future Work Requirements in Key Positions
  • Assessing Individual Potential: The Traditional Approach
  • A List of Potential Assessment Approaches
  • Are There Other Ways to Think of Potential Assessment?
  • Other Issues in Potential Assessment
  • Summary
  • PART IV: CLOSING THE “DEVELOPMENTAL GAP”: OPERATING AND EVALUATING A SUCCESSION PLANNING AND MANAGEMENT PROGRAM
  • Preface
  • Chapter 10 Developing Internal Successors
  • Using Grids to Guide Management Decision Making
  • Testing Bench Strength
  • Talent Review Meetings
  • Formulating Internal Promotion Policy
  • Preparing Individual Development Plans
  • Evaluating Individual Development Plans
  • Developing Successors Internally
  • The Importance of an Inventory of Developmental Experiences
  • Formal, Social, and Informal Learning Experiences to Build Competence
  • Relating Engagement to Succession Planning and Talent Management
  • Relating Deployment to Succession Planning and Talent Management
  • 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
  • Chapter 11 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
  • Chapter 12 Integrating Recruitment with Succession Planning
  • What Is Recruitment?
  • When Should Recruitment Be Used to Source Talent?
  • Internal vs. External Recruitment: Integrating Job Posting with Succession Planning
  • Recruiting Talented People from Outside
  • Innovative Approaches to Recruitment
  • Summary
  • Chapter 13 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?
  • Why Onboarding Is Important to Retention
  • Using a Systematic Approach to Increase the Retention of Talented People
  • Summary
  • Chapter 14 Using Technology to Support Succession Planning and Management Programs
  • Defining Online and High-Tech Methods
  • Where to Apply Technology Methods
  • How to Use and Evaluate Technology Applications
  • What Specialized Competencies Do Succession Planning and Management Coordinators Need to Use These Applications?
  • Summary
  • Chapter 15 Evaluating Succession Planning and Management Programs
  • What Is Evaluation?
  • What Metrics Should Be Used to Evaluate Succession Planning and Management Programs?
  • What Should Be Evaluated?
  • How Should Evaluation Be Conducted?
  • How Can Succession Planning and Talent Management Be Evaluated with the Balanced Scorecard and HR Dashboards?
  • Summary
  • Chapter 16 The Future of Succession Planning and Management
  • The 15 Predictions
  • Summary
  • Appendix I: Selected Websites
  • Appendix II: A Guide for Replacement Planning
  • Appendix III: Frequently Asked Questions (FAQs) About Succession Planning and Management
  • About the Author