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