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.

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