Effective Succession Planning
Effective Succession Planning
Rothwell, William J.
Publication Year: 2015
Publisher: AMACOM, Publishing Division of the American Management Association
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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.
This book is found in the following Credo Collections:
Table of Contents
- List of Exhibits
- Preface to the Fifth Edition
- Advance Organizer for This Book
- Quick Start Guide
- PART I: THE ESSENTIALS OF SUCCESSION PLANNING AND MANAGEMENT
- 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
- Chapter 2 Trends Influencing Succession Planning and Management
- The Ten Key Trends
- What Does All This Mean for Succession Planning and Management?
- 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
- 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
- PART II: LAYING THE FOUNDATION FOR A SUCCESSION PLANNING AND MANAGEMENT PROGRAM
- 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
- 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
- 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
- PART III: ASSESSING THE PRESENT AND THE FUTURE
- 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
- 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
- PART IV: CLOSING THE “DEVELOPMENTAL GAP”: OPERATING AND EVALUATING A SUCCESSION PLANNING AND MANAGEMENT PROGRAM
- 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
- 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
- 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
- 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
- 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?
- 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?
- Chapter 16 The Future of Succession Planning and Management
- The 15 Predictions
- 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