Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within"In the seminal first edition of Effective Succession Planning, William J. Rothwell warned that businesses that don't take proactive steps to plan for future talent needs at all levels will face certain disruptions, and even disasters, when key employees retire or are lured away by competitors.
Since then, the landscape has become even more complicated. Many organizations have already felt the effects of an aging workforce as increasing numbers of experienced employees retire, taking with them not only the capacity to do the work but also the accumulated wisdom they have acquired over the years. This serious loss of valuable institutional memory has made it apparent that no organization can afford to be without a strong succession program.
Now in its third edition, Effective Succession Planning is still the most comprehensive and authoritative book on the subject. Updated and expanded to reflect the latest trends and best practices in succession management, the book presents strategies for creating a complete, systematic succession planning program. You'll learn how to:
* Identify competencies and clarify values for both planning and managing a succession program. * Plan for and quickly fill crucial vacancies at all levels from top management to sales, administrative, technical, and production positions. * Develop and retain top talent, building and preserving your organization's intellectual capital. * Assess current needs and future resources for seamless succession planning. * Use online and other technology tools to organize and implement succession planning and management programs.
This edition includes all-new material reflecting the author's surveys on whole systems transformation; software support packages; tapping retirees to manage succession crises; and more. The book also features a new diagnostic tool to assess specific succession needs, plus illuminating case studies and a CD-ROM with worksheets, assessment tools, and training guides -- everything your organization needs to create, sustain, and evaluate a strong succession planning program." |
Contents
ADVANCE ORGANIZER FOR THIS BOOK | 1 |
BACKGROUND INFORMATION ABOUT SUCCESSION PLANNING AND MANAGEMENT | 5 |
WHAT IS SUCCESSION PLANNING AND MANAGEMENT? | 7 |
Defining Succession Planning and Management | 10 |
Distinguishing Succession Planning and Management from Replacement Planning Workforce Planning Talent Management and Human Capital Man... | 16 |
Making the Business Case for Succession Planning and Management | 18 |
Reasons for a Succession Planning and Management Program | 20 |
Best Practices and Approaches | 30 |
Summary | 174 |
ASSESSING THE PRESENT AND THE FUTURE | 177 |
ASSESSING PRESENT WORK REQUIREMENTS AND INDIVIDUAL JOB PERFORMANCE | 179 |
Identifying Key Positions | 180 |
Three Approaches to Determining Work Requirements in Key Positions | 184 |
Using FullCircle Multirater Assessments | 189 |
Appraising Performance and Applying Performance Management | 192 |
Techniques and Approaches | 195 |
Ensuring Leadership Continuity in Organizations | 35 |
Summary | 39 |
TRENDS INFLUENCING SUCCESSION PLANNING AND MANAGEMENT | 41 |
The Ten Key Trends | 42 |
What Does All This Mean for Succession Planning and Management? | 54 |
Summary | 55 |
MOVING TO A STATEOFTHEART APPROACH | 56 |
Five Generations | 59 |
Identifying and Solving Problems with Various Approaches | 69 |
What Are These Topics and What Added Value Do They Bring? | 76 |
Requirements for a FifthGeneration Approach | 78 |
Summary | 81 |
COMPETENCY IDENTIFICATION AND VALUES CLARIFICATION KEYS TO SUCCESSION PLANNING AND MANAGEMENT | 82 |
How Are Competencies Used in Succession Planning and Management? | 83 |
Using Competency Models | 85 |
Identifying and Using Generic and CultureSpecific Competency Development Strategies to Build Bench Strength | 86 |
What Are Values and What Is Values Clarification? | 87 |
How Are Values Used in Succession Planning and Management? | 89 |
Conducting Values Clarification Studies | 90 |
Using Values Clarification | 91 |
LAYING THE FOUNDATION FOR A SUCCESSION PLANNING AND MANAGEMENT PROGRAM | 93 |
MAKING THE CASE FOR MAJOR CHANGE | 95 |
Demonstrating the Need | 101 |
Determining Organizational Requirements | 108 |
Benchmarking Best Practices and Common Business Practices in Other Organizations | 113 |
Obtaining and Building Management Commitment | 114 |
The Key Role of the CEO in the Succession Effort | 120 |
Summary | 123 |
STARTING A SYSTEMATIC PROGRAM | 125 |
Clarifying Program Roles | 126 |
Formulating a Mission Statement | 130 |
Writing Policy and Procedures | 136 |
Identifying Target Groups | 138 |
Clarifying the Roles of the CEO Senior Managers and Others | 142 |
Setting Program Priorities | 143 |
Addressing the Legal Framework | 145 |
Establishing Strategies for Rolling Out the Program | 147 |
Summary | 155 |
REFINING THE PROGRAM | 156 |
Communicating the Action Plan | 157 |
Conducting Succession Planning and Management Meetings | 160 |
Training on Succession Planning and Management | 164 |
Counseling Managers About Succession Planning Problems in Their Areas | 172 |
Thinking Beyond Talent Pools | 200 |
Summary | 202 |
ASSESSING FUTURE WORK REQUIREMENTS AND INDIVIDUAL POTENTIAL | 203 |
The Traditional Approach | 210 |
The Growing Use of Assessment Centers and Portfolios | 221 |
Summary | 224 |
CLOSING THE DEVELOPMENTAL GAP OPERATING AND EVALUATING A SUCCESSION PLANNING AND MANAGEMENT PROGRAM | 225 |
DEVELOPING INTERNAL SUCCESSORS | 227 |
Formulating Internal Promotion Policy | 232 |
Preparing Individual Development Plans | 235 |
Developing Successors Internally | 242 |
The Role of Leadership Development Programs | 251 |
The Role of Coaching | 252 |
The Role of Executive Coaching | 253 |
The Role of Action Learning | 255 |
Summary | 256 |
ASSESSING ALTERNATIVES TO INTERNAL DEVELOPMENT | 257 |
Innovative Approaches to Tapping the Retiree Base | 266 |
Deciding What to Do | 269 |
Summary | 271 |
USING TECHNOLOGY TO SUPPORT SUCCESSION PLANNING AND MANAGEMENT PROGRAMS | 272 |
Where to Apply Technology Methods | 277 |
What Specialized Competencies Do Succession Planning and Management Coordinators Need to Use These Applications? | 290 |
Summary | 291 |
EVALUATING SUCCESSION PLANNING AND MANAGEMENT PROGRAMS | 292 |
What Should Be Evaluated? | 293 |
How Should Evaluation Be Conducted? | 296 |
Summary | 307 |
THE FUTURE OF SUCCESSION PLANNING AND MANAGEMENT | 308 |
The Fifteen Predictions | 309 |
Summary | 330 |
FREQUENTLY ASKED QUESTIONS FAQs ABOUT SUCCESSION PLANNING AND MANAGEMENT | 331 |
CASE STUDIES ON SUCCESSION PLANNING AND MANAGEMENT | 337 |
How Government Plans for Succession | 341 |
How a Nonprofit Organization Plans for Succession | 354 |
Small Business Case | 360 |
Family Business Succession | 362 |
CEO Succession Planning Case | 363 |
367 | |
WHATS ON THE CD? | 387 |
391 | |
ABOUT THE AUTHOR | |