Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within, Fourth Edition

436 Index

individual development plans (IDPs), 74,

241, 249–259

and competencies, 89

definition of, 249–250

evaluating, 257

high-tech methods for making, 325

preparation of, 250–257

sample of, 258–259

values in, 97

individual discretion, in SP&M programs,

35–36

individualism, 51

Individual Potential Assessment Form, 230

individual potential assessments, 85, 224–

233, 373

approaches to, 231–233

definition of, 225

exemplary performers in, 225–227

high-tech methods for, 324–325

identifying high potentials with, 227–230

individuals, roles of, 156, 376, see also parti-

cipants

informal SP&M, 108–109

in-house classroom courses, 262

innovation, 14

inplacement, 38

input, meetings for seeking, 174–175

insourcing, 352

institutional memory, xviii, xix, 9, 14, 30

integrated training, of participants, 185

intellectual capital, 22, 48

interactive debates, 148–149

interactive distribution and delivery, 318

internal development

alternatives to, 272–286

grooming individuals for, 260

integrating alternatives to, 284, 286

and internal successors, 257, 259–265

and recruitment, 289

and rendering key positions unnecessary,

272–283

strategies for, 259, 261–265

and tapping retiree base, 281, 284–285

internal promotion policies, 246–249

internal recruitment, 289–290

internal successors, 241–271

and acceleration pools, 270

American Management Association

www.amanet.org

action learning by, 270

bench strength of, 242–246

coaching of, 265–267

individual development plans for,

249–259

internal development for, 257, 259–265

leadership development programs for, 265

mentoring of, 268–269

promotion policy for, 246–249

internal talent pools, 28, 77

international assignments, 259, 264

Internet, 309, see also high-tech SP&M

methods

Interview Guides (worksheets)

for Benchmarking Succession Planning

and Management Practices, 125–128

for Collecting Corporate-Culture-Specific

Competency Development Strategies,

95–96

for Determining the Requirements for a

Succession Planning and Management

Program, 120–121

interviews

about current practices, 110–111

behavioral event, 97–98

for benchmarking, 124–128

critical incident, 228, 229

determining organizational requirements

with, 118–119

exit, 303–304, 306, 354

for individual potential assessment, 232

for network charting, 194–195

inventories, 244, 325–327

involuntary turnover, 299

IRCA (Immigration Reform and Control Act

of 1986), 165

Ivester, Douglas, 11

Jacobs, Carol, 405

J.G. Industries, Inc., 403

job (term), 196

job analysis, 196–199, 218, 220–221

job competency, 87–88

job content coaches, 267

job descriptions, 196, 322, see also position

descriptions

job forecasting, 323–324

job posting, 248–249, 289–290