Effective Succession Planning, 5th Edition

Book description

Organizations that don’t take steps to address future talent needs at all levels will face certain disruptions, and even disasters, when key employees leave. The most comprehensive book on the subject, Effective Succession Planning helps readers:

    • Identify competencies and clarify organizational values
    • Plan for and quickly fill crucial vacancies at all levels
    • Develop and retain top talent, building and preserving the organization’s intellectual capital
    • Assess current needs and future resources for seamless succession planning
    • And more

    Covering best practices, current trends, and the latest technology, the fifth edition also 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.

    Packed with enlightening case studies and practical guidance, Effective Succession Planning remains an indispensable resource for any organization concerned with retaining the accumulated wisdom of its most valued employees.

Table of contents

  1. Cover
  2. Title
  3. Contents
  4. List of Exhibits
  5. Preface to the Fifth Edition
  6. Acknowledgments
  7. Advance Organizer for This Book
  8. Quick Start Guide
  9. Part I The Essentials of Succession Planning and Management
    1. Chapter 1 What Is Succession Planning and Management?
      1. Six Ministudies: Can You Solve These Succession Problems?
      2. Defining Succession Planning and Management
      3. Distinguishing Succession Planning and Management from Replacement Planning, Workforce Planning, Talent Management, and Human Capital Management
      4. Making the Business Case for Succession Planning and Management
      5. Which Comes First, Talent or Strategy?
      6. Reasons for a Succession Planning and Management Program
      7. Different Reasons to Launch Succession Planning and Management Depending on Global Location
      8. The Current Status of Succession Planning: What Research Shows
      9. The Most Famous Question in Succession: To Tell or Not to Tell?
      10. Management Succession Planning, Technical Succession Planning, or Social Network Succession Planning: What Are You Planning For?
      11. Best Practices and Approaches
      12. Ensuring Leadership Continuity in Organizations
      13. Summary
    2. Chapter 2 Trends Influencing Succession Planning and Management
      1. The Ten Key Trends
      2. What Does All This Mean for Succession Planning and Management?
      3. Summary
    3. Chapter 3 Moving to a State-of-the-Art Approach
      1. The Present Status of Succession Planning Programs
      2. Characteristics of Effective Succession Planning Programs
      3. Common Mistakes and Missteps to Avoid
      4. The Life Cycle of Succession Planning and Management Programs: Five Generations
      5. Integrating Whole Systems Transformational Change and Appreciative Inquiry into Succession: What Are These Topics, and What Added Value Do They Bring?
      6. Requirements for a New Approach
      7. Key Steps in a New Approach
      8. A Second Dimension: Technical Succession Planning
      9. A Third Dimension: Social Relationship Succession Planning
      10. Transition Management and Mergers, Acquisitions, and Takeovers
      11. Summary
    4. Chapter 4 Competency Identification, Values Clarification, and Ethics: Keys to Succession Planning and Management
      1. What Are Competencies?
      2. How Are Competencies Used in Succession Planning and Management?
      3. Conducting Competency Identification Studies
      4. Using Competency Models
      5. Newest Developments in Competency Identification, Modeling, and Assessment
      6. What’s the Focus: Management or Technical Competencies?
      7. Identifying and Using “Generic” and “Culture-Specific” Competency Development Strategies to Build Bench Strength
      8. What Are Values, and What Is Values Clarification?
      9. How Are Values Used in Succession Planning and Management?
      10. Conducting Values Clarification Studies
      11. Using Values Clarification
      12. What Are Ethics, and How Are Ethics Used in SP&M?
      13. ing It All Together: Competencies, Values, and Ethics
      14. Summary
  10. Part II Laying the Foundation for a Succession Planning and Management Program
    1. Chapter 5 Making the Case for Major Change
      1. Assessing Current Problems and Practices
      2. Demonstrating the Need
      3. Determining Organizational Requirements
      4. Linking Succession Planning and Management Activities to Organizational and Human Resource Strategy
      5. Benchmarking Best Practices and Common Business Practices in Other Organizations
      6. Obtaining and Building Management Commitment
      7. The Key Role of the CEO in the Succession Effort
      8. The Key Daily Role of Managers in the Succession Effort
      9. Sustaining Support for the Succession Effort
      10. Summary
    2. Chapter 6 Starting a Systematic Program
      1. Strategic Choices of Where to Start and How to Start
      2. Conducting a Risk Analysis and Building a Commitment to Change
      3. Clarifying Program Roles
      4. Formulating a Mission Statement
      5. Writing Policy and Procedures
      6. Identifying Target Groups
      7. Clarifying the Roles of the CEO, Senior Managers, and Others
      8. Setting Program Priorities
      9. Addressing the Legal Framework
      10. Establishing Strategies for Rolling Out the Program
      11. Summary
    3. Chapter 7 Refining the Program
      1. Preparing a Program Action Plan
      2. Communicating the Action Plan
      3. Conducting Succession Planning and Management Meetings
      4. Training on Succession Planning and Management
      5. Counseling Managers About Succession Planning Problems in Their Areas
      6. Common SP&M Problems—and Possible Solutions
      7. Summary
  11. Part III Assessing the Present and the Future
    1. Chapter 8 Assessing Present Work Requirements and Individual Job Performance
      1. Identifying Key Positions
      2. Three Approaches for Determining Work Requirements in Key Positions
      3. Using Full-Circle, Multi-Rater Assessments
      4. Appraising Performance and Applying Performance Management
      5. Creating Talent Pools: Techniques and Approaches
      6. Thinking Beyond Talent Pools
      7. Summary
    2. Chapter 9 Assessing Future Work Requirements and Individual Potential
      1. Identifying Key Positions and Talent Requirements for the Future
      2. Three Approaches for Determining Future Work Requirements in Key Positions
      3. Assessing Individual Potential: The Traditional Approach
      4. A List of Potential Assessment Approaches
      5. Are There Other Ways to Think of Potential Assessment?
      6. Other Issues in Potential Assessment
      7. Summary
  12. Part IV Closing the “Developmental Gap”: Operating and Evaluating a Succession Planning and Management Program
    1. Chapter 10 Developing Internal Successors
      1. Using Grids to Guide Management Decision Making
      2. Testing Bench Strength
      3. Talent Review Meetings
      4. Formulating Internal Promotion Policy
      5. Preparing Individual Development Plans
      6. Evaluating Individual Development Plans
      7. Developing Successors Internally
      8. The Importance of an Inventory of Developmental Experiences
      9. Formal, Social, and Informal Learning Experiences to Build Competence
      10. Relating Engagement to Succession Planning and Talent Management
      11. Relating Deployment to Succession Planning and Talent Management
      12. The Role of Leadership Development Programs
      13. The Role of Coaching
      14. The Role of Executive Coaching
      15. The Role of Mentoring
      16. The Role of Action Learning
      17. The Role of Acceleration Pools
      18. Summary
    2. Chapter 11 Assessing Alternatives to Internal Development
      1. The Need to Manage for “Getting the Work Done” Rather Than “Managing Succession”
      2. Innovative Approaches to Tapping the Retiree Base
      3. Deciding What to Do
      4. Summary
    3. Chapter 12 Integrating Recruitment with Succession Planning
      1. What Is Recruitment?
      2. When Should Recruitment Be Used to Source Talent?
      3. Internal vs. External Recruitment: Integrating Job Posting with Succession Planning
      4. Recruiting Talented People from Outside
      5. Innovative Approaches to Recruitment
      6. Summary
    4. Chapter 13 Integrating Retention with Succession Planning
      1. What Is Retention, and Why Is It Important?
      2. Who Should Be Retained?
      3. What Common Misconceptions Exist in Managing Retention Issues?
      4. Why Onboarding Is Important to Retention
      5. Using a Systematic Approach to Increase the Retention of Talented People
      6. Summary
    5. Chapter 14 Using Technology to Support Succession Planning and Management Programs
      1. Defining Online and High-Tech Methods
      2. Where to Apply Technology Methods
      3. How to Use and Evaluate Technology Applications
      4. What Specialized Competencies Do Succession Planning and Management Coordinators Need to Use These Applications?
      5. Summary
    6. Chapter 15 Evaluating Succession Planning and Management Programs
      1. What Is Evaluation?
      2. What Metrics Should Be Used to Evaluate Succession Planning and Management Programs?
      3. What Should Be Evaluated?
      4. How Should Evaluation Be Conducted?
      5. How Can Succession Planning and Talent Management Be Evaluated with the Balanced Scorecard and HR Dashboards?
      6. Summary
    7. Chapter 16 The Future of Succession Planning and Management
      1. The 15 Predictions
      2. Summary
  13. Appendix I: Selected Websites
  14. Appendix II: A Guide for Replacement Planning
  15. Appendix III: Frequently Asked Questions (FAQs) About Succession Planning and Management
  16. Notes
  17. Index
  18. About the Author
  19. Free Sample Excerpt from High-Impact Human Capital Strategy by Jack J. Phillips and Patricia Pulliam Phillips
  20. Copyright

Product information

  • Title: Effective Succession Planning, 5th Edition
  • Author(s): William J. Rothwell
  • Release date: November 2015
  • Publisher(s): AMACOM
  • ISBN: 9780814449165