Part I: Background Information About Succession Planning and Management — 1
Chapter 1 What Is Succession Planning and Management? — 3
- Six Ministudies: Can You Solve These Succession Problems? — 3
- Defining Succession Planning and Management — 6
- Distinguishing SP&M from Replacement Planning, Workforce Planning,
- Talent Management, and Human Capital Management — 12
- Making the Business Case for Succession Planning and Management — 14
- Reasons for a Succession Planning and Management Program — 16
- Reasons to Launch Succession Planning and Management Depending on
- Global Location — 27
- The Current Status of Succession Planning: What Research Shows — 27
- The Most Famous Question in Succession: To Tell or Not To Tell — 29
- Management Succession Planning, Technical Succession Planning, or Social
- Network Succession Planning: What Are You Planning For? — 30
- Best Practices and Approaches — 31
- Ensuring Leadership Continuity in Organizations — 36
- Summary — 41
Chapter 2 Trends Influencing Succession Planning and Management — 42
- The Ten Key Trends — 43
- What Does All This Mean for Succession Planning and Management? — 56
- Summary — 56
Chapter 3 Moving to a State-of-the-Art Approach — 58
- Characteristics of Effective Programs — 58
- Common Mistakes and Missteps to Avoid — 63
- The Life Cycle of Succession Planning and Management Programs: Five
- Generations — 75
- Integrating Whole Systems Transformational Change and Appreciative
- Inquiry into Succession: What Are These Topics, and What Added Value Do They Bring? — 78
- Requirements for a New Approach — 82
- Key Steps in a New Approach — 83
- Summary — 86
Chapter 4 Competency Identification, Values Clarification, and Ethics:
- Keys to Succession Planning and Management — 87
- What Are Competencies? — 87
- How Are Competencies Used in Succession Planning and
- Management? — 88
- Conducting Competency Identification Studies — 89
- Using Competency Models — 90
- Newest Developments in Competency Identification, Modeling, and
- Assessment — 91
- What’s the Focus: Management or Technical Competencies? — 92
- Identifying and Using Generic and Culture-Specific Competency
- Development Strategies to Build Bench Strength — 93
- What Are Values, and What Is Values Clarification? — 94
- How Are Values Used in Succession Planning and Management? — 96
- Conducting Values Clarification Studies — 96
- Using Values Clarification — 97
- What Are Ethics, and How Are Ethics Used in SP&M? — 98
- Bringing It All Together: Competencies, Values, and Ethics — 100
- Summary — 100
Part II: Laying the Foundation for a Succession Planning and Management Program — 103
Chapter 5 Making the Case for Major Change — 105
- Assessing Current Problems and Practices — 105
- Demonstrating the Need — 114
- Determining Organizational Requirements — 118
- Linking SP&M Activities to Organizational and Human Resource Strategy —119
- Benchmarking Best Practices and Common Business Practices in Other
- Organizations — 123
- Obtaining and Building Management Commitment — 128
- The Key Role of the CEO in the Succession Effort — 131
- The Key Daily Role of Managers in the Succession Effort — 133
- Sustaining Support for the Succession Effort — 133
- Summary — 135
Chapter 6 Starting a Systematic Program — 136
- Strategic Choices in Where and How to Start — 136
- Conducting a Risk Analysis and Building a Commitment to Change — 137
- Clarifying Program Roles — 139
- Formulating a Mission Statement — 142
- Writing Policy and Procedures — 149
- Identifying Target Groups — 151
- Clarifying the Roles of the CEO, Senior Managers, and Others — 155
- Setting Program Priorities — 157
- Addressing the Legal Framework — 158
- Establishing Strategies for Rolling Out the Program — 167
- Summary — 168
Chapter 7 Refining the Program — 169
- Preparing a Program Action Plan — 169
- Communicating the Action Plan — 170
- Conducting Succession Planning and Management Meetings — 173
- Training on Succession Planning and Management — 177
- Counseling Managers About Succession Planning Problems in
- Their Areas — 185
- Summary — 188
Part III: Assessing the Present and the Future — 189
Chapter 8 Assessing Present Work Requirements and Individual Job Performance — 191
- Identifying Key Positions — 192
- Three Approaches to Determining Work Requirements in Key
- Positions — 196
- Using Full-Circle, Multirater Assessments — 201
- Appraising Performance and Applying Performance Management — 204
- Creating Talent Pools: Techniques and Approaches — 207
- Thinking Beyond Talent Pools — 212
- Summary — 214
Chapter 9 Assessing Future Work Requirements and Individual Potential — 215
- Identifying Key Positions and Talent Requirements for the Future — 215
- Three Approaches to Determining Future Work Requirements in Key
- Positions — 218
- Assessing Individual Potential: The Traditional Approach — 224
- The Growing Use of Assessment Centers and Portfolios — 233
- The Latest Issues in Potential Assessment — 236
- Summary — 237
Part IV: Closing the Developmental Gap: Operating and Evaluating an SP&M Program — 239
Chapter 10 Developing Internal Successors — 241
- Testing Bench Strength — 242
- Formulating Internal Promotion Policy — 246
- Preparing Individual Development Plans — 249
- Evaluating Individual Development Plans — 257
- Developing Successors Internally — 257
- The Role of Leadership Development Programs — 265
- The Role of Coaching — 265
- The Role of Executive Coaching — 267
- The Role of Mentoring — 268
- The Role of Action Learning — 270
- The Role of Acceleration Pools — 270
- Summary — 271
Chapter 11 Assessing Alternatives to Internal Development — 272
- The Need to Manage for ‘‘Getting the Work Done’’ Rather than ‘‘Managing
- Succession’’ — 272
- Innovative Approaches to Tapping the Retiree Base — 281
- Deciding What to Do — 284
- Summary — 286
Chapter 12 Integrating Recruitment with Succession Planning — 287
- What Is Recruitment, and What Is Selection? — 287
- When Should Recruitment Be Used to Source Talent? — 288
- Internal Versus External Recruitment: Integrating Job Posting with Succession
- Planning — 289
- Recruiting Talented People from Outside — 290
- Innovative Recruitment Approaches to Attract High Potentials — 293
- Summary — 296
Chapter 13 Integrating Retention with Succession Planning — 298
- What Is Retention, and Why Is It Important? — 298
- Who Should Be Retained? — 299
- What Common Misconceptions Exist in Managing Retention Issues? — 303
- Using a Systematic Approach to Increase the Retention of Talented
- People — 305
- Summary — 306
Chapter 14 Using Technology to Support Succession Planning and Management Programs — 309
- Defining Online and High-Tech Methods — 309
- Where to Apply Technology Methods — 315
- How to Evaluate and Use Technology Applications — 315
- What Specialized Competencies Do SP&M Coordinators Need to Use These
- Applications? — 327
- Summary — 328
Chapter 15 Evaluating Succession Planning and Management
- Programs — 329
- What Is Evaluation? — 329
- What Metrics Should Be Used to Evaluate SP&M Programs? — 330
- What Should Be Evaluated? — 331
- How Should Evaluation Be Conducted? — 334
- How Can SP&M Be Evaluated with the Balanced Scorecard and HR
- Dashboards? — 339
- Summary — 347
Chapter 16 The Future of Succession Planning and Management — 348
- The Fifteen Predictions — 349
- Summary — 370
Appendix I: Frequently Asked Questions (FAQs) About Succession Planning and Management — 371
Appendix II: Case Studies on Succession Planning and Management — 377
