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

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

by William J. Rothwell
Released April 2010
Publisher(s): AMACOM
ISBN: 9780814414163

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Book description

As baby boomers continue to retire en masse from executive suites, managerial offices, and specialized or technical jobs, the question is—who will take their places? This loss of valuable institutional memory has made it apparent that no organization can afford to be without a strong succession program. Now in its fourth edition, Effective Succession Planning provides the tools organizations need to establish, revitalize, or revise their own succession planning and management (SP&M) programs. The book has been fully updated to address challenges brought on by sea changes such as globalization, recession, technology, and the aftereffects of the terror attacks. It features new sections on identifying and assessing competencies and future needs; management vs. technical succession planning; and ethics and conduct; and new chapters on integrating recruitment and retention strategies with succession planning programs. This edition incorporates the results of two extensive new surveys, and includes a Quick Start guide to help begin immediate implementation as well as a CD-ROM packed with assessments, checklists, customizable guides, and other practical tools.

Table of contents

  1. Contents (1/2)
  2. Contents (2/2)
  3. List of Exhibits
  4. Preface to the Third Edition (1/3)
  5. Preface to the Third Edition (2/3)
  6. Preface to the Third Edition (3/3)
  7. Acknowledgments
  8. Advance Organizer for This Book
  9. Quick Start Guide
  10. What’s on the CD?
  11. PART I: BACKGROUND INFORMATION ABOUT 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 (1/2)
      3. Defining Succession Planning and Management (2/2)
      4. Distinguishing SP&M from Replacement Planning, Workforce Planning, Talent Management, and Human Capital Management
      5. Making the Business Case for Succession Planning and Management
      6. Reasons for a Succession Planning and Management Program (1/3)
      7. Reasons for a Succession Planning and Management Program (2/3)
      8. Reasons for a Succession Planning and Management Program (3/3)
      9. Reasons to Launch Succession Planning and Management Depending on Global Location
      10. The Current Status of Succession Planning: What Research Shows
      11. The Most Famous Question in Succession: To Tell or Not To Tell
      12. Management Succession Planning, Technical Succession Planning, or Social Network Succession Planning: What Are You Planning For?
      13. Best Practices and Approaches
      14. Ensuring Leadership Continuity in Organizations
      15. Summary
    2. Chapter 2 Trends Influencing Succession Planning and Management
      1. The Ten Key Trends (1/3)
      2. The Ten Key Trends (2/3)
      3. The Ten Key Trends (3/3)
      4. What Does All This Mean for Succession Planning and Management?
      5. Summary
    3. Chapter 3 Moving to a State-of-the-Art Approach
      1. Characteristics of Effective Programs
      2. Common Mistakes and Missteps to Avoid (1/3)
      3. Common Mistakes and Missteps to Avoid (2/3)
      4. Common Mistakes and Missteps to Avoid (3/3)
      5. The Life Cycle of Succession Planning and Management Programs: Five Generations
      6. Integrating Whole Systems Transformational Change and Appreciative Inquiry into Succession: What Are These Topics, and What Added Value Do They Bring?
      7. Requirements for a New Approach
      8. Key Steps in a New Approach
      9. 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. Bringing It All Together: Competencies, Values, and Ethics
      14. Summary
  12. 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 SP&M 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 in Where and How to Start
      2. Conducting a Risk Analysis and Building a Commitment to Change
      3. Clarifying Program Roles
      4. Formulating a Mission Statement (1/2)
      5. Formulating a Mission Statement (2/2)
      6. Writing Policy and Procedures
      7. Identifying Target Groups
      8. Clarifying the Roles of the CEO, Senior Managers, and Others
      9. Setting Program Priorities
      10. Addressing the Legal Framework (1/2)
      11. Addressing the Legal Framework (2/2)
      12. Establishing Strategies for Rolling Out the Program
      13. 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 (1/2)
      5. Training on Succession Planning and Management (2/2)
      6. Counseling Managers About Succession Planning Problems in Their Areas
      7. Summary
  13. 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 to Determining Work Requirements in Key Positions
      3. Using Full-Circle, Multirater 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 to Determining Future Work Requirements in Key Positions (1/2)
      3. Three Approaches to Determining Future Work Requirements in Key Positions (2/2)
      4. Assessing Individual Potential: The Traditional Approach (1/2)
      5. Assessing Individual Potential: The Traditional Approach (2/2)
      6. The Growing Use of Assessment Centers and Portfolios
      7. The Latest Issues in Potential Assessment
      8. Summary
  14. PART IV: CLOSING THE DEVELOPMENTAL GAP: OPERATING AND EVALUATING AN SP&M PROGRAM
    1. Chapter 10 Developing Internal Successors
      1. Testing Bench Strength
      2. Formulating Internal Promotion Policy
      3. Preparing Individual Development Plans (1/2)
      4. Preparing Individual Development Plans (2/2)
      5. Evaluating Individual Development Plans
      6. Developing Successors Internally
      7. The Role of Leadership Development Programs
      8. The Role of Coaching
      9. The Role of Executive Coaching
      10. The Role of Mentoring
      11. The Role of Action Learning
      12. The Role of Acceleration Pools
      13. 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, and What Is Selection?
      2. When Should Recruitment Be Used to Source Talent?
      3. Internal Versus External Recruitment: Integrating Job Posting with Succession Planning
      4. Recruiting Talented People from Outside
      5. Innovative Recruitment Approaches to Attract High Potentials
      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. Using a Systematic Approach to Increase the Retention of Talented People
      5. 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 Evaluate and Use Technology Applications
      4. What Specialized Competencies Do SP&M 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 SP&M Programs?
      3. What Should Be Evaluated?
      4. How Should Evaluation Be Conducted?
      5. How Can SP&M Be Evaluated with the Balanced Scorecard and HR Dashboards? (1/2)
      6. How Can SP&M Be Evaluated with the Balanced Scorecard and HR Dashboards? (2/2)
      7. Summary
    7. Chapter 16 The Future of Succession Planning and Management
      1. The Fifteen Predictions (1/5)
      2. The Fifteen Predictions (2/5)
      3. The Fifteen Predictions (3/5)
      4. The Fifteen Predictions (4/5)
      5. The Fifteen Predictions (5/5)
      6. Summary
  15. Appendix I: Frequently Asked Questions (FAQs) About Succession Planning and Management (1/2)
  16. Appendix I: Frequently Asked Questions (FAQs) About Succession Planning and Management (2/2)
  17. Appendix II: Case Studies on Succession Planning and Management (1/7)
  18. Appendix II: Case Studies on Succession Planning and Management (2/7)
  19. Appendix II: Case Studies on Succession Planning and Management (3/7)
  20. Appendix II: Case Studies on Succession Planning and Management (4/7)
  21. Appendix II: Case Studies on Succession Planning and Management (5/7)
  22. Appendix II: Case Studies on Succession Planning and Management (6/7)
  23. Appendix II: Case Studies on Succession Planning and Management (7/7)
  24. Notes (1/4)
  25. Notes (2/4)
  26. Notes (3/4)
  27. Notes (4/4)
  28. Index
    1. A
    2. B
    3. C
    4. D
    5. E
    6. F
    7. G
    8. H
    9. I
    10. J
    11. K
    12. L
    13. M
    14. N
    15. O
    16. P
    17. Q
    18. R
    19. S
    20. T
    21. U
    22. V
    23. W
    24. Y
  29. About the Author

Product information

  • Title: Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within, Fourth Edition
  • Author(s): William J. Rothwell
  • Release date: April 2010
  • Publisher(s): AMACOM
  • ISBN: 9780814414163