Effective Succession Planning William J. Rothwell
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- Annotation
- CONTENTS
- PREFACE TO THE THIRD EDITION
- Changes in Succession Planning
- The Purpose of This Book
- Sources of Information
- The Scheme of This Book
- ACKNOWLEDGMENTS
- ADVANCE ORGANIZER FOR THIS BOOK
- P A R T I BACKGROUND INFORMATION ABOUT SUCCESSION PLANNING AND MANAGEMENT
- C H A P T E R 1 WHAT I S SUCCESSION PLANNING AND MANAGEMENT?
- Vignette 1
- Vignette 2
- Vignette 3
- Vignette 4
- Vignette 5
- Vignette 6
- Succession Planning and Management and Human Capital Management
- Reasons for a Succession Planning and Management Program
- Reason 8: Improve Employee Morale
- Timing
- Planning
- Scope
- Degree of Dissemination
- Amount of Individual Discretion
- Ensuring Leadership Continuity in Organizations
- Traditional Approaches
- Alternative Approaches
- Summary
- C H A P T E R 2 TRENDS INFLUENCING SUCCESSION PLANNING AND MANAGEMENT
- Interpreting the Score
- Government
- Nonprofit
- Small or Family Business
- C H A P T E R 3 MOVING TO A STATE-OF-THE-ART APPROACH
- Characteristics of Effective Programs
- Other Characteristics
- The Life Cycle of Succession Planning and Management
- Programs: Five Generations
- The Assessment Questionnaire
- Total
- Planning and Management
- Identifying and Solving Problems with Various Approaches
- Problem 1: Lack of Support
- Problem 2: Corporate Politics
- Problem 3: Quick-Fix Attitudes
- Problem 4: Low Visibility
- Problem 5: The Rapid Pace of Organizational Change
- Problem 6: Too Much Paperwork
- Problem 7: Too Many Meetings
- Integrating Whole Systems Transformational Change and Appreciative Inquiry into Succession: What Are These
- What Is Whole Systems Transformational Change, and How Can It Have a Bearing on SP&M?
- What Is Appreciative Inquiry, and How Can It Have a Bearing
- Requirements for a Fifth-Generation Approach
- Key Steps in a Fifth-Generation Approach
- Step 2: Assess Present Work/People Requirements
- Step 3: Appraise Individual Performance
- Step 4: Assess Future Work/People Requirements
- Step 5: Assess Future Individual Potential
- Step 6: Close the Developmental Gap
- Step 7: Evaluate the Succession Planning Program
- C H A P T E R 4 COMPETENCY IDENTIFICATION AND VALUES CLARIFICATION: KEYS TO SUCCESSION PLANNING AND MANAGEMENT
- What Are Competencies?
- How Are Competencies Used in Succession Planning and Management?
- Conducting Competency Identification Studies
- Using Competency Models
- New Developments in Competency Identification, Modeling, and Assessment
- Identifying and Using Generic and Culture-Specific
- What Are Values, and What Is Values Clarification?
- How Are Values Used in Succession Planning and Management?
- A Simple Approach: Top Management Values Clarification
- A More Complicated Approach: Values Clarification from Top Performers
- Bringing It All Together: Competencies and Values
- Summary
- P A R T I I LAYING THE FOUNDATION FOR A SUCCESSION PLANNING AND MANAGEMENT PROGRAM
- C H A P T E R 5 MAKING THE CASE FOR MAJOR CHANGE
- Assessing Current Problems
- Send Out an Electronic Mail Question
- Conduct a Written Survey
- Demonstrating the Need
- The Survey
- Hitchhiking on Crises
- Seizing Opportunities
- Planning and Management
- Determining Organizational Requirements
- Linking Succession Planning and Management Activities to Organizational and Human Resource Strategy
- Linking Organizational Strategy and Succession Planning and Management
- Linking Human Resource Strategy and Succession Planning and Management
- Benchmarking Best Practices and Common Business
- Practices in Other Organizations
- Obtaining and Building Management Commitment
- Management Practices
- Summary
- C H A P T E R 6 STARTING A SYSTEMAT I C PROGRAM
- Conducting a Risk Analysis and Building a Commitment to Change
- Clarifying Program Roles
- Understanding Roles
- What Is a Mission Statement?
- How Is a Mission Statement Prepared?
- Identifying Target Groups
- Clarifying the Roles of the CEO, Senior Managers, and
- The Role of Individuals
- Addressing the Legal Framework
- Summary
- C H A P T E R 7 REFINING THE PROGRAM
- Preparing a Program Action Plan
- Components of an Effective Action Plan
- How to Establish the Action Plan
- Communicating the Action Plan
- Problems in Communicating
- Ensuring Attendance at Training: A Key Issue
- Counseling Managers About Succession Planning Problems in Their Areas
- Who Should Conduct the Sessions?
- Essential Requirements for Effective Counseling Sessions
- Summary
- P A R T I I I ASSESSING THE PRESENT AND THE FUTURE
- C H A P T E R 8 ASSESSING PRESENT WORK REQUIREMENTS AND INDIVIDUAL JOB PERFORMANCE
- Identifying Key Positions
- Identifying Key Positions
- By Organization Charting
- By Questioning
- By Network Charting
- By Combination
- Three Approaches to Determining Work Requirements in Key Positions
- How Is Position Analysis Conducted?
- Using Full-Circle, Multirater Assessments
- Questions to Consider
- Appraising Performance and Applying Performance Management
- Defining Performance Appraisal
- Thinking Beyond Talent Pools
- Summary
- C H A P T E R 9 ASSESSING FUTURE WORK REQUIREMENTS AND INDIVIDUAL POTENTIAL
- Identifying Key Positions and Talent Requirements for the Future
- Applying Environmental Scanning
- Applying Organizational Analysis
- Competencies Should Job Incumbents Possess/Demonstrate?
- Assessing Individual Potential: The Traditional Approach
- What Is Individual Potential Assessment?
- What Is a High Potential?
- Identifying High Potentials
- Global Assessment
- Names Titles Time in Present Positions
- Participative Individual Potential Assessment
- Empowered Individual Potential Assessment
- Assessment Centers
- Summary
- P A R T I V CLOSING THE ‘‘DEVELOPMENTAL GAP’’: OPERATING AND EVALUATING A SUCCESSION PLANNING AND MANAGEMENT PROGRAM
- C H A P T E R 1 0 DEVELOPING INTERNAL SUCCESSORS
- Testing Bench Strength
- What Is Bench Strength?
- Approaches to Testing Bench Strength
- By Replacement Charting
- By Questioning
- By Evidence
- By Combination
- Managing Talent Shows
- Phase I: Preparation
- Phase II: The Meeting
- Phase III: The Follow-Up
- Formulating Internal Promotion Policy
- Essential Components of an Internal Promotion Policy
- The Importance of Job Posting
- Preparing Individual Development Plans
- What Is an Individual Development Plan?
- How Are Individual Development Plans Prepared?
- Step 3: Diagnose Learning Needs
- Qualify for Advancement Objectives
- Step 7: Specify How the Evidence Will Be Validated
- Step 9: Carry Out the Contract
- Step 10: Evaluate Learning and Outcomes
- Developing Successors Internally
- Objectives Evaluation Approach
- The Role of Coaching
- The Role of Executive Coaching
- The Role of Action Learning
- Summary
- C H A P T E R 1 1 ASSESSING ALTERNATIVES TO INTERNAL DEVELOPMENT
- The Need to Manage for ‘‘Getting the Work Done’’ Rather than ‘‘Managing Succession’’
- Question 1: Is the Key Position No Longer Necessary?
- Question 2: Can a Key Position Be Rendered Unnecessary by Finding New Ways to Achieve Comparable Results?
- Question 3: Can a Key Position Be Rendered Unnecessary by Redistributing the Duties to
- Question 4: Can a Key Position Be Rendered Unnecessary by Reallocating the Duties to
- Question 5: Can a Key Position Be Rendered Unnecessary by Outsourcing the Work?
- Question 6: Can a Key Position Be Rendered Unnecessary by Using Flexible Staffing
- Innovative Approaches to Tapping the Retiree Base
- Summary
- C H A P T E R 1 2 USING TECHNOLOGY TO SUPPORT SUCCESSION PLANNING AND MANAGEMENT PROGRAMS
- Defining Online and High-Tech Methods
- How to Evaluate and Use Technology Applications
- A Hierarchy of Applications
- Formulating Policy, Procedures, and Action Plans
- Assessing Present Work Requirements
- Evaluating Current Employee Performance
- Determining Future Work Requirements
- Assessing Potential
- Evaluating the Program
- Other Applications
- Summary
- C H A P T E R 1 3 EVALUATING SUCCESSION PLANNING AND MANAGEMENT PROGRAMS
- What Is Evaluation?
- Key Questions Governing Evaluation
- Periodic Evaluation
- Summary
- C H A P T E R 1 4 THE FUTURE OF SUCCESSION PLANNING AND MANAGEMENT
- Organizational Talent Needs
- Needs
- Organizational Openness
- Career Development
- Concerns about Work/Family Balance and Spirituality
- Summary
- A P P E N D I X I
- A P P E N D I X I I
- Notes
- References
- NOTES
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