By Combination

К оглавлению
1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 
17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 
34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 
51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 
68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 
85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100 101 
102 103 104 105 106 107 108 109 110 111 112 113 114 115 116 117 118 
119 120 121 122 123 124 125 126 127 128 129 130 131 132 133 134 135 
136 137 138 139 140 141 142 143 144 145 146 147 148 149 150 151 152 
153 154 155 156 157 158 159 160 161 162 163 164 165 166 167 168 169 
170 171 172 173 174 175 176 177 178 179 180 181 182 183 184 185 186 
187 188 189 190 191 192 193 194 195 196 197 198 199 200 201 202 203 
204 205 206 207 208 209 210 211 212 213 214 215 

Use a combination of the methods identified above to assess bench strength.

Note the percentage of holes. Feed that information back to decision-makers

to dramatize the value and importance of the SP&M program.

Exhibit 10-2. Succession Planning and Management Inventory by Position

Key

Title

Name of Incumbent

Age Service Time in

Position Salary

Performance Readiness

Potential

Performance Rating Definition

X New—in position less than three months. Not evaluated.

1 Unsatisfactory results and performance.

2 Marginal—does not meet requirements of position (with learning

discounted). Attitude and/or initiative not acceptable.

Remedial action indicated.

3 Satisfactory—generally meets job requirements but room for improvement.

If in a major learning phase, considerable room for improvement.

4 Above average—surpasses overall job requirements but lacks strength in

some areas.

5 Superior—some elements of performance may rate as exceptional, but

overall performance falls below an exceptional rating.

6 Exceptional—general all-around excellence in quality/quantity of work,

initiative, self-development, new ideas, and attitude. Rapid learner.

Potential

A Outstanding—can advance two levels above present position.

B Considerable—can advance at least one level above present position

and/or assume substantial added responsibility at present level.

C Some—can assume added responsibilities at present level.

D Limited—at or near capacity in present position.

E Key capacity in current position—vital technical knowledge precludes

movement.

X New—in position less than three months. Not evaluated.

Readiness

R/O Qualified to move now.

R1 Within one to two years.

R2 Within two to four years.

N/A Current level appropriate.

Source: Norman H. Carter, ‘‘Guaranteeing Management’s Future through Succession Planning,’’ Journal of Information Systems

Management (Summer 1986), 20. Used by permission of the Journal of Information Systems Management.