Career Development

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 

Career planning and management programs are usually planned by individuals.

They are thus planned from the bottom up. Succession planning and management

programs are usually planned by senior executives, and are thus

planned from the top down. As described elsewhere in the book, the two work

together and should be integrated.

In the future, decision-makers will recognize how important it is to have

both. Their synergistic power is greater than the sum of their individual parts.

For that reason, organizations will revive company-sponsored career-planning

and management programs to empower individuals with greater responsibility

to prepare themselves for the future. This also serves as a double-check on,

and verification of, replacement and succession plans.

The challenge for SP&M program coordinators will be to find ways to

integrate career and succession programs. Exhibit 14-7 lists some important

characteristics of career planning and management programs. Exhibit 14-8

provides an assessment sheet for you to structure your thinking about ways to

integrate career planning and management programs with SP&M programs.

Prediction 8: Succession Planning and Management Will Be Heavily Influenced by