Summary

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This chapter has offered fifteen predictions about succession planning and

management. In the future, succession planning and management will: (1)

Prompt efforts by decision-makers to find flexible strategies to address future

organizational talent needs; (2) lead to integrated retention policies and procedures

that are intended to identify high-potential talent earlier, retain that

talent, and preserve older high-potential workers; (3) have a global impact; (4)

be influenced increasingly by real-time technological innovations; (5) become

an issue in government agencies, academic institutions, and nonprofit enterprises

in a way never before seen; (6) lead to increasing organizational openness

about possible successors; (7) increasingly be integrated with careerdevelopment

issues; (8) be heavily influenced in the future by concerns about

work/family balance and spirituality; (9) focus increasingly on real-time talentdevelopment

efforts as well as strategic efforts, which center around the role

of managers in daily work with their reports; (10) center as much around

ethical and value-oriented issues as around competency-based issues; (11) become

more fully integrated with selection decisions; (12) focus on leveraging

talent as well as developing it; (13) include alternatives to one-hire-at-a-time

approaches, such as mergers, acquisitions, or takeovers for the purpose of

rapid and broad-based talent acquisition; (14) become closely linked to risk

management and concerns about security; and (15) become associated with

more than management succession.