Summary

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 

When preparing to introduce a systematic succession planning program, begin

by assessing the organization’s current succession planning and management

problems and practices, demonstrating the business need for succession planning

and management, determining the organization’s unique succession

planning and management requirements, linking the succession planning and

management program to the organization’s strategic plans and human resource

plans, benchmarking succession planning and management processes

in other organizations, and obtaining and building management commitment.

This chapter has reviewed these steps and thereby demonstrated ways by

which to make the case for change. The next chapter emphasizes the importance

of clarifying the roles of each level of management in the succession

planning and management program; developing a program mission statement,

policy, and philosophy; identifying target groups; and setting program

priorities.

Exhibit 5-11. Rating Your CEO for His/Her Role in Succession Planning

and Management

Directions: For each item listed in the left column below, check a box in the right

column to indicate whether your organization’s CEO is actively performing successfully.

Be honest.

The CEO of My Organization: Yes No

Takes a hands-on approach to succession issues. _ _

Sets a positive example by choosing his or her own _ _

successor.

Sets a positive example by developing his or her own _ _

successor.

Considers succession issues whenever he or she _ _

makes business decisions of strategic import.

Discusses his or her thinking about succession issues _ _

with others.

Holds managers accountable for succession issues. _ _

Holds managers accountable for developing talent. _ _

Rewards managers for developing talent. _ _

Chairs ‘‘talent shows’’ of the organization in which _ _

the developmental needs of promising people are

discussed and by which senior managers are held accountable

for developing the people they have.

Total Score Number Number

(Add up the yes and no boxes and then insert the of Yes of No

sums where indicated at right. Obviously, the more Boxes Boxes

yes boxes your CEO has, the closer his/her role is to

being successfully engaged in the succession planning

and management efforts of your organization.)