Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within, Volume 1

Front Cover
AMACOM, American Management Association, 2005 - Business & Economics - 400 pages
2 Reviews

"In the seminal first edition of Effective Succession Planning, William J. Rothwell warned that businesses that don't take proactive steps to plan for future talent needs at all levels will face certain disruptions, and even disasters, when key employees retire or are lured away by competitors.

Since then, the landscape has become even more complicated. Many organizations have already felt the effects of an aging workforce as increasing numbers of experienced employees retire, taking with them not only the capacity to do the work but also the accumulated wisdom they have acquired over the years. This serious loss of valuable institutional memory has made it apparent that no organization can afford to be without a strong succession program.

Now in its third edition, Effective Succession Planning is still the most comprehensive and authoritative book on the subject. Updated and expanded to reflect the latest trends and best practices in succession management, the book presents strategies for creating a complete, systematic succession planning program. You'll learn how to:

* Identify competencies and clarify values for both planning and managing a succession program.

* Plan for and quickly fill crucial vacancies at all levels from top management to sales, administrative, technical, and production positions.

* Develop and retain top talent, building and preserving your organization's intellectual capital.

* Assess current needs and future resources for seamless succession planning.

* Use online and other technology tools to organize and implement succession planning and management programs.

This edition includes all-new material reflecting the author's surveys on whole systems transformation; software support packages; tapping retirees to manage succession crises; and more. The book also features a new diagnostic tool to assess specific succession needs, plus illuminating case studies and a CD-ROM with worksheets, assessment tools, and training guides -- everything your organization needs to create, sustain, and evaluate a strong succession planning program."

 

What people are saying - Write a review

LibraryThing Review

User Review  - shdawson - LibraryThing

Great material. Too much to absorb without substantial personal outlining of the book or a much needed improved table to contents by the author. Read full review

LibraryThing Review

User Review  - ebnelson - LibraryThing

Rothwell’s assertion, The continued survival of the organization depends on having the right employees in the right positions at the right time, is very much a truism. But the question is how do you ... Read full review

Contents

ADVANCE ORGANIZER FOR THIS BOOK
1
BACKGROUND INFORMATION ABOUT SUCCESSION PLANNING AND MANAGEMENT
5
WHAT IS SUCCESSION PLANNING AND MANAGEMENT?
7
Defining Succession Planning and Management
10
Distinguishing Succession Planning and Management from Replacement Planning Workforce Planning Talent Management and Human Capital Man...
16
Making the Business Case for Succession Planning and Management
18
Reasons for a Succession Planning and Management Program
20
Best Practices and Approaches
30
Summary
174
ASSESSING THE PRESENT AND THE FUTURE
177
ASSESSING PRESENT WORK REQUIREMENTS AND INDIVIDUAL JOB PERFORMANCE
179
Identifying Key Positions
180
Three Approaches to Determining Work Requirements in Key Positions
184
Using FullCircle Multirater Assessments
189
Appraising Performance and Applying Performance Management
192
Techniques and Approaches
195

Ensuring Leadership Continuity in Organizations
35
Summary
39
TRENDS INFLUENCING SUCCESSION PLANNING AND MANAGEMENT
41
The Ten Key Trends
42
What Does All This Mean for Succession Planning and Management?
54
Summary
55
MOVING TO A STATEOFTHEART APPROACH
56
Five Generations
59
Identifying and Solving Problems with Various Approaches
69
What Are These Topics and What Added Value Do They Bring?
76
Requirements for a FifthGeneration Approach
78
Summary
81
COMPETENCY IDENTIFICATION AND VALUES CLARIFICATION KEYS TO SUCCESSION PLANNING AND MANAGEMENT
82
How Are Competencies Used in Succession Planning and Management?
83
Using Competency Models
85
Identifying and Using Generic and CultureSpecific Competency Development Strategies to Build Bench Strength
86
What Are Values and What Is Values Clarification?
87
How Are Values Used in Succession Planning and Management?
89
Conducting Values Clarification Studies
90
Using Values Clarification
91
LAYING THE FOUNDATION FOR A SUCCESSION PLANNING AND MANAGEMENT PROGRAM
93
MAKING THE CASE FOR MAJOR CHANGE
95
Demonstrating the Need
101
Determining Organizational Requirements
108
Benchmarking Best Practices and Common Business Practices in Other Organizations
113
Obtaining and Building Management Commitment
114
The Key Role of the CEO in the Succession Effort
120
Summary
123
STARTING A SYSTEMATIC PROGRAM
125
Clarifying Program Roles
126
Formulating a Mission Statement
130
Writing Policy and Procedures
136
Identifying Target Groups
138
Clarifying the Roles of the CEO Senior Managers and Others
142
Setting Program Priorities
143
Addressing the Legal Framework
145
Establishing Strategies for Rolling Out the Program
147
Summary
155
REFINING THE PROGRAM
156
Communicating the Action Plan
157
Conducting Succession Planning and Management Meetings
160
Training on Succession Planning and Management
164
Counseling Managers About Succession Planning Problems in Their Areas
172
Thinking Beyond Talent Pools
200
Summary
202
ASSESSING FUTURE WORK REQUIREMENTS AND INDIVIDUAL POTENTIAL
203
The Traditional Approach
210
The Growing Use of Assessment Centers and Portfolios
221
Summary
224
CLOSING THE DEVELOPMENTAL GAP OPERATING AND EVALUATING A SUCCESSION PLANNING AND MANAGEMENT PROGRAM
225
DEVELOPING INTERNAL SUCCESSORS
227
Formulating Internal Promotion Policy
232
Preparing Individual Development Plans
235
Developing Successors Internally
242
The Role of Leadership Development Programs
251
The Role of Coaching
252
The Role of Executive Coaching
253
The Role of Action Learning
255
Summary
256
ASSESSING ALTERNATIVES TO INTERNAL DEVELOPMENT
257
Innovative Approaches to Tapping the Retiree Base
266
Deciding What to Do
269
Summary
271
USING TECHNOLOGY TO SUPPORT SUCCESSION PLANNING AND MANAGEMENT PROGRAMS
272
Where to Apply Technology Methods
277
What Specialized Competencies Do Succession Planning and Management Coordinators Need to Use These Applications?
290
Summary
291
EVALUATING SUCCESSION PLANNING AND MANAGEMENT PROGRAMS
292
What Should Be Evaluated?
293
How Should Evaluation Be Conducted?
296
Summary
307
THE FUTURE OF SUCCESSION PLANNING AND MANAGEMENT
308
The Fifteen Predictions
309
Summary
330
FREQUENTLY ASKED QUESTIONS FAQs ABOUT SUCCESSION PLANNING AND MANAGEMENT
331
CASE STUDIES ON SUCCESSION PLANNING AND MANAGEMENT
337
How Government Plans for Succession
341
How a Nonprofit Organization Plans for Succession
354
Small Business Case
360
Family Business Succession
362
CEO Succession Planning Case
363
NOTES
367
WHATS ON THE CD?
387
INDEX
391
ABOUT THE AUTHOR
Copyright

Other editions - View all

Common terms and phrases

References to this book

All Book Search results »

About the author (2005)

William J. Rothwell is Professor in Charge of Workforce Education and Development on the University Park campus of The Pennsylvania State University, and an internationally respected authority on human resources issues. He is also president of Rothwell & Associates, Inc., a private consulting firm that specializes in all facets of succession planning, management, and related human resources issues. Well known for his extensive and high-profile work in succession management, he is a frequent speaker at conferences and seminars around the world. He is the author of Beyond Training and Development, The Workplace Learner, and dozens of other books. He lives in State College, Pennsylvania.

Bibliographic information