Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within / Edition 4

Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within / Edition 4

by William J. Rothwell

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ISBN-10: 0814414168

ISBN-13: 9780814414163

Pub. Date: 04/28/2010

Publisher: AMACOM Books

Let’s say tomorrow morning your most valuable executive announced that she was leaving to accept a similar position elsewhere. What if you had to cope with the loss of certain key members of the management team you’ve come to rely on? Are there certain technical or specialized positions at your company with only one person who knows how to do them? Is


Let’s say tomorrow morning your most valuable executive announced that she was leaving to accept a similar position elsewhere. What if you had to cope with the loss of certain key members of the management team you’ve come to rely on? Are there certain technical or specialized positions at your company with only one person who knows how to do them? Is your organization prepared for the loss of your most crucial players? In short: Do you have a rock-solid succession plan in place?

The most comprehensive and authoritative book on the subject, now updated and expanded to reflect the latest trends and best practices, the fourth edition of Effective Succession Planning provides you with the tools and guidance you need to revamp your succession strategy, create and put in place a new one, and arm yourself against the trauma of personnel shakeups…all without missing a beat.

Praise for Previous Editions of Effective Succession Planning:

“...A valuable resource.” — HR Professional

“If you’re leading the succession planning charge in your company, you can find most anything you need to know in this book.” — Training magazine

“Rothwell, through his aggressive research and a systematic approach to succession planning, has developed a guide for today’s leaders and HR managers on how to be prepared to deal with changes in key human capital.” — Patrick E. Gerity, Ph.D., Executive Director, State System University Center for Southwest Pennsylvania

“This book is practical, readable, and highly useful to anyone seeking long-term solutions to the succession planning dilemma.” — Stephen B. King, Ph.D., Executive Director, Leadership and Management Development, Management Concepts

“Dr. Rothwell brings the practices of succession planning into the fifth generation in this new book. Practitioners and others who are faced with planning and implementing state-of-the-art succession planning programs in organizations will find this to be a must-have resource.” — David D. Dubois, Ph.D., President, DuBois & Associates, and author of Competency-Based Performance Improvement

“Rothwell brings succession planning into proper perspective for organizations. From an in-depth strategic viewpoint to an operational, applications-based approach, the author has captured and delivered a compre­hensive approach to succession planning.” — Dr. Robert K. Prescott, SPHR, Director, Management Development Institute, Eckerd College, affiliate of the Center for Creative Leadership

“This book equipped me with the skill set I needed to create and implement an effective succession plan for my organization. I found the activities and practical guides and tips extremely helpful for making my succession planning initiative a reality. This will make a huge difference in our ability to retain and develop our employees.” — Marsha King, Ph.D., Senior Management Development Consultant, Capital One Financial

Product Details

Publication date:
Edition description:
Fourth Edition
Product dimensions:
7.40(w) x 10.00(h) x 2.00(d)
Age Range:
18 Years

Table of Contents


List of Exhibits — xiii

Preface to the Third Edition — xvii

Acknowledgments — xxxi

Advance Organizer for This Book — xxxiii

Quick Start Guide — xxxvii

What’s on the CD? — xxxix

Part I

Background Information About

Succession Planning and Management — 1

Chapter 1 What Is Succession Planning and Management? — 3

Six Ministudies: Can You Solve These Succession Problems? — 3

Defining Succession Planning and Management — 6

Distinguishing SP&M from Replacement Planning, Workforce Planning,

Talent Management, and Human Capital Management — 12

Making the Business Case for Succession Planning and Management — 14

Reasons for a Succession Planning and Management Program — 16

Reasons to Launch Succession Planning and Management Depending on

Global Location — 27

The Current Status of Succession Planning: What Research Shows — 27

The Most Famous Question in Succession: To Tell or Not To Tell — 29

Management Succession Planning, Technical Succession Planning, or Social

Network Succession Planning: What Are You Planning For? — 30

Best Practices and Approaches — 31

Ensuring Leadership Continuity in Organizations — 36

Summary — 41

Chapter 2 Trends Influencing Succession Planning and Management — 42

The Ten Key Trends — 43

What Does All This Mean for Succession Planning and Management? — 56

Summary — 56

Chapter 3 Moving to a State-of-the-Art Approach — 58

Characteristics of Effective Programs — 58

Common Mistakes and Missteps to Avoid — 63

The Life Cycle of Succession Planning and Management Programs: Five

Generations — 75

Integrating Whole Systems Transformational Change and Appreciative

Inquiry into Succession: What Are These Topics, and What Added Value Do They Bring? — 78

Requirements for a New Approach — 82

Key Steps in a New Approach — 83

Summary — 86

Chapter 4 Competency Identification, Values Clarification, and Ethics:

Keys to Succession Planning and Management — 87

What Are Competencies? — 87

How Are Competencies Used in Succession Planning and

Management? — 88

Conducting Competency Identification Studies — 89

Using Competency Models — 90

Newest Developments in Competency Identification, Modeling, and

Assessment — 91

What’s the Focus: Management or Technical Competencies? — 92

Identifying and Using Generic and Culture-Specific Competency

Development Strategies to Build Bench Strength — 93

What Are Values, and What Is Values Clarification? — 94

How Are Values Used in Succession Planning and Management? — 96

Conducting Values Clarification Studies — 96

Using Values Clarification — 97

What Are Ethics, and How Are Ethics Used in SP&M? — 98

Bringing It All Together: Competencies, Values, and Ethics — 100

Summary — 100

Part II

Laying the Foundation for a Succession

Planning and Management Program — 103

Chapter 5 Making the Case for Major Change — 105

Assessing Current Problems and Practices — 105

Demonstrating the Need — 114

Determining Organizational Requirements — 118

Linking SP&M Activities to Organizational and Human Resource Strategy —119

Benchmarking Best Practices and Common Business Practices in Other

Organizations — 123

Obtaining and Building Management Commitment — 128

The Key Role of the CEO in the Succession Effort — 131

The Key Daily Role of Managers in the Succession Effort — 133

Sustaining Support for the Succession Effort — 133

Summary — 135

Chapter 6 Starting a Systematic Program — 136

Strategic Choices in Where and How to Start — 136

Conducting a Risk Analysis and Building a Commitment to Change — 137

Clarifying Program Roles — 139

Formulating a Mission Statement — 142

Writing Policy and Procedures — 149

Identifying Target Groups — 151

Clarifying the Roles of the CEO, Senior Managers, and Others — 155

Setting Program Priorities — 157

Addressing the Legal Framework — 158

Establishing Strategies for Rolling Out the Program — 167

Summary — 168

Chapter 7 Refining the Program — 169

Preparing a Program Action Plan — 169

Communicating the Action Plan — 170

Conducting Succession Planning and Management Meetings — 173

Training on Succession Planning and Management — 177

Counseling Managers About Succession Planning Problems in

Their Areas — 185

Summary — 188

Part III

Assessing the Present and the Future — 189

Chapter 8 Assessing Present Work Requirements and Individual Job

Performance — 191

Identifying Key Positions — 192

Three Approaches to Determining Work Requirements in Key

Positions — 196

Using Full-Circle, Multirater Assessments — 201

Appraising Performance and Applying Performance Management — 204

Creating Talent Pools: Techniques and Approaches — 207

Thinking Beyond Talent Pools — 212

Summary — 214

Chapter 9 Assessing Future Work Requirements and Individual

Potential — 215

Identifying Key Positions and Talent Requirements for the Future — 215

Three Approaches to Determining Future Work Requirements in Key

Positions — 218

Assessing Individual Potential: The Traditional Approach — 224

The Growing Use of Assessment Centers and Portfolios — 233

The Latest Issues in Potential Assessment — 236

Summary — 237

Part IV

Closing the Developmental Gap:

Operating and Evaluating an SP&M

Program — 239

Chapter 10 Developing Internal Successors — 241

Testing Bench Strength — 242

Formulating Internal Promotion Policy — 246

Preparing Individual Development Plans — 249

Evaluating Individual Development Plans — 257

Developing Successors Internally — 257

The Role of Leadership Development Programs — 265

The Role of Coaching — 265

The Role of Executive Coaching — 267

The Role of Mentoring — 268

The Role of Action Learning — 270

The Role of Acceleration Pools — 270

Summary — 271

Chapter 11 Assessing Alternatives to Internal Development — 272

The Need to Manage for ‘‘Getting the Work Done’’ Rather than ‘‘Managing

Succession’’ — 272

Innovative Approaches to Tapping the Retiree Base — 281

Deciding What to Do — 284

Summary — 286

Chapter 12 Integrating Recruitment with Succession Planning — 287

What Is Recruitment, and What Is Selection? — 287

When Should Recruitment Be Used to Source Talent? — 288

Internal Versus External Recruitment: Integrating Job Posting with Succession

Planning — 289

Recruiting Talented People from Outside — 290

Innovative Recruitment Approaches to Attract High Potentials — 293

Summary — 296

Chapter 13 Integrating Retention with Succession Planning — 298

What Is Retention, and Why Is It Important? — 298

Who Should Be Retained? — 299

What Common Misconceptions Exist in Managing Retention Issues? — 303

Using a Systematic Approach to Increase the Retention of Talented

People — 305

Summary — 306

Chapter 14 Using Technology to Support Succession Planning and

Management Programs — 309

Defining Online and High-Tech Methods — 309

Where to Apply Technology Methods — 315

How to Evaluate and Use Technology Applications — 315

What Specialized Competencies Do SP&M Coordinators Need to Use These

Applications? — 327

Summary — 328

Chapter 15 Evaluating Succession Planning and Management

Programs — 329

What Is Evaluation? — 329

What Metrics Should Be Used to Evaluate SP&M Programs? — 330

What Should Be Evaluated? — 331

How Should Evaluation Be Conducted? — 334

How Can SP&M Be Evaluated with the Balanced Scorecard and HR

Dashboards? — 339

Summary — 347

Chapter 16 The Future of Succession Planning and Management — 348

The Fifteen Predictions — 349

Summary — 370

Appendix I: Frequently Asked Questions (FAQs) About Succession Planning and Management — 371

Appendix II: Case Studies on Succession Planning and Management — 377

Notes — 409

Index — 429

About the Author — 447

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