|Edition description:||Fifth Edition|
|Product dimensions:||7.00(w) x 9.90(h) x 1.80(d)|
|Age Range:||18 Years|
About the Author
Read an Excerpt
What Is Succession Planning and Management?
Can You Solve These Succession Problems?
How is your organization handling succession planning and management (SP&M)?
Read the following vignettes and, on a separate sheet, describe how your organization would solve the problem presented in each. If you can offer an effective solution to all the problems in the vignettes, then your organization may already have an effective
SP&M program in place; if not, your organization may have an urgent need to devote more attention to succession issues.
An airplane crashes in the desert, killing all on board. Among the passengers are several top managers of Acme Engineering, a successful consulting firm. When the vice president of human resources at Acme is summoned to the phone to receive the news, she gasps, turns pale, looks blankly at her secretary, and breathlessly voices the first question that enters her mind: ‘‘Now who’s in charge?’’
On the way to a business meeting in Bogota, Colombia, the CEO of Normal Fixtures (a maker of ceramic bathroom fixtures) is seized and held for ransom by freedom fighters. They demand U.S. $1 million within 72 hours for his life, or they will kill him. Members of the corporate board are beside themselves with concern.
Georgina Myers, supervisor of a key assembly line, has just called in sick after two years of perfect attendance. She handles all purchasing and production scheduling in the small plant, and overseeing the assembly line. The production manager, Mary
Rawlings, does not know how the plant will function absent this key employee, who carries in her head essential and proprietary knowledge of production operations. She is sure that production will be lost today because Georgina has no trained backup.
Marietta Diaz was not promoted to supervisor. She is convinced that she is a victim of racial and sexual discrimination. Her manager, Wilson Smith, assures her that that is not the case. He explains his reason to her: ‘‘You just don’t have the skills and experience to do the work. Gordon Hague, who was promoted, already possesses those skills. The decision was based strictly on individual merit and supervisory job requirements.’’ But Marietta remains troubled. How, she wonders, could Gordon have acquired those skills in his previous nonsupervisory job?
Morton Wile is about to retire as CEO of Multiplex Systems. For several years he has been grooming L. Carson Adams as his successor. Adams has held the posts of executive vice president and chief operating officer, and his performance has been exemplary in those positions. Wile has long been convinced that Adams will make an excellent CEO. But, as his retirement date approaches, Wile has recently been hearing questions about his choice. Several division vice presidents and members of the board of directors have asked him privately how wise it is to allow Adams to take over, since (it is whispered) he has had a long-term, high-profile extramarital affair with his secretary and is rumored to be an alcoholic. How, they wonder, can he be chosen to assume the top leadership position when burdened with such personal baggage? Wile is loathe to talk to Adams because he does not want to police anyone’s personal life.
But he is sufficiently troubled to think about initiating an executive search for a CEO
candidate from outside the company.
Linda Childress is general manager of a large consumer products plant in the Midwest.
She has helped her plant weather many storms. The first was a corporatesponsored voluntary early retirement program, which began eight years ago. Because program Linda lost her most experienced workers, and among its effects on the plant were costly work redistributions, retraining, retooling, and automation. The second storm was a forced layoff that occurred five years ago, driven by fierce foreign competition in consumer products. The layoff cost Linda fully one-fourth of her most recently hired workers and many middle managers, professionals, and technical employees.
It also led to a net loss of protected labor groups in the plant’s workforce to a level well below what had taken the company ten years of ambitious efforts to achieve. Other consequences were increasingly aggressive union actions in the plant;
isolated incidents of violence against management personnel by disgruntled workers;
growing evidence of theft, pilferage, and employee sabotage; and skyrocketing absenteeism and turnover rates.
The third storm swept the plant on the heels of the layoff. Just three years ago corporate headquarters announced a company-wide process improvement program.
Its aims were to improve product quality and customer service, build worker involvement and empowerment, reduce scrap rates, and meet competition from abroad.
Although the goals were laudable, the program was greeted with skepticism because it was introduced so soon after the layoff. Many employees—and supervisors—voiced the opinion that ‘‘corporate headquarters is using process improvement to clean up the mess they created by chopping heads first and asking questions about work reallocation later.’’ However, because job security is an issue of paramount importance to everyone at the plant, the external consultant sent by corporate headquarters to introduce the process improvement program received grudging cooperation. But the process improvement initiative has created side effects of its own. One is that executives a middle managers, and supervisors are uncertain about their roles and the results expected of them. Another is that employees, pressured to do better work with fewer resources, are complaining bitterly about compensation or other reward practices they feel do not reflect their increased responsibilities, efforts, or productivity. And a fourth storm is brewing. Corporate executives, it is rumored, are considering moving all production facilities offshore to take advantage of reduced labor and employee health-care insurance costs. Many employees are worried this is really not a rumor but a fact.
Against this backdrop, Linda has noticed that it is becoming more difficult to find backups for hourly workers and to ensure leadership continuity in the plant’s middleand top-management ranks. Although the company has long conducted an annual succession planning and management ritual, in which standardized forms, supplied by corporate headquarters, are sent out to managers by the plant’s human resources department, Linda cannot remember when the forms were used during a talent search. The major reason, Linda believes, is that managers and employees have rarely followed through on the Individual Development Plans (IDPs) established to prepare people for advancement opportunities.
Table of Contents
List of Exhibits
Preface to the Fifth Edition
Advance Organizer for This Book
Quick Start Guide
The Essentials of Succession Planning and Management
Chapter 1 What Is Succession Planning and Management?
Six Ministudies: Can You Solve These Succession Problems?
Defining Succession Planning and Management
Distinguishing Succession Planning and Management from Replacement
Planning, Workforce Planning, Talent Management, and Human Capital
Making the Business Case for Succession Planning and Management
Which Comes First, Talent or Strategy?
Reasons for a Succession Planning and Management Program
Different Reasons to Launch Succession Planning and Management
Depending on Global Location
The Current Status of Succession Planning: What Research Shows
The Most Famous Question in Succession: To Tell or Not To Tell?
Management Succession Planning, Technical Succession Planning, or Social
Network Succession Planning: What Are You Planning For?
Best Practices and Approaches
Ensuring Leadership Continuity in Organizations
Chapter 2 Trends Influencing Succession Planning and Management
The Ten Key Trends
What Does All This Mean for Succession Planning and Management?
Chapter 3 Moving to a State-of-the-Art Approach
The Present Status of Succession Planning Programs
Characteristics of Effective Succession Planning Programs
Common Mistakes and Missteps to Avoid
The Life Cycle of Succession Planning and Management Programs: Five
Identifying and Solving Problems with Various Approaches
Integrating Whole Systems Transformational Change and Appreciative
Inquiry into Succession: What Are These Topics, and What Added Value
Do They Bring?
Requirements for a New Approach
Key Steps in a New Approach
A Second Dimension: Technical Succession Planning
A Third Dimension: Social Relationship Succession Planning
Transition Management and Mergers, Acquisitions, and Takeovers
Chapter 4 Competency Identification, Values Clarification, and Ethics:
Keys to Succession Planning and Management
What Are Competencies?
How Are Competencies Used in Succession Planning and
Conducting Competency Identification Studies
Using Competency Models
Newest Developments in Competency Identification, Modeling, and
What's the Focus: Management or Technical Competencies?
Identifying and Using "Generic" and "Culture-Specific" Competency
Development Strategies to Build Bench Strength
What Are Values, and What Is Values Clarification?
How Are Values Used in Succession Planning and Management?
Conducting Values Clarification Studies
Using Values Clarification
What Are Ethics, and How Are Ethics Used in SP&M?
Bringing It All Together: Competencies, Values, and Ethics
Laying the Foundation for a Succession
Planning and Management Program
Chapter 5 Making the Case for Major Change
Assessing Current Problems and Practices
Demonstrating the Need
Determining Organizational Requirements
Linking Succession Planning and Management Activities to Organizational and Human Resource Strategy
Benchmarking Best Practices and Common Business Practices in Other
Obtaining and Building Management Commitment
The Key Role of the CEO in the Succession Effort
The Key Daily Role of Managers in the Succession Effort
Sustaining Support for the Succession Effort
Chapter 6 Starting a Systematic Program
Strategic Choices of Where to Start and How to Start
Conducting a Risk Analysis and Building a Commitment to Change
Clarifying Program Roles
Formulating a Mission Statement
Writing Policy and Procedures
Identifying Target Groups
Clarifying the Roles of the CEO, Senior Managers, and Others
Setting Program Priorities
Addressing the Legal Framework
Establishing Strategies for Rolling Out the Program
Chapter 7 Refining the Program
Preparing a Program Action Plan
Communicating the Action Plan
Conducting Succession Planning and Management Meetings
Training on Succession Planning and Management
Counseling Managers About Succession Planning Problems in Their
Common SP&M Problems-and Possible Solutions
Assessing the Present and the Future
Chapter 8 Assessing Present Work Requirements and Individual Job
Identifying Key Positions
Three Approaches for Determining Work Requirements in Key
Using Full-Circle, Multi-Rater Assessments
Appraising Performance and Applying Performance Management
Creating Talent Pools: Techniques and Approaches
Thinking Beyond Talent Pools
Chapter 9 Assessing Future Work Requirements and Individual
Identifying Key Positions and Talent Requirements for the Future
Three Approaches for Determining Future Work Requirements in Key
Assessing Individual Potential: The Traditional Approach
A List of Potential Assessment Approaches
Are There Other Ways to Think of Potential Assessment?
Other Issues in Potential Assessment
Closing the "Developmental Gap":
Operating and Evaluating a Succession
Planning and Management Program
Chapter 10 Developing Internal Successors
Using Grids to Guide Management Decision Making
Testing Bench Strength
Talent Review Meetings
Formulating Internal Promotion Policy
Preparing Individual Development Plans
Evaluating Individual Development Plans
Developing Successors Internally
The Importance of an Inventory of Developmental Experiences
Formal, Social, and Informal Learning Experiences to Build
Relating Engagement to Succession Planning and Talent Management
Relating Deployment to Succession Planning and Talent Management
The Role of Leadership Development Programs
The Role of Coaching
The Role of Executive Coaching
The Role of Mentoring
The Role of Action Learning
The Role of Acceleration Pools
Chapter 11 Assessing Alternatives to Internal Development
The Need to Manage for "Getting the Work Done" Rather than "Managing
Innovative Approaches to Tapping the Retiree Base
Deciding What to Do
Chapter 12 Integrating Recruitment with Succession Planning
What Is Recruitment?
When Should Recruitment Be Used to Source Talent?
Internal Versus External Recruitment: Integrating Job Posting with Succession
Recruiting Talented People from Outside
Innovative Approaches to Recruitment
Chapter 13 Integrating Retention with Succession Planning
What Is Retention, and Why Is It Important?
Who Should Be Retained?
What Common Misconceptions Exist in Managing Retention Issues?
Why Onboarding Is Important to Retention
Using a Systematic Approach to Increase the Retention of Talented
Chapter 14 Using Technology to Support Succession Planning and
Defining Online and High-Tech Methods
Where to Apply Technology Methods
How To Evaluate and Use Technology Applications
What Specialized Competencies Do Succession Planning and Management
Coordinators Need to Use These Applications?
Chapter 15 Evaluating Succession Planning and Management
What Is Evaluation?
What Metrics Should Be Used to Evaluate Succession Planning and
What Should Be Evaluated?
How Should Evaluation Be Conducted?
How Can Succession Planning and Talent Management Be Evaluated with the
Balanced Scorecard and HR Dashboards?
Chapter 16 The Future of Succession Planning and Management
The Fifteen Predictions
Appendix I: Selected Websites
Appendix II: Guide for Replacement Planning
Appendix III: Frequently Asked Questions (FAQs) About Succession Planning and Management
About the Author