Effective succession planning

Cover
Title
Contents
List of Exhibits
Preface to the Fifth Edition
Acknowledgments
Advance Organizer for This Book
Quick Start Guide
Part I: 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 Management
		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
		Summary
	Chapter 2 Trends Influencing Succession Planning and Management
		The Ten Key Trends
		What Does All This Mean for Succession Planning and Management?
		Summary
	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 Generations
		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
		Summary
	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 Management?
		Conducting Competency Identification Studies
		Using Competency Models
		Newest Developments in Competency Identification, Modeling, and Assessment
		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?
		ing It All Together: Competencies, Values, and Ethics
		Summary
Part II: 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 Organizations
		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
		Summary
	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
		Summary
	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 Areas
		Common SP&M Problems—and Possible Solutions
		Summary
Part III: Assessing the Present and the Future
	Chapter 8 Assessing Present Work Requirements and Individual Job Performance
		Identifying Key Positions
		Three Approaches for Determining Work Requirements in Key Positions
		Using Full-Circle, Multi-Rater Assessments
		Appraising Performance and Applying Performance Management
		Creating Talent Pools: Techniques and Approaches
		Thinking Beyond Talent Pools
		Summary
	Chapter 9 Assessing Future Work Requirements and Individual Potential
		Identifying Key Positions and Talent Requirements for the Future
		Three Approaches for Determining Future Work Requirements in Key Positions
		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
		Summary
Part IV: 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 Competence
		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
		Summary
	Chapter 11 Assessing Alternatives to Internal Development
		The Need to Manage for ''Getting the Work Done'' Rather Than ''Managing Succession''
		Innovative Approaches to Tapping the Retiree Base
		Deciding What to Do
		Summary
	Chapter 12 Integrating Recruitment with Succession Planning
		What Is Recruitment?
		When Should Recruitment Be Used to Source Talent?
		Internal vs. External Recruitment: Integrating Job Posting with Succession Planning
		Recruiting Talented People from Outside
		Innovative Approaches to Recruitment
		Summary
	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 People
		Summary
	Chapter 14 Using Technology to Support Succession Planning and Management Programs
		Defining Online and High-Tech Methods
		Where to Apply Technology Methods
		How to Use and Evaluate Technology Applications
		What Specialized Competencies Do Succession Planning and Management Coordinators Need to Use These Applications?
		Summary
	Chapter 15 Evaluating Succession Planning and Management Programs
		What Is Evaluation?
		What Metrics Should Be Used to Evaluate Succession Planning and Management Programs?
		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?
		Summary
	Chapter 16 The Future of Succession Planning and Management
		The 15 Predictions
		Summary
Appendix I: Selected Websites
Appendix II: A Guide for Replacement Planning
Appendix III: Frequently Asked Questions (FAQs) About Succession Planning and Management
Notes
Index
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About the Author
Free Sample Excerpt from High-Impact Human Capital Strategy by Jack J. Phillips and Patricia Pulliam Phillips
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