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

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

HarperCollins Focus






15 a 20 dias

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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 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 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? Bringing 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 Deploym ent 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 Versus 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 Evaluate and Use 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 Fifteen Predictions Summary Appendix I: Selected Websites Appendix II: Guide for Replacement Planning Appendix III: Frequently Asked Questions (FAQs) About Succession Planning and Management Notes About the Author Index
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