Table of Contents

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