Effective Succession Planning
Ensuring Leadership Continuity and Building Talent from Within
Author: William J. Rothwell
Pub Date: November 2015
Print Edition: $69.95
Print ISBN: 9780814449158
Page Count: 512
Edition: Fifth Edition
e-Book ISBN: 9780814449165
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Table of Contents
List of Exhibits
Preface to the Fifth Edition
Advance Organizer for This Book
Quick Start Guide
The Essentials of Succession Planning
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
About the Author
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