Chat with us, powered by LiveChat American Express Corp Effective Communication Plan Paper | All Paper

All work must be original and in APA format. Please address all elements of the assignment. I have attached some resources for your reference as well as the electronic version of the course text. The organization that I selected is American Express, Corp Internal communication plans can educate employees, relieve stress, and inspire open conversations about an organization’s future. Most importantly, communication plans can help to identify and overcome common succession barriers. Although an effective communication plan is only a small piece of the overall succession puzzle, it is the first proactive step toward laying the foundation for stakeholder collaboration and the alignment of a cohesive, systematic process. If done correctly, communication plans can increase organizational buy-in, reduce resistance, and strengthen succession planning initiatives. In this week’s Assignment, continue to examine barriers to succession planning by applying your analysis to the organization that you selected for your Course Project. In addition, use Chapter 6, “Starting a Systematic Program,” of the course text Effective Succession Planning to formulate a company-wide plan to change the culture of an organization. To successfully complete this Assignment, review Chapter 5, “Making the Case for Major Change” of the course text Effective Succession Planning to determine the strategies human resources (HR) can use to change the succession planning culture of an organization. Finally, synthesize the information from these resources, as well as from the other articles provided in the Learning Resources, and apply them to the scenario below. Scenario Assume that you are the HR manager for the organization that you chose for your Course Project. After the recent earthquakes and tsunamis that have impacted industries around the world, the scholarly conversations on the benefits of succession planning have reached an all-time high. In fact, because of this, your organization has asked you to develop such a plan to safeguard the company’s knowledge and hierarchy of internal workings. The board of directors would like you to set this plan in motion before any changeovers occur due to necessity or as a result of an unforeseen disaster. You are excited about this change in culture, as you have long been a proponent of establishing a succession plan for your organization. You are worried, however, as you know many executives might see this plan in an unfavorable light. As you leave your meeting with the board of directors, you have your first and arguably most difficult step ahead of you. You are to come up with a communication plan that will help both the executives and mid-level employees become comfortable with the idea of succession planning. Your communication plan must educate the organization on mentoring options, as well as possible growth opportunities. You must also explicitly state that HR will use both internal and external recruiting methods to find potential successors to fill the company’s future positions. Finally, the last emphasis of your communication plan must include a positive message, ensuring all employees of the benefits that succession planning can bring, as well as encouraging them to “get involved.” To complete this Assignment, respond to the following in a 3- to 5-page paper: Develop a company-wide succession planning policy and communication plan that effectively changes the organizational culture.Create a list of the top three implementation barriers associated with your organization’s succession plan.Outline the way in which you would address each of these barriers.Solidify the role you would like each member of the triumvirate (HR professional, CEO, and board of directors) to play in this succession plan. For example, should they continue to play the roles you identified in last week’s Assignment, or should their roles be strategically refocused?Support your response by writing a role description for each player.Include a mission statement for your succession plan. (Note: This mission statement should not be the same as the organization’s public mission statement. Instead, it should reflect the purpose of implementing your succession plan. Use Exhibit 6-3, “Worksheet to Formulate a Mission Statement for Succession Planning and Management,” on page 145 of the Rothwell text to guide you during the creation of your mission statement.)Propose two to three goals you hope your plan will achieve. For example, what cultural changes would you like to see?Describe three long-term procedures that support the policies you will need to put into place to help change the organization’s succession planning culture, for example, Dormant’s ABCD model described on pages 124-129 of the course text Effective Succession Planning.Develop the key pieces (noting this is not a full-fledged communications plan) of an effective communication plan.Explain the rationale behind your succession planning initiative.Why are you implementing a new process for identifying successors?How can this enhance the organization’s sustainable, competitive advantage?How will each person in the organization be involved? In addition, how might this new process affect individuals working in the organization?Describe mentoring options, as well as opportunities for growth.Outline at least two internal and two external recruitment methods you aim to use.Include a positive sentiment that will increase buy-in through all levels of your organization.Identify at least three communication methods (e.g., internal memo, town hall meetings, outside news releases, etc.) you would use to underline the importance of both the succession plan and the needed change in organizational culture.





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Ensuring Leadership Continuity and
Building Talent from Within
William J. Rothwell
American Management Association
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covered. It is sold with the understanding that the
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other professional service. If legal advice or other expert
assistance is required, the services of a competent
professional person should be sought.
Library of Congress Cataloging-in-Publication Data
Rothwell, William J.
Effective succession planning : ensuring leadership continuity and building talent from within / William J.
Rothwell.—4th ed.
p. cm.
Includes bibliographical references and index.
ISBN-13: 978-0-8144-1416-3
ISBN-10: 0-8144-1416-8
1. Leadership. 2. Executive succession—United States. 3. Executive ability. 4. Organizational
effectiveness. I. Title.
HD57.7.R689 2010
 2010 William J. Rothwell.
All rights reserved.
Printed in the United States of America.
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written permission of AMACOM, a division of American Management Association, 1601 Broadway,
New York, NY 10019
About AMA
American Management Association ( is a world leader in talent development, advancing
the skills of individuals to drive business success. Our mission is to support the goals of individuals and
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10 9 8 7 6 5 4 3 2 1
To my wife Marcelina, my daughter Candice,
my son Froilan, and my grandson Aden.
You are the people who matter to me!
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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
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
American Management Association
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
American Management Association
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 —
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
American Management Association
Part III
Assessing the Present and the Future
Chapter 8
— 189
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
American Management Association
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
American Management Association
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
A copy of the files on the CD-ROM can be found at
American Management Association
List of Exhibits
Age Distribution of the U.S. Population, Selected Years, 1965–2025 —xxi
U.S. Population by Age, 1965–2025 —xxii
Organization of the Book —xxvii
How General Electric Planned the Succession —7
The Big Mac Succession —10
Demographic Information about Respondents to a 2009 Survey on Succession
Planning and Management: Industries —17
Demographic Information about Respondents to a 2009 Survey on Succession
Planning and Management: Size —17
Demographic Information about Respondents to a 2009 Survey on Succession
Planning and Management: Job Functions of Respondents —18
Reasons for Succession Planning and Management Programs —19
Strategies for Reducing Turnover and Increasing Retention —23
Workforce Reductions Among Survey Respondents —26
Summary of Best Practices on Succession Planning and Management from Several
Research Studies —32
Assessment Questionnaire: How Well Is Your Organization Managing the
Consequences of Trends Influencing Succession Planning and Management? —44
Sarbanes-Oxley Act of 2002 —50
Characteristics of Effective Succession Planning and Management Programs —64
Assessment Questionnaire for Effective Succession Planning and Management —68
Chief Difficulties with Succession Planning and Management Programs —71
Simple Exercise to Dramatize the Need for Succession Planning and
Management —76
Dow Chemical Company’s Formula for Succession —79
The Seven-Pointed Star Model for Systematic Succession Planning and
Management —83
Interview Guide to Collect Corporate-Culture-Specific Competency Development
Strategies —95
Demographic Information About Respondents to 2009 Survey on Succession Planning
and Management: Job Functions of Respondents —107
Importance of Succession Planning and Management —108
American Management Association
List of Exhibits
Making Decisions About Successors in Organizations Without Systematic Succession
Planning and Management —109
5-4. Questionnaire for Assessing the Status of Succession Planning and Management in an
Organization —112
5-5. Worksheet for Demonstrating the Need for Succession Planning and
Management —116
5-6. Interview Guide for Determining the Requirements for a Succession Planning and
Management Program —120
5-7. Interview Guide for Benchmarking Succession Planning and Management
Practices —125
5-8. Opinions of Top Managers About Succession Planning and Management —129
5-9. Opinions of Human Resource Professionals About Succession Planning and
Management —130
5-10. Actions to Build Management Commitment to Succession Planning and
Management —131
5–11. Rating Your CEO for His or Her Role in Succession Planning and Management —134
6-1. Model for Conceptualizing Role Theory —139
6-2. Management Roles in Succession Planning and Management: Grid —141
Worksheet to Formulate a Mission Statement for Succession Planning and
Management —145
Sample Succession Planning and Management Policy —150
Targeted Groups for Succession Planning and Management —152
Activity for Identifying Initial Targets for Succession Planning and Management
Activities —153
Activity for Establishing Program Priorities in Succession Planning and
Management —159
U.S. Labor Laws —161
Worksheet for Preparing an Action Plan to Establish the Succession Planning and
Management Program —171
Sample Outlines for In-House Training on Succession Planning and
Management —179
Worksheet for Writing a Key Position Description —198
Worksheet for Considering Key Issues in Full-Circle, Multirater Assessments —203
Relationship Between Performance Management and Performance Appraisal —206
Approaches to Conducting Employee Performance Appraisal —208
Worksheet for Developing an Employee Performance Appraisal Linked to a Position
Description —211
Worksheet for Environmental Scanning —217
Activity on Organizational Analysis —219
Activity for Preparing Realistic Scenarios to Identify Future Key Positions —220
Activity for Preparing Future-Oriented Key Position Descriptions —221
American Management Association
List of Exhibits
Steps in Conducting Future-Oriented Rapid Results Assessment —223
How to Classify Individuals by Performance and Potential —226
Worksheet for Making Global Assessments —228
Worksheet to Identify Success Factors —229
Individual Potential Assessment Form —230
10-1. Sample Replacement Chart Format: Typical Succession Planning and Management
Inventory for the Organization —243
10-2. Succession Planning and Management Inventory by Position —244
10-3. Talent Shows: What Happens? —247
10-4. Simplified Model of Steps in Preparing Individual Development Plans —251
10-5. Worksheet for Preparing Learning Objectives Based on Individual Development
Needs —253
10-6. Worksheet for Identifying the Resources Necessary to Support Developmental
Experiences —255
10-7. Sample Individual Development Plan —258
10-8. Methods of Grooming Individuals for Advancement —260
10-9. Key Strategies for Internal Development —261
11-1. Deciding When Replacing a Key Job Incumbent Is Unnecessary:
Flowchart —274
11-2. Worksheet for Identifying Alternatives to the Traditional Approach to Succession
Planning and Management —282
11–3. Tool for Contemplating Ten Ways to Tap the Retiree Base —285
12-1. Worksheet to Assess How Often and How Well an Organization Uses Traditional
External Recruiting Sources —291
13-1. Worksheet to Calculate the Cost of Turnover —300
13-2. Worksheet to Compare Your Organization on Best Practices in Employee
Retention —307
14-1. Continua of Online and High-Tech Approaches —310
14-2. Starting Point for a Rating Sheet to Assess Vendors for Succession Planning and
Management Software —312
14-3. Hierarchy of Online and High-Tech Applications for Succession Planning and
Management —316
14-4. Worksheet for Brainstorming When and How to Use Online and High-Tech
Methods —319
15-1. Hierarchy of Succession Planning and Management Evaluation —332
15-2. Guidelines for Evaluating the Succession Planning and Management Program —335
15-3. Worksheet for Evaluating the Succession Planning and Management Program —337
15-4. Sample Incident Report for Succession Planning and Management —338
15-5. Steps for Completing a Program Evaluation of a Succession Planning and Management
Program —340
American Management Association
List of Exhibits
15-6. Checksheet for Conducting a Program Evaluation for the Succession Planning and
Management Program —342
16-1. Worksheet to Structure Your Thinking About Predictions for Succession Planning and
Management in the Future —350
16-2. Worksheet to Structure Your Thinking About Alternative Approaches to Meeting
Succession Needs —355
16-3. Age Distribution of the U.S. Population in 2025 —358
16-4. Age Distribution of the Chinese Population in 2025 —359
Age Distribution of the Population in the United Kingdom in 2025 —359
Age Distribution of the French Population in 2025 —360
Important Characteristics of Career Planning and Management Programs —364
Assessment Sheet for Integrating Career Planning and Management Programs with
Succession Planning and Management Programs —366
American Management Association
Preface to the Fourth Edition
The world moves faster than ever. Since the third edition of this book, many changes
have occurred to shape succession planning and management as well as the related
field of talent management. Just consider the changes:
In the World
‘ The Recession of 2007 and Beyond: As this edition goes to press, unemployment
in the United States has exceeded 9 percent, and the United Nations projects
that the global unemployment rate could climb higher than 6.1 percent. As a
result, some business leaders question whether the time and money devoted
to succession planning and talent management are worth it when layoffs are
‘ The Lingering Aftereffects and Legacy of 9/11: When the World Trade Center
collapsed, 172 corporate vice presidents lost their lives. That tragic event reinforced the message, earlier foreshadowed by the tragic loss of life in Oklahoma
City, Oklahoma, that life is fragile and that talent at all levels is increasingly at
risk in a world where disaster can strike unexpectedly. In a move that would
have been unthinkable ten years ago, some organizations are examining their
bench strength in locations other than their headquarters in New York City,
Washington, or other cities that might be prone to attack if terrorists should
wipe out a whole city through the use of a dirty nuclear wea …
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