Chat with us, powered by LiveChat The Problems in Succession Planning | All Paper
+1(978)310-4246 credencewriters@gmail.com
  

As we all know by now, hindsight is twenty-twenty, but it is possible to turn your hindsight into foresight.–Ellen MooreThe above quote is true for a broad array of situations and processes, including succession planning. Whether it is anticipated retirements and resignations or unexpected emergencies and disasters, it is vitally important for organizations to have a succession plan. Unfortunately, succession planning, like most processes established in an organization, tends to arise out of necessity. In fact, many organizations experience serious succession problems before implementing the very safeguards that could have protected them. When this happens, organizational leaders can turn their hindsight into foresight by using their understanding of what went wrong to create a more effective succession plan for the future. In this week’s Assignment, you examine how succession plans could have helped organizations before serious succession problems occurred.For this Assignment, review the six vignettes presented on pages 3 and 4 of the course text Effective Succession Planning. As you review each of these vignettes, assume that you are the lead human resources (HR) professional for the organizations depicted in the vignettes. After you have reflected on each vignette, select one on which to conduct an analysis that focuses on the needs for formalized succession plans.To complete this Assignment, respond to the following four points in a 3- to 4-page paper:1. Define the problem. Describe the vignette that you selected. Describe at least two ways this vignette depicts an organization with a flawed or nonexistent succession plan. Predict at least two ways the problem affects the sustainability of the organization.2. Identify the cause. Could an effective succession plan have reduced the likelihood of this specific consequence from occurring?o If yes, justify your response by describing at least one way a succession plan could have addressed this issue before it escalated to the problem(s) portrayed in the vignette.o If no, why do you feel that in this vignette a succession plan would not have addressed this issue before it escalated? Would a succession plan have assisted in some of the fallout from this situation, other than the underlying issue? What actions, outside of succession planning, could the organization have taken to avoid this undesirable consequence? Justify your position.3. Correct the failure. Describe at least three succession planning best practices you could implement to immediately remedy the negative consequences of the problem described in this vignette.4. Prevent future problems. Describe at least three succession management best practices you could implement to mitigate the chances of this undesired problem reoccurring. In developing a future succession planning culture, which approach might you take—a traditional or an alternative approach?o Justify your answer using specific examples of how this approach would benefit the organization depicted in the vignette.All work must be original and in APA format. I have included more resources for your reference. The course text is also attached for your reference.
effective_succession_planning_text_forth_edition.pdf

executive_selection_is_a_process.pdf

hit_by_a_bus.pdf

Unformatted Attachment Preview

Effective
Succession
Planning
jjj
F O U RT H E D I T I O N
This page intentionally left blank
Effective
Succession
Planning
F O U RT H E D I T I O N
Ensuring Leadership Continuity and
Building Talent from Within
William J. Rothwell
American Management Association
New York • Atlanta • Brussels • Chicago • Mexico City • San Francisco
Shanghai • Tokyo • Toronto • Washington, D.C.
Bulk discounts available. For details visit:
www.amacombooks.org/go/specialsales
Or contact special sales:
Phone: 800-250-5308
Email: specialsls@amanet.org
View all the AMACOM titles at:
www.amacombooks.org
This publication is designed to provide accurate and
authoritative information in regard to the subject matter
covered. It is sold with the understanding that the
publisher is not engaged in rendering legal, accounting, or
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
658.4⬘092—dc22
2009032036
 2010 William J. Rothwell.
All rights reserved.
Printed in the United States of America.
This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in
any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior
written permission of AMACOM, a division of American Management Association, 1601 Broadway,
New York, NY 10019
About AMA
American Management Association (www.amanet.org) 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
organizations through a complete range of products and services, including classroom and virtual seminars,
webcasts, webinars, podcasts, conferences, corporate and government solutions, business books and research.
AMA’s approach to improving performance combines experiential learning—learning through doing—with
opportunities for ongoing professional growth at every step of one’s career journey.
Printing number
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!
This page intentionally left blank
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
Chapter 1
—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
www.amanet.org
vii
Contents
viii
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
www.amanet.org
Contents
ix
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
American Management Association
www.amanet.org
Contents
x
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
www.amanet.org
Contents
xi
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
www.amanet.org
Contents
xii
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
www.amacombooks.org/go/EffectSuccessPlng
American Management Association
www.amanet.org
List of Exhibits
P-1.
Age Distribution of the U.S. Population, Selected Years, 1965–2025 —xxi
P-2.
P-3.
1-1.
1-2.
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
1-3.
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
1-4.
1-5.
1-6.
1-7.
1-8.
1-9.
2-1.
2-2.
3-1.
3-2.
3-3.
3-4.
3-5.
3-6.
4–1.
5-1.
5-2.
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
www.amanet.org
xiii
List of Exhibits
xiv
5-3.
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
6-3.
6-4.
Worksheet to Formulate a Mission Statement for Succession Planning and
Management —145
Sample Succession Planning and Management Policy —150
6-5.
6-6.
Targeted Groups for Succession Planning and Management —152
Activity for Identifying Initial Targets for Succession Planning and Management
Activities —153
6-7.
Activity for Establishing Program Priorities in Succession Planning and
Management —159
6-8.
7-1.
U.S. Labor Laws —161
Worksheet for Preparing an Action Plan to Establish the Succession Planning and
Management Program —171
7-2.
Sample Outlines for In-House Training on Succession Planning and
Management —179
8-1.
Worksheet for Writing a Key Position Description —198
8-2.
Worksheet for Considering Key Issues in Full-Circle, Multirater Assessments —203
8-3.
Relationship Between Performance Management and Performance Appraisal —206
8-4.
Approaches to Conducting Employee Performance Appraisal —208
8-5.
Worksheet for Developing an Employee Performance Appraisal Linked to a Position
Description —211
9-1.
Worksheet for Environmental Scanning —217
9-2.
Activity on Organizational Analysis —219
9-3.
Activity for Preparing Realistic Scenarios to Identify Future Key Positions —220
9-4.
Activity for Preparing Future-Oriented Key Position Descriptions —221
American Management Association
www.amanet.org
List of Exhibits
xv
9-5.
Steps in Conducting Future-Oriented Rapid Results Assessment —223
9-6.
How to Classify Individuals by Performance and Potential —226
9-7.
Worksheet for Making Global Assessments —228
9-8.
Worksheet to Identify Success Factors —229
9-9.
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
www.amanet.org
List of Exhibits
xvi
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
16-5.
16-6.
16-7.
16-8.
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
www.amanet.org
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
increasing.
‘ 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 …
Purchase answer to see full
attachment

error: Content is protected !!