By William J. Rothwell
This advisor provides a pragmatic method which guarantees management continuity in doubtful occasions via a proper succession-planning programme. adapted to paintings in the uncertainties of the period of downsizing and reengineering, it is a pragmatic source that offers greater than 60 kinds, worksheets, graphs and different activity aids. The e-book exhibits readers to: hyperlink the objectives in their succession making plans programme to company objectives; formulate forward-thinking inner promoting rules; locate and increase high-potential staff for the long run; goal the required education, schooling and improvement wishes; and care for distinctive concerns, reminiscent of development range into the method and succession making plans the workforce setting.
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Extra resources for Effective succession planning: ensuring leadership continuity and building talent from within
Phone surveys and informal benchmarking. I spoke by phone with vendors of succession planning software and discussed succession planning with HRD professionals in major corporations. 3. Other surveys. I researched other surveys that have been conducted Page xvii on succession planning in recent years and, giving proper credit when due, I summarize key findings of those surveys at appropriate points in the book. 4. A literature search. I conducted an exhaustive literature review on succession planningwith special emphasis on what has been written on the subject over the last five years.
8-3. A simplified model of steps in preparing individual development plans. 8-4. A worksheet for preparing learning objectives based on individual development requirements. 8-5. A worksheet for identifying the resources necessary to support developmental experiences. 8-6. A sample individual development plan. 8-7. Methods of grooming individuals for advancement. 8-8. Key strategies for internal development. 8-9. A comparison of instructional systems design and action learning: contrasting models for use in developing leadership talent.
SOURCE: William J. Rothwell, "Results of a 1993 Survey on Succession Planning Practices," unpublished, The Pennsylvania State University, 1994. 3. To increase the talent pool of promotable employees. Respondents in organizations sponsoring systematic succession planning cite the above as the third most important reason for such planning. Succession planning formalizes the process of preparing people to fill key positions in the future. Of course, the term talent pool may mean a group of individualsrather than one identifiable successorfrom which possible successors for key positions may be selected.
Effective succession planning: ensuring leadership continuity and building talent from within by William J. Rothwell