Cover -- Half title -- Title -- Copyright -- Dedication -- Contents -- List of Exhibits -- Preface to the Third Edition -- Acknowledgments -- Advance Organizer for This Book -- Quick Start Guide -- What's on the CD? -- Part I Background Information About Succession Planning and Management -- Chapter 1 What Is Succession Planning and Management? -- Six Ministudies: Can You Solve These Succession Problems? -- Defining Succession Planning and Management -- Distinguishing SP&M from Replacement Planning, Workforce Planning, Talent Management, and Human Capital Management -- Making the Business Case for Succession Planning and Management -- Reasons for a Succession Planning and Management Program -- 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 -- Summary -- Chapter 2 Trends Influencing Succession Planning and Management -- The Ten Key Trends -- What Does All This Mean for Succession Planning and Management? -- Summary -- Chapter 3 Moving to a State-of-the-Art Approach -- Characteristics of Effective Programs -- Common Mistakes and Missteps to Avoid -- The Life Cycle of Succession Planning and Management Programs: Five Generations -- 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 -- Summary -- 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 Management? -- Conducting Competency Identification Studies -- Using Competency Models -- Newest Developments in Competency Identification, Modeling, and Assessment -- 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 -- Summary -- Part II 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 SP&M Activities to Organizational and Human Resource Strategy -- Benchmarking Best Practices and Common Business Practices in Other Organizations -- 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 -- Summary -- Chapter 6 Starting a Systematic Program -- Strategic Choices in Where 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 -- Summary -- 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 Areas -- Summary -- Part III Assessing the Present and the Future -- Chapter 8 Assessing Present Work Requirements and Individual Job Performance -- Identifying Key Positions -- Three Approaches to Determining Work Requirements in Key Positions -- Using Full-Circle, Multirater Assessments -- Appraising Performance and Applying Performance Management -- Creating Talent Pools: Techniques and Approaches -- Thinking Beyond Talent Pools -- Summary -- Chapter 9 Assessing Future Work Requirements and Individual Potential -- Identifying Key Positions and Talent Requirements for the Future -- Three Approaches to Determining Future Work Requirements in Key Positions -- Assessing Individual Potential: The Traditional Approach -- The Growing Use of Assessment Centers and Portfolios -- The Latest Issues in Potential Assessment -- Summary -- Part IV Closing the Developmental Gap: Operating and Evaluating an SP&M Program -- Chapter 10 Developing Internal Successors -- Testing Bench Strength -- Formulating Internal Promotion Policy -- Preparing Individual Development Plans -- Evaluating Individual Development Plans -- Developing Successors Internally -- 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 -- Summary -- Chapter 11 Assessing Alternatives to Internal Development -- The Need to Manage for "Getting the Work Done" Rather than "Managing Succession" -- Innovative Approaches to Tapping the Retiree Base -- Deciding What to Do -- Summary.

Chapter 12 Integrating Recruitment with Succession Planning -- What Is Recruitment, and What Is Selection? -- When Should Recruitment Be Used to Source Talent? -- Internal Versus External Recruitment: Integrating Job Posting with Succession Planning -- Recruiting Talented People from Outside -- Innovative Recruitment Approaches to Attract High Potentials -- Summary -- 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? -- Using a Systematic Approach to Increase the Retention of Talented People -- Summary -- Chapter 14 Using Technology to Support Succession Planning and Management Programs -- Defining Online and High-Tech Methods -- Where to Apply Technology Methods -- How to Evaluate and Use Technology Applications -- What Specialized Competencies Do SP&M Coordinators Need to Use These Applications? -- Summary -- Chapter 15 Evaluating Succession Planning and Management Programs -- What Is Evaluation? -- What Metrics Should Be Used to Evaluate SP&M Programs? -- What Should Be Evaluated? -- How Should Evaluation Be Conducted? -- How Can SP&M Be Evaluated with the Balanced Scorecard and HR Dashboards? -- Summary -- Chapter 16 The Future of Succession Planning and Management -- The Fifteen Predictions -- Summary -- Appendix I: Frequently Asked Questions (FAQs) About Succession Planning and Management -- Appendix II: Case Studies on Succession Planning and Management -- Notes -- Index -- About the Author.