Cover -- Title -- Contents -- List of Exhibits -- Preface to the Fifth Edition -- Acknowledgments -- Advance Organizer for This Book -- Quick Start Guide -- Part I: The Essentials of 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 Succession Planning and Management from Replacement Planning, Workforce Planning, Talent Management, and Human Capital Management -- 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 -- 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 -- 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 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.

A Second Dimension: Technical Succession Planning -- A Third Dimension: Social Relationship Succession Planning -- Transition Management and Mergers, Acquisitions, and Takeovers -- 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? -- ing 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 Succession Planning and Management 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 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 -- 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 -- Common SP&M Problems-and Possible Solutions -- Summary -- Part III: Assessing the Present and the Future -- Chapter 8 Assessing Present Work Requirements and Individual Job Performance -- Identifying Key Positions -- Three Approaches for Determining Work Requirements in Key Positions -- Using Full-Circle, Multi-Rater 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 for Determining Future Work Requirements in Key Positions -- 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 -- Summary -- Part IV: 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 Competence -- 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 -- 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? -- When Should Recruitment Be Used to Source Talent? -- Internal vs. External Recruitment: Integrating Job Posting with Succession Planning -- Recruiting Talented People from Outside -- Innovative Approaches to Recruitment -- 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? -- Why Onboarding Is Important to Retention -- 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 Use and Evaluate Technology Applications -- What Specialized Competencies Do Succession Planning and Management 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 Succession Planning and Management Programs? -- 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? -- Summary -- Chapter 16 The Future of Succession Planning and Management -- The 15 Predictions -- Summary -- Appendix I: Selected Websites -- Appendix II: A Guide for Replacement Planning -- Appendix III: Frequently Asked Questions (FAQs) About Succession Planning and Management -- Notes -- Index -- A -- B -- C -- D -- E -- F -- G -- H -- I -- J -- K -- L -- M -- N -- O -- P -- Q -- R -- S -- T -- U -- V -- W -- Y -- Z -- About the Author -- Free Sample Excerpt from High-Impact Human Capital Strategy by Jack J. Phillips and Patricia Pulliam Phillips -- Copyright.