Systematic succession planning : building leadership from within /

Read and learn the difference between replacement planning and succession planning, how to develop a succession plan for each work group, why key positions may not be obvious and may not always be at the top, and how to evaluate individuals for future opportunities.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Wolfe, Rebecca Luhn
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Menlo Park, Calif. : Crisp Publications, ©1996.
Colección:Fifty-Minute series.
Temas:
Leadership.
Industrial management.
Executive succession > Planning.
Gestion d'entreprise.
Cadres (Personnel) > Relève > Planification.
BUSINESS & ECONOMICS > Leadership.
Executive succession > Planning
Industrial management
Leadership
Acceso en línea:Texto completo
Tabla de Contenidos:
  • TITLE
  • COPYRIGHT
  • ABOUT THE AUTHOR
  • Dedication
  • CONTENTS
  • SECTION 1 Succession Planning: An Overview
  • THE TRUE MEANING OF SUCCESSION PLANNING
  • Recognizing Key People
  • JUST-IN-CASE STUDIES: WHAT WOULD YOUR COMPANY DO?
  • THE IMPORTANCE OF A SOLID PLAN
  • REASONS FOR A SUCCESSION PLAN
  • #1. Identifying Highly Talented Individuals
  • #2. Promoting Employee Development
  • #3. Refining Corporate Planning
  • #4. Establishing the Talent Pool
  • HOW RESTRUCTURING AFFECTS SUCCESSION PLANNING
  • OTHER FACTORS AFFECTING SUCCESSION PLANNING?
  • The Common Problem AreasYOU BE THE JUDGE
  • Whatâ€?s Wrong with This Picture?
  • SETTING THE STAGE
  • CHOOSING YOUR APPROACH
  • SUCCESSION PLANNING VERSUS REPLACEMENT PLANNING
  • SECTION 2 Establishing a Need for Succession Planning
  • PRESENTING A CASE FOR CHANGE
  • UNCOVERING PROBLEMS
  • Formulate Your Questions
  • DEFINING YOUR NEEDS
  • CONNECTING THE STRATEGIES
  • Defining Strategy
  • FINDING OUT WHERE YOU STAND: BENCHMARKING
  • MORE TOPICS TO CONSIDER
  • PROPOSING A VISION FOR CHANGE
  • Your Guiding Light
  • GETTING COMMITMENT
  • SECTION 3 Defining Responsibilities to the ProgramDEFINING RESPONSIBILITIES AND FUNCTIONS
  • DEFINE RESPONSIBILITIES
  • #1: Develop the Mission
  • Where to Start
  • Answer and Discuss
  • #2. Write the Policy
  • #3: Incorporate Plan Procedures
  • #4: Define Target Positions
  • #5: Define Additional Succession Positions
  • #6: Prioritize Program Activities
  • Suggested Activities
  • DEVELOP A STRATEGIC ACTION PLAN
  • COMMUNICATING THE PROCESS
  • Joining Forces
  • Off and Running
  • COMMUNICATION THROUGH TRAINING
  • SECTION 4 Identifying Key Positions
  • IDENTIFYING KEY LEADERSHIP POSITIONSWhat Are Key Positions?
  • IDENTIFYING KEY POSITION CRITERIA
  • POSITION ANALYSIS
  • Define the Dimensions
  • DETERMINING ESSENTIAL CHARACTER QUALITIES
  • The Circle of Leadership
  • EVALUATING INDIVIDUAL PERFORMANCE
  • The Connection
  • EVALUATING TEAM PERFORMANCE
  • SECTION 5 Forecasting Future Needs
  • PREDICTING FUTURE NEEDS
  • POSITIONING THE JOBS
  • SELECTING YOUR DREAM TEAM
  • ASSESSING INDIVIDUAL POTENTIAL
  • EVALUATING INDIVIDUALS FOR FUTURE OPPORTUNITIES
  • The Feedback Process
  • SECTION 6 Assessing Your Organizationâ€?s ClimateCREATING A CLIMATE FOR LEADERS
  • Dimensions of Climate
  • Action Dimension
  • Functional Dimension
  • PRESENTING A VISION OF LEADERSHIP
  • Maximizing Management
  • Development Guidelines
  • NURTURING TALENT
  • PROVIDING THE RIGHT TOOLS
  • SUPPORTING LONG-TERM COACHING
  • LEARNING TO FLY
  • Continuous Improvement
  • IMPROVING WITH TEAMS
  • SECTION 7 Promoting Employees: The Search From Within
  • FINDING THE STRENGTH FROM WITHIN
  • TRACKING POTENTIAL SUCCESSORS
  • REFINING YOUR INTERNAL PROMOTION POLICY

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