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Growing Your Company s Leaders How Great Organizations Use Succession Management to Sustain Competitive Advantage 1st Edition by Robert M Fulmer, Jay Alden Conger ISBN 0814407676 9780814407677

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Author(s): Robert M. Fulmer, Jay Alden Conger
ISBN(s): 9780814407677, 0814407676
Edition: Kindle
File Details: PDF, 2.71 MB
Year: 2004
Language: english
SKU: EB-1942922 Category: Tags: ,

Growing Your Company s Leaders How Great Organizations Use Succession Management to Sustain Competitive Advantage 1st Edition by Robert M Fulmer, Jay Alden Conger – Ebook PDF Instant Download/Delivery: 0814407676, 9780814407677
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ISBN 10: 0814407676 
ISBN 13: 9780814407677
Author: Robert M Fulmer, Jay Alden Conger

Within the next few years, “”baby boomer”” leaders and managers will be retiring in huge numbers. From the executive suite on down, the challenge to put the right person in place for every job is becoming acute. The potential shortfall means organizations must put succession planning at the top of their priority lists. Growing Your Company’s Leaders offers the results of a study of five global leaders in succession Dow Chemical, Dell Computer, Eli Lilly, Pan Canadian Petroleum, and Sonoco. Readers will learn what these and sixteen other high-profile organizations are doing to identify, secure, and prepare the next generation of leaders. This book * the link between succession management and business strategy * the architecture of good plans and how technology can make them better * the importance of individual employee development * why senior management support is crucial * how to monitor the effectiveness of the succession management system.

Growing Your Company s Leaders How Great Organizations Use Succession Management to Sustain Competitive Advantage 1st Table of contents:

  • Chapter 1: Succession Management: The New Imperative

    • The Old Ways

    • The Reinvention

    • Why the Renewed Interest Today?

    • The Purpose of Effective Succession Management Systems

    • Characteristics of Best Practice Approaches

    • The Key Dimensions of an Effective System

      • Corporate Strategy

      • Sponsors and Owners

      • Talent Identification and Talent Pools

      • Developmental Linkages

      • Assessors

      • Tracking

      • Metrics

      • Our Purpose

  • Chapter 2: Who Should “Own” Succession Management?

    • The Most Critical Owner and Champion: The CEO and the Senior Team

    • Human Resources: The Process Owners

    • Ownership Below the Executive Level: The Implementers

    • Conclusion

  • Chapter 3: Defining and Identifying Talent

    • Competency Models: The Benchmarks for Succession

    • Sample Competency Models in Best Practice Organizations

    • Identification Tools

    • Lilly’s “Talent ID Tool”

    • Sonoco’s Performance/Promotability Matrix

    • Bank of America

    • Focusing Efforts: Determining the “Mission‑Critical” Positions

    • Determining the Talent Pools

    • Sample Best Practice Approaches to Talent Pools

    • Insights from the Research

  • Chapter 4: Linking Succession to Development

    • Weaving Development into Succession

    • The Tools They Use

      • PanCanadian’s Leadership Development Framework

      • Tool #1 — Internal Leadership and Executive Education

      • Tool #2 — Action Learning and Special Job Assignments

      • Tool #3 — Mentoring and Coaching

      • Tool #4 — External University Courses

      • Tool #5 — Web‑Based Courses

      • Tool #6 — Career Planning and Individual Profiling

      • Tool #7 — Performance Management and 360‑Degree Feedback

    • Conclusion and Summary Insights from the Research

  • Chapter 5: Measuring and Assuring Long‑Term Success

    • What Is Measured?

    • Dow Chemical

    • Eli Lilly and Company

    • Sonoco

    • Dell Computer

    • PanCanadian

    • Bank of America

    • Lessons for Long‑Term Success

      • Bank of America

      • Dell Computer

      • Dow Chemical

      • Eli Lilly and Company

      • Sonoco

    • Other Lessons for Success

      • Smooth Transitions

      • The “Right” Developmental Assignments

      • Meaningful Appraisals and Feedback

      • Appropriate Selection Criteria

      • A Range of Good Choices

    • Conclusions About Assessment and Long‑Term Success

  • Chapter 6: The Future of Succession Management: Bright Lights, Looming Clouds

    • Bright Lights on the Horizon: Promising Trends for Succession Management

      • Greater Integration and Alignment

      • Technology Moves Succession Planning to the Desktop

      • Increased Rigor in Assessments

    • The Looming Clouds in Succession’s Future

      • Finding a Sufficient Supply of Developmental Opportunities

      • Generational Resistance to Certain Opportunities

      • Inconsistencies in Selection Criteria and Rewards

      • Competency Models — A Flawed Foundation for Development?

      • 360‑Degree Feedback as an Administrative Requirement: Weakening a Powerful Development Tool?

    • The Essentials for Successful Succession

      • Implementing a New System

      • The Foundations for Genuine Success

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Tags: Robert M Fulmer, Jay Alden Conger, Organizations, Succession