Organizational Development - Vol. V, Part II

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Succession Planning The development of "high potentials" to effectively take over the current leadership when their time comes to exit their positions is known as succession planning. This type of leadership development usually requires the extensive transfer of an individual between departments. In many multinationals, it usually requires international transfer and experience to build a future leader. Succession planning requires a sharp focus on organization's future and vision, in order to align leadership development with the future the firm aspires to create. Thus successive leadership development is based not only on knowledge and history but also on a dream. For such a plan to be successful, a screening of future leadership should be based not only on "what we know and have" but also on "what we aspire to become". Persons involved in succession planning should be current leadership representing the vision and HR executives having to translate it all into a program. According to Meir Jacob and Amit Cohen (1995) three critical dimensions should be considered: 1. Skills and knowledge 2. Role perception and degree of acceptance of leading role 3. Self-efficacy (Albert Bandura). These three dimensions should be a basis of any leadership succession programme. Page 93 of 120
Succession Planning is a process for identifying and developing internal people with the potential to fill key business leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available. Taken narrowly, "replacement planning" for key roles is the heart of succession planning. Effective succession or talent-pool management concerns itself with building a series of feeder groups up and down the entire leadership pipeline or progression (Charan, Drotter, Noel, 2001). In contrast, replacement planning is focused narrowly on identifying specific back-up candidates for given senior management positions. For the most part position-driven replacement planning (often referred to as the "truck scenario") is a forecast, which research indicates does not have substantial impact on outcomes. Fundamental to the succession-management process is an underlying philosophy that argues that top talent in the corporation must be managed for the greater good of the enterprise. Merck and other companies argue that a "talent mindset" must be part of the leadership culture for these practices to be effective. Succession planning is a process whereby an organization ensures that employees are recruited and developed to fill each key role within the company. Through your succession planning process, you recruit superior employees, develop their knowledge, skills, and abilities, and prepare them for advancement or promotion into ever more challenging roles. Actively pursuing succession planning ensures that employees are constantly developed to fill each needed role. As your organization expands, loses key employees, provides promotional opportunities, and increases sales, your succession planning guarantees that you have employees on hand ready and waiting to fill new roles. According to a 2006 Canadian Federation of Independent Business survey, slightly more than one third of independent business owners plan to exit their business within the next 5 years and within the next 10 years two-thirds of owners plan to exit their business. The survey also found that small and medium sized enterprises are not adequately prepared for their business succession: only 10% of owners have a formal, written succession plan; 38% have an informal, unwritten plan; and the remaining 52% do not have any succession plan at all. The results are backed by a 2004 CIBC survey which suggests that succession planning is increasingly becoming a critical issue. By 2010, CIBC estimates that $1.2 trillion in business assets are poised to change hands. Research indicates many succession-planning initiatives fall short of their intent (Corporate Leadership Council, 1998). "Bench strength," as it is commonly called, remains a stubborn problem in many if not most companies. Studies indicate that companies that report the greatest gains from succession planning feature high ownership by the CEO and high degrees of engagement among the larger leadership team Companies that are well known for their succession planning and executive talent development practices include: GE, Honeywell, IBM, Marriott, Microsoft, Pepsi and Procter & Gamble. Research indicates that clear objectives are critical to establishing effective succession planning. These objectives tend to be core to many or most companies that have well-established practices: Page 94 of 120
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The Advocacy Foundation Professiona
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The Advocacy Foundation, Inc. Helpi
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Biblical Authority ______ 1 Peter 5
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Table of Contents Evidence-Based Pr
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Introduction Organization Developme
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Historical Perspectives & Core Valu
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3. Strengthening inter-personnel tr
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Organizational Self-Renewal The ult
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principal elements of this stage in
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and continues indefinitely during m
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Executive Development Executive dev
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Assessment Capability Requiremen
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The purpose of the function is to d
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Leadership Development Leadership D
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ings positive results. This approac
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Group Dynamics Group Dynamics is a
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Jacob L. Moreno Jacob L. Moreno was
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3. Enabling structure: which result
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States who tries to balance these d
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can also generate extremely negativ
Page 43 and 44: Further to Triplett‘s observation
Page 45 and 46: exaggerate and overgeneralize the d
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Page 49 and 50: 2010s In 2010, based on her book "R
Page 51 and 52: Change management processes should
Page 53 and 54: Organizational Culture Diagnostics
Page 55 and 56: Types Several methods have been use
Page 57 and 58: These dimensions refer to the impac
Page 59 and 60: interviewing the organization's mem
Page 61 and 62: According to Schein (1992), the two
Page 63 and 64: High employee motivation and loyalt
Page 65 and 66: Competing values produce polarities
Page 67 and 68: The four Passive/Defensive cultural
Page 69 and 70: climate of fear may be the result.
Page 71 and 72: multi-carriage train, which allows
Page 73 and 74: emarkable levels of inertia. Cultur
Page 75 and 76: eneficial, as part of the change pr
Page 77 and 78: critical management studies, she cr
Page 79 and 80: customers. Only after the organizat
Page 81 and 82: Business Process Re-Engineering Top
Page 83 and 84: BPR Success & Failure Factors BPR p
Page 85 and 86: BPR Team Composition Once organizat
Page 87 and 88: BPR projects that are not in alignm
Page 89 and 90: structures into working practice an
Page 91 and 92: their reengineering related change
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Page 97 and 98: Field of Succession Management Ther
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Page 103 and 104: Two Models Organizational ambidexte
Page 105 and 106: Companies such as Apple, General Ra
Page 107 and 108: Ambidextrous Leadership Recently th
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Page 111 and 112: Development Communities of Creation
Page 113 and 114: Organizational Ambidexterity Benefi
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Page 117 and 118: Notes _____________________________
Page 119 and 120: Attachment A What Is Organizational
Page 121 and 122: 2 ORGANIZATION DEVELOPMENT Perhaps
Page 123 and 124: 4 ORGANIZATION DEVELOPMENT as jobs
Page 125 and 126: 6 ORGANIZATION DEVELOPMENT with par
Page 127 and 128: 8 ORGANIZATION DEVELOPMENT Example
Page 129 and 130: 10 ORGANIZATION DEVELOPMENT such as
Page 131 and 132: 12 ORGANIZATION DEVELOPMENT we will
Page 133 and 134: 14 ORGANIZATION DEVELOPMENT and cli
Page 135 and 136: 16 ORGANIZATION DEVELOPMENT Egan, T
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Organizational Development - Vol. V, Part II

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