Readers' Corner - Succession Planning

Michèle Auger, Fred Longley and Edward Popoff
Departmental Library
Source: Workplace Gazette, Vol. 7, No. 3, Fall 2004

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Succession Planning

Benest, Frank. "Best Practices for Preparing the Next Generation." Public Management 86:5 (June 2004) pp. 23–28. 

This American article offers a 39-point menu of best practices by senior city and county managers to promote development of junior managers to higher positions.

The "Personal Outlook" section covers positive senior managerial attitude on grooming aspiring managers.

"Specific Practices" promotes senior management development through learning by doing.

"Structured Programs" presents ideas for formal programs to develop senior managerial talent.

"Other Ideas" concerns career development courses and workshops for future management development. 

Byham, William C., Audrey B. Smith and Matthew J. Paese. Grow Your Own Leaders: How to Identify, Develop, and Retain Leadership Talent. Upper Saddle River, N.J., Financial  Times Prentice Hall, c2002.
HD38.2 B93

This book describes acceleration pools as a response to the failure of traditional succession planning. Downsizing has resulted in a shortage of high-potential leadership candidates, and managers often lack opportunities for development. Traditional replacement planning can require a large time investment as executives complete and discuss replacement-planning forms, while studies show that less than 30 per cent of open positions are filled through this process. In acceleration pools individual development needs are identified through "executive descriptors." An Executive Resource Board assigns high-potential candidates to stretch jobs and task forces and selects individuals for participation in university and company programs that accelerate individual development. Pool members have an assigned mentor. Board members work with heads of organizational units and pool members to review progress and consider ways to speed development. 

Fulmer, Robert M. and Jay A. Conger. Growing Your Company's Leaders: How Great Organizations Use Succession Management to Sustain Competitive Advantage. New York: AMACOM, c2004.
HD38.2 F84 

This book, based on the authors' study of six global companies and sixteen other high-profile organizations which they identified as leaders in succession planning, explores the use of succession planning in these organizations as a source of strategic advantage. Chapters examine the essential elements of a best practice succession plan; the various "owners" of succession management in the organization; the identification of talent using competency models; linking succession with talent development; and assessing the succession planning scheme on an ongoing, cyclical basis. The closing chapter looks at current trends most likely to promote or hinder future succession planning.

High-Impact Succession Management: From Succession Planning to Strategic Executive Talent Management. Washington, D.C.: Corporate Leadership Council, c2003.
US6 CL17 03H33 

This book examines four key imperatives for succession planning and effective strategic responses exemplified in a number of large American firms. Under the first imperative, Safeguarding Critical Business Capabilities, one company conducts an executive talent review while another does needs-based succession planning. Under Accelerating Executive Development, companies use experience-based succession management, "non-obvious" development moves, and a cross-business development forum. Under Overcoming New Hire Derailers, companies use executive transition management and executive career launch programs. Under Maximizing Strategic Talent Leverage, a strategic human capital review is used to maintain a continuous alignment of talent with evolving business priorities. 

Hirsh, W. Succession Planning Demystified. Brighton, England: Institute for Employment Studies, 2000.
HF5549 A3 I38 no.372 

This British book provides a practical overview of the kind of succession planning typical of large organizations. The author describes the elements and processes of succession planning, and examines connections with human resources strategy, including executive resourcing, human resource planning, identification of future skill needs, and corporate culture. Integration of succession and practical human resources issues such as assessment, job filling, and talent development is discussed. The final chapter summarizes how succession planning has adapted to changing needs and how its effectiveness can be assessed.

Rothwell, William J. Effective Succession Planning: Ensuring Leadership Continuity and Building Talent from Within. 2nd ed. New York: AMACOM, c2001.
HD57.7 R67 2001 

This work is designed for those who must establish, refresh or review a succession planning program. Part I describes different approaches to succession planning, key influencing trends, common problems with various approaches to succession planning and their solutions, and the use of competencies and values clarification. Part II explains how to make the case for change in succession planning practices and prepare an action plan. Part III focuses on assessment of work requirements in key positions, individual performance, future work requirements, and future individual potential. Part IV examines alternatives to replacement from within the organization, and evaluation of succession planning programs.
 

NOTES

  1. For other available references in French language only, see the French version of the Workplace Gazette/Gazette du travail.
  2. Employees of Social Development Canada and Human Resources and Skills Development Canada can borrow these items from the Departmental Library. Others can borrow them through their own library.