Career planning and succession management : developing your organization's talent--for today and tomorrow

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Career planning and succession management : developing your organization's talent--for today and tomorrow

William J. Rothwell ... [et al.]

Praeger, 2005

大学図書館所蔵 件 / 全9件

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注記

Includes bibliographical references and index

HTTP:URL=http://www.loc.gov/catdir/toc/ecip054/2004028378.html Information=Table of contents

内容説明・目次

内容説明

Many organizations are scrambling to prepare for an expected wave of retirements. Almost twice as many job openings are occurring from people retiring as from economic expansion-a direct function of a steadily aging workforce. The implications for businesses, government agencies, nonprofits, and educational institutions are enormous, as organizational leaders maneuver to fill the talent pipeline. In this context, organizations are stepping up their investments in career planning (training and development programs to help employees hone their skills and qualify for advancement) and succession management (programs designed to ensure the continuity of leadership). To date, however, these programs have generally been treated in isolation. Drawing from a survey of 1,000 human resource practitioners and a wide variety of case examples, the authors demonstrate how to create that crucial link between succession and career development programs-developing one's organization's talent from the bottom up and the top down simultaneously. Featuring numerous diagnostics, checklists, and other interactive elements, Career Planning and Succession Management will become an indispensable guide for leaders and human resource professionals looking to align individual and organizational goals and ensure their economic future. Many organizations today are scrambling to prepare for an expected wave of retirements. Almost twice as many job openings are occurring from people retiring than from economic expansion-a direct function of a steadily aging workforce. The implications for businesses, government agencies, nonprofits, and educational institutions are enormous, as organizational leaders maneuver to fill the talent pipeline. In this context, organizations are stepping up their investments in career planning (training and development programs to help employees hone their skills and qualify for advancement) and succession management (programs designed to ensure the continuity of leadership). To date, these programs have generally been treated in isolation, and the combined effects of attracting, developing, and grooming talent from the bottom up and the top down are being lost. Drawing from the authors' decades of research and practical experience, a survey of 1,000 human resource practitioners, and examples from a wide variety of organizations, Career Planning and Succession Management shows readers how to create that crucial link between succession and career development programs. Showcasing the most current theory and practice, the book address such hot-button issues as: how to prevent top performers from leaving, how to balance the competing needs of promoting from within versus bringing in new blood, and dealing with unexpected retirements in an age of corporate scandal. Featuring numerous diagnostics, checklists, and other interactive elements, Career Planning and Succession Management will become an indispensable guide for leaders and human resource professionals looking to align individual and organizational goals and ensure their economic future.

目次

List of Tables and Figures Preface Acknowledgments Making the Business Case for Moving Beyond Career and Succession Planning: Why They Must Be Integrated Reflections on the Contemporary Business Scene: Why Career and Succession Planning Must Be Integrated An Approach to Integrating Career and Succession Planning Foundations for Integrating Career and Succession Planning Establishing the Infrastructure to Support the Integration of Career and Succession Planning Competency Models and Value Systems Assessment and Evaluation for Careers and Succession Development Planning and Career Advising Strategies for Integrating Career and Succession Planning Training and Development Mentoring Programs Coaching Programs Self-Learning Programs Self-Assessment Programs Other Approaches Concluding Thoughts Questions and Answers The Future of Career and Succession Planning Appendix 1: What Is an Employee? The Answer Depends on the Federal Law Appendix 2: Introduction to Career Counseling Competency Statements Appendix 3: Leaders for Tomorrow Appendix 4: Differentiating between Coaching and Mentoring Appendix 5: Coaching and Executive Coaching Web sites Appendix 6: Career Instruments, Tests, and Surveys Glossary About the Authors Index

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