This timely guide explains how businesses can effectively integrate and coordinate career and succession planning programs to meet the personnel demands of the future. Drawing on their experience and expertise with workforce development, the authors of this book based its content on a single but important premise. With global economic instability, a slowdown in workforce growth, extraordinary competition for the best talent, and the rapid advance of technology, there is an immediate need to integrate career and succession planning programs. Explaining how to do just that, this practical,…mehr
This timely guide explains how businesses can effectively integrate and coordinate career and succession planning programs to meet the personnel demands of the future. Drawing on their experience and expertise with workforce development, the authors of this book based its content on a single but important premise. With global economic instability, a slowdown in workforce growth, extraordinary competition for the best talent, and the rapid advance of technology, there is an immediate need to integrate career and succession planning programs. Explaining how to do just that, this practical, user-friendly guide is the first to link those critical business tools, showing readers how to prepare for tomorrow-and the many years after. The book presents a systematic approach through which businesses can integrate and coordinate career planning and succession planning programs. Part One makes the business case for moving beyond segregated career and succession planning and shows why they must be integrated. Part Two offers foundations for integration, while Part Three outlines the strategies that can make integration a reality. Part Four addresses the future of career development and succession planning. Other topics include the future of organizational infrastructure and the implications of a diverse workforce. Employee engagement and leadership development are also explored.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow, is President of Rothwell and Associates, Inc., a full-service consulting company that specializes in succession planning. He is also a Professor of Learning and Performance in the Workforce Education and Development program, Department of Learning and Performance Systems, at The Pennsylvania State University, University Park campus. In that capacity, he heads up a top-ranked graduate program in learning and performance.
Inhaltsangabe
Preface Acknowledgments Part I. Making the Business Case for Moving Beyond Career and Succession Planning: Why They Must Be Integrated ONE: Reflections on the Contemporary Business Scene: Why Career and Succession Planning Must Be Integrated TWO: An Approach to Integrating Career and Succession Planning Programs Part II. Foundations for Integrating Career and Succession Planning THREE: Human Capital, Workforce Planning, and Learning and Development FOUR: Establishing an Infrastructure to Support the Integration of Career and Succession Planning FIVE: The Diverse Workforce: Generations at Work SIX: Competencies and Values: Keys to Successful Career Development and Succession Planning SEVEN: Assessment and Evaluation for Career Development and Succession Planning Programs EIGHT: The Role of Technology: Using Information Management to Enhance Career Planning and Succession Management Part III. Strategies for Integrating Career and Succession Planning NINE: Coaching and Mentoring TEN: Self-Directed and Lifelong Learning ELEVEN: The Self-Assessment Approach: Finding Value in a New Methodology TWELVE: Emerging Leaders and Leadership Development THIRTEEN: Employee Engagement FOURTEEN: Skill Gaps and Other Approaches to Employee Responsibility and Organizational Response Part IV. Addressing the Future Of Career Development and Succession Planning FIFTEEN: The Future of Career Development and Succession Planning SIXTEEN: Frequently Asked Questions and Their Answers Appendixes Appendix 1. Pitching Transformation: How to Build a Business Case for HR and Talent Management Solutions Appendix 2. Lexicon of Workforce-Related Terms Appendix 3. 2011 National Survey of Working America Commissioned by the National Career Development Association (NCDA), Appendix 4. Characteristics of Four Generations That May Be Found in the Same Workplace Appendix 5. Coaching vs. Mentoring: 25 Ways They're Different Appendix 6. Introduction to Talent Development Reporting Principles (TDRp) Notes Index
Preface Acknowledgments Part I. Making the Business Case for Moving Beyond Career and Succession Planning: Why They Must Be Integrated ONE: Reflections on the Contemporary Business Scene: Why Career and Succession Planning Must Be Integrated TWO: An Approach to Integrating Career and Succession Planning Programs Part II. Foundations for Integrating Career and Succession Planning THREE: Human Capital, Workforce Planning, and Learning and Development FOUR: Establishing an Infrastructure to Support the Integration of Career and Succession Planning FIVE: The Diverse Workforce: Generations at Work SIX: Competencies and Values: Keys to Successful Career Development and Succession Planning SEVEN: Assessment and Evaluation for Career Development and Succession Planning Programs EIGHT: The Role of Technology: Using Information Management to Enhance Career Planning and Succession Management Part III. Strategies for Integrating Career and Succession Planning NINE: Coaching and Mentoring TEN: Self-Directed and Lifelong Learning ELEVEN: The Self-Assessment Approach: Finding Value in a New Methodology TWELVE: Emerging Leaders and Leadership Development THIRTEEN: Employee Engagement FOURTEEN: Skill Gaps and Other Approaches to Employee Responsibility and Organizational Response Part IV. Addressing the Future Of Career Development and Succession Planning FIFTEEN: The Future of Career Development and Succession Planning SIXTEEN: Frequently Asked Questions and Their Answers Appendixes Appendix 1. Pitching Transformation: How to Build a Business Case for HR and Talent Management Solutions Appendix 2. Lexicon of Workforce-Related Terms Appendix 3. 2011 National Survey of Working America Commissioned by the National Career Development Association (NCDA), Appendix 4. Characteristics of Four Generations That May Be Found in the Same Workplace Appendix 5. Coaching vs. Mentoring: 25 Ways They're Different Appendix 6. Introduction to Talent Development Reporting Principles (TDRp) Notes Index
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