If succession planning works, how do the wrong people so often get to the top? Succession planning was once the key to identifying potential leaders to fill important positions. However, in today's rapidly evolving business world traditional succession planning is no longer a viable strategy with research showing that 70% of succession plans fail within two years, simply from lack of management support. In a climate of growing skills shortages and lack of confidence in leadership potential, David Clutterbuck offers a new a process of dialogue between an organization and its employees. The…mehr
If succession planning works, how do the wrong people so often get to the top? Succession planning was once the key to identifying potential leaders to fill important positions. However, in today's rapidly evolving business world traditional succession planning is no longer a viable strategy with research showing that 70% of succession plans fail within two years, simply from lack of management support. In a climate of growing skills shortages and lack of confidence in leadership potential, David Clutterbuck offers a new a process of dialogue between an organization and its employees. The Talent Wave presents a dynamic, flexible approach to succession planning and talent management. Clutterbuck first demolishes most of accepted practice in these areas, and then presents practical solutions which align employee ambitions and business priorities to ensure that organizations have the right leadership in place for ongoing success.
Dr. David Clutterbuck is one of Europe's most prolific and well-known management writers and thinkers. He has written 53 books and hundreds of articles on cutting edge management themes. Co-founder of The European Mentoring and Coaching Council, Clutterbuck is a former Practice Lead of an international consulting firm that specializes in helping people in organizations develop the skills to help others. HR Magazine listed him as one of the top 25 most influential thinkers in the field of Human Resources. Dr Clutterbuck is also visiting professor at both Sheffield Hallam University and Oxford Brookes University.
Inhaltsangabe
Foreword Acknowledgements Introduction 01 What's wrong with succession planning? What is succession planning? Models of succession planning Key themes in succession planning How organizations go about succession planning Effective succession planning Evaluating the effectiveness of succession planning A special problem of succession planning in smaller companies So how do the wrong people get to the top? Why succession planning doesn't work: a summary Summary 02 A systemic perspective on succession and talent Generation F: ambassadors of the complex adaptive system Challenges for HR 03 What do we mean by leadership? Post-recessionary leadership Some critical leadership roles Leaders versus leadership Flawed leadership Summary 04 The critical challenges, what is talent? What do we mean by talent? How do definitions of talent affect people's ambitions? How do we identify talent? A simpler way of identifying talent The linear systems approach: competencies and grids How far can we trust competency frameworks? The nine-box grid: a reliable assessment or an illusion of rigour? Is performance really measurable? Is potential really measurable? The "other" talent Summary 05 Aligning careers and business needs What do organizations and talented employees need to understand about each other? Developing realistic yet flexible and opportunistic career paths Creating alignment Recognizing and using "transition points" Retaining talent Creating the environment for alignment 06 The critical challenges: the maturity question Managing the maturity issue Managing potentially fatal flaws Making the maturity dialogue happen 07 Pools, pipelines or waves? Dropping a rock in the talent pool The perils of pipelines Harnessing the power of the Talent Wave Summary 08 Critical conversations The importance of good questions Critical conversations for succession planning Critical conversation one: internal Critical conversation two: employee and their stakeholders Critical conversation three: wider organization and employees Critical conversation four: between social networks A strategy for career and succession planning conversations 09 Conversation 1: the inner dialogue Managing the inner dialogue Identity and values Taking responsibility for your own career planning Capturing the inner conversation How the organization can help Helping the employee plan their learning journey Summary 10 Conversation 2: stakeholder dialogue Dialogue between the line manager and the employee Looking for talent Finding development opportunities for the talent in your team Harnessing stakeholder goodwill in your career and personal development Dialogue with colleagues 11 Conversation 3: between the organization and employees What do organizations need to know about employees' career aspirations? How to gather and communicate information about likely roles in the future Using the broader organizational conversation to support the Talent Wave Making the broad conversations happen 12 Conversation 4: between social networks Networking theory Social networking and succession planning Integrating organizational and employee social networks Benefits of integrating organizational and individual social networks Supporting employee-focused social networking Summary 13 Succession planning for a dynamic world Working within a complex, adaptive system Harnessing the energy of the Talent Wave Ensuring that talent development and succession planning systems enable rather than control Making sure the four conversations happen So can we prevent the wrong people getting to the top? Conclusion References Index
Foreword Acknowledgements Introduction 01 What's wrong with succession planning? What is succession planning? Models of succession planning Key themes in succession planning How organizations go about succession planning Effective succession planning Evaluating the effectiveness of succession planning A special problem of succession planning in smaller companies So how do the wrong people get to the top? Why succession planning doesn't work: a summary Summary 02 A systemic perspective on succession and talent Generation F: ambassadors of the complex adaptive system Challenges for HR 03 What do we mean by leadership? Post-recessionary leadership Some critical leadership roles Leaders versus leadership Flawed leadership Summary 04 The critical challenges, what is talent? What do we mean by talent? How do definitions of talent affect people's ambitions? How do we identify talent? A simpler way of identifying talent The linear systems approach: competencies and grids How far can we trust competency frameworks? The nine-box grid: a reliable assessment or an illusion of rigour? Is performance really measurable? Is potential really measurable? The "other" talent Summary 05 Aligning careers and business needs What do organizations and talented employees need to understand about each other? Developing realistic yet flexible and opportunistic career paths Creating alignment Recognizing and using "transition points" Retaining talent Creating the environment for alignment 06 The critical challenges: the maturity question Managing the maturity issue Managing potentially fatal flaws Making the maturity dialogue happen 07 Pools, pipelines or waves? Dropping a rock in the talent pool The perils of pipelines Harnessing the power of the Talent Wave Summary 08 Critical conversations The importance of good questions Critical conversations for succession planning Critical conversation one: internal Critical conversation two: employee and their stakeholders Critical conversation three: wider organization and employees Critical conversation four: between social networks A strategy for career and succession planning conversations 09 Conversation 1: the inner dialogue Managing the inner dialogue Identity and values Taking responsibility for your own career planning Capturing the inner conversation How the organization can help Helping the employee plan their learning journey Summary 10 Conversation 2: stakeholder dialogue Dialogue between the line manager and the employee Looking for talent Finding development opportunities for the talent in your team Harnessing stakeholder goodwill in your career and personal development Dialogue with colleagues 11 Conversation 3: between the organization and employees What do organizations need to know about employees' career aspirations? How to gather and communicate information about likely roles in the future Using the broader organizational conversation to support the Talent Wave Making the broad conversations happen 12 Conversation 4: between social networks Networking theory Social networking and succession planning Integrating organizational and employee social networks Benefits of integrating organizational and individual social networks Supporting employee-focused social networking Summary 13 Succession planning for a dynamic world Working within a complex, adaptive system Harnessing the energy of the Talent Wave Ensuring that talent development and succession planning systems enable rather than control Making sure the four conversations happen So can we prevent the wrong people getting to the top? Conclusion References Index
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