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1、 Succession Management:Identifying and Developing LeadersDecember, 2003Volume 21, No. 12BNA, Inc.1231 25th St., NWWashington, D.C. 20037Telephone (202) 452-COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.C.Workforce StrategiesBNA, Inc.1231 25th St., NWWashington, D.C. 20037Tele

2、phone (202) 452-COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.C.Workforce StrategiesSUCCESSION MANAGEMENTTABLE OF CONTENTSCOPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.C. 3ISSN 1062-8991THE NEW SUCCESSION MANAGEMENT STRATEGY . . . . . . . . . . . . . .

3、 . . . . . 5IDENTIFYING HIGH-POTENTIAL EMPLOYEES. . . . . . . . . . . . . . . . . . . . . . . . 15DEVELOPING EMPLOYEES TO LEAD . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17WHAT DRIVES HIGH POTENTIAL EMPLOYEES . . . . . . . . . . . . . . . . . . . . . . . 19ENSURING DIVERSITY IN TH

4、E SUCCESSION PLAN. . . . . . . . . . . . . . . . . . . 21CASE STUDY: IBM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23CASE STUDY: SOUTHWEST AIRLINES. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29CASE STUDY: BOEING . . . . . . . . . .

5、. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33RESOURCES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 354 COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.CISSN 1062-8991WORKFORCE STRATEGIESWORKFORCE S

6、TRATEGIESPaul N. Wojcik, President and Chief Executive OfficerGregory C. McCaffery, Chief Operating Officer, and Editor-in-ChiefDarren McKewen, Executive EditorGail C. Moorstein, Managing EditorBob Combs, Copy EditorSusan R. Hobbs, Staff EditorLinda Micco, Staff EditorWorkforce Strategies (ISSN 1062

7、-8991) is a supplement to Human Resources Report. Comments about editorial content should be directed to the managing editor, telephone (202) 452-4623. For Customer Service, call 800-372-1033 or fax 800-253-0332.Copyright Policy: Authorization to photocopy selected pages for internal or personaluse

8、is granted provided that appropriate fees are paid to Copyright Clearance Center (978) 750-8400, http:/. Or send written requests to BNA Permissions Manager: (202) 452-4084 (fax) or (e-mail). For more information, see http:/ or call (202) 452-4471.COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, IN

9、C., WASHINGTON, D.C. 5ISSN 1062-8991SUCCESSION MANAGEMENT4 COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.CISSN 1062-8991WORKFORCE STRATEGIESWORKFORCE STRATEGIESPaul N. Wojcik, President and Chief Executive OfficerGregory C. McCaffery, Chief Operating Officer, and Editor-in-Ch

10、iefDarren McKewen, Executive EditorGail C. Moorstein, Managing EditorBob Combs, Copy EditorSusan R. Hobbs, Staff EditorLinda Micco, Staff EditorWorkforce Strategies (ISSN 1062-8991) is a supplement to Human Resources Report. Comments about editorial content should be directed to the managing editor,

11、 telephone (202) 452-4623. For Customer Service, call 800-372-1033 or fax 800-253-0332.Copyright Policy: Authorization to photocopy selected pages for internal or personaluse is granted provided that appropriate fees are paid to Copyright Clearance Center (978) 750-8400, http:/. Or send written requ

12、ests to BNA Permissions Manager: (202) 452-4084 (fax) or (e-mail). For more information, see http:/ or call (202) 452-4471.COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.C. 5ISSN 1062-8991SUCCESSION MANAGEMENTTHE NEW SUCCESSION MANAGEMENT STRATEGYSuccession management, as it h

13、as long existed, is dead.Today, smart organizations are crafting comprehensive succession management strategies, identifying their highest-potential employees, and utilizing stretch assignments to develop them on the job. High-potential employees are placed in “succession pools,” which have assumed

14、the role of yesterdays replacement plan-ning and charts. And diversity in leadership is seen as a business imperative.Replacement Planning: A Thing of the PastIn the past, succession management was a long-term planning exercise that re-quired organizations to predict their specific leadership needs,

15、 and the names of the individuals who would fill those roles, as far out as 15 years, according to Pe-ter Cappelli, director of the Center for Human Resources at the Wharton School, University of Pennsylvania.Companies mapped out individuals career paths, based on assumptions of pre-dictable advance

16、ments, said Cappelli, who is now writing a book on how modern careers are made and managed.Now, companies can no longer accurately predict the positionsor the skill setsthey will need in five or even two years, said Audrey B. Smith, senior vice president of executive solutions at Development Dimensi

17、ons International, a consulting firm based in Bridgeville, Pa. Business, competitors, and the nature of what is required in executive roles is changing too quickly, added Smith, who also coauthored Grow Your Own Leaders (2002).“The old school is obsolete because of the velocity of change,” Smith sai

18、d. “Even the roles are not stable enough.”Also, employees no longer stay with one company for life, and as individuals hop around to enhance their resume, empty slots are left in employers grand plans. A new CEO usually brings in his or her own executive team, and all those detailed succession plans

19、 get tossed out the window, Cappelli pointed out.Not surprisingly, a study by Hewitt Associates found that of 300 companies sur-veyed, only 50 percent said they actually use their succession plans to place senior leaders. (How Companies Grow Great Leaders (September 2003).Cappelli believes that the

20、act of succession planning must change to reflect todays business realities. “You can go through the exercise, but if you never use it, or if your senior positions all get filled from the outside, whats the point?”Leadership Practices Tied to Financial PerformanceA new report from DDI found that nea

21、rly half of organizations surveyed (46 per-cent) do not have a systematic process for identifying and developing candidates Only 50 percent of 300 companies said they actually use their succession plans to place senior leaders.WORKFORCE STRATEGIES6 COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, I

22、NC., WASHINGTON, D.CISSN 1062-8991COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.C. 7ISSN 1062-8991SUCCESSION MANAGEMENTfor leadership or management positions, such as a succession plan (Leadership Forecast: A Benchmarking Study (November 2003).Those companies that do have a s

23、uccession plan in place are not particularly thrilled with the results. The average rating of succession management effective-ness is only 4.8 out of 10, with a score of 10 meaning “extremely effective,” DDI reported.WORKFORCE STRATEGIES6 COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHI

24、NGTON, D.CISSN 1062-8991COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.C. 7ISSN 1062-8991SUCCESSION MANAGEMENTHowever, now is not the time to throw in the towel on identifying successors and preparing leaders to fill the roles. There are several compelling reasons to estab-lis

25、h a succession management system.According to Hewitt Associates, sound leadership practices are linked to better financial performance. In fact, a new study by the Lincolnshire, Ill.-based con-sultants found a strong correlation between good overall succession management practices and a higher avera

26、ge return on sales (How Companies Grow Great Lead-ers: Top Companies for Leaders (September 2003). Furthermore, organizations that have defined leadership competencies, track turn-over of top talent, and assess leadership/behaviors/competencies also tend to have higher return on sales than organizat

27、ions that do not, Hewitt reported.Succession management also helps companies hold on to their most valuable asset: their top performers.“If you cant convey to your best talent what their development plan is and if you dont have a process for moving people around the organization and consider-ing the

28、ir strengths and weaknesses.you lose the ability to keep your top perform-ers engaged,” cautioned Marc Effron, Hewitts global practice leader, leadership consulting.WORKFORCE STRATEGIES8 COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.CISSN 1062-8991COPYRIGHT 2003 BY THE BUREAU

29、 OF NATIONAL AFFAIRS, INC., WASHINGTON, D.C. 9ISSN 1062-8991SUCCESSION MANAGEMENTLosing top performers can be devastating, he added. “Billions are shaved off mar-ket value when you have a sudden transition in leadership.”DDIs 2003 leadership report found that successand failureof individuals pro-mot

30、ed through the ranks is strongly influenced by succession management. “Half of those who are internally sourced and placed in top management positions fail when there is no formal succession management system,” the report said.Leadership Shortfalls Are LoomingFurthermore, an increasing number of com

31、panies will face leadership shortfalls over the next decade. The reasons are varied and include: retirement of the baby boomers and the smaller size of the generation that follows the boomers; downsizing, particularly of middle management, over the past decade; and the demand for new talents/better

32、performance from leaders.One in five executives in the Fortune 500 is eligible for retirement now, pointed out William J. Rothwell, professor in charge of workforce education and develop-ment at Pennsylvania State University. Although recent stock market losses may have delayed some retirements, a t

33、urnaround in the stock martet could prompt these executives to cash in their chips and play elsewhere.The war on terrorism has also taught corporate America a lesson of the impor-tance of succession planning, Rothwell added. When the World Trade Centers col-lapsed on Sept. 11, 2001, “172 corporate v

34、ice presidents lost their lives,” he noted.Finally, the recent high-profile failures of externally hired executives at several Fortune 500 companies and the renewed concern about corporate ethics and creat-ing an employee culture have made the concept of “growing your own” executives more attractive

35、.“When you dont have the type of pool you need to fill higher-level positions, you must do more external searches,” said Louis E. Font, president and senior consul-tant with Strategic Talent Group, Inc. of Fairfax, Va. “That becomes more dicey, regardless of what your selection process entails.”Empl

36、oyers might not get what they bargained for, or the transplanted executive might not fit the role or the corporate culture. Plus, there is a steeper ramp-up to productivity.Developing a Sound StrategyCompanies should start by creating a deliberate strategy for succession manage-ment, which is also s

37、ometimes called talent management, advised Rothwell, who is also the author of Effective Succession Planning (2000) and Strategic Develop-ment of Talent (2003).“A sound succession management strategy revolves around leadership competencies.” (William Rothwell, Pennsylvania State University).WORKFORC

38、E STRATEGIES8 COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.CISSN 1062-8991COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.C. 9ISSN 1062-8991SUCCESSION MANAGEMENTA sound succession management strategy, Rothwell said, revolves around leader-ship competenc

39、ies. The strategy should include the following: Competency models for each key job category. “We do this so we know what we are preparing people for,” Rothwell said. Competency models pro-vide a blueprint of an ideal performer and are also used in assessment of performance and potential, to help ide

40、ntify developmental needs. Competency inventories. Unlike old-style skills inventories, which list people by their academic degrees, competency inventories identify talent based on what individuals know or do, or by other special skills that will help the organization achieve its goals. Employees fo

41、und to be deficient in a competency can be referred to developmental resources, such as training sessions, books, articles, and videos. Integration of performance management. By incorporating performance management into the strategy, employees performance in their current job becomes a key considera

42、tion of succession management. Future-oriented competency models. These models review the present competency models for all job categories and describe what else is need-ed for the organizations future. “Think of this as like leading the target,” Rothwell said. “Todays competencies may not be suffic

43、ient to meet future needs.” Individual development planning. IDPs are learning contracts for individu-als to narrow any gaps between the competencies for their current position and their assessed performance. They also outline the means by which the individual can build competencies for advancement.

44、 A means of evaluating the total succession program.Basics of Succession ManagementEffron said that good succession management comes down to the basics. Often, companies are looking for “tactics, at whats sexy, whats new or different.” How-ever, he added, “the companies that are succeeding in growin

45、g leaders well are executing the fundamentals flawlessly.”Too often, programs are “over-designed technically with more bells and whistles than needed,” Effron said, adding, “Dont design a leadership program for HR, design the leadership program for the line.”Effron cautioned against asking managers

46、to review potential leaders on twenty or more competencies. Instead, whittle the list of competencies down to a smaller, “more vital” set, he advised.“There are four or five really important leadership competencies that differentiate this company from others,” he said. Find out what those are, he sa

47、id, and you are on your way to creating a lean, manageable succession program.Todays leadership competencies may not be sufficient to meet future needs.WORKFORCE STRATEGIES10 COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS, INC., WASHINGTON, D.CISSN 1062-8991COPYRIGHT 2003 BY THE BUREAU OF NATIONAL

48、 AFFAIRS, INC., WASHINGTON, D.C. 11ISSN 1062-8991SUCCESSION MANAGEMENTOrganizations also must figure out which programs and practices are right for their particular business strategy. Benchmarking with other companies is not the place to start, Effron said.“Looking to the left and to the right, that

49、s a really dangerous way to try to build leaders. What other companies are doing may or may not have anything to do with whats happening at your company and what kind of leaders are needed.”Real-Time Succession Planning Focuses on Understanding of ExecsRather than trying to plan an executives career

50、 over 10 years, Effron said, the best organizations utilize a much more “real-time” succession planning process. This requires an ongoing, in-depth understanding of key leaders, including the follow-ing: Strengths and weaknesses, Skills and behaviors, Developmental needs, and Willingness to move aro