130接班人计划与管理-如何发掘和培养领导（英文）.pdf

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.20037Telephone(202)452-CO

2、PYRIGHT 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.5IDENTIFYING HIGH-POTENTIAL EMPLOYEES.15DEVELOPING E

3、MPLOYEES TO LEAD.17WHAT DRIVES HIGH POTENTIAL EMPLOYEES.19ENSURING DIVERSITY IN THE SUCCESSION PLAN.21CASE STUDY:IBM.23CASE STUDY:SOUTHWEST AIRLINES.29CASE STUDY:BOEING.33RESOURCES.354 COPYRIGHT 2003 BY THE BUREAU OF NATIONAL AFFAIRS,INC.,WASHINGTON,D.CISSN 1062-8991WORKFORCE STRATEGIESWORKFORCE STR

4、ATEGIESPaul 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 1062-8991)is a supp

5、lement 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 is granted provided tha

6、t 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,INC.,WASHINGTON,D.C.5ISSN 1062-8991SUC

7、CESSION 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-ChiefDarren McKewen,Executive EditorGail C.Moorst

8、ein,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,telephone(202)452-4623.For Customer Service,call 800-372-

9、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 requests to BNA Permissions Manager:(202)452-4084(fax)or (e-mail).For m

10、ore 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 has long existed,is dead.Today,smart organizations are crafting comprehensive suc

11、cession 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 the role of yesterdays replacement plan-ning and charts.And diversity in leadership is

12、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,and the names of the individuals who would fill those roles,as far out as 15 years,accordi

13、ng 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 advancements,said Cappelli,who is now writing a book on how modern careers are made and managed.Now,com

14、panies 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 Dimensions International,a consulting firm based in Bridgeville,Pa.Business,competitors,and the nature of wha

15、t 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 said.“Even the roles are not stable enough.”Also,employees no longer stay with one company for life,and as individ

16、uals 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 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 act of succession plan