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Contents List of Tables and Figures Preface Acknowledgments Part I: Making the Business Case for Moving Beyond Career and Succession Planning: Why They Must Be Integrated Chapter 1 Reflections on the Contemporary Business Scene: Why Career and Succession Planning Must Be Integrated Chapter 2 An Approach to Integrating Career and Succession Planning Part II: Foundations for Integrating Career and Succession Planning Chapter 3 Establishing the Infrastructure to Support the Integration of Career and Succession Planning Chapter 4 Competency Models and Value Systems Chapter 5 Assessment and Evaluation for Careers and Succession Chapter 6 Development Planning and Career Advising Part III: Strategies for Integrating Career and Succession Planning Chapter 7 Training and Development Chapter 8 Mentoring Programs Chapter 9 Coaching Programs Chapter 10 Self- Learning Programs Chapter 11 Self -Assessment Programs Chapter 12 Other Approaches Part IV: Concluding Thoughts Chapter 13 Questions and Answers Chapter 14 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 Websites Appendix 6 Career Instruments, Tests and Surveys Glossary About the Authors Index List of Tables and Figures Tables Table 1.1 Self-Assessment Questionnaire About Your Organization's Employee Development Program Table 1.2 The Relationship Between Population, Demand for Goods and Services, and the Labor Force Table 1.3 Civilian Employment Opportunities and Available Labor Force: 2000 to 2010 Table 1.4 Workers with Non-Standard Work Arrangements Table 1.5 Decision-Making Matrix Table 1.6 Principles of Human Capital Management Common to Nine Private Sector Organizations Table 2.1 Rate Your Organization on the Integration of Career Development and Succession Planning Table 2.2 A Summary of the Figures Table 2.3 Reasons and Importance for Sponsoring a Career Planning Program or Succession Program Table 2.4 How Long Have the Respondents' Organizations Operated a Career Planning or a Succession Planning Program? Table 2.5 The Most Effective Characteristics of Successful Career Planning and/or Succession Planning Programs Table 2.6 Methods to Groom (Develop) Individuals Table 2.7 What Are the Chief Benefits and Chief Difficulties That Your Organization Has Experienced from a Career Planning Program and A Succession Planning Program? Table 2.8 What Is the Chief Reason That Your Organization Has Chosen Not to Sponsor a Career Planning and/or Succession Planning Program, In Your Opinion? Table 2.9 How Are Decisions Made About Career Paths and Successors for Positions in Your Organization? Table 3.1 An Interview with an HR Professional in a Healthcare Organization About Issues in Integrating Career and Succession Planning Table 3.2 An Interview with an HR Professional in a Nonprofit Organization About Issues in Integrating Career and Succession Planning Table 4.1 Competency Modeling Steps Table 4.2 Values System Identification Tool Table 4.3 Competency/Values Gap Analysis Table 5.1 Assessment and Evaluation in Career and Succession Planning Table 6.1 Internet Based Career Development Websites Table 7.1 The Concept of "Work" Table 7.2 Human Capital Cornerstones-Acquiring, Developing, and Retaining Talent Table 7.3 Three Levels of Evaluation Table 7.4 "The Career" in a Changing World Table 7.5 Three Ways to Provide Training for Succession Candidates Table 8.1 Determining Need for a Mentoring Program Table 8.2 Characteristics of Informal and Formal Mentoring Table 8.3 Differences Between Coaching and Mentoring Table 9.1 Characteristics of Career Coaches, Career Counselors, and Career Development Facilitators Table 10.1 A Comparison Between Training and Learning Table 10.2 Comparing Informal and Formal Training and Development Table 10.3 Guiding Model or Plan for Self-Directed Learning Table 10.4 Sample Entries to an ILP Table 11.1 Standardized Self-Assessment Tools for Organizations Table 11.2 Differences Between Mentoring and Coaching Table 12.1 Effective Approaches to Skill-Gap Mitigation in Relation to the Individual, Organizational Management, and the Organization Figures Figure 1.1 Two Major Reasons for 58 Million Job Openings Between 2000 and 2010 Figure 2.1 A Step-by-Step Model to Establish and Maintain a Systematic Succession Planning Program Figure 2.2 Individual, Organizational, and Societal Career Systems Figure 2.3 Career Development and Succession Planning: An Integrated Model Figure 2.4 Distribution of Survey Respondents by Industry Classification Figure 2.5 Distribution of Survey Respondents by Number of Employees in the Respondents' Organizations Figure 2.6 Distribution of Survey Respondents by Job Function Figure 2.7 Distribution of Survey Respondents Based on How Many of the Organizations Have Recently Experienced Some Form of Large-Scale Change Figure 2.8 Distribution of Survey Respondents Based on Whether Their Organizations Presently Operate Both Career Planning and Succession Planning Programs Figure 2.9 Has Career Planning Become More Important to Your Organization Over the Last Few Years? Figure 2.10 Has Succession Planning Become More Important to Your Organization Over the Last Few Years? Figure 4.1 Competency-Values Flow Chart Figure 5.1 Performance Feedback Alignment Figure 5.2 Mission Driven Career and Succession Plan Figure 5.3 Assessment Through Outputs Figure 5.4 Team Stakeholder Measure Diagram Figure 5.5 Results Pyramid Figure 5.6 Mapping the Work Process Figure 5.7 Role-Results Matrix Figure 7.1 A Working Model of Organizational Career Development Figure 7.2 Six Steps to Success from the Career Development eManual Figure 11.1 Internal Organizational Individual Self-Assessment Model
Library of Congress Subject Headings for this publication:
Executive succession -- Planning.