人力资源战略专题报告(英文版)(pdf 36页)

人力资源战略专题报告内容简介：
THE NEW SUCCESSION MANAGEMENT STRATEGY
Succession management, as it has 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 the role of yesterday’s replacement planning
and charts. And diversity in leadership is seen as a business imperative.
Replacement Planning: A Thing of the Past
  In the past, succession management was a long-term planning exercise that requiredorganizations to predict their specific leadership needs, and the names ofthe individuals who would fill those roles, as far out as 15 years, according to PeterCappelli, director of the Center for Human Resources at the Wharton School,University of Pennsylvania.
  Companies mapped out individuals’ career paths, based on assumptions of predictableadvancements, said Cappelli, who is now writing a book on how moderncareers are made and managed.
  Now, companies can no longer accurately predict the positions—or the skillsets—they will need in five or even two years, said Audrey B. Smith, senior vicepresident of executive solutions at Development Dimensions International, aconsulting firm based in Bridgeville, Pa. Business, competitors, and the nature ofwhat is required in executive roles is changing too quickly, added Smith, who alsocoauthored Grow Your Own Leaders (2002).
  “The old school is obsolete because of the velocity of change,” Smith said. “Eventhe roles are not stable enough.”
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