William J. Rothwell - Effective Succession Planning (2005)(3-e)(en)

10.Kenneth E. Carlisle, Analyzing Jobs and Tasks (Englewood Cliffs, N.J.: Educational Technology Publications, 1986), p. 5.

11.See Barlow and Hane, ‘‘A Practical Guide,’’ 53–60; M. Chalker, ‘‘Tooling Up for ADA,’’ HR Magazine, December 1991, 61–63, 65; and J. Kohl and P. Greenlaw, ‘‘The Americans with Disabilities Act of 1990: Implications for Managers,’’ Sloan Management Review 33:3 (1992), 87–90.

12.See, for instance, Roger J. Plachy and Sandra J. Plachy, Results-Oriented Job Descriptions (New York: AMACOM, 1993).

13.William J. Rothwell, ‘‘HRD and the Americans with Disabilities Act,’’

Training and Development 45:8 (1991), 45–47.

14.Richard Boyatzis, The Competent Manager: A Model for Effective Performance (New York: John Wiley & Sons, 1982).

15.David Dubois, Competency-Based Performance Improvement: A Strategy for Organizational Change (Amherst, Mass.: HRD Press, 1993), p. 9.

16.Ibid.

17.R. Norton, Dacum Handbook (Columbus, Ohio: The National Center for Research in Vocational Education, The Ohio State University, 1985). See also D. Faber, E. Fangman, and J. Low, ‘‘DACUM: A Collaborative Tool for Workforce Development,’’ Journal of Studies in Technical Careers 13:2 (1991), 145–159.

18.Ibid., pp. 1–2.

19.See A. Osborn, Applied Imagination, 3rd ed. (New York: Scribner, 1963); A. Van Gundy, Techniques of Structured Problem Solving (New York: Van Nostrand Reinhold, 1981); Michael Michalko, Thinkertoys: A Handbook of Business Creativity for the 90s (Berkeley, Calif.: Ten Speed Press, 1991); Dario Nardi, Multiple Intelligences and Personality Type: Tools and Strategies for Developing Human Potential (Huntington Beach, Calif.: Telos Publications, 2001); Pamela Meyer, Quantum Creativity (New York: McGraw-Hill, 2000).

20.A. Van Gundy, Techniques of Structured Problem Solving.

21.G. Huet-Cox, T. M. Nielsen, and E. Sundstrom, ‘‘Get the Most From 360-Degree Feedback: Put It on the Internet,’’ HR Magazine 44:5 (1999), 92– 103; ‘‘Finding Leaders: How Ameritech Feeds Its Pipeline,’’ Training Directors’ Forum Newsletter 15:5 (1999), 4.

22.Leanne Atwater and David Waldman, ‘‘Accountability in 360-Degree Feedback,’’ HR Magazine 43:6 (1998), 96–104. The article asserts that over 90 percent of Fortune 1000 companies use some form of multisource assessment. For more information on full-circle, multirater assessment, see David D. Dubois and William J. Rothwell, The Competency Toolkit, 2 vols. (Amherst, Mass.: HRD Press, 2000); Keith Morical, ‘‘A Product Review: 360 Assessments,’’ Training and Development 53:4 (1999), 43–47; Kenneth Nowack, Jeanne Hartley, and William Bradley, ‘‘How to Evaluate Your 360-Feedback Efforts,’’ Training & Development 53:4 (1999), 48–53; David Waldman and David E. Bowen, ‘‘The Acceptability of 360-Degree Appraisals: A Customer-Supplier Relation-

ship Perspective,’’ Human Resource Management 37:2 (1998), 117–129. Other recent writings on 360-degree assessment include Anne Freedman, ‘‘The Evolution of 360s,’’ Human Resource Executive, 16:17 (2002), 47–51; Marnie E. Green, ‘‘Ensuring the Organization’s Future: A Leadership Development Case Study,’’ Public Personnel Management 31:4 (2002), 431–439; Fred Luthans and Suzanne J. Peterson, ‘‘360-Degree Feedback with Systematic Coaching: Empirical Analysis Suggests a Winning Combination,’’ Human Resource Management 42:3 (2003), 243–256; Bruce Pfau and Ira Kay, ‘‘Does 360-Degree Feedback Negatively Affect Company Performance?’’, HR Magazine 47:6 (2002), 54–59; Scott Wimer, ‘‘The Dark Side of 360-Degree Feedback,’’ T D 56:9 (2002), 37–42.

23.See, for instance, Paul J. Taylor and Jon L. Pierce, ‘‘Effects of Introducing a Performance Management System on Employees’ Subsequent Attitudes and Effort,’’ Public Personnel Management 28:3 (1999), 423–452.

24.See, for instance, Performance Appraisals: The Ongoing Legal Nightmare (Ramsey, N.J.: Alexander Hamilton Institute, 1993).

25.Mary Walton, The Deming Management Method (New York: Perigee Books, 1986), p. 91.

26.See, for instance, S. Cunningham, ‘‘Coaching Today’s Executive,’’ Public Utilities Fortnightly 128:2 (1991), 22–25; David L. Dotlich and Peter C. Cairo, Action Coaching: How to Leverage Individual Performance for Company Success (San Francisco: Jossey-Bass, 1999); Steven J. Stowell and Matt Starcevich, The Coach: Creating Partnerships for a Competitive Edge (Salt Lake City: The Center for Management and Organization Effectiveness, 1987).

27.BLR Encyclopedia of Performance Appraisal (Madison, Conn.: Business and Legal Reports, 1985). See also Richard C. Grote, The Complete Guide to Performance Appraisal (New York: AMACOM, 1996).

28.David D. Dubois and William J. Rothwell, Competency-Based Human Resource Management (Palo Alto, Calif.: Davies-Black, 2004).

29.Paul Kaihla, ‘‘Getting Inside the Boss’s Head,’’ Business 2.0 4:10 (2003), 49.

30.Scott Highhouse, ‘‘Assessing the Candidate as a Whole: A Historical and Critical Analysis of Individual Psychological Assessment for Personnel De- cision-Making,’’ Personnel Psychology 55:2 (2002), 363–396.

Chapter 9

1.See William J. Rothwell and H. C. Kazanas, Planning and Managing Human Resources: Strategic Planning for Personnel Management, 2nd ed. (Amherst, Mass.: HRD Press, 2003).

2.William J. Rothwell and H. C. Kazanas, ‘‘Developing Management Employees to Cope with the Moving Target Effect,’’ Performance and Instruction 32:8 (1993), 1–5.

3.See, for instance, Newman S. Peery, Jr., and Mahmoud Salem, ‘‘Strategic Management of Emerging Human Resource Issues,’’ Human Resource Development Quarterly 4:1 (1993), 81–95; Raynold A. Svenson and Monica J. Rinderer, The Training and Development Strategic Plan Workbook (Englewood Cliffs, N.J.: Prentice-Hall, 1992). For works specifically on environmental scanning, see F. Aguilar, Scanning the Business Environment (New York: Macmillan, 1967); Patrick Callan, Ed., Environmental Scanning for Strategic Leadership (San Francisco: Jossey-Bass, 1986); L. Fahey, W. King, and V. Narayanan, ‘‘Environmental Scanning and Forecasting in Strategic Planning—The State of the Art,’’ Long Range Planning 14:1 (1981), 32–39; R. Heath and Associates,

Strategic Issues Management: How Organizations Influence and Respond to Public Interests and Policies (San Francisco: Jossey-Bass, 1988).

4.Harry Levinson, Organizational Diagnosis (Cambridge, Mass.: Harvard University Press, 1972); A. O. Manzini, Organizational Diagnosis (New York: AMACOM, 1988); and Marvin Weisbord, Organizational Diagnosis: A Workbook of Theory and Practice (Reading, Mass.: Addison-Wesley, 1978).

5.This is an issue of classic debate: Does structure affect strategy or does strategy affect structure? The first discussion appears in A. Chandler, Strategy and Structure: Chapters in the History of American Industrial Enterprise

(Cambridge, Mass.: Massachusetts Institute of Technology, 1962). Other authors are not sure that strategy always affects structure. See, for instance, J. Galbraith and D. Nathanson, ‘‘The Role of Organizational Structure and Process in Strategy Implementation,’’ in D. Schendel and C. Hofer, Eds., Strategic Management (Boston: Little, Brown and Co., 1979).

6.See Kees Van Der Heijden, Scenarios: The Art of Strategic Conversation

(New York: John Wiley & Sons, 1996); and William J. Rothwell and H. C. Kazanas, The Strategic Development of Talent (Amherst, Mass.: HRD Press, 2003).

7.See, for instance, the classic article by J. Wissema, A. Brand, and H. Van Der Pol, ‘‘The Incorporation of Management Development in Strategic Management,’’ Strategic Management Journal 2 (1981), 361–377.

8.See remarks in Larry Davis and E. McCallon, Planning, Conducting, Evaluating Workshops (Austin, Tex.: Learning Concepts, 1974).

9.Rothwell and Kazanas, ‘‘Developing Management Employees,’’ 1–5.

10.See Rothwell and Kazanas, Planning and Managing Human Resources.

11.Melvin Sorcher, Predicting Executive Success: What It Takes to Make It Into Senior Management (New York: John Wiley & Sons, 1985), p. 2.

12.William J. Rothwell and H. C. Kazanas, Building In-House Leadership and Management Development Programs (Westport, Conn.: Quorum Books, 1999).

13.Ibid.

14.See the classic study: E. Lindsey, V. Homes, and M. McCall, Key Events in Executives’ Lives (Greensboro, N.C.: The Center for Creative Leadership, 1987).

15.This approach is described at length in George S. Odiorne, Strategic

Management of Human Resources: A Portfolio Approach (San Francisco: Jos- sey-Bass, 1984).

16.Ibid.

17.Ibid.

18.Ibid.

19.Ibid.

20.Rose Mary Wentling, ‘‘Women in Middle Management: Their Career Development and Aspirations,’’ Business Horizons (January-February 1992), 47–54.

21.‘‘Assessment Centres Show Signs of Growth’’ (2004, February 24), 47.

22.Cam Caldwell, George C. Thornton III, and Melissa L Gruys. ‘‘Ten Classic Assessment Center Errors: Challenges to Selection Validity.’’ Public Personnel Management 32:1 (2003), 73–88.

23.For more on assessment centers, see: International Task Force on Assessment Center Guidelines, ‘‘Guidelines and Ethical Considerations for Assessment Center Operations: International Task Force on Assessment Center Guidelines,’’ Public Personnel Management 29:3 (2000), 315–331; P. G. Jansen and B. A. M. Stoop, ‘‘The Dynamics of Assessment Center Validity: Results of a 7-Year Study,’’ Journal of Applied Psychology 86:4 (2001), 741–753; G. C. Thornton, Assessment Centers in Human Resource Management (Reading, Mass.: Addison-Wesley, 1992); A. Tziner, S. Ronen, and D. Hacohen, ‘‘A Fouryear Validation Study of an Assessment Center in a Financial Corporation,‘‘

Journal of Organizational Behavior 14 (1993), 225–237.

Chapter 10

1.Walter R. Mahler and Stephen J. Drotter, The Succession Planning Handbook for the Chief Executive (Midland Park, N.J.: Mahler Publishing Co., 1986).

2.Peter F. Drucker, ‘‘How to Make People Decisions,’’ Harvard Business Review 63:4 (1985), 22–26.

3.Lawrence S. Kleiman and Kimberly J. Clark, ‘‘User’s Satisfaction with Job Posting,’’ Personnel Administrator 29:9 (1984), 104–108.

4.Lawrence S. Kleiman and Kimberly J. Clark, ‘‘An Effective Job Posting System,’’ Personnel Journal 63:2 (1984), 20–25.

5.Malcolm Knowles, Using Learning Contracts: Practical Approaches to Individualizing and Structuring Learning (San Francisco: Jossey-Bass, 1986), pp. 28–32.

6.R. Fritz, Personal Performance Contracts: The Key to Job Success (Los Altos, Calif.: Crisp, 1987).

7.Arthur X. Deegan II, Succession Planning: Key to Corporate Excellence

(New York: Wiley-Interscience, 1986), p. 167.

8.Robert F. Mager, Preparing Instructional Objectives, 2nd ed. (Belmont, Calif.: Lear-Siegler, 1975).

9.M. Lombardo and R. Eichinger, Eighty-eight Assignments for Development in Place: Enhancing the Developmental Challenge of Existing Jobs

(Greensboro, N.C.: The Center for Creative Leadership, 1989).

10.A. Huczynski, Encyclopedia of Management Development Methods

(London: Gower, 1983).

11.See, for instance, Paul R. Yost and Mary Mannion Plunkett, ‘‘Turn Busi-

ness Strategy Into Leadership Development,’’ T D 56:3 (2002), 48–51.

12. See, for instance, William J. Rothwell and H. C. Kazanas, Building InHouse Leadership and Management Development Programs (Westport, Conn.: Quorum, 1999) and Marshall Tarley, ‘‘Leadership Development for Small Organizations,’’ T D 56:3 (2002), 52–55.

13.Maryse Dubouloy, ‘‘The Transitional Space and Self-Recovery: A Psychoanalytical Approach to High-Potential Managers’ Training,’’ Human Relations 57:4 (2004), 467–496; ‘‘A Formal Coaching Program,’’ Sales and Marketing Management, 156:7 (2004), 14; Stephen Hrop, ‘‘Coaching Across Cultures: New Tools for Leveraging National, Corporate, and Professional Differences,’’ Personnel Psychology 57:1 (2004), 220–223; Leigh Rivenbark, ‘‘Adaptive Coaching,’’ HR Magazine 49:5 (2004), 128–129; Mark Rotella, Sarah F Gold, Lynn Andriani, Michael Scharf, and Emily Chenoweth, ‘‘Leverage Your Best, Ditch The Rest: The Coaching Secrets Top Executives Depend On,’’ Publishers Weekly 251:20 (2004), 45.

14.Chris Bones, ‘‘Coaching? It’s What Managers Are For,’’ Human Resources, June 2004, 14.

15.James M. Hunt and Joseph R. Weintraub, The Coaching Manager: Developing Top Talent in Business (Thousand Oaks, Calif.: Sage Publications, 2002).

16.See the Coaching Federation of Canada Web site (http://www

.coach.ca/e/nccp/) and an ERIC Web site with a list of them available, at least on 17 July 2004, at http://www.ericdigests.org/pre-9212/coaching.htm

17.See, for instance, http://www.coachfederation.org/credentialing/en/ core.htm. [That is the Web site of the International Coaching Federation, which has a competency model for coaching on the Web in downloadable format.]

18.Heather Johnson, ‘‘The Ins and Outs of Executive Coaching,’’ Training 41:5 (2004), 36–41.

19.See, for instance, the Worldwide Association of Business Coaches at http://www.wabccoaches.com/.

20.See, for an example, http://mycoach.com/ethics_abeta.shtml

21.See http://www.execcoach.net/Competences.htm

22.Edgar Schein, Process Consultation Revisited: Building the Helping Relationship (Reading, Mass.: Addison-Wesley, 1998).

23.S. J. Armstrong, C. W. Allinson, and J. Hayes, ‘‘Formal Mentoring Systems: An Examination of the Effects of Mentor/Prote´ge´ Cognitive Styles on the

Mentoring Process,’’ The Journal of Management Studies 39 (December 2002), 1111–1137; N. Bozionelos, ‘‘Mentoring Provided: Relation to Mentor’s Career Success, Personality, and Mentoring Received,’’ Journal of Vocational Behavior 64 (February 2004), 24–46; C. Conway, Strategies for Mentoring: A Blueprint for Successful Organizational Development (New York: John Wiley & Sons, 1998); V. M. Godshalk and J. J. Sosik, ‘‘Does Mentor-Prote´ge´ Agreement on Mentor Leadership Behavior Influence the Quality of a Mentoring Relationship?’’ Group and Organization Management 25 (September 2000), 291–317; B.A. Hamilton and T. A. Scandura, ‘‘E-Mentoring: Implications for Organizational Learning and Development in a Wired World,’’ Organizational Dynamics 31:4 (2003), 388–402.

24.Reg Revans, Developing Effective Managers (New York: Praeger,

1971).

25.David L. Dotlich and James L. Noel, Action Learning : How the World’s Top Companies are Re-Creating Their Leaders and Themselves (San Francisco: Jossey-Bass, 1998); Ian McGill and Liz Beaty, Action Learning: A Guide for Professional, Management & Educational Development, 2nd ed. (New York: Taylor and Francis, 2001); Michael Marquardt, Action Learning in Action: Transforming Problems and People for World-Class Organizational Learning

(Palo Alto, Calif.: Davies-Black, 1999); Michael Marquardt, Optimizing the Power of Action Learning: Solving Problems and Building Leaders in Real Time (Palo Alto, Calif.: Davies-Black, 2004).

26. Michael Marquardt, ‘‘Harnessing the Power of Action Learning,’’

TD 58:6 (2004), 26–32.

27.William J. Rothwell, The Action Learning Guidebook: A Real-Time Strategy for Problem-Solving, Training Design, and Employee Development

(San Francisco: Jossey-Bass/Pfeiffer, 1999).

Chapter 11

1.James L. Adams, Conceptual Blockbusting: A Guide to Better Ideas, 3rd ed. (Reading, Mass.: Addison-Wesley, 1986), p. 7.

2.Michael Hammer and James Champy, Reegineering the Corporation: A Manifesto for Business Revolution (New York: HarperBusiness, 1993), p. 32.

3.G. Rummler and A. Brache, ‘‘Managing the White Space,’’ Training 28:1 (1991), 55–70.

4.See Eva Kaplan-Leiserson, ‘‘Aged to Perfection,’’ T D 55:10 (2001), 16–17; and Neil Lebovits, ‘‘Seniors Returning to the Accounting Workforce: Supply Meets Demand,’’ The CPA Journal, 73:11 (2003), 14.

5.Anne Freedman, ‘‘What Shortage?’’ Human Resource Executive 18:4 (2004), 26–28.

6.Dayton Fandray, ‘‘Gray Matters,’’ Workforce 79:7 (2000), 26–32.

Personnel Today, June 15, 2004, 7; James F. Orr, ‘‘Outsourcing Human Resources,’’ Chief Executive, June 2004, 16; Sara L. Rynes, ‘‘’Where Do We Go From Here?’ Imagining New Roles for Human Resources,’’ Journal of Management Inquiry 13:3 (2004), 203–213; William B. Scott and Carole Hedden, ‘‘People Issues: Good Leaders, Ethics, Growth Opportunities Rank High on Employee Preference Lists,’’ Aviation Week and Space Technology 160:18 (2004), 61; Uyen Vu, ‘‘HR Responds to Cost Crunch with Workforce Cuts: Survey,’’ Canadian HR Reporter 17:11 (2004), 1–2; Joe Willmore, ‘‘The Future of Performance,’’ T D, August 2004, 26–31, 49, 53; Ron Zemke, ‘‘The Confidence Crisis,’’ Training 41:6 (2004), 22–27.

2.Anonymous, ‘‘An HR Outsourcing Report,’’ Employee Benefit Plan Review 59:1 (2004), 5–6; ‘‘The Return of Work/Life Plans,’’ HR Focus 81:4 (2004), 1–3; Damon Cline, ‘‘Companies Seeking ‘Right’ Candidates Increasingly Turn to Personality Tests,’’ Knight Ridder Tribune Business News, March 9, 2004, 1; Kristine Ellis, ‘‘Top Training Strategies,’’ Training 40:7 (2003), 30–36; Brandon Hall, ‘‘Time to Outsource?’’, Training 41:6 (2004), 14; Fay Hansen, ‘‘Currents in Compensation and Benefits,’’ Compensation and Benefits Review 36:3 (2004), 6–25.

3.Craig E. Aronoff and Christopher J. Eckrich, ‘‘Trends in Family-Business Transitions,’’ Nation’s Business 87:5 (1999), 62–63; John Beeson, ‘‘Succession Planning,’’ Across the Board 37:2 (2000), 38–41; Ram Charan and Geoffrey Colvin, ‘‘The Right Fit,’’ Fortune 141:8 (2000), 226–233; Robert J. Grossman, ‘‘HR On the Board,’’ HR Magazine 49:6 (2004), 56–63; William J. Rothwell, ‘‘What’s Special about CEO Succession?’’ Global CEO Magazine, March 2004, 15–20; William J. Rothwell, ‘‘Knowledge Transfer: 12 Strategies For Succession Management,’’ IPMA-HR News, July 2004, 10–12; William J. Rothwell, ‘‘Com- petency-Based Succession Planning: Do I Fit In? The Individual’s Role in Succession Planning,’’ Career Planning and Adult Development Journal 18:4 (2003), 120–135; William J. Rothwell, ‘‘Succession Planning and Management in Government: Dreaming the Impossible Dream,’’ IPMA-HR News 69:10 (2003), 1, 7—9; William J. Rothwell and Christopher Faust, ‘‘Managing the Quiet Crisis: The Impact of an Effective Succession Plan: Leveraging WebBased Human Capital Management Systems to Plan for the Future and Manage the Talent Pool Today,’’ Published online at http://www.softscape.com/white papers/whitepapers.htm.; William J. Rothwell ‘‘Beyond Succession Management: New Directions and Fresh Approaches,’’ Linkage Link and Learn Newsletter, published at http://www.linkageinc.com/newsletter/archives/leadership/ beyond_succession erothwell.shtml.; William J. Rothwell, ‘‘Go Beyond Replacing Executives and Manage Your Work and Values,’’ in D. Ulrich, L. Carter, M. Goldsmith, J. Bolt & N. Smallwood (Eds.), The Change Champion’s Fieldguide (pp. 192–204). (Waltham, Mass.: Best Practice Publications, 2003); George B. Yancey, ‘‘Succession Planning Creates Quality Leadership,’’ Credit Union Executive Journal 41:6 (2001), 24–27.

4.Susan Ladika, ‘‘Executive Protection: Terror Alerts and Corporate Board

Liability Are Focusing New Attention on Security Issues for Top Company Officers,’’ HR Magazine 49:10 (2004), 105–106, 108–109.

5.See Thomas Hoffman, ‘‘Labor Gap May Drive Mergers,’’ Online News, July 13, 1998, at http://www.idg.net/crd[lh.5,p6]it[lh.5,p6]9–65593.html.

6.Jennifer Reingold and Diane Brady, ‘‘Brain Drain,’’ Business Week, September 20, 1999, 112–115, 118, 120, 124, 126.

7.Ibid.

8.Ibid.

9.Leslie Gross Klaff, ‘‘Thinning the Ranks of the ’Career Expats,’ ’’ Workforce Management 83:10 (2004), 84–84, 86–87.

10.W. Rothwell and S. Poduch, ‘‘Introducing Technical (Not Managerial) Succession Planning,’’ Personnel Management, 33(4), 2004, pp. 405–420.