William J. Rothwell - Career Planning and Succession Management: Developing Your Organizationâ€TMs Talentâ€for Today and Tomorrow

Career Planning and Succession Management

Copyright 2015 by William J. Rothwell, Robert D. Jackson, Cami L. Ressler, and Maureen Connelly Jones

All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, except for the inclusion of brief quotations in a review, without prior permission in writing from the publisher.

Library of Congress Cataloging-in-Publication Data

Rothwell, William J., 1951

Career planning and succession management : developing your organizations talent for today and tomorrow / William J. Rothwell, Robert D. Jackson, Cami L. Ressler, and Maureen Connelly Jones, with Meg Brower. Second Edition.

pages cm

Revised edition of Career planning and succession management, 2005.

Includes bibliographical references and index.

ISBN 978-1-4408-3166-9 (alk. paper) ISBN 978-1-4408-3167-6 1. Career development. 2. Executive successionPlanning. I. Title.

HF5549.5.C35R68 2015

658.3'124dc23 2015006159

ISBN: 978-1-4408-3166-9

EISBN: 978-1-4408-3167-6

19 18 17 16 15 1 2 3 4 5

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William J. Rothwell: This book is dedicated to my wife Marcelina, my daughter Candice, my son Froilan, and my grandsons Aden and Gabriel.

Robert D. Jackson dedicates this book to grandsons Caleb J. Gnoth and Caden A. Gnoth and their parents Melissa J. Gnoth and James N. Gnoth as well as granddaughters Emily L. Jackson and Rachel O. Jackson and their parents Marc A. and Candice M. Jackson. This book was written with your futures in mind.

Cami L. Ressler dedicates this book to her wonderful parents Glenn and Sandra Ressler for their never-ending support and love. To her brother Kevin, sister-in-law Barbara, niece Brianna, and nephew Owen, may you continue to pursue your dreams and share your gifts. To her business partner, Julie Averill Shore, your talents make Career Mobility LLC possible.

Maureen Connelly Jones dedicates this book to mom, Mary Beckett Connelly, who never allowed me to give up and believed I could do anything. To husband, Arthur C. Jones, and my two children who make life an amazing place to be ~ Your love and support lift me up.

The aging American workforceknown as the Silver Tsunamiand a declining labor force is creating many consequences. Consider these projections:

• About 10,000 baby boomers in the United States will turn 65 every day until about 2030.
• By 2020, about 25 percent of the U.S. workforce will be comprised of workers age 55 and older.
• More than one in three chief executives in the United States is age 55 or older and will soon be eligible for retirement.
• The number of new entrants into the workforce is likely to fall short of the total of boomers headed for retirement.
• Nearly one-third of the federal workforceincluding 46 percent of air traffic controllerswill be eligible to retire before 2017.
• In only two years, the Internal Revenue Service has already lost 10,000 employees to retirements and attrition.

To cope with these daunting challenges, many organizations are establishing and implementing organized succession planning programs, while others have experienced renewed interest in career development programs. Indeed, career planningknown by various names, including employee developmentcontinues a rebirth of interest, emerging in a form that differs from widely used approaches in the 1980s.

A great need continues today to integrate succession planning programs with career planning programs. Succession planning programs help to ensure the continuity of talent needed to preserve economic growth and organizational viability. Career planning programs help individuals discover their career goals and provide reasons to qualify for advancementor simply keep their skills currentas employability in a new economy places more responsibility on individuals to remain competitive in a dynamic labor market.

Integrating career planning and succession planning is essential because career plans give individuals goals to develop themselves and methods by which to do so. Succession plans provide organizations ways to focus on meeting their talent needs over time and provide direction to development efforts. Both career planning and succession planning share development as a means to an end but approach it from different directions: career planning tends to be bottom up (from individual to organization); succession planning tends to be top down (from leaders to individuals). Career plans give individuals reasons to develop themselves; succession plans shape the efforts of organizational leaders to identify the talent needs of the organization and systematically develop that talent.

The Purpose and Contribution of this Book

The key purpose of this book is to update the systematic approach by which to integrate career planning and succession planning programs. Succession planning provides for an organizations continuing talent needs. It is an inherently top-down process in which the decision makers select potential replacements as well as identify talent requirements for all job categories, functions, and locations in which the organization operates. Talent is, after all, key to an organization realizing its strategic objectives. Career planning, on the other hand, gives individuals an opportunity to identify their career goals and develop themselves to achieve those goals. Without career planning, succession planning is a wish list; without succession planning, career planning can be a roadmap leading to an uncertain destination.

The Intended Audiences of this Book

This book is written for vice presidents, directors, and managers of human resources, HR practitioners and specialists, and line managers. This book is a relevant text for undergraduate and graduate courses in human capital, human resources, succession planning, or career development curricula. This book is a practical, how-to guide to help readers understand how to integrate career and succession planning programs. As such, it meets a growing need experienced by todays HR practitioners, line managers, and students of the profession.

The Knowledge Base of this Book

The book has a threefold knowledge base. First, the authors are collectively experienced in establishing and implementing career and succession planning programs. Hence, one base of knowledge stems from the authors experience.

Second, the authors have assembled, reviewed, and distilled research and literature about succession planning and career planning from 2000 to the present. This thorough literature review provides the basis for supporting assertions about effective practice.

Third, the authors conducted select interviews with practitioners who have established and implemented succession planning and career planning programs. The goal of the interviews was to dig deep into what the interview respondents had learned from experience and share that with the books readers.

The Organizational Scheme of this Book

This book is organized in four parts and consists of 16 chapters. is An Approach to Integrating Career and Succession Planning Programs.