Effective Succession Planning: Ensuring Leadership by William J. Rothwell

Effective Succession Planning: Ensuring Leadership by William J. Rothwell

By William J. Rothwell

Offers enterprises confirmed options for choosing capabilities, clarifying values, assessing present and destiny wishes and masses extra. includes a CD-ROM with immediately usable instruments.

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Extra info for Effective Succession Planning: Ensuring Leadership Continuity And Building Talent From Within 3rd Edition

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Individuals, not computers, discover new ideas that can be turned to profit. As entrepreneurs, they found companies. They also discover new ways to serve customers, find new customers or markets for old products, and discover ways to improve work processes to increase productivity. A key issue in HCM, then, is that creativity has value. So does the institutional memory that individuals carry in their heads. While more will be written about that later in this book, it is worth emphasizing at this point that succession planning can mean more than just finding warm bodies to fill vacancies.

One is that executives, middle managers, and supervisors are uncertain about their roles and the results expected of them. Another is that employees, pressured to do better work with fewer resources, are complaining bitterly about compensation or other reward practices that they feel do not reflect their increased responsibilities, efforts, or productivity. And a fourth storm is brewing. Corporate executives, it is rumored, are considering moving all production facilities offshore to take advantage of reduced labor and employee health-care insurance costs.

Then McDonald’s began to stumble badly. Service levels came in for increasing criticism, sales began to fall and the company suffered its first quarterly loss. It also became embroiled in the debate about obesity and the role of fast food. McDonald’s was even sued by some parents for making their children fat. ) Mr. Greenberg put a recovery plan into action and vowed to stay on to execute it, only to be forced out by worried investors. The board turned to Mr. Cantalupo, who came out of retirement to take over as chairman and chief executive in January 2003.

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