Bottom Up Succession Planning Works Better.

Autor/in	Stevens, Paul
Institution	Centre for Worklife Counselling, Sydney (Australia).
Titel	Bottom Up Succession Planning Works Better.
Quelle	(2001), (6 Seiten) PDF als Volltext kostenfreie Datei Verfügbarkeit
Sprache	englisch
Dokumenttyp	gedruckt; online; Monographie
Schlagwörter	Leitfaden; Adult Education; Career Development; Career Education; Career Planning; Change Strategies; Developed Nations; Employment Opportunities; Employment Practices; Foreign Countries; Human Resources; Management Development; Occupational Aspiration; Occupational Mobility; Organizational Change; Personnel Management; Promotion (Occupational); Australia + Suchen Sie Ihr Suchwort? Adult; Adults; Education; Adult basic education; Adult training; Erwachsenenbildung; Berufsentwicklung; Arbeitslehre; Karriereplanung; Lösungsstrategie; Developed countries; Industriestaat; Industrieland; Berufschance; Beschäftigungschance; Berufspraxis; Ausland; Humankapital; Berufsneigung; Berufsziel; Berufliche Mobilität; Organisationswandel; Personalmanagement; Aufstiegsberuf; Berufsförderung; Australien
Abstract	Most succession planning practices are based on the premise that ambitious people have and want only one career direction--upwardly mobile. However, employees have 10 career direction options at any stage of their working lives. A minority want the career action requiring promotion. Employers with a comprehensive career planning support program know this. Knowing the direction in which a good performing employee is inclined is critical to achieving succession planning as a workable human resource practice. By stimulating employees to submit short- and long-term goals in Career Action Step Proposals, management has a better idea of who wants what. Career self-resilience education ensures that employees assemble data about themselves and can learn career management skills through workshops, print resources or software. Once they increase their employability confidence and personal career management expertise, they are less apprehensive about future organizational change. Succession planning resembles a grid-like pattern; possible successors can be plotted for job content moves upwards, sideways, or downwards. A designated successor benefits from a learning journey. He or she participates in information gathering discussions with the incumbent or a knowledgeable substitute. If the role reality is no longer attractive, time is saved by redirecting succession planning to a more likely candidate. Succession planning is about ensuring workforce responsiveness for organizational change. (YLB)
Anmerkungen	For full text: http://www.worklife.com.au/resource/sucsn.html.
Erfasst von	ERIC (Education Resources Information Center), Washington, DC