CHAPTER 7 Flashcards
Refers to the systematic process of determining critical roles with the organization, identifying and evaluating possible successors, and developing them for these roles.
SUCCESSION MANAGEMENT
The process of identifying short-term and long-term emergency backups to fill critical positions.
REPLACEMENT PLANNING
Traditional model of HR planning where in managers would identify their top performers and groom them for success.
TALENT POOLS
Traditional planning relied on the identification of the replacement people by a single rater.
RATING SYSTEM
2 approaches in identifying the characteristics of successful managers:
- JOB-BASED APPROACH
- COMPETENCY-BASED APPROACH
4 approaches to identify managerial talent:
- TEMPORARY REPLACEMENT
- REPLACEMENT CHARTS
- STRATEGIC REPLACEMENT
- TALENT MANAGEMENT CULTURE
Approach that suggests that employees who have significant experience as managers, and who have acquired job skills will make successful managers.
JOB-BASED APPROACH
A list of skills forms the basis for succession management.
COMPETENCY-BASED APPROACH
Characteristics that every member of the organization is expected to possess.
CORE COMPETENCIES
Also called “specific competencies”, characteristics shared by different positions within an organization.
ROLE COMPETENCIES
Also called “distinctive competencies”, characteristics that apply only to specific positions within an organization.
UNIQUE COMPETENCIES
Individual managers will have identified a designated backup and potential successor.
TEMPORARY REPLACEMENT
Preparation of charts with predicted departure dates of the incumbents along with a shortlist of possible successors.
REPLACEMENT CHARTS
Identifies leadership competencies it needs on the basis of organizational plans, then the organization tries to support and train these managers from within.
STRATEGIC REPLACEMENT
Talents are developed not only at the top level but also at all levels.
TALENT MANAGEMENT CULTURE
