Index
Lori J. Spina
(The Delta Group Network, Inc., USA)
James D. Spina
(The Delta Group Network, Inc., USA)
Beyond Succession Planning: New Ways to Develop Talent
ISBN: 978-1-83982-079-3, eISBN: 978-1-83982-078-6
Publication date: 8 February 2021
This content is currently only available as a PDF
Citation
Spina, L.J. and Spina, J.D. (2021), "Index", Beyond Succession Planning: New Ways to Develop Talent, Emerald Publishing Limited, Leeds, pp. 111-114. https://doi.org/10.1108/978-1-83982-078-620211020
Publisher
:Emerald Publishing Limited
Copyright © 2021 The Delta Group Network, Inc.
INDEX
Note: Page numbers followed by “n” indicate endnotes.
Adobe Creative Cloud
, 103
Analysis thinking
, 24, 26
Anchoring error
, 22
Appraisal feedback improvement
, 21
Artificial Intelligence (AI)
, 67
data storage
, 70–71
for human resources function
, 68
into organization
, 70
as tool for talent management
, 69
tools for working remotely
, 103–104
Assembly line revisited
, 78
Barn yard physics
, 99
Basecamp
, 103
Beyond Succession Planning
, 1
Big Data
, 67
“Black Boxes”
, 85–86
Bosons
, 99
“Bucky balls”
, 99
Business strategy
, 43–44
“C BOX” process
, 86
“C” Leadership theory
, 82–85
“Black Boxes”
, 85–86
Spiral Thinking
, 86–87
Uncertainty Principle
, 88
Canva
, 103
“Cash and fear” motivational style
, 11n1
Causality
, 28
“Cha-ching” rhythm
, 27
Change
cadre selection table
, 8
forces for
, 8
leadership styles for leading
, 34
people rewarded for embracing
, 75–78
protégé training session on embracing
, 94–96
resistance reduction to
, 7–9
Cloud
, 71
Consultant selection
, 74–75
“Convincer” device
, 99
“Cookie cutter” training programs
, 51
Creative mind
, 26
Creative thinking
, 37
barriers to
, 38
exercise
, 39
interpretation of responses
, 40–41
Nominal Group Brainstorming
, 39–40
Creativity
, 35, 37
Critical organizational elements
, 13–16
Critical tasks
, 63
Critical thinking skills for succession decisions
, 25
application of critical thinking outcomes
, 28
levels of thinking
, 25–28
“What People Want from Work” questionnaire
, 28–29
Data Driven Business Operations
, 67
Data storage
, 70–71
Deep Data
, 68
Deep Learning
, 67
Delegation
, 47–48, 107–110
for development of talent
, 45–46
Development program/plans
for high performers
, 59–61
for high potential people
, 49–50
for protégés
, 55–59
Documentation
, 60
Doodle
, 104
Dropbox
, 104
Duality
, 100
Effective communication skills
, 31–32
Effective mentoring program
, 50–54
Empowerment of staff
, 15
Engaging key staff in succession process
, 34–35
Entropy effect caused by imbalance of forces
, 96–98
Face-to-face interview
, 75
“Five Why” approach
, 29, 68
Flowdock
, 104
“Forces for change”
, 8
Google Drive
, 104
GoToMeeting
, 104
“Grapevine” information
, 69
Halo effect
, 21
Harvest
, 104
High performers, development plans for
, 59–61
High potentials
, 49
development plans for high performers
, 59–61
development plans for protégés
, 55–59
development program for high potential people
, 49–50
effective mentoring program
, 50–54
phases of typical mentoring relationship
, 54–55
project focused learning activity for individuals
, 62–65
team project centered learning activity
, 61–62
Human Resources (HR)
, 5, 50
“IDEA BANK” method
, 39
Immediate Supervisor
, 58–59, 65n3
“In-Basket” exercise
, 62–64
Innovation
, 37
Innovation Bank
, 79
Instructional methods
, 107
Interviews of supervisors
, 69
Invitation
, 79
Job satisfaction scale
, 76
Leadership
, 21
Leadership styles for leading change
, 34
Leniency error
, 22
Liberating
, 27
Loom
, 104
“Lose/lose” outcome
, 81
Lose/Win outcome
, 34
Machine Learning
, 67–68
“March of Dimes, The”
, 9
Media
, 107
Mentoring
plan with prioritized development areas
, 59
relationship phases
, 54–55
roles and responsibilities
, 52–54
Mentors
, 65
mentor-led a protégé training session
, 94–96
training of
, 89–94
Microsoft
, 68
Microsoft Office for Teams
, 104
Monster Board
, 56
Nominal Group Brainstorming (NGB)
, 39–40
“Observer/actor bias” error
, 21
On-line payment services
, 68
Organization
AI into
, 70
entropy effect caused by imbalance of forces within
, 96–98
vision statement
, 13–14
Outside expertise
, 73–74
Parallel thinking
, 38
Performance appraisal system
, 17–18
applying S. W. O. T.
, 18
appraisal feedback improvement
, 21
factors to move beyond tradition appraisal systems
, 19–21
rating errors
, 21–23
rewards aligning with performance
, 23–24
Photon
, 100
Pilot program
, 34
Problem symptoms
, 27
Project focused learning activity for individuals
, 62–65
Protégé
, 65n3
Protégé
development plans for
, 55–59
training session on embracing change
, 94–96
Quarks
, 99
Ranking Tasks
, 64
Rating errors
, 21–23
Recency error
, 22
“Regression to the mean” error
, 22
Replacement plan problem
, 2–3
Request for proposal (RFP)
, 74
Resistance reduction to change
, 7–9
Rewards
, 27
aligning with performance
, 23–24
system
, 27
“60 Second Seminar” series
, 79
Skype
, 104
Slack
, 104
Social media
, 68
Spiral Thinking
, 86–87
Stakeholders
, 86
Strategic succession system
, 1
aligning key organizational elements
, 43–44
building new
, 9–10
case study
, 46
challenges
, 1–2
creating succession readiness categories
, 44–45
delegation
, 45–48
drive fear out of workplace
, 44
evaluation
, 6–7
outcomes
, 48
qualifications
, 47
reducing resistance to change
, 7–9
replacement plan problem
, 2–3
Strategies
, 15–16
Strengths/Weaknesses/Opportunities/Threats (S.W.O.T.)
, 18
Succession
planning
, 3
readiness categories
, 44–45
system
, 17
Succession process, need for new
effective communication skills
, 31–32
engaging key staff in succession process
, 34–35
leadership styles for leading change
, 34
two-way communication challenges
, 32–33
Talent management
AI as tool for
, 69
challenges of developing
, 75
Team project centered learning activity
, 61–62
Thinking levels
, 25–28
“Timely basis”
, 14
Training of mentors
, 89–94
Trello
, 104
Two-slit experiment
, 101–102
Two-way communication challenges
, 32–33
“UBERAZATION” business model
, 37
Uncertainty Principle
, 88, 99–102
Untapped information
, 21
Values
, 15–16
“What People Want from Work” questionnaire
, 28–29
“Win/lose efforts”
, 81
“Win/Lose” management behaviours.
, 34
“Win/Win”
, 77
leadership approach
, 81
outcome
, 34
Workplace
dissatisfaction
, 3
drive fear out of
, 44
Yahoo
, 56
Zoom
, 104
- Prelims
- Introduction
- 1: Rethinking Your Succession Management System
- 2: Aligning Critical Organizational Elements with a Strategic Succession System
- 3: Revisiting Your Performance Appraisal System
- 4: Critical Thinking Skills for Succession Decisions
- 5: Communicating the Need for a New Succession Process
- 6: Creative Thinking Methods that Work
- 7: Creating A Strategic Succession System
- 8: A Succession System for High Potential and High Performing Staff
- 9: Looking Ahead: Artificial Intelligence and Developing Talent
- 10: Special Issues
- Epilogue: The “C” Leadership Theory Explained
- Appendices
- Index