1、工具 2：继任管理角色与关键职位 While a companys succession management systems and processes will differ based on its level of maturity,it is important to remember that the roles leaders play in executing those systems and processes also differ.Companies looking to improve succession management must understand one
2、 of the most crucial findings from this study-achieving successful results is highly dependent on the level of commitment and engagement to the process that company leaders demonstrate.企业的继任管理体系与流程由于其成熟度等级会有不同，而领导者在这些体系与流程中扮演的角色也会有所不同，记住这一点很重要。寻求继任管理改进的企业必须明白本研究最重要的发现取得成功结果很大程度上取决于业务领导者对流程的承诺与投入程度。W
3、e have identified five key leadership roles that impact succession management,as well as the beliefs and behaviors which leaders in those roles must exhibit.While each of the five leadership roles is important,perhaps the most crucial is that of the senior executive-and his/her commitment,ownership
4、and level of engagement to succession management.我们明确了影响继任管理的 5 个关键领导角色，以及领导者在这些角色中需要表现出的信念及做出的行为。虽然这 5 个角色中每一个都很重要，但是最重要的应该是高管人员的角色及其对继任管理的承诺、责任感与投入程度。Talent Overseers Talent Overseers-The board of directors provides oversight on the organization and the decisions of senior leaders.The board also p
5、rovides oversight on succession management at the senior executive levels.By ensuring succession management is a priority within the HR Leaders HR 领导者 Talent Accelerators“人才加速者”Board of Directors 董事会 Talent Overseers“人才监督者”Executives 高管 Talent Orchestrators“人才协调者”Business Leaders 业务领导者 Talent Influe
6、ncers“人才影响者”Employees 员工 Talent“人才”organization,the board impacts the overall effectiveness of the process.人才人才监监督者督者董事会提供组织监督与高级领导者决策，同时也提供高管级别的继任管理。董事会通过确保继任管理在组织中的优先级，影响流程的总体效度。Talent Orchestrators Talent Orchestrators-The CEO and senior executives in an organization are in a position to orchestr
7、ate the organizations succession management efforts by aligning organizational resources,and demonstrating commitment and engagement to the process through their individual behaviors.人才人才协调协调者者组织中的 CEO 及高管人员通过协调组织资源安排组织继任管理工作，并通过个人行为展示对流程的承诺与投入。Talent InfluencersTalent Influencers-Business-line lead
8、ers are well-positioned to influence the development of talent,along with the improvement of succession management processes.A business-line leaders close proximity to the talent and organizational knowledge positions him/her to identify and grow the right people for the right roles.人才影响者人才影响者业务线领导者
9、有能力影响人才发展以及继任管理流程的改进。业务线领导者与人才的近距离接触以及组织知识使其能够为角色识别并培养合适的人选。Talent AcceleratorsTalent Accelerators-Human resource executives and HR business partners have the ability to provide systems,processes and coaching in order to accelerate the development of organizational talent.HR must improve the quality
10、 of the talent and leadership,reduce the readiness-to-lead cycle time,and improve succession management processes.人才加速者人才加速者HR 高管及 HR 业务合作伙伴有能力为加速组织人才的发展提供体系、流程及辅导。HR 部门必须提高人才及领导力的质量、减少“领导准备度”的周期时长并改善继任管理流程。Talent Talent-Employees are often overlooked in the study of succession management,even thoug
11、h they are the target for all of this effort.It is important for organizational leaders to understand the career aspirations of their talent and to use the employee perspective to evaluate the effectiveness of succession management processes.Employees also play an individual role in taking responsib
12、ility for their development within the organization.人才人才在继任管理研究中，尽管员工是一切努力的目的，他们却往往被忽略。组织领导者应了解人才的职业意愿并从员工的角度评估继任管理流程的效度，这一点很重要。员工也扮演着个人角色，对自己在组织中的发展负责。There is a summary of the key responsibilities of three roles(executive,line manager and employee)for both succession management and leadership deve
13、lopment.Because we believe leadership development is integral to succession management,we have included it as part of the grid.这里总结了 3 种角色（高管人员、业务线管理者及员工）在继任管理及领导力发展中的主要职责。我们相信领导力发展是继任管理不可或缺的一部分，因此将其纳入以下表格中。Key Roles for Succession Management and Leadership DevelopmentKey Roles for Succession Manage
14、ment and Leadership Development 继继任管理及任管理及领导领导力力发发展的展的关键关键角色角色 Succession ManagementSuccession Management 继继任管理任管理 Leadership DevelopmentLeadership Development 领导领导力力发发展展 ExecutiveExecutive 高管人高管人员员 Identifies and develops successors.识别并培养继任人选。Conducts and participates in talent review sessions.开展及参
15、与人才盘点会议。Shares talent and supports other leaders to share talent across the organization.共享人才并支持其他领导者在全组织内共享人才。Monitors succession plans to ensure that they are future-facing.跟踪继任计划，确保其面向未来。Monitors leadership pipeline.监控领导力通道。Monitors the health of talent pools for critical jobs/roles/skills 为关键之职位
16、/角色、技能监控人才资源池的发展情况。Supports rotational assignments.支持工作轮调。Supports stretch assignments.支持拓展性任务。Explicitly promotes and participates in the leadership development program.明确地促进并参与领导力发展项目。Helps define leadership competencies.帮助定义领导能力。Ensures that the right leadership team is in place to meet the strat
17、egic objectives.确保有到位的领导力团队以实现战略性目标。Serves as a mentor or coach for other leaders.作为其他领导者的导师或教练。Helps promote his/her employees to other leaders(i.e.,promotions,job rotations,talent migration).帮助将员工推荐给其他领导者（如，晋升、职位轮调及人才迁移）。Spends extra time working with top talent across all director levels and with
18、in the organization.利用额外的时间与组织内的以及所有主管级别的顶尖人才一起工作。LineLine-0f 0f-Business Business LeaderLeader 业 务 线 领业 务 线 领导导者者 Identifies his/her own successor.识别其自己的继任人选。Assesses potential of employees.评估员工潜能。Conducts and participates in talent review sessions.召开并参与人才盘点会议。Identifies and supports employees in t
19、he identification of career paths.识别并帮助员工识别其职业发展路径。Talks with employees about career aspirations and goals.与员工讨论职业意愿及目标。Develops employees for their next roles.培养员工，使其为下一个角色做好准备。Shares talent.共享人才。Helps define leadership competencies.帮助定义领导能力。Provides coaching.提供辅导。Provides opportunities for develop
20、ment.提供发展机会。Removes barriers for development.为发展消除障碍。Helps promote employees to other leaders(i.e.,promotions,job rotations,talent migration).帮助推荐员工给其他领导者（如，晋升、职位轮调及人才迁移）。EmployeeEmployee 员员工工 Identifies personal and career goals by completing strengths assessments and using career exploration tools
21、.通过完成优势测评及使用职业探索工具，明确个人及职业目标。Communicates career interests and goals.交流职业兴趣及目标。Identifies development needs.明确发展需求。Manages career development.管理职业发展。Contributes to his/her talent profile(including past work experiences,mobility,special skills,certifications,interests,et al).Creates an individual dev
22、elopment plan to close gaps.制定个人发展计划以消除差距。Closes performance and competency gaps through training and development programs.通过培训发展项目消除绩效及能力差距。Serves as a coach or mentor to others in the company,when appropriate.根据实际情况，担任企业内其他人的教练或导师。Develops and interacts with an internal network of peers,experts an
23、d mentors.建立与同事、专家及导师之间的内部人际网络，并与其交流互动。完善其人才简介（包括过去的工作经验、职业动向、特殊技能、证书、兴趣等等）。Develops career through special assignments,coaching programs,and training and development programs.通过特定的任务、辅导项目及培训发展项目发展自己的职业。Traditionally,succession management programs focused solely on senior executives.The reasons were
24、 logical A C-suite vacancy can cause a significant business interruption,which can,in turn,cause employees and stock analysts to lose confidence in the company.传统上，继任管理项目仅关注高管人员。原因是合理的最高管理层职位的空缺可能引起重大的业务中断，这反过来也可能导致员工及证券分析师对企业失去信心。While succession management at the top level is not unusual,it is cle
25、ar from this research that best-practice companies need to have succession programs for all company leaders,whether line managers,unit heads or senior executives.Focusing only on top executives ignores the reality of todays more horizontal organizations for which frontline staff,technical experts,an
26、d even the contingent and indirect workforce are critical to success.尽管最高层的继任管理很常见，但是根据本研究，很明显，最佳实践的企业需要为所有业务领导者制定继任计划，不管是业务线管理者还是单位负责人或高管人员。仅关注最高层管理人员忽略了目前组织更为扁平化的现实，在这些组织中，一线员工、技术专家甚至非固定及间接劳动力都是成功的关键。To identify which positions fall into the“critical”category and then to develop talent strategies
27、requires the creation of job profiles.Job profiles detail the skills,competencies,experiences,role responsibilities,appropriate developmental assignments and logical career path required for success in a particular job or role.Once each of these areas is defined,a company can assess employees against the profiles to determine skills gaps or job fit.Job profiles also provide a foundation for talent calibration.为了识别被纳入“关键”类别的职位然后发展人才策略，需要创建职位描述。职位描述详细说明了特定职位或角色所需的技能、能力、经验、角色职责、合适的发展任务以及合理的职业发展路径。一旦定义了这各个领域，企业可按照这些描述评估员工，确定其技能差距或合适的职位。职位描述也是人才校准。
