The manager's guide to maximizing employee potential : quick by William J. Rothwell

By William J. Rothwell

Taking expertise administration out of the HR division and putting it within the fingers of these actually chargeable for their humans ... the managers.

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M. m. m. m. m. m. m. m. m. m. m. Other Days/Times-Your Notes Identifying and Grooming a Replacement 25 and it is not appealing when they consider how much more work they may have to tolerate in return. They prefer more work-life balance than a promotion might allow. By having this discussion, you will have a much better idea about the real career goals of people you identified as possible back ups. In many cases, it is wise to identify and develop more than one back up for the simple reason that people quit, retire, transfer, or otherwise depart from the development regimen.

Individuals and organizational leaders may say one thing and do another. Hence, not all values guide practice. Individuals and organizations must have compatible value systems if the people are to stay in the organization. Strong corporate cultures have strong value systems. Sometimes those values stem from the corporate culture, and sometimes they stem from the profession that people are members of. For instance, Wal-Mart as a company has a strong corporate culture. Certain values are inherent.

If you cannot identify any back ups, note that on the chart. You may wish to create different charts for short-term and long-term back ups if there is need. Then, for each position, indicate whether the people you identified are able to do the job right now without any further need for development. If so, code the “readiness” as RN (meaning ready now). If not, estimate how long it would take to systematically coach them to do the job after promotion. Would it take six months? If so, code the readiness as R1 (meaning ready in no more than six months).

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