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Products & Services Human Resources Employee Training and Development

Career Path Definition & Succession Planning: Evaluating , Reviewing and Refining

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ID: 5154


Features:


Pages/Slides: 15


Published: Pre-2014


Delivery Format: Online PDF Document


 

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Single User: Authorizes use by the person who places the order or for whom the order was placed.

Sitewide: Authorizes use of the report for a geographic site. All people at site can view the report for a year and copies can be printed.

Corporate: Authorizes use for the entire company for a year and copies can be printed. No limitations for usage inside the company.




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919-403-0251

  • STUDY OVERVIEW
  • BENCHMARK CLASS
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Study Overview


Organizations find it immensely important to employ measures to provide its high potentials with the tools necessary to manage their own development. To nurture talent and retain them, various programs are implemented. It is necessary to rate the performance of an employee and identify the growth needs. To optimize the output from the human capital available, organizations must plan how to train and advance their success.


Study Objective

The findings collected in this report contain best practices from benchmarked companies, key research into specific systems used by companies to assign responsibility for career path development and succession planning processes at each level of the organization. The study also reveals ways to communicate with employees about employee development and career path planning; refining the employee development and succession planning process.

Sample Key topics

Individual:

  • Measuring the effectiveness of training
  • Developing a system of classifications to compare employee performance

Corporate:
  • Structure succession plans and development opportunities to reinforce corporate goals and missions.
  • Continuously evaluate the succession planning process order to make incremental improvements each year.

Sample Key Findings
  • Utilize performance management plans and 360-degree feedback to allow individuals to manage their own leadership futures.
  • Reward employees for successful progress on personal development plan by linking development and performance measures.
  • Utilize employee satisfaction measurements to develop improvement plans
  • Avoid segregating potential leaders to foster an inclusive atmosphere for leadership opportunities

Industries Profiled:
Internet; Media; Newspapers; Technology; Telecommunications; Computer Hardware; Consumer Products; Energy; Chemical; Pharmaceutical; Manufacturing; Financial Services; Computers; High Tech; Electronics; Insurance; Professional Services; Defense; Health Care; Automobile


Companies Profiled:
Ames Rubber; The McClatchy company; Alcatel-Lucent; Apple Computer; AT&T CCS; Black & Decker; Benchmark Partners; Chevron; BP Amoco; Clorox; Dow Chemical; Eli Lilly; General Electric; GE Capital; Hewlett-Packard; GlaxoSmithKline; Intel; John Hancock; KPMG Peat Marwick; Levi-Strauss; Lockheed Martin; Los Angeles Times; Merck; Motorola; Novartis; PacTel; Raychem Corp.; Saturn; Verizon; SBC Communications

If you purchase Best Practice Database document(s), you will have 30 days from the date of purchase to apply some or all of the cost of the document(s) toward the cost of a Full Access Individual, Pharma, Group or University Membership. Write us at DatabaseTeam@bestpracticesllc.com or call David Guinn at 919-767-9179 if you have any questions.