任某些管理职位，因此X世代无法填补婴儿潮一代离职带来的空缺。美国的平均退休年龄为62岁；这意味着不工作的人数越来越多。从2010年起，劳动力的增长率将从12%大幅下降到2%。按年龄预测的劳动力变化显示出未来劳动力的巨大缺口。如果越来越多的员工以低增长率退休，劳动力会发生什么？这无疑会导致劳动力队伍的萎缩。这对公司来说是一个坏消息，因为如果他们不能及时找到合适的人选来填补职位，他们将遭受很大的痛苦，尤其是当一些技术娴熟、经验丰富的高级管理人员离开或从公司退休时。
For these reasons, organizational leaders must take proactive steps to plan for future talent needs at all levels and implement programs designed to ensure that the right people are available for the right jobs in the right places and at the right times to get the right results. The continuity of the organization over time requires a succession of persons to fill key positions. The best way to find talented individuals to fill roles in your organization is not the typical system of placing ads, making calls, and looking for individuals who might be unhappy in their current positions, and trying to do this during the two-week notice period of a departing employee is not going to help to find the best person for the position. (William J. Rothwell, 2010)
That’s where succession planning comes in.
出于这些原因，组织领导人必须采取积极主动的措施，规划各级未来的人才需求，并实施旨在确保在正确的地点和时间为正确的工作提供合适的人员，以获得正确的结果的计划。随着时间的推移，组织的连续性需要一系列人员来填补关键职位。在你的组织中寻找有才能的人来填补职位空缺的最佳方法不是典型的投放广告、打电话和寻找可能对当前职位不满意的人的系统，在离职员工的两周通知期内尝试这样做无助于找到最适合该职位的人。
这就是继任计划的用武之地。
What’s succession planning? 什么是继任计划？
“Succession planning” is a process for identifying and developing internal people with the potential to fill key leadership positions in the company. Succession planning increases the availability of experienced and skillful employees that are hopeful to undertake these roles as they become available. This process focuses on seeking the right person, not just the available person. It’s built on the idea of recognizing the potential leaders in organization and developing them so that they are ready to move up when the opportunity arises. It’s one of the best methods to promote recruitment and retention in organization.
“继任规划”是一个确定和培养有潜力填补公司关键领导职位的内部人员的过程。继任计划增加了经验丰富、技能娴熟的员工的可用性，他们希望在可用时承担这些角色。这个过程侧重于寻找合适的人，而不仅仅是合适的人。它建立在认识组织中潜在的领导者并培养他们的想法上，以便他们在机会出现时随时准备提升。这是促进组织招聘和留用的最佳方法之一。
Although people often mix up replacement plans and succession planning, the latter goes beyond former planning because its focus is larger than one position or department. While often related to planning for senior executive replacements only, it is really broader than that can extend as far down the organization chart as managers want to go. It also differs from replacement planning because successors are considered by level on the organization chart. A talent pool is identified based on each level of management and a typical goal is to prepare as many successors as possible to be 80 percent ready for promotion to any position at the next level on the organization chart. The remaining 20 percent of development is provided when individuals have been promoted to higher level responsibility.
尽管人们经常将换人计划和继任计划混为一谈，但后者超越了以前的计划，因为它的重点超过了一个职位或部门。虽然它通常只与高级管理人员的更换计划有关，但它的范围确实比这更广，可以在组织结构图中延伸到管理人员想要的范围。它也不同于替换计划，因为继任者在组织结构图上是按级别考虑的。人才库是根据每一级管理层确定的，一个典型的目标是为尽可能多的继任者做好80%的准备，以晋升到组织结构图上下一级的任何职位。剩下的20%的发展是在个人被提升到更高级别的责任时提供的。
Succession planning is usually based on the assumptions that: 继任规划通常基于以下假设：
A goal is to identify a talent pool of many people who are willing to be considered for promotion and work to be developed for it.
The future may not be like the past, and the competencies required at each level may be different in the future so that merely “cloning” past leaders is not appropriate.
一个目标是确定一个由许多人组成的人才库，这些人愿意被考虑晋升，并为其发展工作。
未来可能与过去不同，未来每个级别所需的能力可能不同，因此仅仅“克隆”过去的领导者是不合适的。
Development occurs primarily on the job rather than by off-the-job training experiences. (William J. Rothwell, 2007)
发展主要发生在工作中，而不是通过非工作培训经历。
Why succession planning matters? 为什么继任计划很重要？
Some people question whether it’s worth to spend time and money on suc
