助于企业主为退休时间做准备，解决诸如疾病或死亡等极端问题，通过所有权转移确保企业的生存，最大限度地提高退休所有者的投资回报，并最大限度地减少转让时的税务负担。
Succession planning process 继任规划流程
Now let’s look at one of the most famous business leaders, Jack Welch, who started his working at General Electric in 1960. As he raised his position in the organization he displayed leadership qualities that distinguished him from his peers. What did Jack Welch think about succession planning? One of his most admired skills was the ability to develop his subordinates so there was always someone ready to take his place when Jack was offered a promotion.
现在让我们看看最著名的商业领袖之一，杰克·韦尔奇，他于1960年开始在通用电气公司工作。当他在该公司的职位上升时，他表现出了与同龄人不同的领导才能。杰克·韦尔奇对继任计划有什么看法？他最钦佩的技能之一是培养下属的能力，所以当杰克升职时，总会有人准备接替他的位置。
How successful was his strategy? In 1981 he became the CEO of General Electric and served in that position until he retired in 2000. Furthermore, in 1991, Jack Welch stated: “From now on, choosing my successor is the most important decision I’ll make. It occupies a considerable amount of thought almost every day.” That’s a very strong statement for someone who owns the prospective and leadership competency to increase the value of General Electric from $13 billion to $410 billion dollars during his tenure.
他的策略有多成功？1981年，他成为通用电气公司的首席执行官，并一直担任该职位，直到2000年退休。此外，1991年，杰克·韦尔奇表示：“从现在起，选择我的继任者是我要做的最重要的决定。几乎每天都要花大量的心思。“对于一个拥有未来和领导能力的人来说，这是一个非常有力的声明，他可以在任期内将通用电气的价值从130亿美元增加到4100亿美元。
It’s clear that succession planning and development of future leaders does not exist lonely. It needs to reflect the company’s strategic goal. For any organizations to implement an effective succession plan, a number of key issues that need to be considered:
很明显，未来领导人的继任规划和发展并不孤单。它需要反映公司的战略目标。任何组织要实施有效的继任计划，都需要考虑以下几个关键问题：
The succession planning program must have the support and backing of the company’s senior level management.
继任计划计划必须得到公司高层管理层的支持和支持。
Identify what skills the organization will need in 5, 10 or 15 years.
确定组织在5年、10年或15年内需要哪些技能。
Identify high-performers that are almost ready to step into those critical positions.
确定几乎准备好进入这些关键岗位的高绩效员工。
Analyze the workforce and identify who will be eligible for retirement within the next Critical positions must be identified and included in the Company’s succession planning program.
分析员工队伍，确定谁有资格在下一个关键职位内退休。必须确定关键职位，并将其纳入公司的继任计划中。
Succession planning must be part of an integrated HR process that includes training, development and performance appraisal.
A system for communicating succession planning information to managers must be established.
Managers need to identify the responsibilities, skills and competencies that will be needed by their replacements.
A systematic approach for identifying, nominating and selecting potential successors must be established.
Background information on potential successors, such as education, experience, skills, appraisals and potential should be reviewed.
The training and development requirements of potential successors need to be determined.
The skills of potential successors must be developed through work experiences, job rotation, projects and other challenging assignments.
A system for monitoring candidate’s development plan progress by senior management should be established.
Succession planning must include a system for providing feedback and encouragement to potential successors.
Succession planning is basically a “numbers game” that requires good organizational skills and the ability to pay attention to details.
继任规划必须是包括培训、发展和绩效评估在内的综合人力资源流程的一部分。
必须建立一个向管理者传达继任计划信息的系统。
管理者需要确定接替者所需的职责、技能和能力。
必须建立一种系统的方法来识别、提名和选择潜在的继任者。
应审查潜在继任者的背景信息，如教育、经验、技能、评估和潜力。 &n
