bsp;
需要确定潜在继任者的培训和发展要求。
潜在继任者的技能必须通过工作经验、轮岗、项目和其他具有挑战性的任务来培养。
应建立一个由高级管理层监控候选人发展计划进度的系统。
继任规划必须包括向潜在继任者提供反馈和鼓励的系统。
继任规划基本上是一个“数字游戏”，需要良好的组织技能和关注细节的能力。
Finally, the succession plan must belong “to the organization” and not to the HR department in order to make sure it has the attention it deserves.( Tom Bartridge, 2005)
最后，继任计划必须属于“组织”而不是人力资源部门，以确保其得到应有的重视。
Any succession planning will be organized to integrate all its components and emphasizes the internal development of existing employees in the organization. (Rothwell, 2005a)
将组织任何继任计划，以整合其所有组成部分，并强调组织中现有员工的内部发展。
A succession planning starts from preparation. The first priority in the preparation is deciding members of succession planning team. This group will determine the scope of the entire project by formulating how many levels of management will be concluded.
继任计划从准备开始。准备工作的首要任务是决定继任计划团队的成员。该小组将确定整个项目的范围，制定将要完成的管理级别。
Here is an overview of the basic steps of the succession planning process:
以下是继任规划过程的基本步骤概述：
Preparation 准备工作
Get commitment 获得承诺
Assess the organization.评估组织
Determine key positions.确定关键位置
Identify competencies for key positions.确定关键职位的能力
Identify and assess candidates.识别和评估候选人
Create development plans.制定发展计划
Measure, monitor, report, and revise.测量、监控、报告和修订
Preparation 准备工作
A succession planning starts from preparation. The first priority in the preparation is deciding members of succession planning team. This group will determine the scope of the entire project by formulating how many levels of management will be concluded.
继任计划从准备开始。准备工作的首要任务是决定继任计划团队的成员。该小组将确定整个项目的范围，制定将要完成的管理级别。
Get commitment 获得承诺
No succession planning program can operate without managers and employees at all levels totally understanding why a succession program is needed. At the same time, executives, managers, supervisors and employees must clearly understand their role in the program. Organization should also link strategic and workforce planning decisions connect succession planning to the needs and interests of senior leaders. (William J. Rothwell, 2007)
没有各级管理人员和员工完全理解为什么需要继任计划，继任计划就无法运作。同时，高管、经理、主管和员工必须清楚地了解他们在项目中的角色。组织还应将战略和劳动力规划决策联系起来，将继任规划与高级领导的需求和利益联系起来。
Assess the organization 评估组织
During this step, constitutors should assess current problems and practices or organization, what’s situation around organization and analyze the strength, weakness, opportunity and threat (SWOT) of organization. What’s more, they will analyze present work requirements and individual performance to get overview of organization.
在这一步骤中，成员应评估当前的问题和实践或组织，组织周围的情况，并分析组织的优势、劣势、机会和威胁（SWOT）。更重要的是，他们将分析当前的工作要求和个人表现，以了解组织的概况。
Determine key positions. 确定关键位置
Decisions makers should analyze the “gaps” by determining current supply and anticipated demand. They should check whether the positions arrangement is reasonable and what modification should be done to make the operation more efficient. At the same time, future conditions should be considered, whether the organization needs some new positions to meet the changes in the future.
决策者应通过确定当前供应和预期需求来分析“缺口”。他们应检查职位安排是否合理，以及应进行哪些修改以使操作更高效。同时，应考虑未来的条件，组织是否需要一些新职位来适应未来的变化。
Identify competencies for key positions. 确定关键职位的能力
In this stage decision makers identify core competencies and technical competency requirements of those key positions, they align the organization’s strategic objectives with the work and competencies need to realize those objectives. At the same time, they will identify the future work requirements and individual potential. The future will not necessarily be like the past. The organization’s future requirements should be driven down to each level, job and function. The result should be expected future j
