ob descriptions and future competency models.
在此阶段，决策者确定这些关键职位的核心能力和技术能力要求，他们将组织的战略目标与实现这些目标所需的工作和能力相一致。同时，他们将确定未来的工作要求和个人潜力。未来不一定会像过去一样。组织未来的需求应向下推进到每个级别、工作和职能。结果应该是未来的工作描述和未来的能力模型。
Identify and assess candidates. 识别和评估候选人
Firstly, HR audits develop a pool of high potential candidates based on the requirements of positions, and then managers identify some high potential successors and their developmental needs. After observing their working for periods of time, their supervisors will evaluate those potentials. The candidates for promotion to higher level responsibilities should be considered against the background of the future. In other words, every individual who wants promotion is really working to be developed on an escalator because the competitive environment within which the organization performs is not static. Things are changing as individuals are being developed. It is not enough to suppose that successful performance in the past will make sure successful performance in the future. Instead, decision makers should find impersonal ways to determine how well potentials will perform at a future time or at a higher level of management.
首先，人力资源审计根据职位要求开发一个高潜力的候选人库，然后管理人员确定一些高潜力的继任者及其发展需求。在观察他们的工作一段时间后，他们的主管将评估这些潜力。晋升为更高级别职责的候选人应考虑未来的背景。换言之，每一个想要晋升的人都在努力在扶梯上得到发展，因为组织所处的竞争环境并不是一成不变的。随着个人的发展，事情正在发生变化。仅仅假设过去的成功表现会确保未来的成功表现是不够的。相反，决策者应该找到客观的方法来确定未来或更高级别管理层的潜力表现。
Create development plans 创建发展计划
To better help candidates improve themselves to make them qualified to the higher level positions; organizations should create development plans for them. This step focuses on closing developmental gaps found by previous step. To carry out this step successfully, managers should establish an individual development plan for each employee to narrow gaps between what the individual does now and what he or she must do successfully in the future to function at higher levels of responsibility.
更好地帮助应聘者提高自己，使他们有资格担任更高级别的职位；组织应该为他们制定发展计划。这一步的重点是缩小上一步发现的发展差距。为了成功地执行这一步骤，管理者应为每位员工制定个人发展计划，以缩小员工现在所做的工作与未来必须成功完成的工作之间的差距，从而在更高级别的职责中发挥作用。
An individual development plan is like a learning contract. It is usually completed between an individual and supervisor. Candidates are inspired to take advantages of resources to help them build the competencies they need at higher levels of management. Resources may consist of training courses inside the organization, seminars or conferences outside the organization, internal job rotation experiences, and many other competency building efforts. (William J. Rothwell, 2007)
个人发展计划就像一份学习合同。通常由个人和主管完成。应征者被激励利用资源，帮助他们在更高级别的管理层建立所需的能力。资源可能包括组织内部的培训课程、组织外部的研讨会或会议、内部轮岗经验以及许多其他能力建设工作。
Different plans apply to different level, job and function. Candidates should be given opportunities to express themselves. Not just tell them what to do, let them deal with problems by themselves to train them how to be a manager in the future.
不同的计划适用于不同的级别、工作和职能。候选人应该有机会表达自己。不仅要告诉他们该做什么，还要让他们自己处理问题，训练他们将来如何成为一名经理。
Measure, monitor, report, and revise 测量、监控、报告和修订
The results of a succession planning program can be evaluated by measuring program success against the objectives established for the program in step B. By tracking selections from talent pools, listening to leader feedback on success of internal talent and internal hires, analyzing satisfaction surveys from customers, employees, and stakeholders and assessing response to changing requirements and needs.
继任规划计划的结果可以通过根据步骤B中为该计划制定的目标衡量计划的成功程度来评估。通过跟踪人才库中的选择，听取领导对内部人才和内部招聘成功的反馈，分析来自客户、员工的满意度调查，并评估对不断变化的需求和需求的响应。
E. How succession planning works in hospitality 继任计划如何在酒店中发挥作用
Average turnover rate in hospitality industry ranges between 50-400% for employees and 25-200% for managers annually. It’s pretty high when compared to other industries. For instance, in the electronics industry (well- known for its high turnover) the rate of turnover is only about 27%. High turnover rate is accompanied by high turnover cost; hotels have to spend a lot of money on recruiting new employees and managers
