Deck 7: Succession Management

Question 1

In flat organizations,where promotions are rare,what preferred developmental method is used?

A)job enlargement
B)job enrichment
C)job rotation
D)job sharing

Answer 1

C

Question 2

Which of the following is NOT considered to be a downside of employee rotations?

A)increased time spent learning new jobs
B)cost of errors while learning new jobs
C)loss of efficiency while learning new jobs
D)increased fatigue while learning new jobs

Answer 2

D

Question 3

According to MDS,a medical supply company,why does the company hire talent even when there are no openings available?

A)Recruitment is strategic.
B)The company can pay less.
C)The hiree can work two jobs.
D)Someone is about to be fired.

Answer 3

A

Question 4

Which technique is often used by organizations to test whether high-potential employees have management potential?

A)give them a special assignment
B)give them a greater workload
C)give them a training opportunity
D)give them a performance review

Question 5

What is the typical time period that succession management focuses on,beyond immediate replacements?

A)one year
B)two years
C)three years
D)ten years

Question 6

Which of the following is NOT considered to be one of the most common development methods?

A)special assignments
B)job rotations
C)mentoring
D)active learning

Question 7

There are many reasons why organizations have succession management.According to your text,what is one of these reasons?

A)to ensure upward advancement opportunities for employees
B)to increase employee satisfaction and commitment
C)to help individuals realize their career plans within the organization
D)to increase job engagement and job enlargement opportunities

Question 8

What are two motivational benefits of job rotation?

A)opportunity for advancement and training
B)job satisfaction and job enlargement
C)feeling appreciated and valued
D)reduction of boredom and fatigue

Question 9

In a succession/replacement chart,potential successors can be coded to indicate their availability.If an employee is coded "RD," what does this represent?

A)retention desired
B)ready with development
C)return to division
D)requires downsizing

Question 10

According to the textbook,why have many Canadian dynasties failed?

A)because their heirs were incapable of managing the business
B)because they did not monitor the external environment
C)because they expanded too quickly into global markets
D)because they were unaware of anticipated mergers and acquisitions

Question 11

What is one way that replacement planning has evolved into succession management?

A)improving the data collection
B)improving the evaluation system
C)improving the HR supply
D)improving the stability of jobs

Question 12

Which employee characteristic is NOT typically associated with the process of succession management?

A)skilled
B)trained
C)available
D)reliable

Question 13

According to the textbook,why do some CEOs develop a talent management culture?

A)to develop talent at the top where it is most needed
B)to develop talent at all levels of an organization
C)to develop talent branding more than company branding
D)to develop talent in-house before competitors do

Question 14

What can HR professionals do to manage the risks associated with succession management?

A)promote a culture of talent management
B)encourage development only for key positions
C)identify historic gaps in competencies
D)develop successors for all organizational positions

Question 15

Which organization cited in the textbook has a six-hour replacement strategy if its CEO dies suddenly?

A)Target
B)Walmart
C)Apple
D)McDonald's

Question 16

What negative consequence might result if there is a delay in naming a successor when a key executive,such as a CEO,suddenly quits?

A)decreased operating performance for up to two years
B)increased recruitment and selection of middle managers
C)decreased opportunities for management development
D)increased likelihood that the successor will be a family member

Question 17

According to the CEO of Maritime Life Insurance,what is the best indicator of whether an employee is ready for a top position?

A)education
B)intelligence
C)rotation
D)attitude

Question 18

If an organization wishes to identify high-potential employees,which of the following is a typical approach that might be used?

A)replacement tables
B)replacement charts
C)permanent replacements
D)supply replacements

Question 19

Which of the following would NOT be a risk that would be managed by HR professionals when considering succession management?

A)transition risk
B)vacancy risk
C)potential risk
D)readiness risk

Question 20

If a board of directors brings in an outsider to lead the company,what message is it sending to the shareholders and employees?

A)None of the internal candidates is proficient.
B)The old way of doing things is going to change.
C)The performance review process is inadequate.
D)The internal candidates are all new as well.

Question 21

Which of the following is NOT a typical lag measure used in succession management?

A)decreased number of bosses as talent developers
B)increased ratio of internal to external hires in key positions
C)increased average number of candidates for key positions
D)decreased average number of positions with no successors

Question 22

Which of the following is a benefit to the organization as a result of using external coaches?

A)collaborating with the individual and enhancing personal values
B)promoting greater focus and clarity to enhance goal achievement
C)reducing learning time in order to optimize skills and competencies
D)changing attitudes and skills for long-term sustainability

Question 23

What is the final step in the succession management process?

A)identify high-potential employees
B)identify the skills and competencies needed
C)monitor succession management
D)provide developmental opportunities and experiences

Question 24

If a job requires proficiency in Facebook,what is this proficiency called?

A)a competency
B)an attribute
C)a skill
D)an ability

Question 25

What does the succession management process link with replacement planning?

A)business continuity
B)management retention
C)management development
D)changing environmental demands

Question 26

According to the textbook,what are two emerging career management concepts?

A)organizational identity,and inward and political mindset
B)self-directed career responsibility and horizontal career progression
C)role of manager as coach and benefit of focusing on job security
D)loyalty to profession and family and implicit employment contract

Question 27

Which of the following development method tests high-potential employees by giving them an assignment in addition to their regular duties?

A)formal experience
B)job rotation
C)mentoring
D)action learning

Question 28

What is one way that replacement planning has evolved into succession management?

A)broadened the HRM systems
B)broadened the assessment process
C)broadened the HR role
D)broadened the focus to be more strategic

Question 29

Why must high-potential employees be given a reason to stay within an organization?

A)because they have fragile egos and need positive affirmation
B)because jobs are scarce and they need to hang onto them
C)because career planning effectively eliminates job searches
D)because competition for leadership talent is so intense

Question 30

After an organization has identified high-potential employees,what would be the next step in the succession management process?

A)evaluating and monitoring the high-potential employees
B)identifying the skills and competencies needed
C)aligning succession management plans with strategy
D)providing developmental opportunities and experiences

Question 31

What is the first step in the succession management process?

A)identify high-potential employees
B)identify the skills and competencies needed
C)align succession management plans with strategy
D)provide developmental opportunities and experiences

Question 32

After an organization has aligned its succession management with the organization's strategy,what would be the next step in the succession management process?

A)identifying high-potential employees
B)identifying the skills and competencies needed
C)aligning the organization's strategy with HR strategy
D)providing developmental opportunities and experiences

Question 33

Which of the following is a risk that would be managed by HR professionals when considering succession management?

A)talent pool risk
B)leadership risk
C)potential risk
D)readiness risk

Question 34

What two approaches are used to identify the characteristics of successful managers?

A)task-based and knowledge-based
B)job-based and competency-based
C)skill-based and curriculum-based
D)market-based and value-based

Question 35

A replacement chart has potential management successors coded to indicate their future availability.If a manager is coded "PN," what does this represent?

A)preferred nominee
B)professional development needed
C)promotable now
D)practicum needed

Question 36

What is one way that replacement planning has evolved into succession management?

A)expanded the data collection
B)expanded the time horizon
C)expanded the HR role
D)expanded the jobs requirements

Question 37

In the textbook,what reason is given why the majority of companies still use traditional and passive instructional techniques for management development,although they are the least effective?

A)because these techniques are cheaper than external ones
B)because these techniques are fast and easy to use
C)because these techniques are controlled by the company
D)because these techniques are customized to the company

Question 38

In succession planning,what would be the starting point for HR planning?

A)the job position
B)the organization's strategy
C)the employees' competencies
D)the role of the manager and employees

Question 39

Which of the following is NOT a competency identified by Catano and his colleagues?

A)knowledge competencies
B)distinctive competencies
C)role competencies
D)core competencies

Question 40

After an organization has identified the skills and competencies needed to meet its HR plans,what would be the next step in the succession management process?

A)identifying high-potential employees
B)monitoring and evaluating the employees' skills development
C)aligning succession management plans with strategy
D)providing developmental opportunities and experiences

Question 41

What is a traditional approach to succession analysis?

A)chain effect analysis
B)replacement analysis
C)HR supply analysis
D)movement analysis

Question 42

With demographic trends predicting even greater shortages in the market supply due to retiring baby boom generation workers,what HR supply analysis method is now assuming much greater importance?

A)staffing inventories
B)HRMS database
C)succession planning
D)movement analysis

Question 43

Succession management used to focus mainly on the CEO.However,there must be a pipeline of talent for the most critical roles that provide long-term value to the organization.Which of the following might be considered as one of these critical roles?

A)scientists or customer relationship specialists
B)managers or front-line supervisors
C)administrators or marketing specialists
D)employees and managers

Question 44

Companies that have implemented effective succession management have experienced three outcomes.According to your textbook,which of the following is one of these outcomes?

A)improved organizational development
B)an increase in leadership development
C)an increase in shareholder value
D)reduced absenteeism and turnover

Question 45

What HR concept might be viewed as part of the talent management process of an organization that focuses on the flow of employees,starting from selection to career management to exit,through the organization?

A)leadership development
B)mentorship and coaching
C)succession management
D)management development

Question 46

Demographic trends predict even greater shortages in the market supply due to retiring baby boom generation workers.What HR supply analysis method is therefore assuming much greater importance?

A)staffing inventories
B)HRMS database
C)succession planning
D)movement analysis

Question 47

Why are Canada's family businesses facing a leadership crisis?

A)lack of business planning
B)lack of environmental scanning
C)lack of organizational goals
D)lack of succession planning

Question 48

What is the normal planning time horizon for succession planning?

A)one to two months
B)one to two quarters
C)one to two years
D)two years or more

Question 49

Why would an organization want to conduct succession planning?

A)It provides for business continuity and future direction during inevitable change.
B)It supports employee resiliency and career development.
C)It is costly and time-consuming but increases employee commitment and motivation.
D)It is costly and time-consuming but increases organizational efficiency and productivity.

Question 50

An organization wants to ensure it develops future leaders.The organization has begun the succession management process by aligning its succession management plans with strategy.What is the next (second)step the organization would take to ensure it develops its own future leaders?

A)Identify high-potential leaders.
B)Identify the leadership skills and competencies needed.
C)Develop an employee value proposition to retain leaders.
D)Provide leadership developmental opportunities and experiences.

Question 51

What HR concept refers to the systematic process of determining critical roles within the organization,identifying and evaluating possible successors,and developing them for these roles?

A)HR planning
B)organizational development
C)leadership development
D)succession management

Question 52

An organization wants to ensure it develops future leaders.It has begun the succession management process by aligning its succession management plans with strategy and identifying the leadership knowledge skills and abilities needed.What is the next (third)step the organization would take to ensure it develops its own future leaders?

A)Identify high-potential leaders.
B)Develop a talent management culture.
C)Ensure organizational commitment to succession management plans.
D)Provide leadership developmental opportunities and experiences.

Question 53

Succession management used to focus mainly on the CEO.However,there must be a pipeline of talent for the most critical roles.Which of the following is one of these pipeline positions?

A)senior management team
B)managers
C)front line supervisors
D)administrators

Question 54

Which of the following is NOT a way in which succession planning is linked to effective HR planning?

A)It enables smooth internal employee movement and continuity.
B)It improves employee opportunities for management.
C)It supports new organizational structures and flexibility.
D)It motivates employees and promotes them for performance.

Question 55

According to the textbook,what are two emerging career management concepts?

A)organizational identity and implicit employment contract
B)employer career responsibility and horizontal career progression
C)formal training and job security
D)loyalty to profession and family,and meaningful contributions

Question 56

What are two motivational benefits of job rotation for employees?

A)upward advancement and development opportunities
B)employee satisfaction and commitment
C)feelings of equity and justice
D)job engagement and job enlargement

Question 57

In replacement planning,what would be the starting point for HR planning?

A)the job
B)the strategy of the organization
C)employees' competencies
D)position replacements

Question 58

According to your textbook,what is one reason organizations have succession management programs?

A)to improve employees' ability to respond to changing environmental demands
B)to assist employees set realistic and attainable career plans
C)to improve performance management systems
D)to improve organizational development

Question 59

Why is succession planning critical for effective HR planning?

A)It helps to develop employees by providing new job experiences.
B)It helps employees to stay motivated because it promotes them for their performance.
C)It helps an organization to stabilize its organizational structures .
D)It saves time and money and helps employees to in career transition.

Question 60

The effective implementation of succession management has been linked to three outcomes.According to your textbook,which of the following is one of these outcomes?

A)improved performance management
B)the retention of key talent
C)an increase in training and development
D)improved career development

Question 61

HR planning revealed that planning that dealt with determining which internal candidates were best suited for promotion within an organization was a weakness.What is this weakness called?

A)job design
B)succession planning
C)HR supply planning
D)specification planning

Question 62

What is the most common and most effective leader development activity as rated by HR managers?

A)computer-based learning
B)tests,assessments,or other measures of skills
C)special projects within one's own job responsibilities
D)coaching with external coaches or mentors

Question 63

Which of the following is NOT a risk that would be managed by HR professionals when considering succession management?

A)transition risk
B)vacancy risk
C)assumed risk
D)readiness risk

Question 64

An individual worker's skill and knowledge requirements are matched to the specific jobs within an organization.What is this process called?

A)Markov analysis
B)job specification and job matching
C)succession and replacement planning
D)HRM systems

Question 65

Which of the following is NOT a reason that links succession planning to effective HR planning?

A)It enables smooth internal employee movement and continuity.
B)It improves employee opportunities for management.
C)It supports new organizational structures and flexibility.
D)It motivates employees and promotes them for performance.

Question 66

What is another term for succession analysis?

A)chain effect analysis
B)replacement analysis
C)HR supply analysis
D)movement analysis

Question 67

A succession management approach not only depends on internal candidates but also tracks external candidates.Which of the following is an advantage of external candidates?

A)External candidates bring new knowledge and skills to the organization.
B)External recruitment and selection costs are lower.
C)There is less internal disruption waiting to see who the new leader is with external candidates.
D)Organizations have more and better information about external candidates.

Question 68

Refer to Scenario: Pacific Health Care.With demographic trends predicting even greater shortages in the market supply of health care workers,what organizational HR supply planning method is now assuming much greater importance?

A)HRMS database
B)staffing inventories
C)succession planning
D)movement analysis

Question 69

Refer to Scenario: Pacific Health Care.Why would PHC want to conduct succession planning for effective HR planning?

A)It enables PHC to respond appropriately when unpredictable changes occur.
B)It supports the PHC's organizational dependency on skilled and knowledgeable employees.
C)Although succession planning is costly and time consuming,it increases employee commitment and motivation.
D)Although succession planning is costly and time consuming,it increases organizational efficiency and productivity.

Question 70

Why would an organization want to conduct succession planning?

A)Succession planning provides for business continuity and future direction during inevitable change.
B)Succession planning supports employee resiliency and career development.
C)Although succession planning is costly and time consuming,it increases employee commitment and motivation.
D)Although succession planning is costly and time consuming,it increases organizational efficiency and productivity.

Question 71

Most internal candidates succeed in their new organization.What is the percentage of success of internal job candidates?

A)50 percent
B)67 percent
C)75 percent
D)80 percent

Question 72

Which of the following is the goal of succession management programs?

A)to improve the performance management of leaders and to ensure business continuity
B)to identify leadership positions and develop future leaders
C)to identify and prepare future leaders and to ensure business continuity
D)to identify leadership behaviours that will improve the performance of leaders

Question 73

The effective implementation of succession management has been linked to three outcomes.According to your textbook,which of the following is one of these outcomes?

A)improved performance management
B)reduced senior executive turnover after succession
C)an increase in leadership development
D)increased career opportunities

Question 74

With demographic trends predicting shortages resulting from older retiring workers,what organizational HR supply planning method is now assuming much greater importance?

A)expanding HRMSs in implementing effective supply forecasting procedures
B)expanding staffing inventories
C)long-term succession planning
D)short-term emergency succession planning

Question 75

An organization identifies the employees who are critical to the success of the organization.What is this HR process called?

A)talent segmentation
B)talent pooling
C)talent development
D)talent management

Question 76

Research shows that when a company is doing well,internal candidates are favoured to sustain high performance.What is the reason for this preferring of internal candidates?

A)They have high-potential leader skills.
B)They fit into a talent management culture.
C)They possess valuable firm-specific knowledge.
D)They are more committed to the organization.

Question 77

There are many reasons organizations have succession management.According to your textbook,what is one of these reasons?

A)to improve internal and external candidate pools
B)to balance employee and employer needs
C)to recognize labour gaps
D)to retain employees

Question 78

Succession management depends on internal and external candidates.Which of the following is an advantage of internal candidates?

A)Internal candidates may have better skills to lead the organization through a major transformation.
B)Internal candidates bring new knowledge acquired through training and development.
C)Internal candidates prevent the organization from becoming stagnant.
D)Internal candidates can preserve the corporate culture.

Question 79

Why is succession planning critical for effective HR planning?

A)It helps to develop employees with new experiences and jobs in case they are laid off.
B)It helps employees to stay motivated because it promotes them for their performance.
C)It helps an organization to stabilize its organizational structures and flexibility.
D)It saves time and money and helps employees to smooth their movement for external hiring.

Question 80

What is one reason organizations have succession management programs?

A)to assist employees in their employment transitions in and out of the organization
B)to encourage the advancement of diverse groups
C)to reduce employee absenteeism and turnover
D)to develop leaders slowly and with caution