Deck 7: Succession Management

Question 1

HR should own the talent management process in order to mitigate three types of risk to the organization: vacancy risk,readiness risk,and performance risk.

Answer 1

False

Question 2

A common use of job rotation is to take a functional generalist,such as an accountant,and rotate this individual through specialist areas,such as HR and production,in preparation for management.

Answer 2

False

Question 3

The goals of succession management programs are to identify and prepare future leaders and to ensure business growth.

Answer 3

False

Question 4

In succession management,there must be a pipeline for talent only for critical roles such as the CEO and senior management.

Question 5

Core competencies are characteristics,such as business knowledge,shared by different positions within an organization

Question 6

Role competencies are characteristics,such as thinking skills,that every member of the organization is expected to possess.

Question 7

An acceleration pool is a group of candidates whose development an organization wishes to accelerate.

Question 8

Mentors are almost always more senior people who volunteer within an organization,while coaches are volunteers from outside the organization

Question 9

One way of quickly orienting a new employee is to place him or her in a new department every few weeks.

Question 10

According to the textbook,one reason to recruit externally is that CEOs who are recruited from the outside delivered annual returns 3.7 percent higher than insiders.

Question 11

If a contract is transactional in nature,it will list the responsibilities of each party in the employer-employee relationship.

Question 12

Cisco uses the 3E Model for management development,which represents Experience,Exposure,and Education.

Question 13

According to the textbook,about one half of the HR managers surveyed in 2011 didn't consider grooming potential leaders a high priority.

Question 14

Succession management is needed even when retirements and company sellouts are predictable.

Question 15

According to the textbook,one benchmarking organization suggests that effective organizations have 1.3 candidates for each key role.

Question 16

The succession management process links replacement planning and management development.

Question 17

Replacement planning is the process of finding replacement employees for key managerial positions.

Question 18

Once high-potential or star employees are discovered,it is important for an organization to communicate to them that they are valued and have leadership potential,while at the same time making commitments to their promised career progression.

Question 19

According to Peter Drucker,only one quarter of organizations know who would take charge if their CEO resigned today.

Question 20

Counselling and friendship are two benefits derived from mentorship.

Question 21

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 22

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 23

Traditional approaches to management development included a senior leadership course and one developmental assignment.

Question 24

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 25

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 26

What is the normal planning time horizon for succession planning?

A) one month
B) one quarter
C) one year
D) two years

Question 27

According to a McKinsey study,what fraction of HR directors at top-performing companies constantly search for talented executives?

A) one tenth
B) one quarter
C) one third
D) one half

Question 28

Job rotation includes both lateral and vertical moves within an organization.

Question 29

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

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

Question 30

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 31

Peter Drucker said that "most managers are born,not made!"

Question 32

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 33

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 34

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 35

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 36

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 37

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 38

There are two approaches to identifying the characteristics of a successful manager: experience-based and competency-based.

Question 39

What is a traditional approach to succession analysis?

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

Question 40

Before considering developmental opportunities and experiences to develop managers,two main questions should be asked: "Are leaders born or made?" and "Should leaders be bought or made?"

Question 41

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.

Question 42

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 43

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 44

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 45

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 46

What does the succession management process link with replacement planning?

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

Question 47

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 48

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 49

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 50

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 51

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 52

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

Question 53

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 54

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 55

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 56

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 57

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 58

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 59

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 60

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 61

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 62

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 63

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

Question 64

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 65

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 66

A succession management approach should track not only on internal candidates but also external candidates.Discuss the advantages and disadvantages of internal and external candidates? Which method is preferred?

Question 67

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 68

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 69

What are three of the key characteristics that are critical to the perceptions of the effectiveness of succession management?

Question 70

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 71

Why is succession management so important in today's workplace?

Question 72

Describe how replacement planning has evolved into succession management.

Question 73

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 74

What is the difference between succession management and replacement planning?

Question 75

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 76

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 77

What are the five steps in the succession management process?

Question 78

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 79

Identify an organization you are familiar with (such as from your work experience or from the course textbook).Discuss why the organization has succession planning.

Question 80

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