- The Oxford Handbook of Talent Management
- List of Figures
- List of Tables
- List of Contributors
- The Historical Context of Talent Management
- Star Performers
- Within-Person Variability in Performance
- The Potential for Leadership
- Managing Talent across Organizations: The Portability of Individual Performance
- Human Capital Resource Complementarities
- Talent and Teams
- Talent or Not: Employee Reactions to Talent Designations
- Virtual Teams: Utilizing Talent-Management Thinking to Assess What We Currently Know about Making Virtual Teams Successful
- Stars that Shimmer and Stars that Shine: How Information Overload Creates Significant Challenges for Star Employees
- Employer Branding and Talent Management
- Talent Intermediaries in Talent Acquisition
- Straight Talk About Selecting for Upper Management
- Managing talent Flows Through Internal and External Labor Markets
- Workforce Differentiation
- Succession Planning: Talent Management’s Forgotten, but Critical Tool
- Talent Development: Building Organizational Capability
- Talent and Turnover
- HR Metrics and Talent Analytics
- Talent Management in the Global Context
- Talent Management in the Public Sector: Managing Tensions and Dualities
- Talent Management in Emerging Economies
- Talent Management in Multinational Corporations
- Talent Management in Small- and Medium-Sized Enterprises
- Talent Management of Nonstandard Employees
- Integrating Talent and Diversity Management
- How is Technology Changing Talent Management?
Abstract and Keywords
Creating a strong talent-development plan is essential to strengthening and sustaining the most important organizational resource, its talent. Succession planning, as part of a broad talent-management strategy, has long been considered a key tool for ensuring talent replacement. Although there is an increasing understanding of the relationship between talent and organizational performance, we still know little about the process involved in replenishing and sustaining talent. In this chapter, we lay out what we know, what we do not know, and what we speculate regarding the succession-planning process. This provides direction for academics and practitioners to think about how to maximize talent management by extending prior research and embarking toward stronger, more robust, systematic, succession-planning processes. We use a brief literature review to identify the current knowledge concerning succession research. Finally, we present findings from recent surveys on the succession-planning process.
Anthony J. Nyberg is a Moore Research Fellow at the Darla Moore School of Business at the University of South Carolina. Nyberg’s research focuses on strategic human capital resources, with emphases on performance, compensation, employee movement, and executive succession. His work has been published in the Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, and Journal of Management, among others. He is an associate editor for the Academy of Management Journal, and has served on numerous editorial boards. Anthony has received teaching and research awards including the Early Career Achievement Award, best dissertation, and best published manuscript from the Human Resources Division of the Academy of Management. He received his doctorate from the University of Wisconsin-Madison. Before that, he served for nine years as the managing partner for an international financial services firm based in Northern California.
Donald J. “DJ” Schepker is an assistant professor of Strategic Management in the Darla Moore School of Business at the University of South Carolina and a faculty member in ↵the Center for Executive Succession. His research has appeared in outlets such as the Journal of Management, Corporate Reputation Review, and Managerial and Decision Economics and focuses on corporate governance, executive succession and turnover, and top management-team and board-level decision making. He received his PhD from the University of Kansas and his BS from Babson College. Before entering academia, he worked for the advisory practice of PricewaterhouseCoopers, assisting clients in business process engineering, fraud identification, and dispute resolution.
Ormonde R. Cragun is a PhD student of Organizational Behavior and Human Resources at the Darla Moore School of Business at the University of South Carolina. He received his Masters of Organizational Behavior from Brigham Young University and Bachelor of Arts in Personnel and Human Resource Management from Utah State University. Before entering academia, Ormonde was the vice president of Organizational Effectiveness at Conservice. Before Conservice, he spent the majority of his career at Bell Helicopter Textron, where he served in various human resources and continuous improvement roles, including director of HR Strategy, senior HR business partner, director of Continuous Improvement, and Six Sigma Master Black Belt. Ormonde’s research interests include executive succession, executive personality, compensation, human capital, and strategic human resources.
Patrick M. Wright is Thomas C. Vandiver Bicentennial Chair in the Darla Moore School of Business at the University of South Carolina and director of the Center for Executive Succession. He teaches and conducts research in the area of Strategic Human Resource Management. He has published more than sixty research articles in journals and more than twenty chapters in books and edited volumes, and has co-authored two textbooks and two books on HR practice. He is the editor-in-chief for the Journal of ↵Management. He currently serves as a member on the board of directors for the Society for Human Resource Management and the National Academy of Human Resources (NAHR) and is a former board member of HRPS, SHRM Foundation, and World at Work. He has been named by HRM Magazine as one of the twenty “Most Influential Thought Leaders in HR” and has won SHRM’s Michael R. Losey Award for Human Resource Research.
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