Next Practices in Talent Reviews & Succession Planning - Best Practice Institute
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Next Practices in Talent Reviews & Succession Planning


Description

Identifying, assessing and selecting the right candidates are key critical steps to shrink internal capability gaps and win this war on talent. Does your organization have critical replacement strategies, communicate a clear picture of role expectations, provide purposeful exposure and development activities, discuss business and talent strategy impact, and balance talent investment and engagement? Dr. William Rothwell, the world's leading authority on talent and succession planning will address these questions and more about the best and next practices in these critical domains of talent management.

- Next Steps and Applications for your work in Talent Reviews & Succession Planning

- What are the emerging practices that you should implement in Talent Reviews & Succession Planning

- Practices from Thought Leaders and Executives in Talent Reviews & Succession Planning


Willliam J. Rothwell is a Professor of Workforce Education and Development Program in the College of Education at the University Park Campus of The Pennsylvania State University. In that capacity he oversees a graduate program in Human Resource Development and Employee Training, teaches graduate courses on the full range of performance technology issues, directs research projects, and consults with organizations in business, industry, government, and nonprofit sectors.

He completed a B.A. in English from Illinois State University, an M.B.A. from Sangamon State University, an M.A. (and all courses required for the doctorate) in English from the University of Illinois, and (in a second doctoral program separate from English) a Ph.D. in Education with a specialty in Human Resource Development from the University of Illinois at Urbana-Champaign. A registered Organization Development Consultant (RODC) and a Senior Professional in Human Resources (SPHR), he has authored over seventy articles on Human Resource Development and related fields.

Between 1979 and 1987, he was Director of Training for the Illinois Office of the Auditor General, a state agency in Illinois that conducts fiscal compliance, management, and program performance audits of all State agencies. It is a bipartisan agency having its own human resources function. Between 1987 and 1992, he was Assistant Vice President and Management Development for the Franklin Life Insurance Company, the 28th largest life insurer in the U.S. (of 1200 companies) and a wholly-owned subsidiary of American Brands, number 38 on the Fortune 500 list of America's largest industrial corporations. In that capacity he was responsible for internal executive, management, supervisory, and clerical training, on-the-job training, and product training. He oversaw a staff of 17 people. He has also been the U.S. editor of The International Journal of Training and Development for a number of years, among other global publications.