Challenging Your Talent Management and Succession Planning Programs

While highlighting the unique challenges in evaluating succession planning and talent management programs, this training program will summarize important models to guide participants in the same. The webinar will also explore best practices for evaluating succession planning and talent management.

• Explain unique challenges in evaluating succession planning and talent management programs
• Summarize important models to guide approaches to evaluate succession planning and talent management programs
• Use common and important metrics used to evaluate succession planning and talent management
• Best practices for evaluating succession planning and talent management
• Offer predictions for the future of succession planning and talent management evaluation 

• How is evaluating succession planning and talent management different from, and similar to, evaluating training?
• What models and metrics can guide the evaluation of succession planning and talent management?
• What metrics are most important in evaluating succession planning and talent management?
• What are the best practices for evaluating succession planning and talent management?
• What is the future of evaluating succession planning and talent management? 

When organizations launch succession planning and talent management programs, the organizers are often asked to find ways to evaluate those programs. But evaluating talent management and succession planning programs is not the same as evaluating training and development programs. New approaches must be explored. There is no such thing as one approach that can be installed; rather, organizational leaders must think through what they want and how to measure it. This webinar will analyze these measures and offer participants the best practices for evaluating succession planning and talent management.

• HR practitioners
• Training and development practitioners
• OD practitioners
• Operating managers who care about succession planning/talent management 

William J. Rothwell, Ph.D., SPHR, SHRM-SCP, CPLP Fellow is President of Rothwell & Associates, Inc. He has worked in HR for more than 40 years and has also worked as a consultant for more than 50 multinational corporations--including Motorola China, General Motors, Ford, and many others. In 2012 he earned ASTD’s prestigious Distinguished Contribution to Workplace Learning and Performance Award, and in 2013 ASTD honored him by naming him as a Certified Professional in Learning and Performance (CPLP) Fellow. (ASTD is now called ATD.) In 2014 he was given the Asia-Pacific International Personality Brandlaureate Award.

He has authored, coauthored, edited or coedited 115 books since 1987. His recent books since 2017 include Virtual Coaching to Improve Group Relationships: Process Consultation Reimagined (Routledge, 2021), The Essential Human Resource Guide for Small Business and Start Ups (Society for Human Resource Management, 2020); Increasing Learning and Development’s Impact Through Accreditation (Palgrave, 2020); Workforce Development: Guidelines for Community College Professionals, 2nd ed. (Rowman-Littlefield, 2020); Human Performance Improvement: Building Practitioner Performance, 3rd ed. (Routledge, 2018);  Innovation Leadership (Routledge, 2018), Evaluating Organization Development: How to Ensure and Sustain the Successful Transformation (CRC Press, 2017), Marketing Organization Development Consulting: A How-To Guide for OD Consultants (CRC Press, 2017), Assessment and Diagnosis for Organization Development: Powerful Tools and Perspectives for the OD practitioner (CRC Press, 2017). He also authored such books as The Leader’s Daily Role in Talent Management (2015), Effective Succession Planning, 5th ed. (2015), and Becoming an Effective Mentoring Leader (2013).