工具1：继任管理成熟度模型Level0-NoSuccessionProcess等级0——无继任流程Atthislevel,organizationshavenorealsuccessionmanagementprocess.Theymayidentifypotentialsuccessorsforseniorexecutive-levelpositions,focusedonlyonensuringareplacementfortheCEO.Inpractice,thisisanexerciseofexecutivereplacementplanninganddoesnotmeetthedefinitionofsuccessionmanagement(asdiscussedinthesection,"SummaryofKeyFindings").Ourresearchshowsthat21percentofcompanieswesurveyedoperateatthisleveland,basedonourresearch,theytypicallyarelimitedingrowthorbusinessflexibilitybyalackofmanagerialandleadershipskills.在此等级，组织没有真正的继任管理流程，可能会为高级级别的职位明确潜在的继任人选，但仅关注于确保CEO的接替。实际上，这是高管接替规划的实践并不符合继任管理的定义（如在章节“主要发现总结”中做的讨论）。我们的研究显示我们调查的企业中21%处于此等级，且根据我们的调查，它们往往由于缺乏管理及领导力技能，成长或业务灵活性很有限。Level1-ReplacementPlanning等级1——接替规划CompaniesatLevel1maketheinitialattemptatidentifyinghigh-potentialemployees;theythentrytomatchtheseindividualstoeitherspecificjobsorjobtypes.ItisoftentheCEOandexecutivestaffthatdevelopswhatisknownas“thelist.”Theproblemisthatitisjustthat-alist.处于等级1的企业最初尝试识别高潜员工，接着努力将这些员工与具体职位或者职位类型匹配起来。通常是CEO及行政人员制定所谓的“名单”。问题是它就只是这样——一个名单。Businessleadersmaybelievetheyhaveasuccessorreadytofillavacantposition;inreality,companiesatLevel1failtodeveloptheirhighpotentials,sothattheyarereadytotakeonsuccessivepositions.Theybelievethat,becausetheemployeeson“thelist”arealreadyhighpotential,theywillbereadytotakeonmoreresponsibilitywhenthetimecomes.Primarily,thecompanylacksalearninganddevelopment(L&D)culturetobuildhigh-potentialemployeesintosuccessfulleaders.业务领导者可能认为他们已有继任人选准备好填补空缺位置；而实际上，处于等级1的企业无法发展自己的高潜人让他们准备好承担继任位置。他们认为，由于“名单”上的员工都已经是高潜人才，时机成熟时，这些员工已准备好承担更多的责任。最重要的是，这样的...
