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Abstract A revamped succession planning process at FedEx Ground keeps succession and development decisions clearly focused on the road ahead to ensure the company has its best talent ready for those roles that drive its business strategies and critical initiatives. Changes to the annual talent review process were designed to find and close talent gaps in pivotal leadership roles and competencies, where near‐term talent shortages could pose significant business risks. Prework and the review meeting agenda concentrate the discussion on whether the high‐potential and promotable individuals are filling these pivotal roles and being developed as rapidly as possible. Enabled by a robust technology platform, officers can also devise broader targeted actions across the organization for addressing shared developmental needs related to critical leadership competencies. © 2009 Wiley Periodicals, Inc.

Personnel PsychologyVolume 62, Issue 1 p. 135-135 Scientist-Practitioner Forum JEFF W. JOHNSON, JEFF W. JOHNSON Associate Editor Personnel Decisions Research Institutes, Inc.Search for more papers by this author JEFF W. JOHNSON, JEFF W. JOHNSON Associate Editor Personnel Decisions Research Institutes, Inc.Search for more papers by this author First published: 04 February 2009 https://doi.org/10.1111/j.1744-6570.2008.01135.xAboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article. Volume62, Issue1Spring 2009Pages 135-135 RelatedInformation

In this study, we demonstrated the usefulness of Occupational Information Network (O*NET) job analysis data for identifying applied adult literacy requirements across occupations. This was accomplished using a job component validity approach relating O*NET knowledge, skill, ability, and generalized work activity descriptor data to literacy test scores on the national adult literacy survey (NALS). Mean scores on prose, document, and quantitative literacy were estimated for 902 O*NET‐SOC occupations using descriptor data at the occupation level. Multiple correlation coefficients ranging from .79 to .81 (corrected for shrinkage) were found when predicting literacy scores from O*NET descriptors. Results of this study showed that 3 different types of applied adult literacy were highly predictable from the O*NET descriptors.

In the literature of the coaching profession, the voice of the client is rarely heard. This case study examines the coaching process from the perspective of both the coach and the participant, providing unique insights into the art of coaching. Beginning with background descriptions of the coach and the participant, the authors move into a discussion of the first coaching engagement, which began in 2000. Two years later, after Jennifer had been promoted into a larger and more complex assignment, the authors began working together again. The authors discuss highlights of the coaching experience from each of their perspectives and compare what was similar and different across the 2 coaching engagements.

A study was conducted that examined which managerial skill dimensions were critical for effective leadership for managers in the USA and seven European countries. The results suggested more similarities than differences across countries. Specifically, a core group of two skill dimensions emerged as critical for effective leadership across countries and operationalizations of criticality. These dimensions were analyze issues and drive for results. However, results did differ depending on how criticality was operationalized. The findings of the study suggest that: users of 360‐degree feedback instruments should not rely solely on perceived importance of a skill dimension to aid in ratings interpretation, and the ability to solve complex problems and learn quickly on the one hand and being hard‐working and persistent on the other hand are prerequisites for effective leadership, regardless of whether you are leading in Pittsburgh or in Paris.

Among dementia patients in long-term care facilities, neuroleptics (NL) are frequently prescribed for the treatment of agitation. Although good clinical practice and federal law mandate attempts at withdrawal of these medications, empiric data regarding the cessation of NL treatment are limited in this population. The objective of the present study was to assess through direct observation the effects of short-term NL withdrawal on physically aggressive behavior and other aspects of agitation. We carried out a randomized, double-blind, baseline NL-controlled 4-week trial of the effects of NL withdrawal in 36 institutionalized patients with possible or probable Alzheimer's disease. Patients were directly observed for four 2-hour sessions during baseline, a prerandomization week, and during weeks 1, 2, and 4 of the double-blind portion of the study. Completion of the 4 weeks of double-blind medication and number of observed episodes of physically aggressive behavior (PAB) were the two primary outcome measures. Of the 22 patients who were withdrawn from NL, 20 (91%) completed the 4-week double-blinded withdrawal. Two patients were discontinued from the study due to unacceptable levels of agitation at the request of their nursing staff. Of the 14 patients not withdrawn, all completed the 4-week trial. The chi-square test for the difference between groups was not significant (P > .05). Based on the observed instances of PAB, there was no significant difference (P > .05) between withdrawn and not-withdrawn subjects. Half of the withdrawn patients remained off NLs for an extended period of time after the end of the study, even after the blind was broken. Withdrawing institutionalized dementia patients from NLs was successful in most but not all study patients. Generalization of these results is limited by the highly selected nature of the participants. Unmasking of unmanageable agitation and physical aggressiveness in a small minority must be weighed against the benefits of removing unnecessary medication in the majority of dementia patients in whom NL withdrawal is attempted. PAB itself should not drive continuing NL use without regard to objective assessment of efficacy of the NL treatment.