shurman chap 5
TRANSCRIPT
![Page 1: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/1.jpg)
Human Resource Planning Chapter 5
![Page 2: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/2.jpg)
Developing Talent at Proctor and Gamble
Hiring at the entry level and developing and promoting its manages and executives from
within.
![Page 3: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/3.jpg)
Human Resource Planning
Component of HRM strategy
It is a proactive process
All other functional HR activities flow from human
resource planning process
Human resource planning process
should be flexible
![Page 4: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/4.jpg)
Objective of Human Resource Planning
Prevent overstaffing and understaffing
Ensures the organization has the right employee with the right skills in the right place at the right time Ensures that the organization is responsive to changes in its environment Provides direction and coherence to all HR activities and system
Unite the perspectives of line and staff managers
![Page 5: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/5.jpg)
aggregate
succession
planning
Types of Planning
![Page 6: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/6.jpg)
Aggregate Planning Forecasting the demand of employees • Multiple regression • Linear programming • Judgement of experienced
managers
![Page 7: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/7.jpg)
Aggregate Planning
• Bottom up planning (Unit Forecasting)
• Top down planning • combination
![Page 8: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/8.jpg)
Aggregate Planning
Bottom Up Planning (Unit Forecasting) • each individual unit, department, branch
estimates its future needs for employee • Responsive to the need of the market
place because it estimates need t the point of contact
![Page 9: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/9.jpg)
Aggregate Planning
Top down planning • Involves senior allocating
budgeted amount for employee payroll expenditure
• Promotes organizational efficiency in resource allocation
![Page 10: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/10.jpg)
Succession Planning
Identifying key management positions that the organization can not afford to have vacant.
![Page 11: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/11.jpg)
Succession Planning
Purpose 1. facilitate transition when an employee leaves
2. identifies the development needs of high potential employees and assist with their career planning.
![Page 12: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/12.jpg)
Succession Planning Criticism: Their timing often does not remain in synch with ongoing and evolving business need resulting in constant shortages or surpluses.
![Page 13: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/13.jpg)
Sample Replacement Chart
J Smith ( Vice President for Marketing)
R Jones (Sales Director) Ready
Now
C Williams (Promotions
Manager) 15 months
S Anderson (Dir. Of
Marketing) 1 year
![Page 14: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/14.jpg)
Guidelines for Effective Succession
Planning • Tie into organizations strategy • Monitor the progress and measure
outcome • Ensure that all HR functions that impact
the succession plan are iterated and working
• Ensure the centralized coordination • Engage and involve managers
throughout the organization
![Page 15: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/15.jpg)
Pros and Cons of Disclosing Succession Planning
High performance may
leave the organization,
unsure of their future
Allows flexibility as business need
change
Unrealistic expectations and implied contracts
Retention strategy
Disadvantage Advantage
Do not tell
Tell
![Page 16: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/16.jpg)
Mentoring
• Often used in succession planning tool.
• Mentoring programs may be formal and informal
• Mentoring should be holistic in nature and consider the needs of the individual being mentored.
![Page 17: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/17.jpg)
Model of an Effective Mentoring
Mentoring Program (specific
assignment goals and measures)
Background of mentor (skills, experience,
understanding, motivation)
Needs of mentees
(personal, professional)
Needs of the organization (strategy, skill gaps, diversity)
![Page 18: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/18.jpg)
Diverse Succession Planning Practices and
Competencies
Strategic implications of
effective diverse succession planning
and strategic integration
Business strategy
leadership
Planning practices
Development practices
![Page 19: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/19.jpg)
Suggestions for Diverse Succession Planning
Strategic Integration
• Obtain alignment between business strategy and diverse succession planning
• Frame programs with emphasis on developing high potentials
Leadership • Establish a value basis for diverse succession • Obtain commitment of top executives to
personally mentor diverse successor
Planning Process
• Identify behavioural competencies for the future while recognizing that these may change
• Disseminate descriptions of specific behavioural competencies required for top position
![Page 20: Shurman Chap 5](https://reader034.vdocuments.mx/reader034/viewer/2022050908/563db7d9550346aa9a8e8b56/html5/thumbnails/20.jpg)
Suggestions for Diverse Succession Planning
Development Practices
• Development behavioural competencies for training, development planning, and evaluation
• Focus on the advantages of same race/ gender or cross race/gender mentorship
Program Management
Practices
• Monitor flows of diverse successors into core areas as opposed to periphery functions
• Identify effective mentors and leverage their skills