Expert answer:Homework Assignment
Solved by verified expert:Unit III Assignment Succession Planning Procedure In a minimum of 500 words, document a succession plan for an employee (e.g., IT Developer, Maintenance Crew,
Training Specialist, CEO) of your chosen firm. What concepts are crucial when recruiting team members? Be sure to
address the following questions in your response: 1. What are the critical knowledge, skills, and abilities (KSAs) of that position? 2. Will you select, train, or both for these KSAs? 3. How will you ensure your selected successor does not leave the firm? 4. What succession planning process will you use? Follow the steps above in chronological order. Any sources used, including the textbook, must be referenced;
paraphrased and quoted material must have accompanying citations in APA format.
unit_study_guide_hrm.pdf
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UNIT III STUDY GUIDE
Workforce Planning
Perspectives and Tactics
Course Learning Outcomes for Unit III
Upon completion of this unit, students should be able to:
3. Evaluate the components of workforce planning.
Reading Assignment
Chapter 4:
Designing Productive and Satisfying Work
Unit Lesson
When the U.S. jobs report comes out or the president makes a jobs announcement, a majority of people
either do not know or do not care. People typically are less interested in the degree to which other people
have work and are more interested in their work. However, a small group of the population reads each line
and pays attention to each word. These people are strategic human resource managers.
When it comes to executing workforce planning well, there are two domains of information that matter most:
internal business-driven decisions and external market forces.
Internal Business-Driven Decisions
HR guru Jeffery Pfeffer (as you already read in Unit II) suggests that internal hiring or “promotion from within”
(Stewart & Brown, 2015) is an optimal piece of any workforce planning strategy. People are more satisfied,
and retention is higher for these hopeful people. On the contrary, a common HR heuristic is sometimes you
need “new blood” or a “fresh face” in a particular job to drive change. Which will you choose? As an example,
the Boeing company hired an external senior vice president of aviation services. Employees were in shock.
He does not know us! He does not know how we work! He does not have the “tribal knowledge” to do the job!
In this case, the new VP was an ex-CEO of an airline, and employees soon found that he knew customers
better than anyone in the firm. It was a risk but a great hire for Boeing. Workforce planning requires making
this decision up front and intentionally, not accidentally. Some firms will have an internal posting system
where all existing employees get a “first shot” at a job, while other firms have employees apply to external
requisitions. Either is fine and should reflect the preference of the organization.
An additional internal business issue is relationships and planning systems of the HR division. All jobs start
with a need. The HR professional must be constantly aware of where these needs come from. What is the
turnover rate? What is the number of jobs that need to be filled? What does the VP of operations say is
changing technology where new skills must be acquired? What does the VP of marketing say about sales? If
sales are up and continue to trend in this direction, then more operators and engineers will be needed. If
sales show a spike and drop, you may want to consider overtime and temporary labor so as not to create a
layoff situation when sales decline. Each of these factors requires strong objective reporting systems so HR
can know and plan for changes in the workforce. Strong subjective relationships are also needed so HR
people can appropriately serve their customers inside the firm.
External Market Forces
In addition to observing what happens inside the firm, HR professionals need to know what the external
environment holds for them. In an economic environment where unemployment is quite low, it is likely to take
more time to fill positions, highlighting the importance of receiving good information quickly. When skilled
labor is more available in a high unemployment rate environment, the pressure is slightly less. In a similar
BHR 3352, Human Resource Management
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UNIT x two
STUDY
GUIDE1) Sales
way, when the economy overall tends to do well by economic indicators, this creates
problems:
are likely to increase, creating a need for labor, and 2) labor will be harder to find
as your competitors will be
Title
going after the same group of people.
As stated earlier in this lesson, as sales increase the need for labor increases. On top of that, labor becomes
more difficult to employ when competitors are recruiting from the same pool of potential employees. An
important lesson learned from the most recent economic downturn, known by many as the Great Recession,
is the value of employees. Simon Sinek authored the book Start With Why and interviewed a wide range of
people regarding how great leaders inspire people. In his book, Leaders Eat Last: Why Some Teams Pull
Together and Others Don’t, Sinek (2014) interviewed an employee of Barry-Wehmiller (a collection of
manufacturing companies). The employee made the statement “I never thought you could enjoy a job. When
you have people who trust you, they’re going to do a better job for you to earn or keep that trust” (Sinek,
2014, p. 12).
In a related insight, Ian Hutchinson (2009), author of People Glue: Engagement and Retention Solutions that
Stick, placed a high emphasis on taking care of employees by treating them as your most important
customers. Hutchinson implied that when leaders look after their employees first, the production of the entire
organization increases.
The world economy has become so competitive that every aspect of the organization has come under greater
scrutiny as leaders seek to gain an ethical advantage in their corner of the market. The investment in
employees is part of that scrutiny. “Companies that get the most from their people often consider their human
resources their biggest investment” (Kelly & Williams, 2015, p. 242).
Proper workforce planning requires more than just effect planning in general. It requires effective monitoring
of the internal and external labor market and a sixth sense to be able to predict the future and plan for it.
References
Hutchinson, I. (2009). People glue: Engagement and retention solutions that stick. Warriewood, New South
Wales, Australia: Woodslane Press.
Kelly, M., & Williams, C. (2015). BUSN: Introduction to business (7th ed.). Stamford, CT: Cengage Learning.
Sinek, S. (2014). Leaders eat last: Why some teams pull together and others don’t. New York, NY:
Portfolio/Penguin.
Stewart, G. L., & Brown, K. G. (2015). Human resource management: Linking strategy to practice (3rd
ed.). Hoboken, NJ: Wiley.
BHR 3352, Human Resource Management
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