1 Lesson: 21 Career & Succession Planning: Contents: Definition of Competency Competency Mapping Career Processes and life stages Career Planning Meaning, need, process, prerequisites, advantages and limitations Tips for effective Career Development Succession Planning Case Study Competency Competency is defined as behaviors that describe excellent performance in a particular work context (e.g. job, role or group of jobs, function, or whole organisation). In other words competency means actual application of knowledge. skill and motives/attitude/temperament in carrying out assigned tasks. A manager may be knowledgeable and skilled but he hardly applies his/her knowledge and skill on assigned tasks, the said manager cannot be rated as a competent person. Competency Mapping Competency mapping is a process of identify key competencies for an organisation and/ or a job and incorporate those competencies through the various process (i.e. job evaluation, training, recruitment, career and succession planning) of the organisation.
2 COMPETENCIES - HR - LEADERSHIP CLUSTER Business Oriented Strategy/ Vision Continuous Improvement Leadership Competencies Customer Service Team/ Relationship Building Negotiations COMPETENCIES - HR - MANAGEMENT MANAGING WITH RESPECT CONSULTING EXECUTION IMPLEMENTATI ON MANAGEMENT COMPETENCIE S PLANNING / PRIORITY SETTING COMMUNICATI ANALYTICAL SKILLS / SECISION MANAGING DEVELOPING PEOPLE
3 COMPETENCIES - HR - FUNCTIONAL INFORMATIO NMANAGME STAFFING COMPENSATI CARRER PLANNING & DEVELOPMENT MANAGEMENT COMPETENCIE S BENEFITS EDUCATION & TRANNING LABOUR RELATIONS EMPLOYEE RELATIONS HUMAN RESOURCES COMPETENCY MIX Benchmar k position ( sample ) Specialist Manager Director Mix of Competencies Demonstrated Management Leadership 0 Functional Management Leadership
4 CAREER PLAN NIN G & GROWTH OPPORTUNITIES Ma npower planning is a n important adjunct of business planning or corporate planning. T here cannot be effe ctive ma npower planning if there is ineffective care er planni ng in the organisation. Career planning is an integral part of manpower planning. Career planning is choosing an occupation, keeping in view one's re sources a nd e nvironme ntal conditions. Career planning is not an event or an end in itself, but a proce ss which requires continuous examination of the goal; the strategies to be ch osen ; th e re sou r ces a nd lim itation s o n th e par t of th e in div idu al; th e o rga nisatio n an d th e environment. This i s aim ed at - to i mpr ov e the p erf orm an ce of su bor di nates in th eir pr esent jo b in ter ms of re su lts to be ac com plishe d; to prepare e mpl oyees to accept increa sing responsibility i n their present job; to help subordinates to grow and develop for higher level jobs. Care er planning is basically an individua l's responsibil it y. H owever, in the organisational conte xt, i t is the orga nisation's responsibility to guide and direct the em ploye es to develop a nd utilize their knowledge, a bilities and resources towards organisation devel opm ent a nd e ffectiveness. E mployee's goals have to be appropriately integrated with organisational goals. The organisation must provide career counselling service s. 1. LIFE STAGES & PROCESSES OF CAREER PEOPLE CHANGE CONSTANTLY & THUS VIEW THEIR CAREERS DIFFERENT AT VARIOUS STAGES OF THEIR LIVES.SOME OF THESE CHANGES RESULT FROM AGING PROCESS & OTHERS FROM OPPOPTUNITIES FOR GROWTH & STATUS. BASIC STAGES :- EXPLORATION ESTABLISHING /IDENTITY(10-20) INDIVIDUAL EXPLORES CAREER ALTERNATIVES & BEGINS TO MOVE INTO THE ADULT WORLD 2. GROWTH & GETTING ESTABLISHED(20-40) PERSON CHOOSES AN OCCUPATION.ESTABLISHED CAREER PATH MAINTENANCE & ADJUSTMENT TO SELF(40-50) DECLINE PEOPLE SERIOUSLY QUESTION THE QUALITY OF THEIR LIVES PERSON MAY HAVE LOWER ASPIRATIONS & LESS MOTIVATION RESULTING ADDITIONAL CAREER ADJUSTMENT
5 CAREER PLANNING IMPLIES HELPING THE EMPLOYEES TO PLAN HIS OR HER CAREER IN TERMS OF HIS OR HER CAPABILITIES WITHIN THE CONTEXT OF ORG. NEEDS CAREER PLANNING DOES NOT IMPLY: PREDICTING / ENVISAGING / ENSURING HIGHER POSITIONS FOR EACH EMPLOYEE ORAGANISATIONAL REALITIES GROWTH OR PROGRESSION OPPORTUNITIES AT DIFFERENT PLACE IS DIFFERENT - SOME PLATEAUS - PYRAMIDAL HIERARCHY CAN NOT CREATE MANY POSITIONS UNIFORM RATE OF PROGRESSION NOT POSSIBLE IN ALL DEPTTS / UNITS COMPETENCE INDIVIDUAL KNOWS ORG. DOES NOT KNOW ORG. KNOWS INDIVIDUAL DOES NOT KNOW BOTH DON T KNOW INDIVIDUAL CP PERFORMANCE CAREER PLANNING SYSTEM ORGANISATIONAL CP FORECASTING POTENTIAL ORGANISATIONAL PLANNING MANPOWER PLANNING PREFERENCE PERSONAL ASSESSMENT ORGANISATIONAL ASSESSMENT PERSONAL ASSESSMENT INDIVIDUAL ABILITIES DESIRES POSSIBILITIES MATCHING ORGANISATION PERSONNEL NEEDS CAREER PATHS POSSIBILITIES
6 COMPONENTS OF CAREER PLANNING ORGANISATION DESIGN / HR PLANS CORPORATE PLAN CAREER PATHS / ROLE REQUIREMENT CAREER PLANNING DEVELOPMENT OPPORTUNITIES POTENTIAL / PERFORMANCE APPRAISAL PROMOTION POLICY So, dear students there is every need of learning about the meaning of Career Planning and Development. So let us try to familiarize ourselves with the meaning of Career Planning and Development Meaning: Career planning is the process by which one selects career goals and the path to these goals. Career development is those personal improvements one undertakes to achieve a personal career plan. Career management is the process of designing and implementing goals, plans and strategies to enable the organization to satisfy employee needs while allowing individuals to achieve their career goals. So, due to this career planning and development is necessary to each and every employee in an organization. The need of career planning and development is felt in each and every organization of today s global world. So, in today s session let us discuss the need for career planning in depth Need for Career Planning: - Career Planning is necessary due to the following reasons: 1. To attract competent persons and to retain them in the organization. 2. To provide suitable promotional opportunities. 3. To enable the employees to develop and take them ready to meet the future challenges. 4. To increase the utilization of managerial reserves within an organization.
7 5. To correct employee placement. 6. To reduce employee dissatisfaction and turnover. 7. To improve motivation and morale. Today s class is intended for discussing the process of career planning and development. Why in today s modern global organizations the need for career planning and development is given much importance? The process of career planning and development is discussed below. So, after discussion of the process of career planning and development, you all can know the importance of it. Process of Career Planning and Development: - The following are the steps in Career Planning and Development: 1. Analysis of individual skills, knowledge, abilities, aptitudes etc. 2. Analysis of career opportunities both within and outside the organization. 3. Analysis of career demands on the incumbent in terms of skills, knowledge, abilities, aptitude etc., and in terms of qualifications, experience and training received etc. 4. Relating specific jobs to different career opportunities. 5. Establishing realistic goals both short-term and long-term. 6. Formulating career strategy covering areas of change and adjustment. 7. Preparing and implementing action plan including acquiring resources for achieving goals. I hope that every one is well versed with the career planning and development and it s importance. Now, you have to know what are the steps involved in career development system. Steps involved in Career Development System: - There are four steps in establishing a career development system. They are: 1. Needs: -Defining the present system i.e. this step involves in the conducting a needs assessment as in a training programme. 2. Vision: -The needs of the career system must be linked with the interventions. An ideal career development system known as the vision links the needs with the interventions.
8 3. Action Plan: -An action plan should be formulated in order to achieve the vision. The support of the top management should be obtained in this process. 4. Results: -Career development programme should be integrated with the organization s on-going employee training and management development programmes. The programme should be evaluated from time to time in order to revise the programme. The above points can further elaborated in the following way: - Steps and Tasks in establishing a career development system Step 1: Needs: Defining the present system Establish roles and responsibilities of employees, managers, and the organization. Identify needs; establish target groups. Establish cultural parameters; determine organizational receptivity, support, and commitment to career development. Assess existing HR Programme or structure; consider possible links to a career development programme. Determine prior attempts at solving the problem or need. Establish the mission or philosophy of the programme. Design and implement needs assessment to confirm the data or collect more data. Establish indicators or criteria of success. Step 2: Vision: Determining New Directions and Possibilities Create a long-term philosophy. Establish the vision or objectives of the programme. Design interventions for employees, managers, and the organization. Organize and make available career information needed to support the programme. Step 3: Action Plan: Deciding on practical first steps Assess the plan and obtain support from top management Create a pilot programme Assess resources and competencies. Establish an advisory group. Involve advisory group in data gathering, programme design, implementation, evaluation and monitoring
9 Step 4: Results: Maintaining the change Create long-term formalized approaches. Publicize the programme. Evaluate and redesign the programme and its components. Consider future trends and directions for the programme. Career development is essential to implement career plan. Career development consists of personal improvements undertaken by the individual employee, training, development and educational programmes provided by the organization and various institutes. The most important aspect of career development is that every employee must accept his/her responsibility for development. Various career development actions prove useful if an employee is committed to career development. I think and hope that everybody is well versed with career planning and development. Now let us try to explore the pre-requisites for the success of career planning. Pre-requisites for the success of career planning. 1. Strong commitment of the top management in career planning, succession planning and development. 2. Organization should develop, expand and diversify its activities at a phased manner. 3. Organization should frame clear corporate goals. 4. Organization should have self-motivated, committed and hard working employees. 5. Organization s goal in selection should be selecting the most suitable man and place him in the right job. 6. Organization should take care of the proper age composition in manpower planning and in selection. 7. Organization should take steps to minimize career stress. 8. Organization should have fair promotion policy. 9. Organization should publicize widely the career planning and development programmes. Advantages of Career Planning and Development After learning about all the above things, we have to have a look on advantages of career planning and development. Following are the advantages of career planning and development: Infact both individuals and the organization are going to benefit from career planning and development. So the advantages are described below: For Individuals:
10 1. The process of career planning helps the individual to have the knowledge of various career opportunities, his priorities etc. 2. This knowledge helps him select the career that is suitable to his life styles, preferences, family environment, scope for self-development etc. 3. It helps the organization identify internal employees who can be promoted. 4. Internal promotions, upgradation and transfers motivate the employees, boost up their morale and also result in increased job satisfaction. 5. Increased job satisfaction enhances employee commitment and creates a sense of belongingness and loyalty to the organization. 6. Employee will await his turn of promotion rather than changing to another organization. This will lower employee turnover. 7. It improves employee s performance on the job by taping their potential abilities and further employee turnover. 8. It satisfies employee esteem needs. For Organizations: - A long-term focus of career planning and development will increase the effectiveness of human resource management. More specifically, the advantages of career planning and development for an organization include: i. Efficient career planning and development ensures the availability of human resources with required skill, knowledge and talent. ii. The efficient policies and practices improve the organization s ability to attract and retain highly skilled and talent employees. iii. The proper career planning ensures that the women and people belong to backward communities get opportunities for growth and development. iv. The career plan continuously tries to satisfy the employee expectations and as such minimizes employee frustration. v. By attracting and retaining the people from different cultures, enhances cultural diversity. vi. Protecting employees interest results in promoting organizational goodwill. Limitations of career planning Apart from advantages, there are some limitations. So, let us have a look at the limitations of career planning? Despite planning the career, employees face certain career problems. They are: 1. Dual Career Families: - With the increase in career orientation among women, number of female employees in on increase. With this, the dual career families have also been on increase. Consequently, one of those family members might face the problem of transfer. This has become a complicated problem to organizations. Consequently other employees may be at disadvantage.
11 2. Low ceiling careers: -Some careers do not have scope for much advancement. Employees cannot get promotions despite their career plans and development in such jobs. 3. Declining Career Opportunities: -Career opportunities for certain categories reach the declining stage due to the influence of the technological or economic factors. Solution for such problem is career shift. 4. Downsizing/Delayering and careers: - Business process reengineering, technological changes and business environmental factors force the business firms to restructure the organizations by delayering and downsizing. Downsizing activities result in fixing some employees, and degrading some other employees. There are some suggestions for effective career development. They are: - Challenging Initial Job Assignments: - There is an evidence indicating that employees who take up initial challenging jobs perform better at later stages. Dissemination of Career Option Information: - Mostly employees lack information about career choices/options. The managers identify career paths and succession paths. This information should be made available to all. Job Positioning: - Management should provide job information to employees through job positioning. For posting the jobs organizations can use bulletin board displays, company publications, electronic billboards and similar means. Assessment Centres: - The assessment centers evaluate the people regarding their ability to certain jobs. This technique helps to identify the available skills, abilities and knowledge. Career Counseling: - Career Counseling helps employees in setting directions, reviewing performance, identifying areas for professional growth. Succession Planning Succession may be from internal employees or external people. Succession from internal employees is advantageous to the organization as well as to the internal employees. Organization can buy the employees loyalty and commitment, belongingness, shared feeling of development along with the organization by promoting the internal employees. Employees get the benefits of growth in the organization. The organization mostly prefers to encourage the growth and development of its employees and as such tends to prefer succession from within. Organizations, appraise employee s potentialities, identify training gaps for future vacancies, and develop them for higher and varied jobs. The scope of succession plan would be more when the organization grows steadily and employees have potentialities to take up higher responsibilities. Professionally run organizations ask their managers to identify the internal employees having potentialities and develop them in order to occupy their positions as and when they feel vacant. However, it is necessary to allow the inflow of new blood also. Hence, organizations should also search for outside talent in certain cases like when competent internal people are not available, when major expansion, diversification and growth plans are in offing, complete dependence on either internal source or external source not advisable to any organization.
12 The following two articles can know the importance of succession planning. These articles highlight the importance of succession planning and highlights the challenges of succession planning. (Gooooggl ( lee..ccoom hht ttpp: ://www.bbuussi inneessss..ccoom/ /ddi ireecct toor ryy/ /maannaaggeemeennt t/ /ccoor rppoor raat tee ggoovveer rnnaannccee/ /ssuucccceessssi ioonn ppl laannnn inngg/ i / aanndd w.familybizz.net/article_sp.asp) Case: In the Dark Could you come to my office for a minute, Rao asked Mehta, the plant manager. Sure, be right there, said Rao. Rao was the plant s control director. He had been with the company for four years. After completing his degree in mechanical engineering, he worked as a production supervisor and then as maintenance supervisor, prior to moving to his present job. Rao thought he knew what the call was about. Your letter of resignation catches me by surprise, began Mehta. I know that Malhotra products will be getting a good person, but we sure need you here, too. I thought about it a lot, said Rao, but there doesn t seem to be a future for me here. Why do you say that? asked Mehta. Well, replied Rao, the next position above mine is yours. With you being only 39, I don t think it slightly that you ll be leaving soon, said Mehta. That s why it s even more of a shock to learn that you are resigning. I think I ll be moving to the corporate office in June of next year. Besides, the company has several plants that are larger than this one, and we need good people in those plants from time to time, both in quality control and in general management. Well, I heard about an opening in the Daruhera plant last year, said Rao, but by the time I checked, the job had already been filled. We never know about opportunities in other plants until we read about incumbent in the company paper. All this is beside the point now. What would it take to get you to change your mind? asked Mehta. I don t think I will change my mind now, replied Rao, because I have given my word that I am going to join them. Questions 1. Evaluate the career planning and the development programme at this company. 2. What actions might have prevented Rao s resignation?
13 Career & Succession Planning Competency Competency is defined as a behaviour that describes excellent performance in a particular work context (e.g. job, role or group of jobs, function, or whole organisation).
14 Competency Mapping Competency Mapping is a process of identifying key competencies for an organisation and or a job and incorporate those competencies through the various process of the organisation Life Stages of Career Establishing Identity Growth and Getting Established Maintenance & Adjustment to Self Decline
15 Career Planning Career planning is the process by which one select career goals and the path to these goals. Career Development Career Development is those personal improvements one undertakes to achieve a personal career plan.
16 Needs Vision Steps involved in Career Development System Action Plan Results Pre-requisites for the success of career planning. Advantages of Career Planning and Development Limitations of career planning Suggestions for effective career development
17 Succession Planning Succession may be from internal employees external people. Succession from internal employees is advantageous to the organisation as well as to the internal employees. Organisation can by the employees loyalty and commitment, belongingness, shared feeling or development along with the organisation by promoting the internal employees
Career Management & Succession Planning Dr. Oyewole O. Sarumi Scope of Discourse Introduction/Background Definitions of Terms: Career, Career Path, Career Planning, Career Management. The Career Development
RECRUITMENT PROFILE Profile: Human Resources Major Duties and Responsibilities 1. Responsible for the interpretation and application of the Staff Rules, regulations and procedures ensuring uniform application
81 CHAPTER 6 HUMAN RESOURCE MANAGEMENT CONTENTS Introduction 82 Developmental Areas 82 Professional Functional Development 82 Leadership/Management and Command Development 83 Human Resource Development
Section hr 07 Amahlathi Municipality Succession Planning And Career pathing 1 SECTION HR 07 SUCCESSION PLANNING AND CAREER PATHING INDEX PAGE 1. Introduction 3 2. Purpose of Succession Planning and Career
BUSINESS AND TALENT ALIGNMENT PEOPLE DECISIONS THAT DRIVE BUSINESS SUCCESS Pearl Maphoshe BACKGROUND Activating business strategy through talent strategy Great people decisions and business success Sustainable
JOB PROFILE POSITION INFORMATION Position Title Department Senior Human Resources Manager Human Resources Peromnes Grade Grade 6 Reports To CEO / Executive Director: Human Resources Number of Direct Reports
Finance & Administration Committee Information Item IV-A July 10, 2014 Human Capital Update Washington Metropolitan Area Transit Authority Board Action/Information Summary Action Information MEAD Number:
SYLLABUS Class: - B.B.A. II Semester Subject: - Human Resource Management UNIT I Introduction: Importance of Human Resource Management Meaning, Nature and Scope, Functions and Role of HR Manager Advisory
SEMESTER III B) HUMAN RESOURCE MANAGEMENT HUMAN RESOURCE PLANNING Unit-1 LEARNING ORGANIZATION AND LEADERSHIP Unit-2 BASICS OF HUMAN RESOURCE PLANNING Macro Level Scenario of Human Resource Planning Concepts
DoDEA Personnel Center HR Competency Definitions ATTACHMENT 10 Business Management Competencies Business Process Reengineering Applies business process reengineering principles and techniques to reengineer
Career Development for HRD Practitioners: Integration of Personal Development Plans w ith Workplace Skills Plans Public Sector Trainers Forum Breakaway Session Leon Pretorius 29 Sep tember 2009 1 Overview
Revised Body of Knowledge And Required Professional Capabilities (RPCs) PROFESSIONAL PRACTICE Strategic contribution to organizational success RPC:1 Contributes to the development of the organization s
USDA Virtual University School of Talent Management Leadership Essentials Certificate Program Leadership Competency Self Assessment Building Blocks for Workforce Development Based on OPM Competencies Updated:
INTERNATIONAL LABOUR OFFICE GB.291/PFA/17 291st Session Governing Body Geneva, November 2004 PFA Programme, Financial and Administrative Committee SEVENTEENTH ITEM ON THE AGENDA ILO Human Resources Strategy:
Career Development and Succession Planning Changing Landscape of HR 2012 Conference Overview Career Development Program Succession Planning Process Benefits Reduced organizational risk. Increased productivity.
Course Description (Master of Human Resource Management) MHRM Programme Compulsory Courses: BA 601 - Scientific Research and Statistical Analysis Business research is crucial in building graduate capabilities
Master of Arts (Industrial and Organizational Psychology) M.A. (Industrial and Organizational Psychology) Objectives The program aims to enable graduate students to analyze, to carry on the research projects,
by Rose Seavey, MBA, BS, RN, CNOR, CRCST, CSPDT President/CEO of Seavey Healthcare Consulting STRATEGIC PLANNING PROCESS FOR CENTRAL SERVICE LEARNING OBJECTIVES 1. Discuss the rational for developing a
Integrated Workforce Planning A Facilitation Guide for Office Directors Office of the Chief Human Capital Officer 1 Table of Contents Executive Summary 1 I. Identifying the Strategic Direction 2 II. Aligning
Talent management consulting is the giving of professional, expert advice to executives who are put in charge of handling, directing, or managing those who have a capacity for achievement or success. THE
ROLE PROFILE Job Title Reports to Service area No. of staff responsible for Budget responsibility ( ) Performance Consultant (Fixed Term) Assistant Director for Human Resources HR 0 None Purpose of Job
SAMPLE JOB DESCRIPTIONS In this section we have provided a number of sample job descriptions. We hope that they will provide you with guidance as you develop job descriptions(s). Level Title Page Consultant
Talent Management Toolkit Terry Meyer November 2005 ALL RIGHTS RESERVED COPYRIGHT Disclaimer Publication or other use of this document by any unauthorised person is strictly prohibited. The views expressed
Promotion, Transfer and Termination attachment one Developing and Implementing Succession Plans Contents WGEA Tool: Developing Succession Plans 3 Introduction 3 Developing and Implementing Succession Plans
The Individual Development Plan General Guidelines for Charting your Career Path Table of Contents Introduction 1 What Is an IDP? 1 When to Prepare an IDP 2 What s in an IDP..2 Competencies....3 Responsibilities
THE CORPORATION OF THE CITY OF WINDSOR POLICY Service Area: Office of the City Clerk Policy No.: HRDEV POL - 0001 Department: Human Resources Approval Date: March 23, 2015 Division: Organizational Development
Program Overview The PhD in Business Leadership and Administration is designed for professionals located nation wide who desire an advanced degree in business to excel in their careers. In addition, the
Special Vacancy Notice open to Internal and External candidates I. POSITION INFORMATION SVN No: SVN/IOMSO/085/2013 Position title Database & IT Officer Position grade Ungraded equivalent to G6/01 (Somalia
SEC 9 Page 1 of 5 9. Performance Appraisal Tools and Techniques 1. Tools Performance appraisals are a fact of life for employees and supervisors in most companies. When taken seriously and conducted the
TH E INDIVIDUAL DEVELOPMENT PLAN G U ID E General Guidelines for Charting Your Career Path Wildland Fire Leadership Development Program April 2010 TABLE OF CONTENTS Credits... ii Introduction... 1 What
Ambulance Victoria Position Description Position Title: Employee Relations Specialist Reports To: Manager, Employee Relations Division: People & Community Department: Employee Relations Direct Reports:
National Transportation Safety Board Strategic Human Capital Plan FY 2011-2016 September 30, 2011 Strategic Human Capital Plan National Transportation Safety Board Fiscal Years 2011 through 2016 Prepared
Part 5 HR Pages 72-82 5/7/03 8:38 AM Page 72 72 PART 5 PUBLIC SERVICE REGULATIONS REQUIREMENTS (CHAPTER I, PART III B) HUMAN RESOURCES PLAN AND ORGANISATIONAL STRUCTURE Part 5 HR Pages 72-82 5/7/03 8:38
Performance Management WORKSHOP HANDOUTS Facilitated by: Tara Kemes, Vantage Point Knowledge Philanthropist June 2013 Page 1 of 16 Handout 1 Performance Management System Overview What is performance management?
Defining Human Resources Moving to Strategic HR P r e s e n t e d b y : S a s k a t c h e w a n S c h o o l B o a r d s A s s o c i a t i o n S c h o o l F o r T r u s t e e s - J a n u a r y 1 7, 1 8,
Strategic Human Resources Planning Course Author: Dr. Monica Belcourt, School of Human Resource Management, York University; Ron Alexandrowich and Mark Podolsky Description: The course provides students
Learning Objectives: To understand the importance of sales force motivation, compensation for creating enhanced sales, and retention of existing sales persons and attraction of the best talent in the industry.
Global Journal of Finance and Management. ISSN 0975-6477 Volume 6, Number 6 (2014), pp. 491-496 Research India Publications http://www.ripublication.com Human Resource Management in Organized Retail Industry
No. of Printed Pages : 5 MANAGEMENT PROGRAMME Term-End Examination December, 2014 MS-23 : HUMAN RESOURCE PLANNING MS-23 Time : 3 hours Maximum Marks : 100 (Weightage 70%) Note : (i) Attempt any three questions
Contents Before you begin vii Topic 1: Research planning requirements 1 1A Analyse strategic plans to determine human resource strategic direction, objectives and targets 2 1B Undertake additional environmental
Succession Planning: Contingency Planning to Survive Presentation by Richard Kremzier The fundamentals of Workforce Planning will be reviewed, establishing the context of Succession Planning. The principles
THE INTERNATIONAL JOURNAL OF BUSINESS & MANAGEMENT Impact of Talent Management on Organisation Culture David Leann Rachel PG Student, Department of MBA, Gates Institute of Technology, GOOTY, A.P. India
CONTEMPORARY HUMAN RESOURCES MANAGEMENT IN DEFENSE SYSTEM Gajić Željko Strategic Planning Department, Ministry of Defense, Serbia Abstract: The way the human resources are managed is becoming a decisive
Position Employee category level Department Reporting to Line reports Purpose of the role Key Responsibilities Talent Management and OD Specialist Professionally qualified HR professional and experienced
Chapter 4 TRAINING, DEVELOPMENT AND PERFORMANCE APPRAISSAL OF EMPLOYEES IN HOTEL INDUSTRY IN KERALA The major issues pertaining to recruitment and selection of hotel employees in private sector and hotels
Employee name: Job Title: Salma El-Ansary Manager HR & Admin Employee Department: Human Resources Section: Human Resources Job Objective Manage all recruitment and employee development activities including
Onboarding Program Supervisor s Guide Supervisor s Guide Introduction This guide has been developed for supervisors to support an effective and successful onboarding process for new employees. As a supervisor,
CAREERS IN RESEARCH ONLINE SURVEY (CROS) 2013 Analysis of University of Results With comparison to the results and University of CROS 2009 and 2011 the place of useful learning The University of is a charitable
FACTORS THAT INFLUENCE JOB TURNOVER OF SOCIAL WORKERS IN THE DIRECTORATE OF DEVELOPMENTAL SOCIAL WELFARE SERVICES (DDSWS) IN NAMIBIA BY CECILIA MATHE MABENGANO SUBMITTED IN PARTIAL FULFILMENT OF THE REQUIREMENTS
Human Resource WSQ HR WSQ Qualifications WSQ ADVANCED CERTIFICATE IN HUMAN RESOURCES 4 core + 4 Elective Units CORE UNITS Analyse and present research information (Level 3) Ensure compliance with relevant
10Activity 10.1 (page 184): Manpower planning at Cameron Human resource management Sweets Ltd 1 Define the term workforce planning.  Workforce planning is the process of forecasting the number of employees
Gowrie South Australia Advanced Diploma of Community Sector Management CHC60312 Course Overview Advanced Diploma of Community Sector Management This qualification is ideal for professionals, leaders (Director,
KAW KAW Consulting Consultants in Human Resources Sample Position Model Human Resources Head KAW Consulting Wilmington, DE 19803 302-479-7855 e-mail:firstname.lastname@example.org KAW Consulting Wilmington,
DIPLOMA OF MANAGEMENT BSB51107 or DIPLOMA OF HUMAN RESOURCES MANAGEMENT-BSB50615 Study Support materials for Develop and Manage Performance Management Processes - BSBHRM512 STUDENT HANDOUT Elements and
Whitepaper Strategy Models How Human Resources can link business objectives to HR deliverables CourageousHR works with HR leaders and Communities to identify their distinctive contribution and then make
133 PERFORMANCE MANAGEMENT AND STRATEGIC PLANNING: WHERE IS THE LINK? ABSTRACT DR. VASANT KESHAVRAO BHOSLE* *Controller of Examinations, S.R.T.M. University, Nanded, Performance management involves thinking
BUSINESS SCHOOL Human Resources Management & Development Build your future the INTEC way NQF Agent Programme INTEC Programme Career Programme Career Booster Career Starter Job Creator Self Enrichment Programme
Learning Framework for Local Government Local Government should aspire to building learning municipalities in which employees acquire knowledge, skills and attitudes from their daily experience, educational
AGENDA ITEM 2: EURES Country Session: The Republic of TURKEY 18 September 2006 18 September 2006 The Republic of TURKEY Turkish Employment Organisation (ISKUR) -Public employment services have been executed
Using Workforce Analytics to Reduce Employee Turnover White Paper This White Paper describes the challenges of reducing employee turnover in shift based organizations, and introduces Otipo s innovative
SUCCESSION PLANNING AND MANAGEMENT GUIDE HR POLICY AND PLANNING DIVISION HUMAN RESOURCE BRANCH Public Service Secretariat April, 2008 Government of Newfoundland and Labrador P.O. Box 8700 St. John s Newfoundland
The Health and Family Planning Manager s Toolkit PERFORMANCE MANAGEMENT TOOL Part I - Performance Planning and Review System Part II - Developing Performance Objectives Part III - Developing Job Descriptions
SD0-302 Service Desk Manager Qualification Version 4.5 Topic 1, Volume A QUESTION NO: 1 What is the key outcome of keeping commitments to users, team members and organizations? A. It boosts credibility,
24 February 2015 Council 5 To consider Human Resources Report 2014 and People Strategy Issue 1 The annual report on Human Resources issues and a proposed People Strategy. Recommendations 2 Council is asked
HUMAN RESOURCES TRAINING & DEVELOPMENT PLAN TSC HR Plan 020 02 2010 ADOPTED: 30.9.2010 RESOLUTION NO: TABLE OF CONTENTS AIM... 1 INTRODUCTION... 1 POLICY STATEMENT... 1 ASSESSING TRAINING REQUIREMENTS...
Key Steps to Succession Planning COPYRIGHT NOTICE PPA Consulting Pty Ltd (ACN 079 090 547) 2005-2013 You may only use this document for your own personal use or the internal use of your employer. Without
NSW Public Service Commissioner NSW Health Good Health Great Jobs Stepping Up Forum 2015 Our Aboriginal workforce The Australian Bureau of Statistics figures from 2011 estimate that 2.9% of the NSW population
REPUBLIC OF RWANDA NATIONAL CAPACITY BUILDING SECRETARIAT- NCBS P. O. Box 7367 Kigali Rwanda Email: email@example.com Web site: www.ncbs.gov.rw REQUEST FOR EXPRESSION OF INTEREST FOR HIRING THREE(3) EXPERT
DEPARTMENT OF HUMAN RESOURCE MANAGEMENT Second Year Classes: 41 203 HUMAN RESOURCE MANAGEMENT 2 41 255 HUMAN RESOURCE DEVELOPMENT 41 256 PEOPLE RESOURCING Third Year Classes: 41 314 HUMAN RESOURCE MANAGEMENT
Workshop on Strategic Plan for Implementation of Quality Culture within Higher Learning Institutions in East Africa January 21-22, 2010 General Strategic Planning Joseph A. Kuzilwa Module Objectives The
ACLF Advanced to Consultant level Framework A developmental framework for pharmacists progressing to advanced levels of practice Version 2009(a) CoDEG www.codeg.org ADVANCED AND CONSULTANT LEVEL COMPETENCY
MASTER OF BUSINESS ADMINISTRATION (MBA) 800 Series BBA 820: Managerial Functions Natural and scope of management of organizations operations. Systems approach to organizations. The management process planning,
Mid-term test 3/November/2011 Group: A Course: Strategic Human Resource Management Programme: MBA Name: MULTIPLE CHOICE. Choose the one alternative that best completes the statement or answers the question.
UNITED STATES BANKRUPTCY COURT SOUTHERN DISTRICT OF CALIFORNIA Training and Human Resources Manager Job Summary This position is located in the Administrative Section of the United States Bankruptcy Court
PEOPLE INVOLVEMENT AND THEIR COMPETENCE IN QUALITY MANAGEMENT SYSTEMS * Jarmila ŠALGOVIČOVÁ, Matej BÍLÝ Authors: Workplace: Assoc. Prof. Jarmila Šalgovičová, PhD., Prof. Matej Bílý, DrSC.* Institute of