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HRM595Week3CareerDevelopmentandSuccessionPlanning.pptx
Organizational Plan
Internal
Human Resources Director
HR Generalist HR Specialist
Career Path
External
Have Required KSA’s,
Experience, Education.
Succession planning involves having a plan for the employee below that certain position, in this case HR Director. Below the HR Director is the HR Generalist, who should be continuously trained and prepared to take on the position. Above is the career path for an internal and external candidate when it comes to filling this position. Human Resources Director is senior management within any organization and the same goes for Blossoms UP!. At Blossoms Up! below is the HR Generalist and then below that position is the HR Specialist. In a succession plan, the HR Director will train the HR Generalist on KSA’s for the HRD position, whereas the same goes for the HR Generalist who trains the HR Specialist on those KSAS. Understanding the position of HR Director aids in succession planning in case the plan falls through and the HR Generalist, nor anyone else in the company doesn’t meet expectations on KSAs for the job position. When internal candidates fail, the organization must look externally for the right professional. On the external career path, Blossoms Up! Will be seeking a candidate who understands the scope of the position, possess the KSA’s for it, has previous experience, and an education to back it all up.
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Human Resources Director
1. Position: Human Resources Director
Location: Blossoms Up! Headquarters.
Employee Name (current): Learning Team A
Contact Information: ###-###-#### | [email protected]
Function: Supports the HR Department with administration, coordination and evaluation of the HR functions and processes. Collaborates closely with seniors, leadership teams, and employees in regards to all aspects of Human Resources.
It is essential to have the proper data elements when creating a succession plan for any position. Understanding who currently holds that position, their contact information and the function of their job aids in the succession planning process. Above is a demonstrated profile for the positon of Human Resources Director within Blossoms Up!. Currently this position is being held by Learning Team A and essentially the job functions of this position include collaborating with all levels of the company and dealing with all HR functions within the organization. The HR Director reports directly to the owner and CEO, Smith.
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Vacancy Risk: The actual amount of time until the position is open
Needs to be on a rating scale
High level- Turnover will be soon within the next 3 months
Medium Level- Turnover will be out 4 months-1 year.
Low level- Turnover is not expected to happen anytime soon.
Vacancy and Transition Risks
Vacancy and transition risks are factors that must be considered and prepared for to make it a smooth transition with succession planning in place. The vacancy is the amount of time the position will come open. This risk factor should be measured on a scale and the scale can range from high to low or red to green. The example above is through high level to where turnover will occur soon, for example within the next 3 months. The medium level scale can be turnover that is a little further out like 4 months to a year. This medium scale could be considered in the yellow, which gives the company enough time to plan out a replacement. Low level vacancy risk is what all companies want and this is where the odds of a turnover is low.
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Knowledge, Skills, and Abilities
Human Resources Director
Education
Training
Knowledge of Human Resource Processes
High Interpersonal Skills
Federal and State Law Knowledge
A key part of the succession planning process is understanding the position that is being looked at. Previously we touched bases on the importance of understanding who is currently in the position and the overview of the position, but what KSA’s does that position need. A company can better prepare itself and provide a sound foundation for success through planning, training, and development for predecessors in each position. This planning starts at the top of the hierarchy with Senior management and then trickles down all the way to the bottom of the chart to employees. Presidents of companies have predecessors who are usually internal candidates that fill the position below them with the KSA’s needed and trained for that position. The steps involved in succession planning includes: identifying the KSA’s required, assessing the individuals with potential, identifying areas of development, and a plan to develop that individual. The Human Resources Director has a long list of responsibilities and requires skills on all planes of the business, especially on an interpersonal level. Human Resources in general is dealing with individuals internally and externally, mainly internally, and finding resolutions to problems within the company. As a Human Resources Director this level of expertise rises and goes further into the business side and senior leadership side of the business. A Human Resources Director sets the tone for the company and manages legal aspects and personal employee aspects of the business.
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References
Blanchard, N and Thacker, J. (2013). Effective Training: Systems, Strategies, and Practices. Boston, MA. Pearson Education.
Clausen, Norm (2014) THE PROS AND CONS OF FILLING POSITIONS THROUGH INTERNAL PROMOTION RETREIVED FROM http://blog.recruitifi.com/the-pros-and-cons-of-filling-positions-through-internal-promotion
Bifano, Emily (2015) Internal and External Recruiting: The Good, the Bad and the Ugly Retreived from http://www.hyrell.com/blog/internal-and-external-recruiting-the-good-the-bad-and-the-ugly
Petty, Scott (2015) Should Your Succession Plan Include Internal Candidates Retreived from Certify.fldoe.org/PublicWeb/Default.aspx
