HUMAN RESOURCE MANAGEMENT |

MIDTERMS
HUMAN RESOURCE MANAGEMENT -keep planning fresh and adopt new best
practices when available. Succession
Succession Planning deliberate and planning is a learned art.
systematic effort by an organization to
ensure leadership continuity in key position, 4. Transparency and Communication
retain and develop intellectual and 25% must leave their org in advance
knowledge capital for the future, and 38% considering a career change within
encourage individual advancement. change
 some employees may resist
 some jobs are the lifeblood of the succession planning programs or
organization and too critical to be left regard them with skepticism. Such
vacant or filled by any but the best attitudes arise from the perceptions
qualified persons about equity and opportunity.
 when effectively done, succession  open communication is important,
planning is critical to mission success especially when dealing with
and creates an effective process for necessary decision criteria changes. It
recognizing, developing, and is also essential given the workforce’s
retaining top leadership talent. increasing millennial makeup, a great
 getting the right number of people generation that expects greater
with the right skills, experiences, and management transparency, and
competencies in the right jobs at the participation in development
right time. programs.
IMPORTANCE OF SUCCESSION PLANNING
 Talent Management STEPS INVOLVED IN SUCCESSION
 Reduced Cost of Recruitment PLANNING
 Adequate Preparation for Retirement 1. Identify Key Areas and Positions-
 Opportunity for Younger Employees are those that are critical to the
Opportunity to Ensure Diversity in organization’s operational activities
Management Roles and strategic objectives.
 Easy Transition Process Key Contributor, Specialized
Leadership, Geographic, and Vacancy
Four Core Principles of Succession
Planning 2. Identify Capabilities for Key Areas
and Positions- to establish selection
1. Board/ Senior Executive Supportive criteria, focus employee development
-succession planning journey begins with efforts, and set performance
strong commitment from the Board, which expectations, you need to determine
must not only endorse the program but also the capabilities required for the key
maintain continual focus on critical talent areas and positions IDENTIFIED IN
needs/gaps and bench strength. STEP 1
a. What are the external and
2. Incorporate into Core Values internal factors affecting the
-crucial to embed succession planning deeply positions?
into the organizational culture while b. What competencies or skills
simultaneously operationalizing it via specific sets will be required?
objectives for all levels of management. c. What are the gaps?
a. Promotes program sustainability Competencies or skills not
b. Ensures effectiveness is monitored possessed by the current staff?
d. What strategies will be used to
3. Continuous Process Improvement address the gaps?
-program must remain dynamic and make
adjustments and alteration to improve 3. Identify Interested Employees and
effectiveness. Such adaptability is crucial Asses them Against Capabilities
given today’s dramatic and uncertain -This step is SIMILAR to that of general
industry charges. job recruitment practice, but
 HUMAN RESOURCE MANAGEMENT |
MIDTERMS
succession planning process goes one What is the role of Human Resource
step ahead by helping candidates who Development?
show great interest in developing the | to improve performance and ability.
requisite skills for the particular
position HRM: Human Resources Management
HRD: Human Resource development
4. Develop and Implement
Succession and Knowledge FIVE MAJOR FUNCTIONS
Transfer Plans 1. Recruitment and selection. ...
 -Define the learning, training, 2. Orientation. ...
and development exp that your 3. Maintaining good working
org requires for leadership conditions. ...
postiton and the other key areas 4. Managing employee relations. ...
and positions 5. Training and development
 -Link employees learning plans
to the knowledge, skills. And
abilities required for the current
and future roles
 -discuss wit the employees how
they can pass on their corporate REWARD AND RECOGNITION
knowledge
 in which employees are acknowledged
5. Evaluate Effectiveness-monitor your and appreciated for their performance
succession planning and management and internal and external work is
efforts to ensure the ff known as rewards and recognition
 succession plans for all the key
areas and positions are THE IMPORTANCE OF REWARD &
developed; RECOGNITION SYSTEM
 key positions are filled quickly • It makes a positive impact on the
new employees in the key organization’s culture.
positions perform effectively;
and, • Recognition and appreciation empower
 members of designated groups employees.
are adequately represented in
feeder groups for the key areas • Increases employee satisfaction,
and positions. hence employee retention lowers
down.
GOODLUCK BABE • It helps in boosting the team spirit and
ILOVEYOU6 promotes healthy competition.
• It also helps in building a strong
Human Resource Development employer brand.
 includes training an individual
after he/she is first hired, TYPES OF RECOGNITION AND REWARD
providing opportunities to learn SYSTEMS
new skills, distributing resources
MONETARY NON-MONETARY
that are beneficial for the
employee's tasks, and any other • Commissions • In the form of
developmental activities. beyond sales consumables.
 integrated use of training, to customers. • In the form of
organization, and career • Rewarding manipulatabl
development efforts to improve leadership e.
individual, group, and effectiveness. • In the form of
organizational effectiveness. • Rewarding visual and
new goals. auditory
 HUMAN RESOURCE MANAGEMENT |
MIDTERMS
• Pay for rewards.  process of forecasting an
knowledge • In the form of organization's future human resource
workers in social needs and developing strategies to
teams. rewards. meet those needs.
• Skill pay. • In the form of  involves analyzing and evaluating the
job design. current workforce, identifying the skills
and
 competencies required for future
success, and identifying potential gaps
in the workforce.
JOB ENRICHMENT: a process that is
characterized by adding dimensions to
existing jobs to make them more motivating. ENVIRONMENTAL
SCANNING
 analyzing external factors that could
JOB ENLARGEMENT: expands the task set
impact an organization's workforce,
that you perform, and the skills that you can
such as economic trends, industry
develop.
trends, technological advancements,
and demographic shifts.
JOB ROTATION: management approach
where employees are shifted between two or
FORECASTING
more assignments or jobs at regular intervals
ofDEMAND
time in order to expose them to all
 projecting an organization's future
verticals of an organization.
workforce needs based on factors such
as projected growth, new initiatives or
JOB SPECIFICATION : A job specification is
projects, and turnover rates.
the list of recommended qualities for a
person to qualify for and succeed in a
position.
JOB DESCRIPTION: summarizes the ASSESSING CURRENT
essential responsibilities, activities, WORKFORCE
 involves evaluating the skills,
qualifications and skills for a role.
competencies, and demographics of
 to collect job-related data in order to an organization's current workforce to
advertise for a particular job. It helps determine whether it is well-positioned
in attracting, targeting, recruiting and to meet future need
selecting the right candidate for the FORECASTING
right job. SUPPLY
JOB EVALUATION: is the process of  This involves assessing the availability
comparing a job against other jobs within the of talent in the labor market and
organization to determine the appropriate developing strategies to attract and
retain the necessary talent
pay rate.
DEVELOPING
IDENTIFYING GAPS
MANPOWER PLANNING: which is also STRATEGIES
called as Human Resource Planning consists  This involves comparing the
of putting right number of people, right kind  This involves developing
forecasted demand for talent
of people at the right place, right time, doing strategies to address workforce
with the forecasted supply to
gaps, such as recruitment and
the right things for which they are suited for identify potential gaps in the
retention initiatives, training and
the achievement of goals of the organization. workforce.
development programs, and
succession planning.
B IMPLEMENTATION
HUMAN RESOURCE PLANNING
 This involves implementing the
strategies developed in the
previous step and monitoring
their effectiveness over time.