Chapter 5 Briefing
A workplace scenario that I would like to discuss in this paper involves my current division being realigned with a new department. One of the key tasks in this transition is the human resource strategic planning which involves the assessment of our current method for succession planning. The first part is the evaluation of our current workload compared to the number of employees we have and the efficiency levels we are running at. We are currently overstaffed which means a deployment process is being put in place. The second part of this project consists of a process called “talent planning" which will evaluate each employee in six specific aspects: strengths, development needs, key accomplishments, top talent, years of experience and are they ready for a new role. Once all the employees are evaluated management will then come up with plans of what they consider their top talent and deciding whether the right employees with the right skills are in the correct position and/or if its time for a new role. The third part to this transition is the implementation of a new training program which requires that each employee take at least 32 hours of mandatory training to further enhance their current skill sets. These courses include the following: leadership skills, computer skills such as excel, access, power point, communication, coaching and many more. As part of this training program employees are to cross train with other associates to ensure that multiple backups are in place to protect against turnover including promotions. Another opportunity employees will have is job shadowing which allows them to sit with an associate of a completely different group and going through the day to day activities of that specific position. All these initiatives will make sure that all main positions are filled at all times and that the proper training is available to further develop the needs of the employees.
Some of the challenges that this can...