According to Noe (2010pp.125-135) there are three stages involved in the HR Planning Process. Forecasting Goal Setting and strategic planning Implementing and Evaluation A recent report, dated February 3, 2020, on executive awareness of and involvement in corporate pandemic preparedness by Michael Evangelides, Principal at Deloitte Consulting LLP, states that, most top executives and boards of directors are not engaged in the influenza pandemic planning process and won't give it equal billing to other potential disruptions until at least one of the following occurs: Media attention to pandemic influenza increases. Legislation or Regulation are passed, requiring enactment Shareholders and investors demand a high level of preparedness. The financial impact of a pandemic on the corporation becomes evident. “Obviously, planners can do little to nudge along the first three prerequisites. But, fortunately, the fourth is, very important, and is in their sphere of influence. And it is worth pursuing”, says Penny Turnbull, Senior Director of Crisis Management and Business Continuity Planning at Washington, DC–based Marriott International, Inc. "It certainly helps to focus the minds of senior executives to know that this is something that's important for the Chairman and CEO, because obviously that drives a lot of the momentum," she says. "If it's important for the Chairman and CEO to be concerned that the pandemic is affecting their bottom line, it means it's an important issue for all of our senior executives. Which means it's important to our General Manager, and it trickles down from there. Humans are creatures of habits. From top level staff to front line staff, communication change will not be easy, as there is little to no protocol in place". How do you visualize the HR Manager’s role in the above scenario? Give two (2) examples and support same
According to Noe (2010pp.125-135) there are three stages involved in the HR Planning Process.
Forecasting
Goal Setting and strategic planning
Implementing and Evaluation
A recent report, dated February 3, 2020, on executive awareness of and involvement in corporate pandemic preparedness by Michael Evangelides, Principal at Deloitte Consulting LLP, states that, most top executives and boards of directors are not engaged in the influenza pandemic planning process and won't give it equal billing to other potential disruptions until at least one of the following occurs:
Media attention to pandemic influenza increases.
Legislation or Regulation are passed, requiring enactment
Shareholders and investors demand a high level of preparedness.
The financial impact of a pandemic on the corporation becomes evident.
“Obviously, planners can do little to nudge along the first three prerequisites. But, fortunately, the fourth is, very important, and is in their sphere of influence. And it is worth pursuing”, says Penny Turnbull, Senior Director of Crisis Management and Business Continuity Planning at Washington, DC–based Marriott International, Inc. "It certainly helps to focus the minds of senior executives to know that this is something that's important for the Chairman and CEO, because obviously that drives a lot of the momentum," she says. "If it's important for the Chairman and CEO to be concerned that the pandemic is affecting their bottom line, it means it's an important issue for all of our senior executives. Which means it's important to our General Manager, and it trickles down from there. Humans are creatures of habits. From top level staff to front line staff, communication change will not be easy, as there is little to no protocol in place".
- How do you visualize the HR Manager’s role in the above scenario? Give two (2) examples and support same
Step by step
Solved in 2 steps
