at this is something that's important for our chairman and CEO, because obviously that drives a lot of the momentum," she says. "If it's important for him, it means it's an important issue for our senior executives, which means it's important to our general manager, and it trickles down from there." What do you think will be the impact on the company if the executives remain disengaged?
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 on executive awareness of and involvement in corporate pandemic preparedness
by Michael Evangelides, principal at Deloitte Consulting LLP, 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 emerges, requiring a high level of preparedness.
- 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 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 focus the minds of our senior executives to know
that this is something that's important for our chairman and CEO, because obviously that drives a
lot of the momentum," she says. "If it's important for him, it means it's an important issue for our
senior executives, which means it's important to our general manager, and it trickles down from
there."
What do you think will be the impact on the company if the executives remain
disengaged?
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