A Constructive Approach to Human Capital Development The primary concern of recruiters is that of attracting and selecting the right person for the appropriate position, that is to say seeking, finding and hiring the so-called perfect match or best fit for each role.
Recruiters and hiring managers habitually formulate job posts on the basis of the unit current needs and of the requirements necessary to properly perform the vacant role, but in some others instances these aim at recruiting individuals who, in addition to properly fill the current vacancy, have the qualities and the potential to perform more demanding and complex activities in the future.
It clearly emerges that employers need the. Employers, albeit with some difficulties, can virtually fulfil all of these expectations, but can hardly ensure to all of their employees what they care for the most, to wit: To successfully attain their objectives recruiters need, first and foremost, to pinpoint what the real organizational need is and hence meet the employer, or rather, as it usually occurs in practice, the hiring manager expectations.
This clearly represents a conundrum for many employers, but the adoption of a forward-looking and in many respects creative approach to human capital management can indeed help employers to meet the increasingly challenging expectations of both talented and less talented individuals.
From Recruitment to Succession Planning: Inasmuch as employers need talented individuals, that is to say people who possess, typically but not necessarily inborn, remarkable capabilities, which enable these to effectually perform complex tasks and take high degrees of responsibility; employers need less talented but capable and reliable individuals who perform less complex activities not entailing any particularly considerable degree of responsibility, but which are equally important for the organization to attain its performance objectives.
Individuals on the other hand do no longer aim at finding just a job, but rather at being hired by organizations which can offer them a meaningful role, a pleasant workplace, flexible working arrangements, a competitive salary, valuable benefits and opportunities for growth.
Offering genuine opportunities for growth to all of its employees clearly represents a virtually impossible task for any employer; yet, all too often individuals overestimate their abilities and potential so that these easily establish unrealistic expectations, which employers can hardly fulfil.
In many instances, after the initial excitement generated by the new position vanishes into thin air and individuals realize that their current employer cannot offer them any further opportunities for growth, people make the drastic decision to leave their employer.
In some cases it hides a different true, but in the vast majority of the circumstances people do leave their employer in that they genuinely aim at working in a different, more varied and challenging environment.Succession Planning: What the Research Says.
HBR senior editor Eben Harrell reviews the most salient studies of succession planning and offers context from the experts. Research by the. Izzo, Alana Marie, "Social Responsibility and Succession Planning: A Qualitative Application of the Theory of Planned Behavior Among Small Businesses in Vermont" ().Graduate College Dissertations and mint-body.com "Succession Planning" Essays and Research Papers Succession Planning to any organization’s success is the right people in place to lead tomorrow immersed in the organization’s values so they can sustain the culture.
Continuity is also crucial; it is not unknown for a well-designed succession plan to exist on paper only to fade away after facing initial challenges, or more commonly, to be only partially or unevenly implemented (Charan, ).
This literature review provides an overview of several key areas of research related to succession planning. In our research, we have tried to evaluate succession planning in studied population and investigate the relationship between succession planning and strategic planning, because Nkomo () suggests that alignment of succession planning with organizational strategy is as.
Workforce Planning Toolkit A Guide To Developing Your Agency’s Succession Plan. NASPE 2 While succession planning in most private sector organizations is focused on staffing top committee participation, Internet research, etc.Download