Question

18 months later… Once again, Rudiger is sitting at his desk in his seventh-floor office in central London reflecting on life. The move from Barcelona to England went smoothly, with the last crate arriving only two months later than the rest. He is still working hard, but the hours are slightly better since the introduction of the work–life balance policy last year, and his family has settled well into the idyllic English countryside. As the global head of People and Talent, he still has problems, though—just different ones. The talent strategy "Our People—Our Talent—Our Future," which he presented to the board in his third month, identified the need for robust HRP information and analyses that required a new version of HRP software. It is in its early stages, but the intensive data-cleansing and updating activity has been straightforward so far. More concerning are the metrics responsible for producing the information needed to develop far-reaching HRP policies and practices for the future. The metrics are relatively easy to construct, but it is proving tricky to find the right "bundles" of predictive metrics—this is holding up progress with the analysis application package. In addition, there have been cost overruns in the implementation of the HRP software, and some senior managers are wondering if the new software should be abandoned. At least 3 of the 12 board members will retire in the next 2 years, and they are looking to groom their successors. At least one will have to be hired from outside the organization, and the HR department is not sure what the CEO wants for this position. In addition, employee turnover and an aggressive growth strategy mean hiring new employees as well as training transferring current employees. The work that is involved in defining competencies (KSA sets) at skill levels within jobs is progressing well, with hard-won support from the unions. However, job descriptions that can be found are at least 3 to 5 years old, and some jobs have no descriptions. The new apprenticeship scheme is about to be launched, and the international graduate student package and development program has been completely revised. Overall, things are progressing OK, but there is much to be done. How would you recommend that Rudiger begin to develop an HRP program?

Answer 1

Rudiger should start his HRP development by aligning HR with the organization's strategic goals, updating job descriptions, setting specific goals for talent acquisition and training, and engage with board members and the CEO for selecting candidates for succession planning. He should also ensure professional HR functions to support unbiased selection and foster ongoing professional development.

Step-by-step explanation:

To begin developing an effective Human Resource Planning (HRP) program, Rudiger should start by understanding his organization's strategic goals and determining how the HR department can align with and support these objectives. Considering that bureaucracies must make thoughtful investments in human capital, he should focus initially on the most crucial areas such as addressing the outdated job descriptions and ensuring that the organization has the right talent to drive future growth.

Rudiger should create a detailed project plan that includes specific and measurable goals for each phase of the HRP development, which can be broken down into 3, 6, 9, and 12-month blocks. This plan should incorporate the acquisition and training of talent—including both new hires and current employees—and should consider utilizing apprenticeship schemes and updated training programs to enhance the skills, knowledge, and abilities (KSA) of employees. Rudiger should also work on improving the metrics for predicting future HR needs, which is crucial for developing strategic HRP policies and practices.

Additionally, it's paramount to engage with the current board members and the CEO to understand their vision for the organization, which will help in selecting the right candidates for succession planning. Finally, fostering a professional HR function will support the fair and unbiased selection of talent and create a culture of ongoing professional development, aligning with the overarching talent strategy titled "Our People—Our Talent—Our Future."