Organizational Structure And Status Of Human Resource Functions At The Red Rocks Community College Foundation

Department of Human Services (DHS) is a human service organization meant to help individuals and families with temporary services in their time of need. The mission statement is: “Improving the quality of life in Michigan by providing services to vulnerable children and adults that will strengthen the community and enable families and individuals to move toward independence.” (Michigan.gov) DHS provides an array of services to individuals and families, these include: food assistance, cash assistance, health care assistance, children services, adult services, and many more.

Previously, the unexpected loss of an experienced leader without a timely replacement was extremely effecting the department. And just as Fibuch & Way (2012) suggested, the best solution to reduce those challenges is to cross-trained qualified employees within the organization for leadership roles. It is important also for organization to recognize and view their existing skill sets in terms of their future operations. Consequently, succession planning should be an essential element of organization's strategic

A learning organization is fast becoming a reality. In any organization continuous learning means growth through learning events and experiences for individual employees as well as teams, and the organization as a whole. HR plays an important role in developing a culture of continuous learning. Identifying training and development needs and arranging and development programs for employee is part of the whole learning process. A system which creates an environment conductive to learning through experience, coaching, mentoring, self-learning as well as through training and development is a must in the learning organization. HR which is the main organizer, director and controller of learning must ensure that actual learning is followed by its application for bring about improvements in different areas of operations. If that happens, the learning objective is achieved and HR is successful in adding value to the organization.

The problem is Quilcene Fire Rescue does not have any type of succession plan in effect and is ill prepared to deal with the career chief exiting the organization on short notice. There is not a familiar rank structure with qualified individuals holding positions throughout the organization that are available to move up in the organization and occupy the fire chief position. The purpose of this applied research is to identify the mechanisms that would need to be put into place to institute an informal or formal succession plan for Quilcene Fire Rescue.

For ensuring the success of the organisation employee retention will be managed in the following way. In the figure below if an employee at the top position will retire or die then the employee under him/her will be promoted to the former one's position. For example, if the Research and development engineer of the organisation retires or dies, then he will be replaced by an engineer working under him. Similarly, in the case of a director, if the director of the company retires, then he will be replaced with the general manager of the organisation. To retain the employees the desired candidate will be replaced with the older ones (George and Yusuff, 2017). The three-key positions to be used in implementing a succession plan is as follows:

As the assistant superintendent for human resources, Ms. Olivia must consider factors beyond those analyzed during the strategic planning process. Since the plan is a multi-year plan, she must also forecast the future personnel needs using an algorithm that takes into account enrollment growth or decline, and personnel attrition. The projected personnel needs along with the strategic plan of the system and the organizational plans of the subunits of the system will allow Ms. Olivia and the planning committee to develop relevant and efficient policy recommendations for the superintendent to present to the board.

Human resource department is the field that takes control of training and overseeing employees. Therefore, it is important for HR personnel to develop and maintain some skills and knowledge in that field. Based on the CIPD HR professional map, there are some strategies, insights and solutions that can be followed. One of them is to ensure that Individuals understand the organization 's external goals and objectives and the different functions within it. Through understanding what should be done, employees will be able to focus on what they can do to help their organizations. Moreover, promoting leadership among teams and encouraging people to lead and make decisions is one of the most successful strategies used nowadays to

Succession planning is critical for any business; therefore, I ensure we have processes in place, I always developed a share data base to ensure knowledge and best practices are transferred and as stated above, a detail development and training plan is provided to high potentials to prepare them to move

Succession planning is a recognized area for improvement during research and the UPS survey project process. UPS must change the current approach to succession planning. Previously uncalculated promotions have taken place, due to the lack of adequate planning sessions. Succession planning must be a calculated and measured strategy. The current annual career development process is no longer adequate with MidSouth District. Sixty-five percent of UPS employees in the survey believe the current staffing strategy is inadequate. Moving away from an annual career development discussions to quarterly discussions improves the nimbleness of staffing challenges and planning. Without proper planning organizational staffing needs are not achieved, and the best-equipped candidates are not placed in leadership roles. Kim & Mauborgne (2014) paint a dire picture of acquiring adequate employees in the future due a scarce workforce populace. Furthermore, Kim & Maugorgne (2014) state fifty percent of the employees today are not currently engaged on the job. Furthermore, an unfair promotion process or lack of clear career development path

York University’s training is a process that considers repeating the four steps to achieve monitoring through evaluation, which are assessment, planning, implementation and evaluation relatively. York University monitors training and development by different methods and implements these monitors based on different values that the organization wants to achieve.

Personnel files belong to Austin Commercial and are strictly restricted. Employees can view their files by contacting their supervisor or management.

Denise has over 20 years experience in the nonprofit sector in community and organizational development as well as ten years experience in the private sector in marketing and market research. As Assistant Executive Director, Denise’s principal responsibilities include fund and program development, stakeholder engagement, fiscal and human resource management and creating strategic alliances leading to community economic development.

We have 167 regular full time salaried employees. The rate of organization growth is expected to flatten over the next two to three years. We have a traditional hierarchical organization, but we are seeing more and more, the emergence of dual reporting and cross-functional responsibilities typical of a matrix organization. Our base functional departments are Sales, Product Engineering, Manufacturing Engineering, Production, Materials & Logistics, Quality, Purchasing, Accounting, MIS and Human Resources. Approximately 60% of our salaried jobs are technology driven (Engineers or Technologists). We are not alone in our growth. Market demand in SW Ontario and Michigan is pretty strong for academically qualified and experienced professionals especially for technical positions. We are seeing about 3% annual unplanned turnover measured across all departments. As a relatively young company, our retirement rate has been negligible to date. However we expect that this will accelerate over the next several years to include several individuals in key leadership positions. The growth, matrix influences, unplanned turnover, anticipated key leadership retirements, and relative inexperience of our new employees have presented a challenge to succession planning.

Succession planning is an area within the City where HR is acting as a strategic partner. Currently, HR is looking at the overall needs of the City and how it will change in the next 5 to 10 due to retirement. HR identifies positions and staff and has made suggestions for training and development. Other positions are being re-evaluated to determine need and future requirements. Decisions such as consolidating roles into one position or splitting one position into two are determined by the suitability of existing candidates. HR evaluates the existing talent and provides strategies to develop it, such as mentoring. HR also has to convince the City to support the expense of cultivating staff rather than hiring staff with those skills already in place. The high costs of recruiting versus the costs of educating and training proven staff with leadership qualities have helped to build and communicate a strong

Succession planning, which is often also referred to as knowledge management, is one of the ways in which information is kept within an organization even though the people who work within that organization come and go. Those who make policies in business, and those who make policies that assist other businesses, have started encouraging businesses in recent years to learn to help themselves through succession planning and the management and transfer of knowledge, specifically between people who are leaving the organization and people who are just entering that organization (Dyck, Mauws, Starke, & Mischke, 2002). One of the reasons for this encouragement is due to the fact that an adjustment of roles through the transferring of knowledge is an important way to help any business move through a change of ownership or simply a shift when a long-time employee leaves the company.