According to Noe (2010pp.125-135) there are three stages involved in the HR Planning Process.ForecastingGoal Setting and strategic planningImplementing and EvaluationA recent report on executive awareness of and involvement in corporate pandemic preparednessby Michael Evangelides, principal at Deloitte Consulting LLP, most top executives and boards ofdirectors are not engaged in the influenza pandemic planning process and won't give it equalbilling 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, thefourth is in their sphere of influence. And it is worth pursuing, says Penny Turnbull, seniordirector of crisis management and business continuity planning at Washington, DC–basedMarriott International, Inc. "It certainly helps focus the minds of our senior executives to knowthat this is something that's important for our chairman and CEO, because obviously that drives alot of the momentum," she says. "If it's important for him, it means it's an important issue for oursenior executives, which means it's important to our general manager, and it trickles down fromthere."What do you think will be the impact on the company if the executives remaindisengaged?

Answered: at this is something that's important…

13th Edition

ISBN:9781305969308

Author:Richard L. Daft

Publisher:Richard L. Daft

Chapter12: Managing Human Talent

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According to Noe (2010pp.125-135) there are three stages involved in the HR Planning Process.

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:

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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