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." Assignment requirements: - 1. How do you visualise the HR Manager's role in the above scenario? Give two (2) examples 2. As the General Manger state (3 areas) where support can be given to assist your HR Manager at this critical time. 3. What do you think will be the impact on the company if the executives remain disengaged? 4. How do you think your staff
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."
Assignment requirements: -
1. How do you visualise the HR Manager's role in the above scenario? Give two (2) examples
2. As the General Manger state (3 areas) where support can be given to assist your HR Manager at this critical time.
3. What do you think will be the impact on the company if the executives remain disengaged?
4. How do you think your staff will react based on the executives non-engagement
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