Group Human Resources: A Case Study
2.6.1. GROUP HUMAN RESOURCES (GHR)
Smith and Davies (2009:11-17) describe how Group Human Resources (GHR) engaged business clusters and Human Resources (HR) teams through enabled transformation. Smith and Davies (2009:11-17) explain that by influencing business leaders and divisional HR, they were able to introduce changes such as executive and employee development, performance tracking and monitoring, succession planning and culture. Smith and Davies (2009:11-17) further argued that with a clear HR strategy aligned to business goals, HR would be able to support the organisation’s vision and strategically execute succession plans.
2.6.2. HUMAN RESOURCES PLAN
Smith and Davies (2009:11-17) argued that human resources approach to employing
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Stage two where high potentials receive development experiences, accept new assignments, have good communication, interpersonal skills and talent for leadership is critical. At this stage high potentials meet senior management expectations. In stage three, high potentials that are seen fitting into the company’s culture and having the personality characteristics needed to successfully represent the company. Furthermore the HR process to develop succession plans includes the …show more content…
2.7. SUCCESSION PLANNING BARRIERS
Ip and Jacobs (2006:331) point out that in a study by Smith and Amoako-Adu (1999) stock prices of a Canadian firm revealed that an appointment of an inexperienced member resulted in a loss of 23.2 per cent of shareholders in 1 day of the announcement. Ip and Jacobs (2006:331) point out there is a difference between family business succession and public owned business succession. Family business succession favours a personal relationship approach to successor development whilst CEOs of public owned firms prefer formalised, task oriented development to successor development.
Ip and Jacobs (2006:331) point out that literature points to an excess of succession barriers in general management including organisational change (Beugelsdijk et al., 2002; Haddadj, 2003), organisational learning (Virany et al., 1996), ethics and procedures (Vancil, 1987), leadership (Bass, 1999), shareholder and stock market reactions to CEO succession announcements (Davidson et al., 1993, 2001), political influences of the outgoing CEO (Haveman and Khaire, 2004) and a vast number of
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