HRIS FOR BRADFORD ENTERPRISES

HRIS for Bradford Enterprises

HRIS for Bradford Enterprises

This paper presents a proposed strategy for implementing succession planning and introducing Human Resource Information Systems at a firm called, Bradford Enterprises.

Succession Planning

A succession plan allows an organization (such as Bradford Enterprises in this case) to fill open leadership positions with internal candidates who have been developed and prepared for those roles. Succession planning is a systematic way of planning for the replacement of key leaders in an organization (such as Bradford Enterprises in this case). However, limiting a succession plan to the replacement of only the “chief officers” would not constitute sound business. Ideally, a succession plan should cover several layers of leadership, down to at least the supervisory levels.

The organization (such as Bradford Enterprises in this case) should determine which positions should be included in the succession plan. Potential leaders must then be identified and prepared, through career development activities, to take on those roles. It is not enough to select people in the organization (such as Bradford Enterprises in this case) who seem “right” for the job. Not only should the experience and duties be considered, but also the personality, leadership skills, and readiness for taking on key leadership roles.

Several “hopefuls” should be identified for each position to be filled. This allows the potential leaders to be groomed, trained, and mentored for the possibility of filling the positions the organization (such as Bradford Enterprises in this case) has identified as key. When the time comes for these positions to be filled, there will be several people from which to choose, all of whom have had time to develop and prepare for the new role.

To prepare these potential leaders, the gap must be determined between their current performance levels and skills and what preparation they need to be ready for the new role when it is available. This is called a gap analysis. This information can help determine what training, experience, and mentoring are needed. Once the potential leaders have been identified, a career-development plan for each person should be designed that will close or narrow the gap.

The key components of a comprehensive process have been evolving over time to cover the essential aspects of the succession or leadership continuity solution, including the following:

Business review: An update of the current state of business strategies and priorities; clarifying the implications of the business strategy and vision for leadership roles and pivotal talent pools

Talent needs forecast: An estimate of the number and kinds of talent needed to fill roles in a defined future time frame, including outlines of the performance challenges, competencies, and selection criteria for key positions and pivotal roles

Talent inventory: Identification and appraisal of key position candidates and high-potential pools in terms of their performance, potential, and readiness for advancement; sometimes summarized in an overall estimate of bench strength at key leadership levels

Talent review: A review, discussion, and documentation of key position plans and development plans for key individuals and talent pools by a representative group of organization (such as ...