Provide an overview of the case
In the video published by MeetTheBoss TV (2011a) and MeetTheBoss TV (2011b) titled Ten Best Practice HR Tips - Human Rescource Best Practise | MeetTheBoss (Only Part 1), McDonald’s Senior V.P. David Fairhurst, KFC’s HR Director Misty Reich, Mattel’s Senior V.P. of HR Alan Kaye, and IBM’s V.P. of Corporate Citizenship and Corporate Affairs Stan Litow weigh in on the following three best practices that include: 1) “Define HR for the Business,” 2) “Think Succession Planning 2.0,” and 3) “Be Creative with your Investment in People” (). Throughout their discussion, the four member expert panel examined various topics ranging from employee silos to “corporate service corps” (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b). …show more content…
Due to these difference of opinions, there exists some skepticism over the viability of these three best practices for organizations (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b). For that reason, this paper will strive to answer the following three questions within this case study: I) What are the good points and why?, II) Would this work in all?, and III) How would you do it differently? (WBU, 2016). While it should be noted that Google’s Vinton Cerf, American Electric Power’s Michael Morris, and Lego’s Jorgen Vig Knudstorp made appearances at the beginning of the video, they did not directly discuss the previously mentioned three best practices and as a result will be excluded from this examination (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b). Thus, making this inquiry should enhance the knowledge of both …show more content…
As the disagreement between Fairhurst and Kaye pointed out in the video by MeetTheBoss TV (2011a) and MeetTheBoss TV (2011b), not all organizations agree on how to effectively leverage human capital for driving “sales and profitability” nor do all agree on the correct pathway for “succession planning” (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b; Werner & DeSimone, 2012, p. 1-577). While the former argues that solely conducting in-house “succession planning” will produce “organizational silos” (e.g., Ineffective use of human capital within hierarchal organizations), the latter argues that promotion from within helps keep employees motivated and committed to the organization (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b; Werner & DeSimone, 2012). Of course, the benefit of the former’s argument is the creation of a “flat” organizational structure that is able to effectively use human capital for future “strategic human resource development” (Alavi, Abd. Wahab, Muhamad, & Arbab Shirani, 2014, p. 6273; Holland, 2006, p. 19-31; Werner & DeSimone, 2012, p. 461). In contrast, the benefit of the latter’s argument is the reinforcement of a hierarchal structure that culminates in reduced turnover and enhanced organizational performance (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b; Werner & DeSimone,
In the video published by MeetTheBoss TV (2011a) and MeetTheBoss TV (2011b) titled Ten Best Practice HR Tips - Human Rescource Best Practise | MeetTheBoss (Only Part 1), McDonald’s Senior V.P. David Fairhurst, KFC’s HR Director Misty Reich, Mattel’s Senior V.P. of HR Alan Kaye, and IBM’s V.P. of Corporate Citizenship and Corporate Affairs Stan Litow weigh in on the following three best practices that include: 1) “Define HR for the Business,” 2) “Think Succession Planning 2.0,” and 3) “Be Creative with your Investment in People” (). Throughout their discussion, the four member expert panel examined various topics ranging from employee silos to “corporate service corps” (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b). …show more content…
Due to these difference of opinions, there exists some skepticism over the viability of these three best practices for organizations (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b). For that reason, this paper will strive to answer the following three questions within this case study: I) What are the good points and why?, II) Would this work in all?, and III) How would you do it differently? (WBU, 2016). While it should be noted that Google’s Vinton Cerf, American Electric Power’s Michael Morris, and Lego’s Jorgen Vig Knudstorp made appearances at the beginning of the video, they did not directly discuss the previously mentioned three best practices and as a result will be excluded from this examination (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b). Thus, making this inquiry should enhance the knowledge of both …show more content…
As the disagreement between Fairhurst and Kaye pointed out in the video by MeetTheBoss TV (2011a) and MeetTheBoss TV (2011b), not all organizations agree on how to effectively leverage human capital for driving “sales and profitability” nor do all agree on the correct pathway for “succession planning” (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b; Werner & DeSimone, 2012, p. 1-577). While the former argues that solely conducting in-house “succession planning” will produce “organizational silos” (e.g., Ineffective use of human capital within hierarchal organizations), the latter argues that promotion from within helps keep employees motivated and committed to the organization (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b; Werner & DeSimone, 2012). Of course, the benefit of the former’s argument is the creation of a “flat” organizational structure that is able to effectively use human capital for future “strategic human resource development” (Alavi, Abd. Wahab, Muhamad, & Arbab Shirani, 2014, p. 6273; Holland, 2006, p. 19-31; Werner & DeSimone, 2012, p. 461). In contrast, the benefit of the latter’s argument is the reinforcement of a hierarchal structure that culminates in reduced turnover and enhanced organizational performance (MeetTheBoss TV, 2011a; MeetTheBoss TV, 2011b; Werner & DeSimone,