Leadership Pipelines_Final.pdf - CHARLES STURT UNIVERSITY...

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Seng Viteysatya | CSU Intake 24 |HRM502-Assignment 3 Page 1 of 21 CHARLES STURT UNIVERSITY MASTER OF COMMERCE (GENERAL MANAGEMENT) PROGRAM, INTAKE24 HRM502: HUMAN RESOURCE MANAGEMENT ASSINGMENT 3 Due Date : 04 September 2017 Length : 4,000 words Value : 50% Facilitator : Brendan Ho Student : Seng Viteysatya Leadership Pipeline/Engine “Nowhere in the world is the shortage of leaders more pronounced than in Asia. According to research conducted … only 7.2 percent of businesses in Asia have leaders who are ‘very prepared’ to address business challenges. … also found that management and executives are on the list of the region’s Top 10 Hardest Jobs to Fill.” ManpowerGroup, 15 th January 2014 INSTUCTIONS: With the review of academic literature, you are required to complete the following tasks: ° Summarize the HR issues and the effects or implications of the issues/problem concerned ° Justify the need for management action in response to the issues; ° Assess the leadership pipeline/engine model for managing the issue; and ° Recommend appropriate policies and actions to implement the leadership pipeline/engine
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Seng Viteysatya | CSU Intake 24 |HRM502-Assignment 3 Page 2 of 21 EXECUTIVE SUMMARY ......................................................................... 4 I. INTRODUCTION .................................................................................. 5 II. BUILDING LEADERSHIP PIPELINE ......................................... 6 1. Leadership Development ............................................................................. 6 2. Succession Planning ..................................................................................... 8 3. Leadership Pipeline Model ........................................................................ 12 4. Steps and Guidelines to Building Leadership Pipeline .............................. 15 III. RECOMMENDATION ................................................................... 17 IV. CONCLUSION ................................................................................. 18 BIBLIOGRAPHY ..................................................................................... 19
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Seng Viteysatya | CSU Intake 24 |HRM502-Assignment 3 Page 3 of 21 TABLE 1- SUCCESSION PLANNING STEPS AND RESPONSIBILITIES OF EXECUTIVE/MANAGERS AND HR IN EACH STEP ................................................................................................................................. 11 FIGURE 1- SIX PASSAGES OF LEADERSHIP PIPELINE MODEL- BY CHARAN ET AL. (2001) ................ 13 TABLE 2- TRANSITION IN TIME APPLICATION, SKILLS, AND WORK VALUE OF PASSAGE 1 .............. 13 TABLE 3-TRANSITION IN TIME APPLICATION, SKILLS, AND WORK VALUE OF PASSAGE 2 ............... 13 TABLE 4-TRANSITION IN TIME APPLICATION, SKILLS, AND WORK VALUE OF PASSAGE 3 ............... 14 TABLE 5-TRANSITION IN TIME APPLICATION, SKILLS, AND WORK VALUE OF PASSAGE 4 ............... 14 TABLE 6-TRANSITION IN TIME APPLICATION, SKILLS, AND WORK VALUE OF PASSAGE 5 ............... 14 TABLE 7-TRANSITION IN TIME APPLICATION, SKILLS, AND WORK VALUE OF PASSAGE 6 ............... 15 FIGURE 1- SIX PASSAGES OF LEADERSHIP PIPELINE MODEL- BY CHARAN ET AL. (2001) ................ 13
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Seng Viteysatya | CSU Intake 24 |HRM502-Assignment 3 Page 4 of 21 Executive summary The article explores the concepts of leadership pipeline that creates future leaders with the organization by engaging leadership development and succession planning and management describing in relation to building leadership pipeline. Model and guideline of building leadership pipeline developed by Charan et al (2001) and Conger et al. (2003) also are also discussed. In conclusion, the article ends by suggestion of how strong leadership pipeline is built and developed.
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Seng Viteysatya | CSU Intake 24 |HRM502-Assignment 3 Page 5 of 21 I. Introduction The business challenges are increasing around the world due to the shortage of leaders; the demand for leadership roles is greatly exceeding the supply in the current business environment.
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