Development through Assignments
Traditionally, human resource leaders developed their capabilities through a series of diverse and increasingly challenging assignments, often in different areas of the business. Even though organizations report that movement is more difficult, as they do not have the “slack” that used to allow developmental moves, mobility is still widely considered a critical element of career development.
Many of the companies provide either informal or planned movement of human resource talent within the human resource community (16). “Informal but frequent.” “As needs arise.” “We are moving toward a more formal approach to progression.” “A process is being implemented.” “We have a two-year rotational program for new college hires”.
Eight of the companies conduct formal, succession planning across the human resource function. “A third of our staffing actions result from succession discussions.” “Succession for all human resource positions is discussed twice a year at HR Council meetings.” “We review our senior talent and positions through HR committees.” One company uses teams including line executives to screen candidates for key human resource assignments.
Virtually all of the companies (33) use job posting of some kind for staffing human resource positions. Many have company-wide job posting. “We have global posting for all management positions”. “We periodically circulate lists of positions to be filled.” “We post all HR vacancies in our weekly newsletter.” “We post vacancies biweekly on our intranet.”
Mobility from line or other functions into Human Resources occurs rarely. “It happens infrequently, on a local basis.” “It is hard to induce people to take HR assignments.” One company said there is “less than in the past” and added, “it all depends on our having appropriate openings.” Another company reported, “There has been a recent push for this.”
Mobility from HR to line assignments or assignments in other staff functions is also rare. Some say they encourage it, but it doesn’t happen very often – “We say we do, but we don’t.” Many of the companies report that they have arranged for assignments for specific individuals “when it fits their development plans.” “We have made more moves for development than any other department.”
Traditionally, human resource leaders developed their capabilities through a series of diverse and increasingly challenging assignments, often in different areas of the business. Even though organizations report that movement is more difficult, as they do not have the “slack” that used to allow developmental moves, mobility is still widely considered a critical element of career development.
Many of the companies provide either informal or planned movement of human resource talent within the human resource community (16). “Informal but frequent.” “As needs arise.” “We are moving toward a more formal approach to progression.” “A process is being implemented.” “We have a two-year rotational program for new college hires”.
Eight of the companies conduct formal, succession planning across the human resource function. “A third of our staffing actions result from succession discussions.” “Succession for all human resource positions is discussed twice a year at HR Council meetings.” “We review our senior talent and positions through HR committees.” One company uses teams including line executives to screen candidates for key human resource assignments.
Virtually all of the companies (33) use job posting of some kind for staffing human resource positions. Many have company-wide job posting. “We have global posting for all management positions”. “We periodically circulate lists of positions to be filled.” “We post all HR vacancies in our weekly newsletter.” “We post vacancies biweekly on our intranet.”
Mobility from line or other functions into Human Resources occurs rarely. “It happens infrequently, on a local basis.” “It is hard to induce people to take HR assignments.” One company said there is “less than in the past” and added, “it all depends on our having appropriate openings.” Another company reported, “There has been a recent push for this.”
Mobility from HR to line assignments or assignments in other staff functions is also rare. Some say they encourage it, but it doesn’t happen very often – “We say we do, but we don’t.” Many of the companies report that they have arranged for assignments for specific individuals “when it fits their development plans.” “We have made more moves for development than any other department.”