Managing People and Performance Essay

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ceManaging People and Performance Executive MBA, Class of 2010 (SA05) Jacob Johannes Cordier – 18902087 TABLE OF CONTENTS 1. ABBREVIATIONS 2. INTRODUCTION 2.1. Background 2.2. Purpose 2.3. Approach 3. ANALYSIS 3.1. Why does P&H not have a succession plan and why now is one required 3.2. Managing in context 3.2.1. Knowing external business realities 3.2.2. Serving External and Internal stakeholders 3.2.3. Building people resources 4. RECOMMENDATIONS 4.1. Linking HR strategy to Business strategy 4.2. Attracting, retaining and developing of the right people 4.3. Manage Individual performance through a total reward framework 5. POTENTIAL BENEFITS AND RISKS 5.1. HR functional related benefits and risks 5.2. HR policy related benefits and risks 5.3. Recruitment related benefits and risks 5.4. Employee related benefits and risks 5.5. Time and cost constraints 5.6. Proactive succession plan 6. PERSONAL REFLECTION 7. REFERENCES Word count : 5706 2 3 3 3 5 5 5 5 6 7 8 9 10 10 11 12 12 13 14 15 15 16 16 17 18 1 - ABBREVIATIONS Joy Mining Machinery P&H MinePro Services SA Human Resources Quality control General Manager Vice President Key Performance Indicators Broad Based Black Economic Empowerment JMM P&H SA HR QC GM VP KPI’s BBBEE 2 - INTRODUCTION 2.1 BACKGROUND P&H Mining Equipment designs and manufactures reliable and productive electric mining shovels, walking draglines and rotary blasthole drills for the surface mining industry worldwide. These product lines are distributed via the company-owned global distribution organization, P&H MinePro Services, which markets and supports over 30 leading lines of equipment. P&H MinePro Services is the exclusive distributor of P&H mining equipment worldwide (www.phmining.com). P&H Mining Equipment is one of two divisions of the Nasdaq-100 listed Joy Global Inc. The other division is

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