Case Analysis: Executive and managerial planning for Bosch-Kazakhstan
The founder of the Bosch Group, Robert Bosch , described an important value of the HR philosophy of the company:” It is my intention, apart from the alleviation of all kinds of suffering, to promote the moral, physical and intellectual development of the people” which is greatly integrated into the employee development in the Bosch. Based on the company international executive and managerial planning and country-specific situation, this article will plan and reason the number in a chart for the future eight-year executive and managerial planning in Kazakhstan. An action plan related to the managerial staffing target ...view middle of the document...
This means the work experience in Kazakhstan will be helpful to career advancement. As a result, in spite of the tough work condition in Kazakhstan, these international HR management policies facilitates not only on company business side but also on employees’ development side. Based on the policies and Kazakhstan specific situation, I develop an executive and managerial planning chart for future eight years.
Executive and Managerial Planning Kazakhstan
| 2007-2010 | 2011-2014 | Comments |
Staffing needs | low | middle | upper | low | middle | upper | |
Headcount fluctuation | 34 | 11 | 0 | 4 | 0 | 0 | Further need because of growth |
Backfill | 40 | 24 | 2 | 50 | 36 | 2 | Replacement because of expatriate return, retirement |
Additional needs | 0 | 0 | 0 | 0 | 0 | 0 | |
Total staffing needs | 74 | 35 | 2 | 54 | 36 | 2 | To simplify the case we left this point out |
Staffing sources | 2007-2010 | 2011-2014 | Comments |
Expatriates | 30 | 13 | 0 | 20 | 16 | 0 | |
Local MDP members | 10 | 20 | 2 | 10 | 20 | 2 | |
Programs(JUMP) | 20 | 0 | 0 | 20 | 0 | 0 | |
External hires | 14 | 2 | 0 | 4 | 0 | 0 | |
Staffing total | 74 | 35 | 2 | 54 | 36 | 2 | |
This chart is separated into two periods. The first four years from 2007 to 2010 which focus on the input stemming from growing business planning of the diesel division. The second four years from 2011 to 2014 is more stable and more succession planning. So you may see in the chart that staffing needs 2011-2014 are mainly due to replacement rather than further growth. Staffing sources, as a result, are mostly expatriates and local MDP members but not new hire from outside the company. For example, the middle managers 2011-2014 are mainly comprised of expatriates from headquarter or cross-division assignments and the local MDP members who are promoted from lower managers in 2007-2010 and no external hires for middle management because of no growth 2011-2014. Then I will analyze the staffing sources in detail for four main reasons:
1. External hires are mainly from qualified local people who meet the requirement of the lower management level, are familiar with local condition and have language strengths. At the same time, compare with the other sources, they are low cost. However, the qualified and specialists in Kazakhstan is very small, external hires are limited and not as many as expatriates in low management level. In order to solve this problem, we can hire people from Russia, located close to Kazakhstan and share the same business language. I set a few external hires in the middle management level 2007-2010 because there still has a few local talented people who have the same international managerial experience and more familiar with Kazakhstan’s culture and situations.
2. All of junior managers (JUMP) are set in lower management level. Since the case mentioned that the goal of the program is to recruit junior managers with the potential to...