correct my grammar and find some journal article as references

Our group is assigned week 11’s case study to present, which is Strategic Forecasts and Staffing Formulation: Executive and Managerial Planning for Bosch-Kazakhstan. We start work about one week before the presentation day. Firstly, I read the case carefully, also highlighted key points and important sentences. The case is talking about Bosch’s executive and managerial planning (EMP) and employee development. Secondly, I had a look of our task which ask us to take the role of a Bosch corporate HR manager to solve four questions. Then we divide four questions to everyone. I am going to do the fourth question which ask me to prepare an action plan describing how HR managers will meet managerial staffing targets.

Before I write my plan, I should take Kazakhstan’s situation into account. According to the case, it is not easy to hire qualified managers and specialists in Kazakhstan, because the labor market is very small. We will take much longer time to hire appropriate employees begin to work than in Germany. Besides, local applicants do not have high mobility potential, and they do not have much international experiences. I also did a quick research about Kazakhstan, I found that tertiary education in Kazakhstan is not well. I take Bosch’s expectation into account as well. Bosch prefer the promotion of employee from within the company rather than the acquisition of new hires from outside. Bosch also needs employees who have higher development potential and general mobility potential. Besides, Bosch hopes employees are willing to take on international assignments as well. Lastly, Bosch requires all top managers to have at least two years international working experience.

From above, I decide to meet managerial staffing targets via employee development. On the one hand, we could identify potential employees within any of the Bosch subsidiaries to train via employee development process, then motivate them to work in Kazakhstan. On the other hand, we could send Kazakhstan staffs to study aboard in Russia, then go back to Kazakhstan for work. We are not going to put effort into hiring qualified Kazakh employees. It is hard to recruit local staffs who has potential with regard to specialist and management positions, because tertiary education in Kazakhstan is not well enough to provide qualified graduates.

Depend on general plan, I fulfilled the detailed plan. In the first year, we could find out employee surplus and employee needed within Bosch subsidiaries and Kazakhstan production sites. Then we could assign vacant positions to appropriate staffs. Adjustments increase efficiency.

For first four years (during 1st year to 4th year), we can do Management Potential Review (MED) once a year within Bosch subsidiaries for first four years. This step can help us evaluate every employee’s potential and know employees’ ability to assume crucial management positions. This is very important for the managerial staffing strategy to ensure each employee is doing well in their area of specialization. Then we could pick appropriate staffs for next stage. During those four years, we shall also attempt to increase human resources by recruiting junior managers to undertake a middle management position in six to eight years. Junior managers should be master’s degree with up to three years of professional experience. Bosch has a program to do so, named JUMP, Junior Managers Program. This program lasts one and a half to two years. It asks staffs to stay abroad for six months. It also includes a cross-divisional assignment. We could implement this program within first four years.

In fourth year, after MED in past four years, we should have identified employees who have outstanding development potential with regard to specialist and management positions, we will do Manager Development Plan(MDP). “Manager Development Plan (MDP) is geared toward preparing you for your responsibilities as a specialist or executive.” (Robert Bosch GmbH, n.d.) MDP provides access to one of three career paths, which are specialist, line management or project management. (Adick, Gandlgruber, Maletzky & Pries, 2014)

In last four years, it is important in promoting the employees so that their best potentials can be unveiled. International experience is an explicit prerequisite for promotion. According to information from the case, Kazakhstan is near to Russia, the state language is Kazakh but Russian is universal for business. We could send staffs in Kazakhstan to study aboard in Russia and back to Kazakhstan for work.

During the whole work, we are always communicating and seeking advices from each other. Once I have done my plan, I sent my plan to my group members to have a look. I made changes after they made some helpful suggestions. Then I made my power point. We also have a video to help audiences to understand Junior Management Program. Lastly, we met before presentation to practice and ensure everything has been well done.

References

Adick, C., Gandlgruber, B., Maletzky, M., & Pries, L. (2014). Cross-border staff mobility: A comparative study of profit and non-profit and non-profit organisations. Springer.

Robert Bosch GmbH. (n.d.). Associate Development. We Help You Advance Systematically. Retrieved from http://www.bosch-career.com/en/sa/growing_with_bosch_sa/opportunities_advancement_sa/associate_development_sa/associate-development.html

Robert Bosch GmbH. (n.d.). The Program. Design the Future. Retrieved from http://www.bosch-career.com/en/sa/joining_bosch_sa/graduates_sa/junior_managers_program_sa/graduates_junior_managers_about_program_sa/graduates-junior-managers-about-program.html