...leadership team of GenRays is pretty confident that a similar deployment of a comparable system in Human Resources will not only return similar financial savings but will radically improve efficiency and productivity in the company’s currently manual processes within Human Resources. Presently, from an operational aspect, all processes are very manual intensive with almost no centralization. Every satellite office of the organization has their own dedicated Human Resources team which caters to the general administrative and HR related needs of the employees in that respective office. With the deployment of the HRIS solution, GenRays would be moving forward in leaps and bounds towards a centralized and consolidated employee database which would be the core of simplified operations with Human resources such as performance management, payroll, career development, recruitment and a host of other administrative Human Resources functions. From the Performance Management perspective, all performance reviews will be managed and archived through the centralized HRIS. Since this system will also be linked to payroll, all ratings within performance management will automatically propagate...
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...Meaning of recruitment: According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organisation”. Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are: • A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected. • It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective Measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy. Purpose & Importance of Recruitment: • Attract and encourage...
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...between the higher management and low level employees. Stated below are major responsibilities of HR Manager:- Responsibilities: 1. To maintain and develop HR policies, ensuring compliance and to contribute to the development of corporate HR policies. 2. To develop the HR team, to ensure the provision of a professional HR service to the organization. Manage a team of staff responsible for mentoring, guiding and developing them as a second line to the current position. 3. To ensure timely recruitment of required level / quality of Management staff, other business lines staff, including non-billable staff with appropriate global approvals, in order to meet business needs, focusing on Employee Retention and key Employee Identification initiatives. 4. Provide active support in the selection of Recruitment agencies which meet the corporate standard. Ensure Corporate Branding in recruitment webs and advertisements. 5. Develop, refine and fine-tune effective methods or tools for selection or provide external consultants to ensure the right people with the desired level of competence are brought into the organization or are promoted. 6. Prepare information and input for the salary budgets. Ensure compliance to the approved salary budget; give focus on pay for performance and salary benchmarks where available. Ensure adherence to corporate guideline on salary adjustments and promotions. Coordinate increments and promotions of all staff. 7. To develop the HR...
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... Hierarchy Chart 13 Managerial function 14 ▪ Planning ▪ Organizing ▪ Leading ▪ Controlling SWOT Analysis 15 Decision Making and Policy Making 16 ▪ Centralized ▪ Decentralized ▪ Decision Making Process ▪ Mangers Decisions Management Styles and Policies 18 ▪ Collective Participation in Decision-Making ▪ Employee Participation ▪ Delegation of Power ▪ Control Function Organization Structure and Design 19 Omnipotent or Symbolic View of management 21 Culture of the organization 21 ▪ Dimensions of Organizational Culture ▪ The Source of Culture ▪ How Employees learn culture ▪ Innovative culture ▪ Customer-responsive culture ▪ Focus on individual development ▪ Trust and openness ▪ Employee’s Empowerment ▪ Toleration of Employees Expression The Environment 24 ▪ Stakeholder relationships Socioeconomic view 25 Value-Based Management Managerial Ethics 27 Human Resource Management 27 ▪ Recruitment ▪ Selection ▪ Orientation ▪ Types of Training ▪ Career Development...
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...Principle of Management Term Report HR Management in HBL: Submitted To: Ms. Samra tayyab Date: 05th Jan, 2008 Acknowledgements We deem it an honor to our respected teacher her guidance and help that she has provided throughout this course of principle of Management. Because of her patience and extended knowledge over the subject, we were not only able to understand the course but also took keen interest in her lectures. Without her suggestions and advises we would not have been able to produce this report according to their requirement of standard. In doing so we are grateful to the many people who have given their time and guidance to help us in our report writing. Our special thanks to Mr. Syed A. Shahab, AVP, Human Resource Department, Habib Bank Limited, who was very cooperative and provided us with all the relevant details pertaining to the scope of Information Management. We are also grateful to the people in the Corporate HR, MIS and Accounts Department for the detailed information regarding the management solutions used in HBL. We would also like to thank our family, friends, and course fellows who were a continuous source of encouragement and moral support. We all have worked hard to use our limited time and resources to bring this report up to the desired standard. Group Members: Rafay usman Shariq ameen Muhammad junaid ashraf Alina parvaiz khaula khan Executive Summary In this report we have applied all of what we have...
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...1.0 ORGANIZATION OVERVIEW 1.1 .History of the company: Banglalink is the second biggest telecommunication service provider in the local market of Bangladesh. Banglalink has a subscriber base of 7.88 million. It is a wholly owned subsidiary of OrascomTelecom. Banglalink had 1.03 million connections. The number of Banglalink users increased by more than 253 per cent and stood at 3.64 million at the end of 2006 and ended 2007 | Orascom Telecom Bangladesh Ltd | Year Founded | November , 1996 | Headquarters | Tiger House Gulshan Avenue, Gulshan Model Town , Dhaka | Industry | Telecommunication | Products/services | Telephony , GPRS | Patent | Orascom | Slogan used for business | Making a difference | Website | http://www.banglalinkgsm.com | at 7.1 million connection base, making it one of the growing operator’s .Bangladesh has the lowest telephone penetration rates in the world and even in South Asia. Basing our findings on to a report by the International Telecommunication union (ITU), only 1.56 among 100people of Bangladesh own telecom facilities. When Banglalink entered the Bangladesh telecom industry in February 2005, the scenario changed with mobile becoming useful and affordable communication tool for people. In a year of operation, Banglalink became the fastest growing mobile operator of the country with a growth rate of 257 percent. This was achieved with innovative and attractive products and services targeting the different market segments;...
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...process that entails having the right people at the right time in the right place at the right cost. It is also the process of responding and assessing the dynamic business environment and seeing the people of the organization as assets rather than cost or liability. Concepts of SHRM: Life cycle: The life cycle, for example, of a product can be defined into 4 main stages: Introduction, Growth, Maturity and Decline. The aspect of recruitment and Selection can be explained as follows: * In the Introduction stage, the recruitment and selection function would aim to attract the best technical and professional expertise to the organization, conduct the interviews based on open and closed-ended questions and carry out selection tests. * In the Growth stage, the recruitment and selection function would recruit the right number of qualified workers, plan the organization’s succession policies and manage rapid internal labour market movements. * In the Maturity stage, there is another aspect, RETENTION that is added to the function. This involves the minimization of layoffs by providing new opportunities and encouraging new mobility. The challenge becomes the internal assessment and deployment rather than external recruitment. * In the decline stage, the recruitment and selection function will plan and implement workforce reductions and reallocation of duties and responsibilities. In the following table, Kochlan and Barroci (1995) underlined the critical human resource...
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...Company (A): Building a World-Class HR Organization (Abridged) 1.Which option would best suit a changing industry in which only the flexible survive? Where innovation is significant, it is also vital to certify that employees entering into the firm are productive and adaptable with the approach of the company. Sonoco is part of an ever changing, fast paced, market where reacting to changes is not only necessary, but, is crucial to their future existence. A hybrid structure where divisions would have some direct involvement with planning, personnel programs, compensation, and benefits would be ideal. The key advantage to this particular structure is that it would leave a form of divisional Human Resource management in tact where general management would be provided with necessary information. Sonoco is a global organization. Companies that are global are usually very complex consisting of different divisions allowing for diversity of business cultures to coexist. A global company is worldwide and they operate in many countries, each with their own exclusive set of social customs. Employee learning essentials and the company’s product offerings may be fundamentally different from country to country. Therefore, one-size fits all solution does not fit global organizations due to their various learning demands. Training needs are customized to match divisional needs, local needs, as well as specific business requirements. A centralized system and a smaller decentralized...
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...THE PRIMARY CARE CLINIC Your name here Professor’s name here School name here Date The Primary Care Clinic Patients in today’s busy world demand convenience which has lead to the rise of local centralized primary care facilities. The purpose of this paper is to look at forces that have influenced the development of the clinic, a mission statement, key performance indicators to measure effectiveness, decisions regarding clinic expansion, the role of the clinic in the community, and influences of public healthcare policy on outpatient clinics. Discuss the key political, economic, and social forces that may have influenced the development of the clinic. Politics can hamper development of private healthcare organizations by compromising quality, limiting accessibility or feasibility, or increasing the cost of healthcare through laws, regulations, policies, requirements of private practice, and monitoring of services (Griffith & White, 2007). The primary care clinic must balance the requirements and regulations of private practice while creating a market for quality healthcare in the community marketplace. The clinic model has advantages over other models in that it allows practitioners a level of economy in sharing their medical facilities, equipment and staff with others, minimizing overhead and allowing them to keep the rising cost of healthcare lower by sharing equity. Improved patient quality is...
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...2.1 – Human Resource Planning * Human resource or workforce planning: analyzing and forecasting the number of workers and the skills of those workers that will be required by the organization to achieve its objectives 2.1.1 – Identify the constraints and opportunities provided by demographic change. 2.1.2 – Discuss the significance of changes in labour mobility, both domestic and international. * Separated into occupational mobility of labour (based on workers’ willingness to take jobs requiring different skills) and geographical mobility of labour (based on willingness to move locations for jobs) * High labour mobility helps a country achieve economic efficiency if jobs are lost in one area, workers are willing/able to move to other occupations * Developed economies labour is typically immobile; emerging market economies labour mobile * The more mobile workers are, the higher the supply of labour tends to be * However, a high degree of geographical mobility, especially between rural and urban areas, can lead to overcrowding and worsened living conditions 2.1.3 – Compare present human resources with future requirements and evaluate strategies for developing future human resources. * HR departments need to calculate future staffing needs to avoid having too few or too many staff, or staff with the wrong skills * HR departments must respond to business (corporate) plan and its objectives, to build workforce plan * Starting workforce...
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...A PROJECT REPORT ON MANPOWER PLANNING OF EMPLOYEES AT HMT LTD, TRACTOR BUSINESS GROUP, PINJORE IN PARTIAL FULFILMENT OF THE REQUIREMENT FOR THE AWARD OF DEGREE OF MASTER OF BUSINESS ADMINISTRATION (MBA) 2009-2011 SUPERVISED BY: SUBMITTED BY: Mr. Kanwal Verma Khushbu Dayal Manager Personnel HMT Ltd, Pinjore ICL Institute of Engineering and Technology, Sountli ACKNOWLEDGEMENT I am indebted to HMT Ltd, Tractor Business Group, Pinjore for providing me an opportunity to undertake summer training with them and able to work on this project. It is a matter of great privilege for me to acknowledge my sincere gratitude and ineptness to my modest, gracious, eminent supervisor Mr. Kanwal Verma, Manager Personnel for his keen interest, valuable guidance, constant encouragement, enthusiastic involvement, constructive criticism and appreciation during the work, which hopefully I have inherited, has left an indelible impression in my mind and soul. With profound regards, I express my heartfelt gratitude and most sincere thanks to Mr.Kanwal Verma, Manager Personnel, Mr.Rajender Kumar HR Manager, Mr. V.K. Grover AGM(TC) and all the employees of Personnel Department...
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...general. This is due to the fact that IT and its wide range of applications have already made their presence felt in this area. This will be followed by a report on the findings of a survey on the present trends in organizations with in the different sectors in Turkey. Although the impact of IT on HRM has long been attracting the interest of academics, no empirical research has ever been realized in this field in Turkey, and few studies have been reported elsewhere. The survey was conducted among the 106 IT managers and professionals from various sectors, based on whose results, the data shows that IT is used extensively in the organizations to perform HRM functions in Turkey's dynamic economy. The results also indicated that, while IT has an impact on all sectors in terms of HRM to certain extent, the types of IT used vary significantly between recruitment, maintenance, and development tasks. However, the empirical results here reveal that these organizations are not applying these technologies systematically and maturely in the performance of HRM functions. Key words: human resource management (HRM), human resource management system (HRMS), human resource (HR), information technology (IT), ANOVA test, chi-square test Full Text: The HRM function in organizations has gained increasing...
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...Recruiting Technology for Global Outsourcing Clients In today’s challenging economy, now more than ever, strategic recruiting must adapt to the business cycle. There are fewer requisitions and more candidates clamoring to fill them. And in large global organizations, there are competing challenges as well – multiple ERP systems; regional applicant tracking systems; organizational complexity driven by M&A, divestures and legal compliance. In times like these, many companies simply trim headcount and hope to wait out the storm. IBM sees this as a time to transform talent management for business, clients, and the world. IBM sees a vision of a smarter planet, one that is instrumented, interconnected and intelligent. It is putting this vision into action with solutions such as smarter energy grids, smarter traffic management and a smarter healthcare infrastructure. IBM believes that now— when the going is the toughest— is the time to invest in the future. Why? Because the companies that focus on value, exploit opportunities and act with speed will come out of these tough times the strongest and the most capable of competing and winning in the marketplace. This is precisely why IBM turned to Taleo when it decided to invest in Recruitment Process Outsourcing (RPO) in 2008. In 2004, IBM launched its Human Resource Outsourcing (HRO) practice to enable Fortune 500 clients to make the most of globally integrated workforces and drive better performance. IBM’s HRO practice provides a wide range...
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...made the establishment & development of the bank possible. Those sponsor directors initially started the journey with only taka 3.4 crore worth of capital, which now is a respectable taka 330.77 crore of capital & reserve. It is among very few local banks which do not tend to follow the traditional, decentralized, geographically managed, branch based business or profit model. The bank holds 12th position among all the private sector banks in accordance to highest growth sector due to the dismal performances of government banks.According to the definition of human resources planning, it is a process that identifies current and future human resources needs for an organization to achieve its goals. It should serve as a link between human resources management and the overall strategic plan of an organization, and City Bank, apparently, is focusing on right placement of its major resource – human resources. The bank believes in putting the right people at the right place. In maximum part of the year 2010, 2,685 employees worked together to make possible the technological advancement, extension and innovation that has set to achieve and to anticipate the customers’ needs and ensure their satisfaction. | The bank manages its business and operation vertically from the head office in Gulshan, Dhaka. The bank currently has 90 online branches and 10 SME service centers and 2 SME/Agri...
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...Thema: „Implementation of a MEL-structured organization in an entrepreneur-leaded company with the aspect of Greiners model of organization growth" Prüfer: Prof. Dr. Heidi Hohensohn Table of content Declaration of honour ....................................................................................... II Table of content................................................................................................ III List of abbreviations ........................................................................................ IV 1. Introduction ................................................................................................... 1 1.1 Purpose of the study ........................................................................................... 1 1.2 Methodology ........................................................................................................ 2 2. Basic information .......................................................................................... 2 2.1 Definitions ........................................................................................................... 2 2.1.1 Managers ....................................................................................................... 2 2.1.2 Entrepreneurs ................................................................................................. 3 2.1.3 Leaders ............................................................................................
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