...for Success 6 Taking Automation into the Future 8 Key Take-Aways 10 About Brandon Hall Group 11 ©2015 Brandon Hall Group. Licensed for Distribution by Kronos Incorporated. Page 3 Time & Attendance Trends in the UK Introduction NOTABLE INSIGHT Organisations with fully automated T&A processes are 32% more likely to be able to use their workforce data to support predictive analytics. Time and attendance (T&A) tracking and data are at the core of workforce management today and are key intersection points between HR and the business. Key findings from Brandon Hall Group’s 2015 HCM Technology Trends study show that organisations in the UK are beginning to take advantage of technology to automate T&A. As a result, they are able to experience key improvements in reporting and analytics capabilities and better support collaboration with other areas of the business: • Technology. 67% of UK organisations that have workforce management strategies say they have used technology to enable their T&A processes. • Reporting and analytics. Organisations with fully automated T&A processes are 70% more likely to be able to report on current data and 32% more likely to be able to use their workforce data to support predictive analytics. • Ownership. 63% of UK respondents report that T&A processes are owned outside of HR. By enabling T&A processes through technology, organisations can improve data...
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...speaker, mature presenter and team leader. 252/17/3 Phan Anh Street, Tan Phu District, HCM City + 84 918.201.099 Nhut.tranle@gmail.com 1988 EMPLOYMENT HISTORY 10/2013 – 2/2014 Sale staff Thien Tin Co., Ltd. (http://diaocthientin.com.vn/) A young real estate agent, who is specialist in high class apartment for sale Purchasing the sale target and sale plan. Training fresh employees to meet the organization culture and working process. Business analyst Kim Phong Joint Stock Co., Vietnam. (www.kimphongceramic.net/) Operated in 1995, the company special in producing and trading ceramic tiles and granite tiles. Include trade name: MARCOPOLO, KIMPHONG, FLOOREX. Consult to rebuild the sale procedure. Collect production, market, and sale information in order to report to Board of Director daily, weekly, and monthly. Marketing and Sale Staff Kim Nga one member Co., Ltd. (http://kimngavalves.com). Kim Nga is specialist in importing, producing and trading Valves – Pipe – Fittings Accomplish the company website reconstruction. Manage raw materials supply of “KN Butterfly Valve” projects Control Valve producing quality and report to responsible person. Manage old sale relationships and do quotations. Find new customers 5/2013 – 9/2013 5/2012 - 4/2013 EDUCATION 20013-Present Bachelor of Business Administration. (ongoing) Lincoln University, Oklahoma, US. Major in Business Management Transfer from AAS (Associate in Applied Sciences) to archive deeper knowledge and higher...
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...women’s undergarment industry. We are looking for talents who love challenges and have passion for development along with our organization development. MANAGEMENT TRAINEE RESPONSIBILITIES Triumph Management Trainee Program is the program to recruit fresh graduates majored in Sales & Marketing, Commerce, Business Administration with good study result and develop them to hold key positions for our expansion project in Vietnam. In 2013, we plan to recruit: + 2 Management Trainees for Sales & Marketing Office in Hochiminh and Ha Noi REQUIRED SKILLS 1. Education & Experiences Bachelor Degree or Master on Sales & Marketing, Commerce, Business Administration or other related major with Good mark; Proficient in good English speaking and writing. Foreign language may be needed for future development Computer literate with knowledge of Microsoft Office, Lotus Notes, and Access Database Management will be an advantage Having some experience in Sales & Marketing is preferable 2. Skills Strategic thinking, analytical and problem solving skills Well-organized, motivated, detail, careful and teamwork spirit Good communication skill, able to maintain good relationship with colleagues at all levels Patience, devotion, high integrity Good looking, passion to grow fast, scarify time to grow big in the future 3. Working location - HCM Office: 21st Floor, Melinh Point Tower, No. 2 Ngo Duc Ke street, Dist 1 (during the training course from 3 - 6 months) - North Branch Office: 53 Quang Trung...
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...DIPLOMA Street City/State/Zip EMPLOYER INFORMATION Employer: Job Title: Employer’s Address Work Phone Number: ( ) ADDITIONAL DIPLOMA OR TRANSCRIPT Additional diploma Yes Additional transcripts Yes Please note that the University will provide you with a courtesy degree posted transcript that will be mailed to your home address separate from your diploma via USPS. Quantity ($30.00 each) Quantity Master of Business Administration (MBA 021) Students Only I have met the requirements and would like to have the following concentration(s) documented on my official transcript. Accounting (ACC) Energy Management (EM) Global Management (GM) Health Care Management (HCM) Human Resource Management (HRM) Marketing (MKT) Project Management (PM) Small Business Management (SBM) Technology Management (TM) I do not want a...
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...Publishing. To explore alternatives, or for more information on the cases listed below, visit: hbsp.harvard.edu Chapter 1: Introduction to Strategic Management and Business Policy Chapter 1 Introduction to Human Resource Development Human Resources at the AES Corp.: The Case of the Missing Department: Jeffrey Pfeffer Product #: HR3 Length: 28p Abstract Southwest Airlines: Using Human Resources for Competitive Advantage (A): Charles A. O'Reilly III; Jeffrey Pfeffer Product #: HR1A Length: 24p Teaching Note: HR1T B case#: HR1B Abstract AES develops and operates electric power plants all over the world, and by late 1996, has approximately 20,000 employees. But, the corporation has no human resources staff, either at corporate headquarters in Arlington, VA, or in any of its operating facilities. Moreover, the company has very little centralized staff at all--little or no strategic planning, no environmental department, and almost no legal staff. The question is, could and should the company continue to operate in this same way, with little specialized staff, as it continues to expand and geographically diversify? Another question is, how had the organization been able to be so successful without developing and relying on specialized expertise? Subjects Covered: Delegation of authority; Electric power; Human resources management; Management philosophy; Organizational structure; Teams In 1994 both United Airlines and Continental Airlines launched lowcost airlines-within-an-airline to...
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...Directions for first 2 CSLO Essays for HCM 926-2 CSLO 1: Know the concepts of organizational development, organizational effectiveness and personality type. 1a)If you were the ITU organizational development specialist, what is the most important change in either the culture, policies or procedures that would you make? 1b)What are three important characteristics that you could use to measure the organizational effectiveness of your current employer, a past employer, or ITU (if you have never worked)? As far as each characteristic is concerned, how effective is that organization? What kinds of changes are needed, if any? 1c) What do the four letters of your MBTI personality type stand for? Give an example from your life that you would like to share, about how you exhibited that personality characteristic FOR EACH OF THE FOUR DIMENSIONS. 1d) Compare Type A behavior in someone you know with Type B behavior in another person you know in two ways. (Don’t give full names!) CSLO 2: Be able to apply the general concept of knowledge management to the specifics of plagiarism prevention, library use, and class attendance. 1a) If you were the ITU organizational development specialist at in charge of eradicating student plagiarism, what approach would you take, apart from using turnitin.com? 1b) Describe your last experience of using a library with specific details. Identify one advantage and one disadvantage of your using that approach to gain knowledge. Do you...
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...Kim Nguyen 2/17/16 HCM 3020 002 Case Study 1 The group that I was put in was group number two. In our group we discussed the cost and benefits of high turnover and how to reduce things. These are increases cost of turnover are since company’s hire new employee they would need to be trained. By that employee would need to stop what they are doing and take their time to train others. Companies would need to spend money on supplies since employee need to use things to get things done. Supplies would include name badges, tags, uniforms, and badges to get access to the office when it is locked. When companies hire they need to spend money for background checks as well as medical screening. Some companies even get employee cell phones to keep in contact or emergencies or even need to communicate. Since people quit from their job this company would be short staff which makes it a low quality of work. The benefits of reducing turnover would be high productivity, lower of supplies, quality of work increases, and time management. In the case the company would spend less money. The cost of turnover rate is that we wanted to change the managers. By that we want to improve managers in order to be professional and how they can be better managers, more training for them, loss of replacement of managers, and give more benefits. In group one I believed they didn’t really say anything. They have stated to bring moral down, and to keep employee motivated. By keeping those motivated have...
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...Analyzing Managerial Decisions: Eastman Kodak by HCM-540, MBOL5, Health Care Organization Instructor: Saint Leo University Distance Learning November 24, 2013 1) What factors motivated Kodak to change its organizational architecture? There were several factors that persuaded Kodak to make changes to its organizational architecture in 1984. Kodak had come to the conclusion that its present organizational architecture did not fit the current business environment for the industry. The biggest factor that persuaded Kodak to make a change was the growing competition in the industry and losing the dominance it once had in the film market. The emergence of new product being made by Fuji Corporation dwindled away their market share. In the early 1980’s, Kodak saw their share price drop from a high of $85 to a low of $71 in 1984. This was cause for change to its organizational architecture. In order to stop the bleeding, Kodak realized it had to restructure and react quickly. With developing technology, Kodak was losing ground fast and was no longer the conglomerate it once was. 2) What mistakes did Kodak make in changing its architecture? Kodak was faced with trying to regain market share. It needed to quickly make changes to respond to shareholders concerns. There were obvious advances in technology that concerned Kodak. Kodak restructured creating 17 new business units with profit-loss responsibilities. Unit leaders were given increase decision-making...
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...Human Resources Departments are very rarely thought of as a strategic partner for organizations or one that can add value by management teams. In the fast paced workplace HR professionals are expected to “provided expanded services of higher quality, [which are] faster and seamlessly linked with other corporate functions” while maintaining the personal, face-to-face relationship with the organizations employees (Hendrickson, 2003, p.1) This can become a challenge because of the added responsibilities and required turnaround time, but human resources professionals do have the potential to provide top notch work with the assistance of a human resources information system. HRIS/HRMS Overview Human Resources Information Systems (HRIS) are a key piece of every human resources department in today’s workplace and about 90 percent of all HR departments currently operate with some form of computerized” system (Mishra and Akman, 2010). An HRIS “is a system used to gather, store and analyze information regarding an organization’s human resources [function] comprising of databases, computer applications and hardware and software necessary to collect/record, store, manage, deliver, present, and manipulate data” to keep companies running smoothly from an employment perspective (Shibly, 2011, p.157). A well thought out and implemented HRIS is a strategic partner for human resources professionals, managers and employees within an organization. They “emphasize doing administrative tasks...
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...Analyzing Managerial Decisions: Interwest Health Corp by Ronald J. Sanders HCM-540, MBOL5, Health Care Organization Instructor: Wenyuan Teng Saint Leo University Distance Learning October 24, 2013 Abstract In order for manager to properly manage a company, there needs to be a constant analysis of the decisions that arise daily. Not only do manager’s make personnel decision, they often times are confronted with the decisions of resources and data entry. Because managers must answer to the shareholders, they must be the bearer of the good and the bad news. When making and analysis, managers should, 1) identify the source of the problem, 2) information analyzed, 3) recommended courses of action, and 4) review the analysis conducted. This paper takes a look at a case study on how Interwest Health Corp analyzes managerial decisions. At the conclusion, readers will form a different perspective on how to analyze managerial decisions. Introduction Managers are devoted to the task of making decisions that will affect the worth and synergies of their firm they manage. Consequently, they bear the chore of maximizing their profits by the decision they make. In the past, many formal theories have been formulated as models for making rational choices. These theories have been accepted as practice when faced with a dilemma. As with any decision, there must be an analysis when making a decision. When making a decision, managers should consider the source of...
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...Analyzing Managerial Decisions: Bagby Copy Company by HCM-540, MBOL5, Health Care Organization Instructor: Saint Leo University Distance Learning December 1, 2013 Analyzing Managerial Decisions: Bagby Copy Company Ronald J. Sanders Saint Leo University MBA540 Analyzing Managerial Decisions: Bagby Copy Company 1. The subject, Bagby Company, has a dilemma between a specialized task assignment or broad task assignment. A specialized task entails designating an employee to a specific group of tasks that has a concentration in one functional capacity. In regards to broad task assignment, the worker is given a broader set of task that has variety. Depending upon which set of tasks is chosen, Bagby would have to understand what the tradeoffs are in making a decision. The benefits of specialized task assignment are: a) Exploiting Comparative advantage permits Bagby to pair their employee’s with jobs based on their particular skill set and training so they will be able to focus on individual specialties. b) Lower Cross Training Expenses: In regards to specialized task assignment, every employee is instructed to master a single basic function. Bagby can hire one person with a specialized degree and one without a degree. Cost of Specialized Task Assignment: a) Forgone Complementarities across Tasks: Often, accomplishing a single task may reduce the expense of tasking the same person to complete another task. b) Coordination Costs: The tasks of specialized...
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...|CIRRICULUM VITAE | | | |Contact Detail | | | | |Full Name : Truong Thi Thanh Nhan | | |Gender : Female | | |Date of birth : June 16th, 1983 | | |Cell phone : 0903518696 | | |Email : thanhnhan.truongthi@gmail.com | | |Address : 6/1 Street number 4, Binh An ward, District 2. | ...
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...Analyzing Managerial Decisions: Granting Stock Options by HCM-540, MBOL5, Health Care Organization Instructor: Saint Leo University Distance Learning December 8, 2013 Analyzing Managerial Decisions: Granting Stock Options Ronald J. Sanders Saint Leo University MBA540 Analyzing Managerial Decisions: Granting Stock Option There are a number of studies that would argue a different method of motivating employees or offer advice in ways of accomplishing a task. Each way is supposedly, the best way to get the best results. The fact is, the no two people are the same and each has a different motivating factor. The thing that motivates one may not be what motivates the other. I am motivated by the positions of authority and money. Any other recognition would barely hold water with. My wife, has a different motivation. She enjoys helping people and gets a greats sense of worth from being appreciated, and recognized and valued as an employee. The way she sees it, someone taking the time out of their schedule to show appreciation is valued more than money. She will likely give you more effort and dedication for those types of praises. She will become more loyal at every show of appreciation; working for appraisal versus simply a normal pay raise. For me, money is what motivates me finding ways to increase the dollar value is always a challenge. The company, Bobby’s Burger, Bobby Jones is challenged with a similar situation; how to challenge his managers to exert...
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...focusses on the consulting business unit, supporting various professional services, primarily software implementations. I recently joined the company as Operations Manager. The company has made a strategic change in its product portfolio, moving from its traditional on-premise to a cloud-based delivery model. The implications are that the business unit must expand the breadth of its offering beyond traditional implementation services to advisory services, covering architecture, road-mapping and cloud transitions. Considering this significant change and the resultant skills shift required across roles and content areas, learning and development (L&D) is identified as a focus area. L&D reinforces multiple elements of human resource management (HRM), including talent retention, rewards and personal development (McBain, 2010). Considering its broad reach, it is necessary to assess its effectiveness using a framework that incorporates multiple HRM elements. The Harvard framework for HRM(Figure 1) is thus used as a reference throughout this essay. It allows for assessing HRM policy-fit with the organisation’s strategy, stakeholder interests and recognises the situational factors influencing HR strategy (Wilton N, 2013, cited in Parkinson&McBain, 2014:125). Situational factors Business strategy and conditions: external context The external context will be explored using Farnham’s PESTLE framework (2010, cited in Henley, 2016), which provides an array of factors influencing...
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...Overview Human capital management is a standard way of relating to people as a resource and how to manage that resource. The focus is on how to organize and provide specific information on workforce acquisition, management, and optimization. There are specific areas that help enable human capital management and they are core administrative support, strategic human capital management support, and other. The core support is comprised o personnel administration, benefits administration, payroll, portal/employee self-service, and service center. The strategic support is made of workforce planning, competency management, performance management, compensation planning and strategy, time and expense management, learning, recruitment, onboarding, contingent workforce management, and organization visualization. Other is made up of reporting and analytics and workflow. Let’s first define Human Capital that is the totality of talent that is found in an organization. It includes employee’s skills and behaviors and the ability to see beyond what is obvious in the work environment. It involves innovation, critical thinking, negotiation, conflict resolution, problem solving, team building, and interpersonal competencies. It basically represents the investment that people make in them that can enhance their productivity. (Olaniyan & Okemakinde, 2008) AGC has a variety of human capital management problems and they start with intercultural communication issues, political and regulatory...
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