...Delmi Cornelio Human Resource Management TRANSLATING STRATEGY INTO HR POLICIES AND PRACTICES CASE: The Hotel Paris 1. A front desk work sample test could include the following: a. The speed of checking-in or checking-out a guest. How fast the candidate checks in and checks out a guest. b. Welcoming guests politely. c. The quality of calls that are answered. Are calls answered with greetings according to the time of the day? Are calls answered with a friendly tone and attitude? d. Answering questions to guest in a very professional manner. This includes having great knowledge of the region and main attractions within the local area. e. Capability to handle any reservation conflicts and find the best solution. f. Ability to handle dissatisfied guest. g. Making use of the reservation system. 2. Two possible personality test questions. Lisa is looking for high-morale, patient and people-oriented employees, so she might consider using Myer Briggs personality test type of questions. The following 2 questions could be considered on the test. a. Do you find it easy to interact with strangers? b. Do you find it difficult to keep a cool head in conflict situations? 3. Other test that I would suggest to Lisa are the following: a. Using IQ assessments will demonstrate candidate’s ability to thinks quickly and understand what they read. This intelligence test will be helpful in finding candidates that will respond appropriate...
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...India's Economic Reforms Montek S Ahluwalia* The past three years have seen major changes in India's economic policies marking a new phase in India's development strategy. The broad thrust of the new policies is not very different from the changes being implemented in other developing countries and also all over the erstwhile socialist world. They aim at reducing the extent of Government controls over various aspects of the domestic economy, increasing the role of the private sector, redirecting scarce public sector resources to areas where the private sector is unlikely to enter, and opening up the economy to trade and foreign investment. These changes have been accompanied by a lively debate in India and have also attracted interest abroad. International opinion has typically welcomed the reforms and generally urged a much faster pace of implementation, especially in view of changes taking place in other countries. Within India, opinion has been more varied. There are some who question the very direction of reform, but this is definitely a minority opinion. More generally, the broad direction of reform has met with wide approval, but there are differences of view on what should be the pace and sequencing of reforms. While there is widespread support for the elimination of bureaucratic controls over domestic producers, there are differences on such issues as the speed at which protection to domestic industry should be reduced, the extent to which domestic industry...
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...Barriers/obstacles There are many obstacles in handling Generation Y especially based on their attitude. Generation Y is a generation that is challenging and hard to handle as it can change today’s corporate culture. There are different attitudes and work habits that happen with the shift of the younger employment force from Generation X to Generation Y. Generation Y are less committed to stay with the same company. This is because Generation Y is a generation that is money oriented. When they get higher offer with higher pay of salary, they will easily change their job to the new company. Besides that, Generation Y is not a loyal worker because when he or she feels bored working in the company, he or she will try to move to other company which seems more attractive for them. It shows that this is not easy to handle a worker who loves to do job hopping. Other than that, they do not want to take challenge. They need easy work rather than thinking about their work. When tasks given become difficult and complicated, they feel depress and it cause their work is less efficient and become less committed. Like the example from the interviewee, they like to do less. This can be seen when their workday is over, they will back home quickly than to stay and complete the work in earnest. There is a survey done by Kendal Tarranet Worldwide which states that; “Generation Y graduates are likely to be more loyal to their lifestyle than their...
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...Cara Baisden Week 6 Assignment: Application Case Introduction to Human Resource Management Gregory Gryzcan 1. I believe that this interview was purposely constructed to throw Maria off, to see if she could handle stressful situations. I do think that jobs of this type can be very stressful so I believe that the interview strategy is not a well thought out interviewing strategy on the part of the firm, but it can also make them miss out on very good workers who just don’t handle job interviews very well. Some people can handle stress on a normal basis but a job interview is not a normal stressful situation, because of the economy and the need for a job, some people just do not handle the type of stress a job interview can give. They become nervous and lose confidence due to the stress. 2. I’m not for sure if I would take the job. I would talk to the Human Resource Manager and clarify the job offer. I would ask about the questioning during the interview to see if it was to check for the ability to handle stressful situations, then I would make my decision if it was good fit. 3. I would ask much travel is required, because It may travel more than what I am willing to travel. I would ask exactly what it is that I need to obtain for the worldwide traveling. So that I assure that I know exactly what I would need and make sure I get everything, to assure I have all I need and that I am completely ready for the job and understand the job requirements completely, assuring...
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...Comparative study of HR Policies and Practices of Indian IT Sector: An Analysis of TCS, WIPRO, Cyberthink & Pitney Bowes - Sunita Shukla, Dr. Akshat Dubey and Dr. Savita Singh Abstract: This article provides an comparative analysis of HR practices followed by high growth IT Industry. Four major IT companies wiz. Tata Consultancy Services (TCS), WIPRO Infotech, Cyberthink infotech Pvt. Ltd., Pitney Bowes Map info were selected for the purpose of the study. HR policies and practices of these four IT companies were compared on the different HR functions i.e. recruitment and selection, selection process, training and development, performance appraisal, employee benefits and compensation management system, to analyze whether these companies resemble or differ with each other when it comes to the application of these terms into practice. Key Words: Information Technology, HR policies and practices, recruitment and selection, selection process, training and development, performance appraisal, employee benefits and compensation management system Introduction: The Indian information technology (IT) industry has played a key role in putting India on the global map and is now envisioned to become a US$ 225 billion industry by 2020. Over the past decade, the Indian IT-BPO sector has become the country’s premier growth engine, crossing significant milestones in terms of revenue growth, employment generation and value creation, in addition to becoming the global brand ambassador...
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...understanding in relation to the application of the various HRM models within organisations Unit 10 SHRM, Prepared By: Ms. SHABNAM HRM SYSTEM HRM system operates through HR systems that bring together in a coherent way: HR philosophies describing the overarching values and guiding principles adopted in managing people HR strategies defining the direction in which HRM intends to go HR policies which are the guidelines defining how these values, principles and the strategies should be applied and implemented in specific areas HR processes consisting of the formal procedures and methods used to put HR strategic plans and policies into effect HR practices comprising the informal approaches used in managing people HR programmes which enable HR strategies, policies and practices to be implemented according to the plan Unit 10 SHRM, Prepared By: Ms. SHABNAM VARIOUS MODELS OF HRM The Harvard Framework Guest’s Model of HRM Best Practice Model Storey’s Hard and Soft HRM Patterson’s Model of HRM Best Fit/Contingency Model Unit 10 SHRM, Prepared By: Ms SHABNAM Theoretical Perspectives on HRM The HRM models: Provide an analytical framework for studying HRM Legitimate certain HRM practices Establish variables and relationships to be researched Explain the nature and significance of key HR practices. Unit 10 SHRM, Prepared By: Ms. SHABNAM MODELS OF HRM The Harvard Framework The Harvard school suggested that HRM had two characteristic features Line managers...
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...University ILR School DigitalCommons@ILR Visiting Fellow Working Papers International Programs 3-1-2005 The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/ National and Plant Level Elaine Farndale Erasmus University Rotterdam, farndale@few.eur.nl Jaap Paauwe Erasmus University Rotterdam, paauwe@few.eur.nl Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/intlvf Part of the Human Resources Management Commons This Article is brought to you for free and open access by the International Programs at DigitalCommons@ILR. It has been accepted for inclusion in Visiting Fellow Working Papers by an authorized administrator of DigitalCommons@ILR. For more information, please contact jdd10@cornell.edu. The Role of Corporate HR Funcitons in MNCs: The Interplay Between Corporate, Regional/National and Plant Level Abstract The HR literature has been abundant in providing typologies of the roles of HR professionals in their organisation. These typologies are largely related to the changing nature of HRM over time, and the context in which empirical work was carried out. In this paper we focus on the context of the increasing internationalisation of firms and how this has an effect upon modern-day typologies of HR roles. We explore these roles by focusing on the way in which HRM practices come about. Especially in a MNC setting of increasing internationalisation of firms the issues of coordination, shared learning and...
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...................................................................................... 1 THE STANDARDS ~ AT A GLANCE ................................................................................................... 2 THE FIVE DIMENSIONS ..................................................................................................................... 3 THE THREE LEVELS OF HR PROFESSIONALS ............................................................................... 4 HR COMPETENCIES .......................................................................................................................... 6 HR CORE COMPETENCIES ............................................................................................................... 7 HR FUNCTIONAL COMPETENCIES .................................................................................................. 8 HR COMPETENCIES FRAMEWORK.................................................................................................. 9 HR COMPETENCY LEVELS ACCORDING TO DIMENSIONS......................................................... 10 HR BODY OF KNOWLEDGE............................................................................................................. 19 CONCLUSION ................................................................................................................................ 21 BIBLIOGRAPHY .............................................................................................
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...Project Title: HR Audit INDEX SR NO. | TOPIC | PAGE NO. | 1 | Acknowledgement | 3 | 2 | Executive Summary | 4 | 3 | Introduction to HR Audit | 6 | 4 | Qualitative & Quantitative Indicators for HR Audit | 8 | 5 | Types of Audit | 13 | 6 | HR Audit Process | 17 | 7 | Human Resource Management v/s Performance | 21 | 8 | Approaches to Human Resources Audit | 25 | 9 | HR Audit Tools | 30 | 10 | Checklist for HR Audit | 33 | 11 | Audit Report | 35 | 12 | Audit of HR Results | 36 | 13 | HR Audit in India | 37 | 14 | Conclusion | 40 | 15 | Bibliography | 49 | s ACKNOWLEDGEMENT “For any successful work, it owes its thanks to many” Presentation of this project gives us the feeling of fulfillment. It has taken an exhaustive effort in preparing this project. It took several hours, several days, and several meetings amongst us to make this project work up to its expectations. The faculty members of our college have provided us with great source of inspiration and have provided great help in pursuing this project. Many individuals have contributed in preparation of his project. We take this opportunity to thank few people without whom this project would not have been possible. We would like to thank our faculties for their kind support. Our sincere thanks go to our project guide Prof.Anjali Saida, who helped us through many aspects and whose friendly guidance on many issues helped us for the betterment of our project. Without her support...
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...How different reward strategies are in connection with general Human Resource strategy and policies In way to have a more clear concept about the connection among the all elements, it is important starting the analysis giving a definition of strategy and of the other elements to have an idea about what human resource strategy, policies and reward strategies are. A strategy is the direction and scope of an organization over the long term, which ideally matches its resources to its changing environment. It is the direction in which the organization is going in relation to its environment and it must have a strategic objectives and a plan of action. HR strategies sets out what the organization intends to do about the different aspects of its human resource management policies and practices in integration with the business strategy. The purpose is to guide the HRM (human resource management) development, it provides vision for the future actions required and how the vision should be realized: especially what need to be done and what needs to be changed. Human Resource strategies are vertically integrated with the business strategy contributing to business process, and it should plan with people in mind, taking into account the needs and aspirations of all members of the organization; it involves the formulation and the implementation of specific strategies in each area of HRM. Generally there are two basic types of human resource strategies: the overarching strategies...
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...study:Singhania and partner Introduction:Singhania & Partners is a full-service national law firm, a successful international corporate and commercial litigation, arbitration and intellectual property law practice. In my opinion, Singhania & partners should be to strengthen the trust of employees, because it is an essential prerequisite for all real commercial success. The Discussion on Mohothra and Singhania Law Co. HR Practices Human resources practices mean the methods that are adopted to conduct various employment actions (Mayhew, 2012). As one of the largest law firms in India, Mohothra and Singhania Law Co., has unique features in its HR practices. Besides the regular HR work, the HR practices of Mohothra and Singhania Law Co. has three features in its HR practices: open door policy, all merits based career growth and stress free environment. Firstly, the company conducts open door policy. There is open house every two weeks on which small presentations on different topics are organized, offer opportunities for employees training. The lawyers at all levels are encouraged to make the presentation. Combined with bi-weekly open house and weekly senior management meeting, the company is open to hear different opinions and suggestions. What’s more, with the open door policy of the company, any employee is accessible to senior management for discussions. Secondly, the career growth of the employees is all merits based. The company does not rely on annual performance reviews...
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...HR Audit “The things that get measured gets managed” www.humanikaconsulting.com Agenda 1. Introduction 14. General Auditing Method 2. Challenges For H.R. 15. Methods Of Hr Audit Department Eight Challenges 16. Research Approaches To Audits 3. Meaning & Purpose Of Hr 17. Hrm Auditing Process Audit 4. Purposes Of Hrm Auditing 5. Objectives Of Hr Audit 6. Benefits Of HR Audit 7. Frequency Of HR Audit 8. The Principles Of Effective Hrm Auditing 9. Types Of HR Audits 10. The Scope Of Human Resource Audits 11. Hrm Audit Measures 12. HR Standards 13. Task Auditor INTRODUCTION • “How does a firm know if its human resource practices have an impact on business results? • “..most professional service firms and organizations complete an extensive audit of their financial statements on an annual basis, but the programmes involving “people”, such as recruiting, training or pay-for-performance are seldom given the same scrutiny.” • “..the starting point for enterprises wishing to manage their human capital successfully and seeking a labour competitive advantage is activities of the HR department.” CHALLENGES FOR H.R. DEPARTMENT EIGHT CHALLENGES IDENTIFIED BY DAVE ULRICH (1997) Globalization The H.R department will need to create models and processes for achieving global activeness, effectiveness and competitiveness. Managing the Value Chain for Business Competitiveness Innovation Faster Decision Making Price or Value Advantage Effective linking with Suppliers ...
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...Introduction HR is concerned with the people dimension in an organization, hence the trend in organizations to re-designate Personnel Department into Human Resource Department. The functions undertaken by HRD are to recruit, select, train and develop employees for an organization. Today with companies having a global mix of employees, developing an understanding of the employees is a tough task for the HR Department. Human Resource Management is a process of bringing people and organizations together, so that their respective goals are met. Indian organizations are also witnessing a change in systems, management cultures and philosophy due to the increasing global alignment of Indian companies. HR Researchers worldwide have come to the conclusion...
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...professional consultation in human resources best practices that support the university and/or agency in achieving stated goals and objectives. Employees may serve as lead consultant, program manager and/or project manager; in these roles, employees may supervise staff. Employees understand and can articulate the relationship between HR programs and activities and the organization’s successful mission accomplishment. Work involves developing and maintaining productive collaborative work relationships and assessing and responding to apparent and underlying client needs. Employees interpret policies and practices in context of the client’s needs and in alignment with the organization’s best interests and advise clients regarding decisions that are impacted by laws, policies, and procedures. Employees function with a high level of integrity, independence and participate in policy, service, and/or program development. Employees research, facilitate, negotiate, develop and document innovative solutions to human resources issues tailored to the requirements of the client and the organization. Employees are assigned to one or more specialties, such as: benefits administration; career planning; classification; compensation; employee retention and organizational culture enhancement; employee relations; employment; environment, safety and health; equal employment opportunity; HR Information Systems; international employment; legal compliance; payroll; policy administration; organizational design;...
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...CASE STUDY 10 | SHRM Table of Contents EXECUTIVE SUMMARY ........................................................................................................................ 2 ANNEXURE ............................................................................................................................................ 3 INTRODUCTION ................................................................................................................................... 9 INTRODUCTION TO THE COMPANY ................................................................................................. 9 QUESTIONS ......................................................................................................................................... 10 QUESTION 01: ................................................................................................................................... 10 QUESTION 02 ................................................................................................................................... 12 QUESTION 03 ................................................................................................................................... 14 QUESTION 04 ................................................................................................................................... 16 CONCLUSION.....................................................................................................................................
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