...Creating a Unique Talent Strategy: A Collection of Case Studies Businesses now recognize the pivotal role that talent plays in the success of their organizations. They need talent strategies and programs that go beyond the ordinary – to achieve solutions that are fact-based and enable greater business performance. To learn more about how Mercer’s depth and breadth of talent management solutions and global resources can benefit your organization, please contact your local Mercer office or visit us at www.mercer.com/humancapital. Contents Creating a talent strategy to drive engagement in China 1 Developing a talent strategy to engage and up-skill staff 3 Developing a highly skilled workforce during rapid growth 5 Implementing lean manufacturing processes for a services-based organization 7 Designing a talent strategy through a three-day summit 9 Creating a "best fit" talent strategy to close skills gap 12 About us 15 About Mercer About Mercer’s talent management services and solutions Creating a talent strategy to drive engagement in China A global pharmaceutical company had committed to a growth and expansion strategy for emerging markets – China being central to this strategy. While business plans had been rigorously developed and agreed by the board, the organization believed its talent management practices were less robust. To ensure the organization would be successful in China, it knew its talent strategy had...
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...Chapter 01 Human Resource Management: Gaining a Competitive Advantage True / False Questions 1. Companies have historically looked at HRM as a means to contribute to profitability, quality, and other business goals through enhancing and supporting business operations. True False 2. The human resource department is most likely to collaborate with other company functions on outplacement, labor law compliance, testing, and unemployment compensation. True False 3. The three product lines of HR include a) administrative services and transactions, B) financial services, and c) strategic partners. True False 4. The amount of time that the HRM function devotes to administrative tasks is decreasing, and its roles as a strategic business partner, change agent, and employee advocate are increasing. True False 5. Advances in technology have allowed HR services to be offered more on a self-service basis than in the past. True False 6. HR functions related to areas such as employee development, performance management, and organizational development are outsourced most frequently. True False 7. Evidence-based HR provides managers with data to make decisions, instead of just relying on intuition. True False 8. Stakeholders of a company are shareholders, the community, customers, employees, and all of the other parties that have an interest in seeing that the company succeeds. True False ...
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...Chapter 6 HR MetRics and WoRkfoRce analytics Kevin D. Carlson anD MiChael J. Kavanagh EDITORS’ NOTE The capacity to manage is limited by the accessible information in our possession. Research on goal setting confirms that being able to articulate the specific goal for a task and the level of the goal we want to achieve enhances performance of that task. Better information about the expectations of customers, the actions of competitors, and the state of the economy provides strong support for the strategic direction of organizations. Information about levels of output, for example, numbers of defects and efficiency of processes, positions line managers to produce high-quality products in the right amounts at the right time to meet customer needs. The same is true for the effective management of human capital in organizations. As discussed in this chapter, effective approaches to the measurement of human capital and the impact of people on organization processes, for example, HR programs such as recruiting, will enable both HRM professionals and line managers to utilize the human capital in organizations effectively. This measurement is accomplished by focusing on the development of systems of workforce analytics and supporting HR metrics that meet the needs of organization decision makers. This chapter offers a brief history of the efforts involved in the development of HR metrics and workforce analytics and of how these efforts have been enhanced by the advent of integrated...
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... Greet regular customers by name · Baristas slow down make no more than two drinks at a time HRM plays key role in determining survival, effectiveness, and competitiveness of US businesses Competitiveness: a companys ability to maintain and gain market share in its industry · Related to company effectiveness o Satisfies needs of stakeholders HRM help support business strategy and provide services the customers value. Value of a product: determined by its quality and how closely the product fits customers needs. HRM: policies, practices, and systems that influence employees behavior attitudes, and performance · “People practices” Strategic HRM consists of: HR Planning: analyzing and designing work, determining HR needs Recruiting: attracting potential employees · Interviewing, testing Selection: choosing employees Training and Development: teaching employees how to perform their jobs and preparing them for the future· Orientation, productivity enhancement Compensation: rewarding employees Performance Management: evaluating their performance Employee Relations: creating a positive work environment Effective HRM practices are strategic · enhances companies performance by contributing to employee and customer satisfaction, innovation, productivity Typically 1 HR employee for every 93 employees HR departments are considered a business within the company with three product lines: 1) Adminstrative Services and...
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...for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes of successful executives in both the private and public sector. The ECQs represent the best thinking of organizational psychologists, human resources professionals, and members of the federal Senior Executive Service. * * How to use this catalog: The “Leadership Development Seminars January 2013-2014 Edition” and Readings by ECQ is a comprehensive, (although not all-encompassing) list...
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...for productivity, and the essential services we provide to the American public. To be successful at navigating these challenges leaders must develop the essential skills to motivate their employees, effectively communicate with others, fine-tune critical thinking skills, and build and leverage partnerships. Future leaders must also be visionary; i.e., possess the ability to identify trends and the courage to be innovative. Being technically adept in your field will no longer be enough. In response to these demands on senior executives, the U.S. Office of Personnel Management identified five Executive Core Qualifications (ECQs) that all aspiring government leaders and executives must possess. These ECQs and Fundamental Competencies were developed by OPM after extensive research on the attributes of successful executives in both the private and public sector. The ECQs represent the best thinking of organizational psychologists, human resources professionals, and members of the federal Senior Executive Service. * * How to use this catalog: The “Leadership Development Seminars January 2013-2014 Edition” and Readings by ECQ is a comprehensive, (although not all-encompassing) list...
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...HR Analytics: Driving Return on Human Capital Investment An Oracle White Paper September 2011 HR Analytics: Driving Return on Human Capital Investment HR Analytics: Driving Return on Human Capital Investment The Business Need for Improved HR Analytics ................................. 3 Leading Practices for Improved Organizational Performance ............ 4 HR Analytics Contributes by Driving Insights to Action ...................... 5 Addressing Information Needs through Analytic Workflows ........... 5 About Oracle Business Intelligence Applications ............................... 7 The Foundation: OBIEE 11g .......................................................... 8 HR Analytics Subject Areas ........................................................... 9 A Case Story ................................................................................... 15 Benefits and ROI ............................................................................. 17 The Value of a Pre-Built Solution ................................................. 17 Business Value Adds Up ............................................................. 17 Maximizing Success – Next Steps ................................................... 19 Conclusion ...................................................................................... 20 The Business Need for Improved HR Analytics As worldwide economic and political conditions continue to concern business leaders, their attention...
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...winning business is an HR function that improves business results. I highly recommend this book to HR and business leaders everywhere.” —William S. Allen, Senior VP, Group HR, AP Moller-Maersk AS, Copenhagen, Denmark “Got business? This book does. By asking (and answering) the tough questions about HR relevance for line managers, shareholders, and customers, readers will clearly understand the why, how, and what of HR transformation.” —Rich Baird, Joint U.S. and Global Leader, Advisory People and Change, PwC “Wow, they have done it! Many HR shops need transformation but don’t have the answers. This book is the roadmap, answers the questions, provides the rationale, and describes how HR transformations should unfold. Read it, but better yet—do it!” —Richard W. Beatty, Rutgers University, coauthor of The Differentiated Workforce “A must read for an HR team that wants to add the most value to the business.” —Bob Bloss, HR Executive Vice President, Hallmark “A thoughtful and practical guide that will help leaders navigate some of the most important decisions about building the HR organization of the future.” —John Boudreau, USC Marshall, coauthor of Investing in People and Beyond HR “Two bangs for your hard-earned buck. First, a very strong summary of the key tenets of the most important HR thinking. Second, highly practical examples of what to do and—even more importantly—what NOT to do when embarking upon transformation.” —Reg Bull, former Chief HR Officer, LG Electronics...
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...CREATING ORGANIZATIONAL VALUE AND HIGH PERFORMANCE THROUGH INTEGRATED SUSTAINABILITY PROGRAMS AND BUSINESS INTELLIGENCE---A STUDY OF ACCENTURE As companies grapple with the current economic situation, many are recognizing that this particular downturn in the business cycle is different from those that preceded it. Indeed, today’s business context—characterized by rapidly intensifying globalization that has substantially increased the complexity, risk and uncertainty of doing business—has only served to exacerbate the challenge of managing through a difficult economy. Many of today's biggest challenges come down to the different kind of decision making required to be successful. Organizations seeking high performance must make faster and bolder decisions. Companies must think both the positive and negative consequences of decisions made in this fast-paced environment. The systematic study of the organization’s ability to develop and sustain a culture capable of delivering quality products and services over time enables us to identify and understand the general requirements for doing so and provides insight into how to do it. In this paper I will share what I have learned about creating and sustaining an organizational value through integrated sustainability programs and business intelligence that is capable of high performance in Accenture. In a time of changing consumer values and economic uncertainty, the marketing function has a more strategic role to play in driving growth...
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...Studies – January 2008 Volume 4, Number 1 The Impact Of Organizational Change, Structure And Leadership On Employee Turnover: A Case Study Steven H. Appelbaum, Concordia University, Canada André Mitraud, MBA, Canada Jean-François Gailleur, MBA, Canada Marcello Iacovella, MBA, Canada Raffaele Gerbasi, MBA, Canada Victoria Ivanova, MBA, Canada ABSTRACT Purpose - To provide the management team at BTSA Ltd with a practical guideline in managing organizational change through a designated lead change agent. Design/Methodology/approach - This guideline was developed by analyzing various organizational behaviour variables which included organizational structure, leadership and organizational culture. The objective of the case study is to provide a pragmatic approach to dealing with transformational change, particularly the role and responsibility of leadership. Findings – This case identifies a distinct correlation between each above stated variables and productivity/citizenship factors among employees. As a result of the takeover by an international conglomerate, BTSA Ltd was facing major changes and sustained a high level of employee turnover within the company, including the abrupt departure of their lead change agent. This resulted in a sharp decrease in TQM initiatives and major slowdown in R&D projects. The key findings have determined the core elements which explained the turnover issue and the impact of organizational change (for a small Canadian based firm acquired by a US...
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...HUMAN RESOURCES Conference Paper Abstracts A CHANGE RECIPIENT PERSPECTIVE ON TRAINING AND COMPETENCE DEVELOPMENT DURING ORGANIZATIONAL CHANGE Olsen, Trude Hogvold; Harstad U. College; trude.olsen@hih.no Stensaker, Inger G.; NHH Norw.Schl of Economics and Business Adm.; inger.stensaker@nhh.no As organizations change and adapt to pressures in the external and internal environment, managers and employees are required to learn new competencies and skills. Ideally, new skill requirements should be identified and developed early in the change process in order to ensure that managers and employees are ready to face their new tasks and roles when the changes are implemented. However, despite good intentions at the top management level, employees and middle managers often report uncertainty and a lack of the necessary skills required to implement change. In this paper, we report from a qualitative study of two planned organizational change initiatives in the public sector. The changes involved new work tasks and managerial roles for a group of middle managers. Although the skill requirements appeared to be clear and formal training was initiated, a number of uncertain and ambiguous issues emerged among the change recipients. We examine the types of uncertainty and ambiguity that emerged and how change recipients attempted to handle these challenges. Our findings suggest that although necessary and important, formal training procedures are not adequate for resolving competence-related...
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...INTERNSHIP REPORT ON ORGANIZATIONAL STUDY AT CENTUM ELECTRONICS SUBITTED BY: SARAVANAN AJDURAIRAJ VRAJENDRA P | 12MB491212MB486512MB48 | II SEMESTER MBA Guide Mr. A. M. Lucas Internship Report submitted to the University of Mysore in partial fulfillment of the requirements of II Semester MBA degree examinations – 2013 Ramaiah Institute of Management sciences #15, New BEL Road, MSRIT Post, M S Ramaiah Nagar Bangalore – 560054 CERTIFICATE This is to certify that this Internship Report on Organizational Study at CENTUM ELECTRONICS is a bonafide study of SARAVANAN A J, DURAIRAJ V, RAJENDRA P carried out under my guidance and supervision. Place: Bangalore Date: [Signature of the Faculty Guide] DECLARATION We hereby declare that this Internship Report on Organizational Study at CENTUM ELECTRONICS submitted in partial fulfillment of the requirement for II Semester MBA Degree examinations 2013 of University of Mysore through Ramaiah Institute of Management Sciences is our original work and not submitted to any other university. This work has been done under the supervision of Mr. A. M. Lucas in Ramaiah Institute of Management Sciences, Bangalore. Place: Bangalore Date: [Signatures of the Team Members] [Reg. No.] ACKNOWLEDGEMENT: We would like to add a few heartfelt thanks for a few people who were part of this project in numerous ways, people who gave unending support from the start of this study. I would like to convey my sincere gratitude...
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...SRM UNIVERSITY (Under section 3 of UGC Act, 1956) FACULTY OF MANAGEMENT SCHOOL OF MANAGEMENT MBA FULL TIME CURRICULUM AND SYLLABUS - 2013-14 1 Code MB 13101 MB 13102 MB 13103 MB 13104 MB 13105 MB 13106 SRM University MBA - Revised Curriculum - 2013-14 Semester –I Thinking and Communication Skills (Practical) Accounting for Decision Making Philosophy for Management Economics for Managers Managerial Statistics Managerial Skills (Practical) Semester-II Financial Management Management Information System Marketing Human Resource Management Production And Operation Management Legal Aspects of Business Semester- III Summer Internship (8 weeks)(Practical) Entrepreneurship Strategic Management Business Analytics (Practical) Elective-1 Elective-2 Elective-3 Elective-4 Semester- IV Elective-5 Elective-6 Industrial Elective (Practical) Total Credit L 0 2 3 2 2 0 T 0 4 0 2 4 0 P 4 0 0 0 0 6 C 2 4 3 3 4 3 19 4 3 4 2 4 3 20 2 3 3 2 3 3 3 3 22 3 3 5 11 72 MB 13207 MB 13208 MB 13209 MB 13210 MB 13211 MB 13212 MB 13313 MB 13314 MB 13315 MB 13316 2 2 3 2 3 2 0 2 2 0 2 2 2 2 2 2 0 4 2 2 0 2 2 0 2 2 0 2 2 2 2 2 2 0 0 0 0 0 0 0 4 0 0 4 0 0 0 0 0 0 10 MB 13417 Functional Electives Marketing Finance Systems Human Resource Operations Vertical Electives Pharma Hospitality Enterprise Resource Planning Agriculture Hospital and Health Care Retailing Auto Industry Project Management Media and Communication Banking Financial Service Insurance 2 MB...
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...Human Resource Management Strategies of Wal-Mart TITLE OF ASSIGNMENT: Human Resource Strategy of Wal-Mart inc Table of Contents Table of Contents (This page) ------------------------------------------------------------------------2 1.0 Introduction ------------------------------------------------------------------------3 2.0 Wal-Mart Human resource strategy ------------------------------------------------------------------------4 2.1 Recruitment and selection ------------------------------------------------------------------------4 2.2 Training and development ------------------------------------------------------------------------6 2.3 Employee motivation and Reward / benefits ---------------------------------------------------------7 2.3.1 Financial benefits ------------------------------------------------------------------------8 2.3.2 Health and awareness benefits ------------------------------------------------------------------------8 2.4 Performance management --------------------------------------------------------------------------9 3.0 Challenges faced by the human resources -----------------------------------------------------------------9 4.0 Recommendations to overcome these challenges -----------------------------------------------------10 1.0 INTRODUCTION Human resource management according to Wilton (2011) in his book “an introduction to human resource management” is a phrase used...
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...University of Salford Salford Business School Course: MSC Management Module title: Human Resource Management TITLE OF ASSIGNMENT: Human Resouce Strategy of Wal-Mart inc Name: Agbasimelo E. Ifeanyi Roll no: @00316215 Instructed by: Abdoulie SALLAH Table of Contents Table of Contents (This page) ------------------------------------------------------------------------2 1.0 Introduction ------------------------------------------------------------------------3 2.0 Wal-Mart Human resource strategy ------------------------------------------------------------------------4 2.1 Recruitment and selection ------------------------------------------------------------------------4 2.2 Training and development ------------------------------------------------------------------------6 2.3 Employee motivation and Reward / benefits ---------------------------------------------------------7 2.3.1 Financial benefits ------------------------------------------------------------------------8 2.3.2 Health and awareness benefits ------------------------------------------------------------------------8 2.4 Performance management --------------------------------------------------------------------------9 3.0 Challenges faced by the human...
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