...Technology Consultants Human Resource Strategy Ross R. Whiteley HR485: Strategic Human Resource Management Professor John Theodore Table of Contents Section 1: UPS Strategic Human Resources 2 References 5 Section 1: Human Resource Strategy Technology Consultants (TC) is a small computer and technology services company. In the first five years of operation the company has grown from a startup of 3 people to a successful operation of 30 employees. During the early years of growth the company focused primarily on growing the customer base. This has created a situation that has left the company without a defined business strategy and little or no consideration to the human resource needs. The recruiting process overseen by the business owner and interviews are conducted by the owner and two of the long term employees. Most of the candidates are recruited from two local colleges and have graduated with an IT type of degree. With little or no emphasis placed on the HR strategy technology Consultants is suffering from a very high rate of turnover. This is unsettling to both the customers who are affected by the loss of established relationships and the owner who sees failing confidence as a precursor to the loss of customers. After five years of operation Technology Consultants needs to define their mission, vision and goals. They need to develop standardized business practices and they need to develop both a business strategy and a HR strategy to reach those goals...
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...>cases A GEM of a Study >Abstract The Global Entrepreneurship Monitor Entrepreneurial Assessment, a joint project of The Kauffman Center for Entrepreneurial Leadership at Babson College and The London Business School, has undertaken a long-term, large-scale project to prove the causal links between a government’s economic policies and initiatives, the resulting entrepreneurial activity and subsequent economic growth. This case describes multiplestage research, including thousands of interviews in several countries by established research firms. >The Scenario What government policies and initiatives are most likely to generate high levels of entrepreneurial activity? Which are positively correlated with the economic well-being of a country as measured by growth in GDP and job formation? Project directors of the Global Entrepreneurship Monitor (GEM), who define entrepreneurship as “Any attempt at new business or new venture creation, such as self-employment, a new business organization, or the expansion of an existing business, by an individual, a team of individuals, or an established business,” suggest the following: • Promoting entrepreneurship, especially outside the most active age group (25-44), with specific programs that support entrepreneurial activity. • Facilitating the availability of resources to women to participate in the entrepreneurial process. • Committing to long-term, substantial postsecondary education, including training programs designed to develop...
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...shared attitudes, beliefs, customs, and written and unwritten rules that have been developed over time and are considered valid. Also called corporate culture, it's shown in (1) the ways the organization conducts its business, treats its employees, customers, and the wider community, (2) the extent to which freedom is allowed in decision making, developing new ideas, and personal expression, (3) how power and information flow through its hierarchy, and (4) how committed employees are towards collective objectives. It affects the organization's productivity and performance, and provides guidelines on customer care and service, product quality and safety, attendance and punctuality, and concern for the environment. It also extends to production-methods, marketing and advertising practices, and to new product creation. Organizational culture is unique for every organization and one of the hardest things to change. Organizational culture is the behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with...
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...organizational change and human issues and their possible solutions focused on strategic leadership, culture values and international change in a Mergers and Acquisitions context affecting an international Telecoms group. This process fostered effective teamwork and communication through social networking, information sharing and group learning. A brief confidential interview with an employee from “Water Group” working in HR Audit Department, led the team to make many assumptions regarding the corporate strategy and the social climate prevailing during the integration phase. The names, the dates, the figures of the companies and people involved were modified and coded to protect confidentiality and anonymity: “Water Group” or “Water TC” acquired “Wind Telecom”. Keywords: Coordination, control, interpersonal, structure conflict, change, M&A, succession planning, organizational learning, change processes, frameworks, inertia, obstacles, adaptation of innovations, local context and cultural framing. |Table of contents: | |1. The Context. Water Telecom acquired Wind | |1.1 The Acquisition | |1.2 The “Monitoring” Project...
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...LALA LAJPATRAI COLLEGE OF COMMERCE AND ECONOMICS Mahalaxmi, Mumbai - 400 034 Masters Of Commerce (Part I) PERFORMANCE APPRAISAL Name of the Student:__________________________ Seat No.: _______________ Name of the Guide: ___________________________ Date: ___________________ DECLARATION I, Yusuf Kunda of LalaLajpatrai Collegeof Commerce & Economics, of M.Com (Part I) hereby declare that I have completed this project on Performance Appraisal in the academic year 2012-2013. The information submitted is true and original to the best of my knowledge. Signature of the Student CERTIFICATE This is to certify that student, YUSUF KUNDA of M.Com (Part I) has successfully completed the project on PERFORMANCE APPRAISAL under our supervision and this is the result of his earnest work. The information given by him in this project is original and true to the best of our knowledge. Date: Signature of the Signature of the Principal Project Co-ordinator of the College Signature of the Signature of the External Course Coordinator Examiner ACKNOWLEDGEMENT It has always been my sincere desire as a management student to get an opportunity to express my views, skills, attitude and talent in which I am proficient. A project is one such avenue through which a student does...
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...discussion. The authors do not intend to provide legal, tax, accounting or other professional advice. Such advice should be obtained from a qualified professional. Ivey Management Services prohibits any form of reproduction, storage or transmittal without its written permission. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Management Services, c/o Richard Ivey School of Business, The University of Western Ontario, London, Ontario, Canada, N6A 3K7; phone (519) 661-3208; fax (519) 661-3882; e-mail cases@ivey.uwo.ca. Copyright © 2008, Ann Frost and Lyn Purdy 1 Version: (A)2008-10-21 tC The work of organizations is done through people. Elaborate structures, systems, rules, and reporting relationships do little more than provide guidance for such behaviour — they do not produce it. Eliciting the needed behaviour is the job of managers. Increasingly, firms are also dependent on more than mere compliance to the dictates of management. Rather, a firm’s competitive success rests on its ability to respond quickly and flexibly, to innovate, and to continually improve. To achieve success, the organization requires the commitment of its members. Today’s managers face the daunting task of converting their subordinates’ compliance into the commitment required to meet the organization’s strategic objectives. Clearly then, the...
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...1.1 Introduction One of the leading IT services companies, L&T Infotech., is a well established company. It is an Indian company which always maintained the highest international standards of excellence through quality, technology and innovation. The company has an ISO 9001-2001 certification and has high profile clients such as like Chevron, Free scale, Hitachi, Sanyo and Lafarge, among others. L&T Infotech is a global IT services and solutions provider. It provides the winning edge to the clients by leveraging Business-to-IT Connect and deeply committed people. The clients have found in L&T Infotech a right-size partner who combines scale, stability and customer-centricity The parent company is Larsen & Toubro Ltd. (L&T), a technology, engineering, manufacturing and construction conglomerate, with global operations. This rich corporate heritage has given many inherent advantages that translate into tangible benefits for the clients. Founded in 1938, Larsen & Toubro Limited (L&T) is a technology, engineering, construction and manufacturing company. It is one of the largest and most respected companies in India's private sector. Seven decades of a strong, customer-focused approach and the continuous quest for world-class quality have enabled it to attain and sustain leadership in all its major lines of business. L&T has an international presence, with a global spread of offices. A thrust on international business has seen overseas earnings...
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...Name of the Student | ANIRUDH CHAUHAN | Program | MBA-HR | Class Roll Number | B-14 | Enrollment Number | A0102314024 | Name of Faculty guide | MS. AMANPREET KANG | Case study title | WIPRO: Strengthening employee engagement and implementing effective Rewards and recognition system. | Student Declaration I declare (a) That the work presented for assessment is my own, that it has not previously been presented for another assessment and that my debts (for words, data, arguments and ideas) have been appropriately acknowledged (b) That the work conforms to the guidelines for presentation and style set out in the relevant documentation. ( c ) The Plagiarism as taken by Turnitin is ________ %. Date : Anirudh Chauhan MS. AMANPREET KANG Assistant Professor Department of marketing/IB WIPRO: Strengthening employee engagement and implementing effective Rewards and recognition system. Anirudh, Ms Amanpreet Kang ABSTRACT Employee engagement, rewards and recognition are integral part of human resources of any organization as they show the level of involvement and commitment of the employees towards their organizations. These not only motivates the employee in performing better but also enables HR in recognizing and rewarding the ones performing better than the other as per the set standards . It increases overall efficiency and also identifies the training needs if any. Attrition rate in BPO industry is very high and this is why...
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...order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2015, Richard Ivey School of Business Foundation Version: 2015-05-05 In today’s highly competitive and performance driven business climate, both globally and locally, we cannot afford to rest on our laurels. Our highly professional and dedicated human resources [team] works in a culture supportive of openness, fairness, meritocracy, team knowledge sharing and innovation in the relentless pursuit of continual improvement and achieving excellence. — M. Adil Khattak, chief executive officer, Attock Refinery Limited tC After attending the management committee meeting in November 2013 at the company offices in Morgah Rawalpindi, Pakistan, Asif Saeed, senior manager, Human Resources, at Attock Refinery Limited (ARL), thought about how to improve performance appraisals. The meeting minutes drew his attention to the proposal of altering the weightings of performance objectives and competencies in the current system. As secretary of the performance appraisal committee (PAC), Saeed had observed...
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...Working Group 2 A. The Current Situation of Formal Education in the Philippines B. Technical/Vocational Education and Training in Laguna Advisor Yutaka Otsuka, Professor Members of Working Group 2-A Masamichi Toyooka Yoshiko Ogura Mia Kim Yumi Kondo Tsunetaka Tsuchiya ** Members of Working Group 2-B Patrícia Moutinho Brito Riai Yamashita *Group Leader **Sub Group Leader Gabriele Castaldi Koichi Motomura* 27 A. The Current Situation of Formal Education in the Philippines 0. Introduction Compared with other countries, the literacy rate in the Philippines is quite high . Moreover enrolment rate is 99. 9% in primary level and 77. 8% in secondary level, which is higher than Singapore and the highest in ASEAN countries (Figure 0-1). However while statistics on educational attainment may be high, the economic situation in the Philippines is still not so good. The Philippines has succeeded in expanding its education in quantit ative terms, but now they have to think about “Quality of education”. Figure 0-1 Literacy rate and enrolment ration in ASEAN countries Adult literacy rate (% age 15 and above) 1998 91. 8 90. 7 86. 4 95. 0 94. 8 92. 9 85. 7 84. 1 37. 4 46. 1 Youth literacy rate (% age 15-24) 1998 99. 7 99. 3 97. 1 98. 8 98. 4 96. 7 97. 3 90. 5 56. 9 67. 5 85. 1 Age grope enrolment rations (adjusted) Primary age group Secondary age grope (% of relevant age group) (% of relevant age grope) 1997 99. 4 87. 6 99. 9 88. 0 99. 9 99. 9 99. 2 99. 3 99. 9 73...
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...MGT/307 Organizational Trends In today’s society and the faced paced atmosphere, companies are looking at the most efficient, cost saving, quality way to run their business. Incorporating work teams to solve problems and to accomplish goals are utilized in various organizations to increase productivity and streamline production issues quickly as well as increase motivation in workers. Companies must also be adaptable to the change and prepare to continually change to maintain success. With the strive to increase productivity, drive down cost, and stay current on new technologies, leadership, and workers alike find stress slowing them down. Organizations are promoting healthy mental exercises and practices to maintain happy employees as well as high motivation and production. Characteristics of High-Performance Workplaces A high-performance team or a group of individuals who commit to work together for the same goal have formed a strong base of productive communication and most always achieve astonishing results together. These high-performing teams are highly dedicated, and in return can experience less stress. Dr. TC North, who is a CEO and founder of Catalyst High Performance, coach’s leaders in taking their teams from average to high-performers and has come up with nine characteristics of high-performers in the workplace. Dr. North’s nine characteristics include willingness to fail in order to succeed. According to Dr. North this is one of the most important characteristic...
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...Patidar(HRF058) Acknowledgement This is to acknowledge the quality help that was provided by the Institute-ITM and the related faculty in successfully completing the HRSS project on “HR practices in TCS”. We highly obliged and thankful to the faculty,Prof Dr. Snigdharani Mishra for all her patient guidance and help in successfully completing the project. Our special thank to Mr. Mohhamad Javed (Manager HR, TCS) and Mr. Divya Prakash Purohit ( Software Engg.,TCS). TABLE OF CONTENT 1. Introduction..........................................................................................3 1.1. History of Company...................................................................3 1.2. About the Company...................................................................3 1. HR Group in TCS................................................................................4 2. Manpower Planning.............................................................................5 3. Recruitment Process............................................................................5 4. Training & Development....................................................................6 5. Customer Complaint Management............
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...those, but not in the case of the microwaveable food products. The demand function for low calorie microwaveable food largely depends on the price of the product, its relative (substitute) product, advertisement overheads and consumer income. From the demand function and the elasticity considered, it is established that the market for the low calorie microwaveable foodstuff fit in to a market of monopolistic competitive manner. A monopolistic competitive is distinguished by a reasonable number of buyers and sellers. As a result people can change to another brand if a specific brand charges a soaring price. However monopolistic competitive suppliers carry out product differentiation. Profit (NP) = Total Revenue (TR) Total Cost (TC) + PQ TC according to the FOC of profit maximization, we get = [Here P is not fixed] = MR MC = 0 so MR =MC from the elasticity as considered in the specified assignments, we can observe that the demand for the low calories microwaveable manufactured goods is not very elastic in nature. Now, with the purpose to maintain their products as inelastic as feasible, the firm will attempt to...
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...latest D. K. Shifflet survey of customer satisfaction in the hospitality industry showed mid-tier hotels continuing their downward trend in perceived customer service, reflected by more and more respondents giving ratings on customer service in the 7 or lower range on Shifflet’s 10-point scale. While Ramada’s satisfaction rates held steady, “It was only a matter of time before we experienced the problem,” says Tim Pigsley, director of operations for Ramada Franchise Systems (RFS). Shifflet research highlighted three critical areas for study that could influence customer satisfaction: hiring (finding the best people to deliver Ramada’s brand of exceptional service), training (giving employees the tools to deliver exceptional service), and motivation (providing the impetus for Ramada employees to deliver exceptional service). Unlike some of its competitors, RFS is a totally franchised system. In such an environment, not only must headquarters contend with the variable human factor of all service operations, but additionally, RFS must contend with differing “exceptional service” standards among owners of the nearly 900 Ramada properties. “Due to the franchised system of property management, we needed for each management team and each employee to be committed to the change—to buy in to any new program—whatever shape it would take,” explains Pigsley. “We wanted to learn and borrow from the best so we started with Disney. In every study done, the Disney experience is the benchmark...
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...Balanced Scorecard The BSC is a planning & management system which can be widely applied to organizations and companies regardless of size or type of business. The technique, extensively used in business and industry, government, and non-profit organizations worldwide, provides a method of aligning business activities to the vision & strategy of the organization, integrating internal & external communications, & keeping a watch on organization performance against strategic goals. It was developed by Robert Kaplan and David Norton of Harvard University in 1990. The line of the balanced scorecard runs deep, and include the revolutionary and path breaking work of General Electric on performance measurement coverage in the late 1950’s and the work of French engineers in the early part of the 20th century in France. Due to the fact that balanced scorecard term is a generic, it is interpreted differently by different people, and in practice, there are wide variations in both understanding and implementation. To some, the balanced scorecard is just a simple control panel indicating performance measures, while to others it is a inclusive planning and management system encompassing the whole organization and planned to focus efforts on business strategy and more significantly on performance and results. The balanced scorecard has steadily developed from its early use as a simple performance measurement framework for non-financial performance measures to a full strategic planning and...
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