...HR Strategy Survey Instrument for Key Leaders INTRODUCTION “Human Resources as Strategic Partner” is one of the critical success factors in the Strategic Alignment system. This critical success factor is defined as follows: Human resources (HR) professionals act as consultants with managers to develop, implement, and assess human capital policies and practices to achieve the organization’s shared vision. Senior leaders, managers, HR professionals, and key stakeholders contribute to the human capital vision and the agency’s broader strategic planning process. In order for an agency to be strategically aligned, key leaders must be involved. This requires HR staff to coordinate with stakeholders and managers in achieving the agency’s mission, goals, and organizational objectives. The following are potential results of strategic alignment in the area of HR: HR professionals and key stakeholders are involved in the agency strategic and workforce planning efforts. The HR function is adequately staffed and prepared, in competencies and resources, to proactively partner and consult with line managers. The HR staff reaches out to other organizational functions and components through facilitation, coordination, and counseling to provide integrated mission support. USING SURVEY INSTRUMENTS Conducting surveys is an excellent method of collecting feedback to ensure HR staff is successfully coordinating with the agency’s key leaders. Such surveys can be distributed: In a paper-based...
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...SIEMENS BUILDS A STRATEGY-ORIENTATED HR SYSTEM 1) Based on the information in this case, provide examples for Siemens of at least four strategically required organizational outcomes, and four required workforce competencies and behaviors. • Organizational outcomes are the results that follow from a preceding set of events and activities. In the application case, Siemens wants the following results, among others: A) Develop high-tech products and services, which also have to be very innovative and valuable B) Be a “learning company”, which means that employees have to be able to learn on a continuing basis C) A culture of team work to take advantage of all the potential of the employees D) Mutual respect and social roles in the employees to help creating a climate of transparency, fairness and diversity • Workforce competencies and behaviors the company needs to achieve its strategic aims: A) Diversified workforce and cross-cultural experience to cope with globalization B) Teamwork skills C) Learning environment so the employees are open to learn new things on a daily basis D) Respect, openness and social skills 2) Identify at least four strategically relevant HR policies and activities that Siemens has instituted in order to help human resource management contribute to achieving Siemens’ strategic goals. A) Training and development activities to help employees learn on a continuing basis. It consists on a system of combined classroom and hands-on apprenticeship...
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...We have been an integrated provider of plastics solutions since 1978, with company roots that go back to the 1950s. Our mission is to be the leading supplier of extruded, fabricated and installed polymer-based products within the markets we choose to serve. Over the last thirty years, our growth, in terms of size, volume, market share and revenue, has been spectacular. We intend to keep growing aggressively, by developing innovative products and systems, and by investing in new processes and technology. Our vision is to continue to build our business in North America and internationally. As a private company that values its integrity, we differentiate ourselves in the marketplace in a variety of important ways: by producing quality products; providing excellent customer service; rewarding outstanding performance; fostering the well-being and ongoing development of our people; and by maintaining a corporate culture that ensures high ethical standards. Ultimately, our success is based on the quality of our people. We employ highly talented individuals who know our business inside out. We treat our employees and suppliers fairly, and we serve our customers as we would like to be served ourselves. Above all, we know that having quality employees that offer quality products is the way our company will continue to prosper. Thomas Rose President & CEO Quality People, Quality Products Our People Layfield employs over 250 people across Canada and the United States...
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...HR Strategy & Policies * High performance is about the right organisation structure with the right people doing the right things and doing them right * The right organisation is about levels roles headcount numbers * The right people is about assessment of existing ones aligned selection processes for the future * Doing the right things is about targets measurement & regular performance review * Doing them right is about training and development * Outcome the right people doing the right things right = high performance at best cost * Everything is related with the employees, related with HR * Employees satisfaction = Customer satisfaction = Stockholder satisfaction * Sustainability is about coordinated, supportive HR driving forward in cooperation with Line Managers.HR using structured aligned processes and auditing Line Manager’s effectiveness * Job & team design * Recruitment & selection * Training & development * Motivation & retention * Performance management * Compensation Management * Career planning * Succession planning * HR planning * Employee relations * The structure of HR must be changed to become more like a consulting organisation; traditional functions like compensation, recruiting and employee relations must be completely reorganised to provide advice and metrics rather than direct service. * HR shifts the responsibility for "owning" people programmes...
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...Master of Arts in Human Resource Management (MAHRM) STRATEGIC HR PLAN AT WELLS FARGO Jimmy Rios HRF7411-Human Resource Planning & Administration PROFESSOR: JIMMIE FLORES August 22, 2014 ONLINE SUMMER II, 2014 Summary The effective organization that I chose is Wells Fargo Bank because of my familiarity in having worked there for the last four years in different capacities. I will focus this paper on the functional HR Strategy towards staffing and retention at the consumer lending group and specifically on the division that I work in the automotive finance group and the Tempe, Arizona national call center. I will give a brief description of the history of Wells Fargo and its core products and services, detail the vision, mission and value statements and how they relate to the strategy that HR uses regarding its staffing and retention. I will delineate the system and metrics system used for their recruiting strategies and how the call center comes to a specific number to decide on how many people to hire. Company Background The Brand Finance Banking 500 in the February 2014 edition of Banker Magazine recognized Wells Fargo as the world’s most profitable bank. (Wells Fargo Tops, 2014) But they weren’t always on top. And to understand the high profit trajectory of a Bank like Wells Fargo, you have to understand their history and background. Wells Fargo has been in business since 1852 when it was founded by Henry Wells and William Fargo...
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...HR Strategy Responding to a Union Organizing Drive Elisha Hogue Prof. Melanie R.B. Morris Labor Relation According to the scenario the UAW organization contacted the ACE workers to join their union organization. Two workers were talking about UAW union organization, and as HR Manager I have overheard them talking. My duties and responsibilities are to inform the managers about our role as a company, and inform them that we are oppose to unions for various reasons. Before responding to a union drive, I need know tactics and steps used by union organizers, and approach management with alternative ways to approach union drives. First step is making the employees aware that the company is opposed to unions, and we are prepared for any lawsuit to remain union free. Also being careful that the company doesn’t engage in any unfair labor practices. Reminding everyone in the company about our policies, benefits, and competitive pay against other companies. Making sure that the primary goal of the company is to treat everyone with respect, fairness, and having an open ear and door for them. I need concentrate and discourse any reason why I believe employees might want to join a union. Address their concerns they might have, and educating the employees about the disadvantages of unions. The unions disadvantages can lead to violence, terminations of employment, dues and initiation fees, union membership requirements, and etc. Meeting with supervisor and mangers to discuss any...
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...Issue 2, 2009 The effects of human resource practices on firm growth Ilias P. Vlachos Dept. of Agricultural Economics & Rural Development, Agricultural University of Athens Iera Odos 75, Botanikos, 118 55, Athens, Greece Tel: +30 210 5294757 Email: ivlachos@aua.gr Abstract Although the connection between firm growth and labour is well documented in economics literature, only recently the link between human resources (HR) and firm growth has attracted the interest of researchers. This study aims to assess the extent, if any, to which, specific HR practices may contribute to firm growth. We review a rich literature on the links between firm performance and the following HR practices: (1) job security (2) selective hiring, (3) self-managed teams (4) compensation policy, (5) extensive training, and (6) information sharing. We surveyed HR managers and recorded their perceptions about the links between HR practices and firm growth. Results demonstrated that compensation policy was the strongest predictor of sales growth. Results provide overall support for all HR practices except of job security. Eventually, selecting, training, and rewarding employees as well as giving them the power to decide for the benefit of their firm, contribute significantly to firm growth. Keywords: human resource practices, firm growth, selective hiring, compensation policy Int. Journal of Business Science and Applied Management / Business-and-Management.org 1 INTRODUCTION The extent to which, if...
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...HUMAN RESOURCES HR STRATEGY THAT SUPPORTS YOUR BUSINESS GOALS MMC provides strategic staffing services through dedicated staffing partnerships and workforce management solutions. Our enterprise approach focuses on uncovering what drives your resource needs so that we can provide the staff, training, support resources and expertise to help you accomplish your business goals. As a tier one staffing partner for large integrators for over 15 years, MMC knows what it takes to build a world-class HR organization. We work closely with your HR team to help make your workforce more flexible and responsive to your company’s needs. AREAS OF EXPERTISE 401(k) Administration Compensation Benefits Employee & Labor Relations HR Administration HRIS HR Management Organizational Development Talent Acquisition & Recruiting Training & Development INDUSTRIES SERVED Financial Services Healthcare Information Technology Insurance Public Sector Retail Telecommunications Transportation Realize the Benefits of a World-Class HR Organization • Leverage 15+ years of experience and best practices with tier one staffing partners • Greater quality resources, trained and ready to work • More flexibility to manage your workforce HUMAN RESOURCES SERVICES Work-Ready HR Professionals Whether your HR team needs help with unanticipated increases or decreases in staffing needs, MMC can quickly provide experienced HR professionals to build project teams or assist with transition planning and separation...
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...Slashing other overheads Companies are also axing seemingly trivial costs to boost their margins. For example firms are getting staff involved in cost cutting by turning down thermostats, outsourcing some activities and using second-class post. Thorntons reported they were looking to negotiate lower rents. But unfortunately, some companies are not taking steps such as these to avoid redundancies. A spokesperson at Communication Workers Union said: 'Companies that we are representing are just getting rid of a lot of staff. Royal Mail, BT, O2, Cable & Wireless, Airways and lots of telecommunications companies are also changing full-time staff to part-time'. Job sharing Job sharing is a popular way for companies to reduce costs without having to get rid of their staff, but it is not the only method being used. Pay cuts, shorter working weeks and other tactics are also being put in place across the UK. A spokesperson from the Confederation of British Industry said: 'During these difficult times, many companies will be looking at various ways they can work differently, in order that they can survive the recession and avoid going down the costly route of redundancies.' Shorter working weeks Companies offering shorter working weeks include KPMG who told staff in January that they could save their jobs by volunteering to work a four-day week. At the time KPMG's associate partner David Knight warned that: 'A redundancy programme can lead to problems when the upturn eventually...
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...The vision and mission of Goworld Group is to and the core values of the company revolve around it vision and mission. Below are the core cultural values of Goworld’s organization behavior which we have identified during our internship period. • Development Goal Every organization works on the concept of going concern. Same concept is being adopted by Goworld group. In order to be develop continuously, Goworld works on the concepts of “keeping pace with the time”. They believe that in this ever growing environment we have to keep changing depending upon the needs and be diligently creative as “Innovation” is the key to success. Goworld believes that conducting operations in accord with the general public welfare is it social responsibility. • The Spirits of the Company The employees should pull together in trouble, keep enterprising, create brilliance and never give up. The company’s culture is not limited to individual development, but also restricts on employee values. “Think What Consumers Think” requires everyone to be enterprising and innovative. By “enterprising” we mean entrepreneurial spirit, which is encouraged for everyone at Goworld: we should actively take charge and be our own CEO. The essence of innovation lies with value creation, which is in turn derived from customer creation. • Service Concept Goworld is all about employees, customers, and the leaders. Only the win-win culture can guarantee the sustainable growth of Goworld. The...
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...large rivals in the industry. Rollin King and Herb Kelleher founded Southwest Airlines on June 18, 1971. Its first flights were from Love Field in Dallas to Houston and San Antonio, short hops with no-frills service and a simple fare structure. The airline began with one simple strategy: “If you get your passengers to their destinations when they want to get there, on time, at the lowest possible fares, and make darn sure they have a good time doing it, people will fly your airline.” This approach has been the key to Southwest’s success. Currently, Southwest serves about 60 cities (in 31 states) with 71 million total passengers carried (in 2004) and with a total operating revenue of $6.5 billion. Southwest is traded publicly under the symbol “LUV” on NYSE. The Case:- South West airline who is known for low cost airline was facing completion from other airlines and also called for imitators like Kiwi and Reno Air as well as major airlines like United and Continental. Rhoades an MBA had joined SouthWest airline to transform the so-called people department, because they think that there advantage lies with kind of employees they have. Since its instigation, Southwest has maintained the same strategy by concentrating on flying to airports that are underutilized close in to metropolitan area. Southwest service involves frequent on-time departures as well as low cost fares. They emphasize point to point routes with no central hub and an average flight time of 65 minutes. This...
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...is proposed. Based on a sample of 218 Japanese and American consumers, structural equation modeling and general linear model analyses are used to test hypotheses. Findings – The research reveals that Japanese and American consumers have different perceptions with respect to the effect of corporate image and corporate loyalty. The corporate name was found to have a significant impact on corporate image and corporate reputation was found to have a significant affect on corporate loyalty. The corporate reputation is also found to be a mediator of the corporate image’s effect on consumers’ product evaluation. Practical implications – The paper suggests that marketers should carefully consider the corporate name when designing their branding strategies. Marketers are also called on to adapt their corporate branding approaches to...
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...Why Strategy Execution Unravels—and What to Do About It Donald SullRebecca HomkesCharles Sull FROM THE MARCH 2015 ISSUE SUMMARY SAVE SHARE COMMENT TEXT SIZE PRINT 8.95 BUY PDF Why Strategy Execution Unravels—and What to Do About It VIEW MORE FROM THE March 2015 Issue EXPLORE THE ARCHIVE Since Michael Porter’s seminal work in the 1980s we have had a clear and widely accepted definition of what strategy is—but we know a lot less about translating a strategy into results. Books and articles on strategy outnumber those on execution by an order of magnitude. And what little has been written on execution tends to focus on tactics or generalize from a single case. So what do we know about strategy execution? We know that it matters. A recent survey of more than 400 global CEOs found that executional excellence was the number one challenge facing corporate leaders in Asia, Europe, and the United States, heading a list of some 80 issues, including innovation, geopolitical instability, and top-line growth. We also know that execution is difficult. Studies have found that two-thirds to three-quarters of large organizations struggle to implement their strategies. Nine years ago one of us (Don) began a large-scale project to understand how complex organizations can execute their strategies more effectively. The research includes more than 40 experiments in which we made changes in companies and measured the impact on execution, along with a survey administered...
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...“Linking Corporate Strategy and HR Strategy: Implications for HR Professionals,” In R. Padaki, N.M. Agrawal, C. Balaji and G. Mahapatra (eds.) Emerging Asia: An HR Agenda, New Delhi: Tata McGraw-Hill, 2005, pp. 215-223. Linking Corporate Strategy and HR Strategy Rishikesha T. Krishnan Associate Professor of Corporate Strategy Indian Institute of Management Bangalore Recognition of the link between corporate and business strategies and strategies related to the people function is not new. McKinsey’s 7-S framework that emphasised the need for the alignment of seven organisational variables (superordinate goals, strategy, structure, systems, staff, skills, and style) for organisational effectiveness is about twenty years old. But, during this time, the importance of people to organisational success has, if anything, only multiplied as businesses have become more knowledge- and technology-driven. As a result, even strategy gurus, who typically talk about esoteric topics like transnational corporations and integrated networks, today emphasise the importance of the “individualised corporation”. 1 In this paper, we attempt to integrate multiple perspectives on the links between corporate strategy and human resources strategy with the objective of giving HR professionals working within an organisational context some pointers on how they can contribute to better integration of corporate and business strategy with HR strategy. Corporate and Business Strategy Corporate strategy refers to decisions...
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... Table of Contents Page No. 1.0 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 2.0 Identify the formal relationship between the employer ‘Janssen pharmaceutical’ and their employees . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 3.0 Distinguish the techniques and methods used to attain the Janssen organization goals and objectives . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . 5 4.0 Design training strategy to reinforce business strategy. . . . . . . . . . . . . . . . . . . . . . . 7 5.0 Design and implement a training needs analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 6.0 Devise methods for cross- cultural diversity management . . . . . . . . . . . . . . . . . . . . 9 7.0 Explore the use of new technologies for the development of HRM efficiency and effectiveness . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 8.0 Identify the factors that impact on HRM in global markets . . . . . . . . . . . . . . . . . . . 12 9.0 Differentiate the ways to strategically manage the HRM function . . . . . . . . . . . . . . 14 10.0 Summary...
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