...Advanced Human Resources Supervised by Dr. George Prepared by Mohamed Ihsan Roj Majid Lana Bapir Title Human Resources Challenges: In Relation to Terrorism & Migration Date of Submission 4th of November, 2015 Human Resources Challenges: In Relation to Terrorism & Migration In general, human resources management (HRM) is concerned with the personnel dimensions of an organization. There is a set of functions each Human Resources Management department must perform, in order to achieve its objectives. However, the most frequent human resources functions that any typical organization could have are; job analysis and job design, recruitment and selection of employees, employees’ training and development, performance management, compensation and benefits, labor relations, and finally managerial relations. These seven human resource areas and their associated functions contribute to the most common objectives of an adequate quantity of competent employees with high skills, abilities and knowledge that are requisite for satisfying the goals of an organization. HRM is facing a lot of issues due to the instable economy as well as local and international progresses that are occurring rapidly. In the Survey of Global HR Challenges: Yesterday, Today and Tomorrow, several challenges for HRM were revealed. This survey concluded that "despite national and regional differences, there was remarkable unanimity” and unveiled the following HRM challenges among...
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...globalDeveloping the Global Leader of Tomorrow SPONSORED BY Developing the global leader of tomorrow Contents I Overview of research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 I Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 I Chapter 1 Trends in the external environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 I Chapter 2 The organisational response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 I Chapter 3 Implications for knowledge and skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 I Chapter 4 The performance gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 I Chapter 5 Sourcing and developing knowledge and skills . . . . . . . . . . . . . . . . . . . . 20 I Next steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 I Case examples Unilever . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 IBM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Novo Nordisk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 BG Group . . . . . . . . ...
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...Human Resources Management Wisnu Danandi Haryanto (1106115001) Question: What do you think is the impact of a more boundary less world to people mobility? Is there such reality of global talent? The world has become a smaller place to live in. The population has increased to 7 billion and advancements in technology have made information and business easier for the people of the world. The internet has revolutionized how the world has become. Knowledge can be found at the tip of your finger and the world has become more accessible. Mobility of the population has increased dramatically in the past several years. The migration of people has become a more common activity. Travel between countries and territories have become the common norm of today’s society. Because the world has become boundary less, people are becoming more aware of various possibilities and opportunities which may be provided to them from around the world. Until several years ago, many global companies were facing a major threat in conducting their business. There was a very high demand for talented employees and a very low supply of such employees. These companies also faced the challenge of needing to reduce the costs of operations by moving operations abroad, paying lower wages and finding competent employees to staff the facilities. Companies were required to aggressively retain their current employees and also develop the talents of these workers. We must be able to recognize that the search for...
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...to our industrialized past and nevertheless we are still often exhausting our 19th century methods in the 21st century organizations. As we read on throughout this paper we will be analyzing and outlining the workforce shifts in types of the jobs during the past hundred years and also what implications have these shifts created for today’s human resource managers. One hundred years ago, as the 19th century drew to a close by; Americans in every main city were undergoing the manufacturing uprising, which radically changed their way of work. Small, home based companies shut their doors, and fathers and sons went out to work in the plants. Self-governing artists who presented tailored things and amenities to their resident populations traded in their line of work to work in factories, where work was separated into modest responsibilities accomplished by teams of both man and machines. With the industrial revolution, the community closeness and tailored business associations that categorized work were substituted by segregation, bulk assembly, and measured system of government. Back in 1981, Dolly Parton sang about ‘working nine to five’. Now, we are in an age where a labor force can work together across time zones with people they may never encounter in person. We can be functioning with someone in another country at 10pm and then another person in another country at 6am. So nine to five just doesn’t live true anymore; 5am to 9pm may be more suitable! With the varied shifts in...
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...Leveraging Current Technology for Human Capital Talent Management WOILE 15-06, CW4 James Arnold Army senior leaders all agree that talent management is an integral piece to human capital distribution; however, the means and current business practices do not meet the current demands. The current manning conferences held at the Army Human Resources Command (AHRC) are highly technicial and provide a modicum of the true talent pool available for the officers identified to move based upon time, information resources, and the Mission Essential Requirements (MER) list provided by the field. The future of talent management distribution hinges upon the Army leveraging current technology for data mining which will enhance talent management distribution in a regionally aligned global force. Observation: Legacy Human Resources systems lack data elements specifically designed to highlight talent management coupled with the fact that the Officer Record Brief (ORB) does not always reflect an accurate picture. Discussion: The Office of Economic and Manpower Analysis (OEMA) conducted a pilot program call the “Green Pages” on talent management that included input from organizations on positions and officer input identifying skill sets. The pilot provided evidence that officers felt more in control of the assignment process and identified officers with more specialized skills that are not captured using current HR systems. Units had more input in whom they selected based upon certain...
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...as Web, fax, email, or voice response units (VRUs). In such a straightforward environment, developing systems based on the needs of that one group of users, and on the functionality of that specific platform, made sense. Today, business -- and the technology that supports it -- is more complex. During a typical work day, you may access a corporate extranet and check your inventory status at a supplier's warehouse, participate in a Web-based corporate discussion group, or receive an email message via your mobile PDA. Electronic communication now takes place across multiple platforms and among multiple companies, widening and blurring the boundaries of the individual enterprise. You can no longer neatly define users and systems, making the traditional user- or platform-focused approach to enterprise architecture inadequate. How you receive services changes over time. Currently, the Web is altering the way you conduct business; tomorrow, wireless communication will be just as influential. But the core services themselves, such as selecting and paying for products, remain consistent. Therefore, enterprise architecture must focus on delivering those services effectively, without limiting the types of users or platforms. A Dynamic Enterprise...
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...factors play a role in the employee turnover rate of any company, and these can stem from both the employer and the employees. - Lack of On-Job Training: It is the responsibility of the supervisors and managers to utilise available resources to train, qualify and develop their employees. We find that employees had not been provided with sufficient training related to their job role. For example: One of the employee Ms.Ruth Johnson was hired almost two months ago as a machine operator but was not aware of the machine output productivity or its name! Therefore, we can conclude that there was lack of On-Job Training for the employees hired. On-Job training is a primary method used for broadening employees’ skills and increase in productivity. - Hiring Employee: The case study highlights the fact that there is no participation or contribution from the HR Department in terms of hiring new employees, which means that the office does not have any HR Department working. Hence, employees were hired by supervisors direct, who were over occupied with many job responsibilities and believed in the fact that immediate replacement was the initial need of the company. They lacked the actual skills and understanding of successful human resources functions, which means right candidate did not come through and even if they did, then further lack of training, motivation and probably not good wages forced them...
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...1. Identify how each of the ten decisions of operations management is applied in the company. The company chosen for the study of operation management is E- Media CO.LTD, which is one of the most excellent Media house in Tanzania. It is a media company so we often give out super services in terms of Radio and Television. It’s headquarter is in Dar-es-salaam and there is a branch in Arusha, Morogoro, Mwanza and Dodoma. This company has one Radio which is Times FM one Television station which is Star Tv. The department I am working with, which is Times Fm department we mostly deal with services as the main product of the company. In Medias is more of creating services to reach our audience or even to beat our competitors, some of our competitors are east Africa radio, clouds fm etc. E- Media customers include large corporate, government, healthcare, and education accounts, as well as small-to-medium businesses and individual consumers when it comes to advertising or promoting different products and services. * Application of the 10 decisions of operations management – Below we see how the ten decisions of operations management is applied at E-Media: 1. PRODUCT AND SERVICE DESIGN Service design is an activity of organizing and planning people, communication and material components in order to improve service quality. It is the interaction between the service provider and customers and the customers’ experience. A service is anything that is done to or for a client...
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...put your money? Most investors would probably have been tempted to invest in the firms in the left column. Why? These firms had strong reputations, technological riches & deep pockets. They could hire the most talented people in their industry, had sizable market shares and in most cases, had a worldwide distribution presence. In short, they had resources. Yet, they lost much of their leadership to firms with far fewer visible resources. Take the example of RCA & SONY? RCA had almost single-handedly created the color television industry in U.S., and every competitor relied on RCA patents, products of one of the world’s outstanding research laboratories. How could Sony out-innovate the U.S. consumer electronics pioneers? Conclusion: Starting resource positions are a very poor predictor of future industry leadership. A firm can sit on huge amount of cash & talented people, and still lose its preeminent position. Likewise, a firm can sometimes overcome enormous resource handicaps & successfully scale the heights of industry leadership. The point here is that too often competitors are judged in terms of resources rather than resourcefulness. Resourcefulness stems not from an elegantly structured strategic architecture but from deeply felt sense of purpose, a broadly shared dream and a truly seductive view of tomorrow’s opportunity. Strategic intent is the term for such a dream. Strategic Intent Strategic intent implies a...
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...ROLES AND RESPONSIBILITIES PAPER HR Roles and Responsibilities Paper Letitia Newbold University of Phoenix Week 1 – MGT/431 Professor Richard Dettling March 13, 2006 HR Roles and Responsibilities Paper Human resource management (HRM) in public organizations is changing as there are numerous policies, procedural and structural reforms underway. Human resource management studies have focused primarily at the state and federal levels, with relatively fewer comprehensive views of county governments. HR has therefore become a huge investment for medium and large companies across industries. This paper will define human resource management and describe the changing roles of Human Resource (HR) management in response to trends in globalization, technology, diversity, e-business, and ethics. The function of the Human Resources Management (HRM) includes a variety of actions required by the Human Resource Department. The key goal of HRM is deciding what staffing needs, whether to use independent contractors or hire employees to fill the needs of the company by recruiting and training the best employees and ensuring they are high performers. HRM also deals with performance issues and ensure personnel and management practices conform to the various regulations when rectifying issues. Other activities include managing the approach to employee benefits and compensation, employee records and personnel policies. Small businesses (for-profit or nonprofit)...
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...--------------------- Prof. Dr. Khawaja Amjad Saeed * Emails: principal@puhcbf.edu.pk professor@kamjadsaeed.edu.pk --------------------------------------------------------------------------------------------------------------------- Prelude Six activities are needed to achieve efficiency and efficacy in the system of management for an enterprise. These include: Procurement, Production, Personnel, Finance, Marketing and Research & Development (R & D – Now getting replaced through a term entitled: “Innovation”). Synergistic approach on a holistic basis is needed to achieve high performing purpose of an organization. This piece looks at HRM / HRD from futuristic point of view. This piece looks at: Changing Scenarios for countries and organizations, HRM Inretrospect, futuristic trends, HR – traditional and E – HR and conclusion. Five boxes present interesting information with comparative positions. These aspects are now reviewed. Changing Scenarios Change is the need of the day. Fast track changes are taking place and every enterprise needs to read future trends and accordingly develop their plans to meet the future challenges. Outlooks are changing. Mind set is changing. Innovation is bringing heavy pressure which is resulting in shortening the product life cycle. The following box gives some idea regarding changing scenarios for countries and organizations: ...
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...significantly to more effective operations, the efficient utilization of resources and the growing globalization of the economy. Therefore, industry consolidation seems to be an inevitable trend. Kava’s business environment requires organizations with adequate resources, in particular management requires organization with adequate resources, in particular management talent and financing, to tackle the most complicated tasks that are out of reach of smaller tourism enterprises. The hospitality industry in general in Kava and hotels specifically seem to be behind most businesses when it comes toethics in concern to hotel relationships and environmental concerns. The hotel industry in Kava has experienced rapid growth in the past two decades. As the industry matures, it faces new challenges for sustained development and growth. Critical issues include consolidation and brand development by the emergence of large management contract companies, globalization strategy by international hotel companies, and hotel financial performance. The consolidation trend began in the 1990s and it has now gathered great momentum in Kava with the establishment of several large professional management companies. The growth of these companies demonstrates that these Kava hotel management companies have capitalized on the market opportunity of consolidation to rapidly develop their business. Market demand for professional management and brand enhancement will continue to stimulate future growth and more...
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...CURRENT TRENDS IN HUMAN RESOURCES MANAGEMENT If we trace back the history of business environment, in the early years, trading patterns and markets were stable, technology was static, customers were passive, speed in getting to market was secondary, competition was limited to sectors and regions, and hierarchies were generally accepted in all walks of life. No more, since 1960’s, America and much of the rest of the world has been almost continually buffeted by change. Customers demand that businesses do it better, faster, cheaper; employees want to control more than the “Stop” button on the assembly line. The twentieth century saw nations around the world become part of the global village, with trade barriers between them reduced or removed completely. Globalization of trade and economy are taking deep roots in India. The holistic paradigm shift to a single global company has opened up new economic opportunities. Events of the last five years of the previous century have focused our attention on knowledge industries. Quality human resources have therefore become an important base with which to respond to the emerging environment. The knowledge workforce in particular has a vital role to play in the emergence of the digital economy. A look at the trends in managing people in this dynamic industry reflects that Attracting, Managing, Nurturing talent and Retaining people has emerged to be the single most critical issue in lieu of the enormous opportunities spun off by the market...
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...CURRENT TRENDS IN HUMAN RESOURCES MANAGEMENT If we trace back the history of business environment, in the early years, trading patterns and markets were stable, technology was static, customers were passive, speed in getting to market was secondary, competition was limited to sectors and regions, and hierarchies were generally accepted in all walks of life. No more, since 1960’s, America and much of the rest of the world has been almost continually buffeted by change. Customers demand that businesses do it better, faster, cheaper; employees want to control more than the “Stop” button on the assembly line. The twentieth century saw nations around the world become part of the global village, with trade barriers between them reduced or removed completely. Globalization of trade and economy are taking deep roots in India. The holistic paradigm shift to a single global company has opened up new economic opportunities. Events of the last five years of the previous century have focused our attention on knowledge industries. Quality human resources have therefore become an important base with which to respond to the emerging environment. The knowledge workforce in particular has a vital role to play in the emergence of the digital economy. A look at the trends in managing people in this dynamic industry reflects that Attracting, Managing, Nurturing talent and Retaining people has emerged to be the single most critical issue in lieu of the enormous opportunities spun off by the market...
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...To what extent can global food production meet the demands of today and tomorrow whilst remaining sustainable and ethical? In the first half of this century, agriculture will have to face several challenges. Currently food production can meet the whole worlds population needs, except it is not distributed fairly. World population is expected to soar by 34% to reach 9.1 billion by 2050, with the entire 2.3 billion rises to take place in the developing countries. Furthermore, not only will population growth take place entirely in developing countries but also it will occur mostly in urban areas that will swell by 86% or nearly 3 billion people while rural populations shrink by 18%. The combined effect of population growth, high-income growth and urbanization, with the shifts in diet structures towards more nutritious and higher quality foods, is expected to result in almost the doubling of demand for food, feed and fibre. There could be a few solutions for these issues, but the question is asked if they are both sustainable and ethical. Because of this increase in demand, natural resources such as land, water and biodiversity, will become more and more scarce because of increasing pressures. This means that a smaller rural workforce will have to produce more and better from fewer resources to meet future demand. In addition to the growing resource scarcity, global agriculture will have to cope with the effects of climate change, notably higher temperatures, greater rainfall variability...
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