...HR and Line Managers a process that can assist in talent management. The main premise of the article is that talent management is ‘anticipating the need for human capital and then setting out a plan to meet it’ (Cappelli, 2008, p.1). The options for companies are to either do nothing or use 1950’s programs of succession planning and forecasting. Cappelli suggests that there is another, more effective way using a just-in-time concept (2008, p. 3-4) that includes: • Make and buy to manage risk – talent is expensive to have waiting in the business and they will leave without opportunities. Therefore some roles can be sourced externally more effectively, while others could be internally. • Adapt to the uncertainty in talent demand – the concept is to break up development programs for staff into smaller units so that staff complete the course over a longer period ie 3 years and this keeps them interested longer. • Improve the return on investment in developing employees – get staff to part pay towards a course, whether this is financial or in time. • Preserve the investment by balancing employee-employer interests – allow staff to apply for any internal job and make it easy for them to apply. Cappelli concludes that by using a just-in-time concept and getting more engagement with talent through extended training, financial or time commitment and allowing staff to apply and move across the organisation that you can retain talent more effectively than using traditional systems. ...
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...RUNNING HEAD: TALENT MANAGEMENT Assignment 5: Sustainable Talent Management Meshell June 16, 2013 HRM 532 Criteria #1 Although there are numerous performance management processes that can measure employee talent particularly in this day of computer technology. The most important parts of such a process is to ensure, the old phrase, "of having the right talent in the right roles at the right time is one of the most important issues facing line executives and human resource professionals today." (Silzer & Church, 2009) In order to ensure that this analogy, which is critical, remains true for any company they must continuously have mechanisms of feedback and then reviews of employees on a regular basis. Most companies would have employee reviews once a year, however, I believe that it is better for this to be done twice a year. There are companies that utilize just annual performance appraisal process by using the performance reviews that evaluate individuals with the potential to succeed in more complex or higher-level roles within the organization. This approach brings to light the question: does past performance realistically predict future performance especially in higher-level positions? Just a quick aside the Corporate Leadership Council defines a high potential employee is someone with the ability, engagement, and aspirations to rise to and succeed in more senior critical positions (Silzer & Dowell, Strategy-Driven Talent Management, 2010) Organizations...
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...HRM313e Total Reward Design and Management Group-based Assignment (July 2015 Presentation) HRM313e Group-based Assignment GROUP-BASED ASSIGNMENT This group-based assignment is worth 30% of the final mark for HRM313e Total Reward Design and Management. The cut-off date for this assignment is 30 August 2015 (Sunday), 2359hrs. This is a group assignment. You should form a group of maximum 4 members from your seminar group. Each group is required to upload a single report through Turnitin via MyUniSIM. Each group should nominate one leader, who will submit the assignment on behalf of the group. Please inform the various group members after the case study has been submitted. The group leader is advised to keep the acknowledgement receipt of submission as evidence that the assignment has been submitted. In this group-based assignment, you will be assessed on your knowledge of seminars one to six. There are three questions. All questions must be answered. Link each answer to the facts given in the above notes, situation, excerpts. Please note that as undergraduates you must prove that you are able to apply the appropriate theories to the facts that you are given and answer the questions accordingly. This means that you must refer to the appropriate theories in the body of your answers. Therefore you must also include an in-text reference (Author, Date, and Page) to acknowledge each outside source used and to provide a complete citation in your Reference...
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...Assignment 1: Bank of America April 26, 2015 Bank of America is one of the largest retail banking brand in the United States. Bank of America began as a small regional North Carolina National Bank and has become one of the largest companies in the world. Bank of America services individual consumers, small, middle market businesses and large corporations. 1. Outline the talent management program that led to success for the company. Bank of America has always been a leader in the financial services industry. Its philosophy of talent management and development is driven by seven guiding principles that create a mindset that is pervasive across the bank’s executive ranks. The seven different philosophies are stated below: 1. Leaders really do matter in managing and driving accountability, results and culture. 2. Performance rules: Top performers, then high potentials 3. Talent is an enterprise resource. 4. Today’s top-performing leaders are not necessarily tomorrow’s. 5. A broad set of experiences and assignments is the best classroom; yet, a balanced approach is necessary for development. 6. Today’s top 100 must leave a legacy of future talent by teaching, mentoring and serving as role models to others on what it takes to succeed. 7. Invest in the best and focus the rest. Bank of America’s talent management and development efforts are structured around a core set of frameworks that includes the Bank of America core values, a 70-20-10 development frameworks...
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...------------------------------------------------- Course Instructor: Sukhpreet Kaur ------------------------------------------------- Academic Task No.: 1 Academic Task Title: Company Based Assignment ------------------------------------------------- Date of Allotment: 08/30/2014 Date of submission: 9/12/2014 ------------------------------------------------- Student’s Roll no: RQ1405B58 Student’s Reg. no: 11401812 ------------------------------------------------- Evaluation Parameters: Solely based on the basic introduction and overview of the business of Hexaware Technology ltd. Learning Outcomes: From this task we came to know about the overview of company, History of the Company, Business of the Company, Management of the Company, Competitors, Future plans of the Company, SWOT of the Company. Declaration: I declare that this Assignment is my individual work. I have not copied it from any other student’s work or from any other source except where due acknowledgement is made explicitly in the text, nor has any part been written for me by any other person. Student’s Signature: Evaluator’s comments (For Instructor’s use only) General Observations | Suggestions for Improvement | Best part of assignment | | | | Evaluator’s Signature and Date: Marks Obtained: _______________ Max. Marks: ______________ Introduction to company | * History of company Atul Nishar, the founder of Hexaware, started...
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...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 establishments of large hotel organizations in Kava. International hotel companies are also aggressively...
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...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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...Tanya played a lead role in the supply agreement negotiations, getting OTC to sign-off on a deal that gave AH a 75% margin on the transfer price. Program OTC launched in February 2001, and had over $10 million in sales by the end of the year. As a result of the deal, in 2001 AH Japan had the best profit margin of any AH business. 5. Play critical roles as Catalyst; CFOs can stimulate and drive the timely execution of change in the finance function or the enterprise. Using the power of their purse strings, they can selectively drive business improvement initiatives such as improved enterprise cost reduction, procurement, pricing execution, and other process improvements and innovations that add value to the company. Remi Escurel is Gaining business alignment to successfully identify, evaluate and execute strategies by partnering with senior management, Also Being a business partner with other executives such as the CIO, CMO, General Counsel or CLO, Head of HR and business unit leaders. Remi worked very closely with Regional Head Dennis Marnon. They have very frequent interaction. And have an excellent relationship. Beyond the traditional finance role, Remi acts as a sounding board for regional...
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...Assignment #4 Southern Company Case Study June 5, 2013 1. Evaluate the effectiveness of the roles that the strategic leaders played in the formation of the performance management strategy. Southern Company is an electric utility company headquartered in Atlanta, GA. The company owns electric utilities in Alabama, Florida, Georgia, and Mississippi and services roughly 4.4 million customers. Southern Company also provides fiber optics and wireless communications. Southern Company brands are known for excellent customer service, high reliability and retail electric prices that are below the national average. Historically, Southern Company hired at the entry level and promoted individuals internally to fill leadership positions. The company typically had a very low turnover rate which resulted in an older and more tenured workforce. Over the years, Southern Company developed a group of leaders that possessed a profound level of business knowledge and aligned with the organization and culture. Southern Company hired a large number of people in the late 1970s and 1980s, so by 2003, most of those individuals that had remained with the company were beginning to retire. At Southern Company employees are eligible to retire at 50 years old, so many executives began to retire in large numbers, and their successors would also leave shortly after. Southern Company decided that it was time to review and revamp their succession planning and leadership development efforts...
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...GraduateSchool of Business http://www.mba.itb.ac.id MM5002 People in Organization CHEVRON PACIFIC INDONESIA CLASS (X48) FEBRUARY 2013 MASTER OF BUSINESS ADMINISTRATION SCHOOL OF BUSINESS AND MANAGEMENT INSTITUT TEKNOLOGI BANDUNG http://www.sbm.itb.ac.id/mba MASTER OF BUSINESS ADMINISTRATION SCHOOL OF BUSINESS AND MANAGEMENT INSTITUT TEKNOLOGI BANDUNG http://www.sbm.itb.ac.id/mba Contents 1. Vision and Mission of MBA-ITB 2 2. Learning Goals of MBA-ITB 2 3. Learning Outcomes of This Course 3 4. The Course Structure …………………………………………………………………………………………………………………….. 3 5. The Course Plan 5 6. Lecturer Profile 13 7. Grading 14 8. Students Guidance 15 9. References 15 1. Vision and Mission of MBA-ITB Vision: “To be A World Class Program of Master and Business Administration that Creates Ethical and Entrepreneurial Leaders” Mission: * To educate and develop future leaders in business * To develop sustainable education program for building human resource capacity needed for enhancing industry competitiveness in Indonesia 2. Learning Goals of MBA-ITB In General, The MBA-ITB’s learning goal is to develop students to have the following characteristics : * A Strong competence in business and technology-based management as well as decision making capabilities as demonstrated by business leaders in the world. * An ethical leadership and professional mindset * An entrepreneurial spirit both as professionals...
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...Human Resource Sustainability & Organizational Behaviours at NOKIA Case Study Assignment 3 Human Resource Sustainability & Organizational Behaviours at NOKIA Case Study Assignment 3 Contents History & Introduction to Nokia 2 Work- Life Balance (WLB) 3 Action Plan/Steps 4 Sustainability 5 Recruitment & Training 5 Action Plan/Steps 5 Sustainability 6 Retaining top talent by incentivising 6 Action Plan/Steps 7 Sustainability 7 Conclusion 8 REFRENCES 9 Extra Readings 11 “ It’s in the Hands of Humanity to make development sustainable, that is to say, seek to meet the needs and aspirations of the present without compromising the ability of the future generations to meet their own” United Nations 1st Rio Earth Summit History & Introduction to Nokia Nokia’s origins stem from the paper manufacturing business by Fredrik Idestam, established in 1865 in the south-west Finland. He later erected a second mill in the nearby town of Nokia which equipped him with the generation of hydropower production. In 1971 the Idestam family along with a business partner Leo Mechlin transformed the firm into a share company and as we know it today to be Nokia. Nokia have a diverse range of interests but we know Nokia for its Mobile Phones * 1912 Generated electricity for the population of Finland * 1962 Created the first pulse generator for use in nuclear power plants * 1963 developed radio/telephone which was...
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...scarcity of qualified managers has become a major constraint on the speed with which multinational companies can expand their international sales. The growth of the knowledge-based society, along with the pressures of opening up emerging markets, has led cutting-edge global companies to recognize now more than ever that human resources and intellectual capital are as significant as financial assets in building sustainable competitive advantage. To follow their lead, chief executives in other multinational companies will have to bridge the yawning chasm between their companies' human resources rhetoric and reality. H.R. must now be given a prominent seat in the boardroom. Good H.R. management in a multinational company comes down to getting the right people in the right jobs in the right places at the right times and at the right cost. These international managers must then be meshed into a cohesive network in which they quickly identify and leverage good ideas worldwide. [pic]Such an integrated network depends on executive continuity. This in turn requires career management to insure that internal qualified executives are readily available when vacancies occur around the world and that good managers do not jump ship because they have not been recognized. Very few companies come close to achieving this. Most multinational companies do not have the leadership capital they need to perform effectively in all their markets around the world. One reason is the lack of managerial...
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...name: Pham Thuy Vy Vy Ta lam Han Tieu Thien Tam Assignment: Ethics and Accountability ACCT2162 1|Page 2 ACCT2162 Ethics and Accountability RMIT International University Vietnam Bachelor of Commerce Program ASSIGNMENT COVER PAGE Your assessment will not be accepted unless all fields below are completed Subject Code: ACCT2162 Subject Name: Ethics and accountability Location where you study: RMIT Vietnam- SGS campus Title of Assignment: Group assignment File(s) Submitted: Cocacola_Pepsi Pham Thuy Vy Vy Student name: Tieu Thien Tam Ta Lam Han Student Number: S3325175 S3324340 S3275812 Learning Facilitator in charge: Samia Ibrahimo Assignment due date: 18th April 2013 18th April 2013 Date of Submission: Number of pages including this one: (Please number your pages like this: 13 page 1 of 7, etc.) 2200 words (exclude references, table of content and Word Count: reference) (Main Content) 2|Page 3 ACCT2162 Ethics and Accountability Contents INTRODUCTION....................................................................................................................................... 4 COMPARE AND CONTRAST POLICIES, PROCESSES AND GUIDELINES ......................................................... 5 a) Health and Safe Work Environment: ............................................................................................... 5 b) Fair Treatment: ........................
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...QUESTIONS FOR CASE STUDY ASSIGNMENT STRATEGIC EXCELLENCE Licensed for use by the students of the Executive MBA Program, The Icfai University. Not to be reproduced. QUESTIONS FOR CASE STUDY ASSIGNMENT STRATEGIC EXCELLENCE ANSWER THE QUESTIONS FOR ANY TEN CASE STUDIES Questions for 18 case studies are given below. Each case study assignment has 2 questions. Students are required to answer questions for any 10 case studies (20 answers). Students are advised to submit answers for all 10 cases in one go, for results to be adjudged in one instance. 01. McDonald’s in the United Kingdom a. When McDonald’s entered the UK market in 1974, it initially failed to attract British customers and reported losses. However, as of 2009, the UK was one of the most promising markets for McDonald’s. Many factors were responsible for this change in situation. First, identify the subset of factors that could be attributed to the organization’s strategies. Next, tabulate that subset of factors along with the associated strategies for each factor. Finally, classify these strategies into originally intended and subsequently emergent strategies. b. As of 2009, McDonald’s faced many challenges in the UK. In your opinion, what strategies should McDonald’s adopt at the corporate, business, and functional levels to continue its growth trend in the UK? Give reasons for your answer. 02. Emerging Markets Strategy: Nokia Life Tools for Rural Markets a. Business strategy is often compared...
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...| | | SUCCESSION MANAGEMENT | | Submitted to- Muhammad Abdul Baset Assistant Professor Department of Management Studies Jahangirnagar University, Savar, Dhaka. Submitted by- ELITE 9(Academic Group) Session: 2014-2015 Department of Management Studies Jahangirnagar University, Savar, Dhaka. Date of Submission: 25/02/16 ------------------------------------------------- Group Name- ELITE 9 Department of Management Studies Jahangirnagar University Savar, Dhaka. Members of the group- Name | ID | Tasnia Zannat | 682 | Farjana Akter | 684 | Manal Binte Md Ullah | 686 | Homaira Amin | 689 | Asura Akter Sunna | 692 | Raiyan-Ul Jannah | 694 | Munmun Rahaman | 695 | Fahima Sultana | 696 | Robiul Awal Tuhin | 697 | Course Name: Human Resource Planning Course Code: HRM-502 Group leader: Tasnia Zannat ID-682 Letter of Transmittal 25th February, 2016 Muhammad Abdul Baset Assistant Professor, Department of Management Studies, Jahangirnagar University, Savar, Dhaka. Subject: Submission of an assignment on “Succession Management”. Dear Sir, We the students of Elite 9 group from Department of Management studies of 1st batch. We are going to submit our report as the part of our course objectives. During the process of preparing the assignment, we get the chance of experiencing...
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