...ask myself, “Why it is important to have an understanding of who I am?” By understanding my strengths and weaknesses it allows me to pursue a career in a field where my strengths will accentuate my position and where any weaknesses will either be strengthened or will not be a factor. By examining my own skills and qualities as they pertain to the occupation I am pursuing, I will be better able to market those to prospective employers. By examining my weaknesses in skills and qualities I create an opportunity to improve myself and my self value. I have also learned the importance of, not just setting career-related goals – but writing them down, as well. My next step after graduation will be to closely examine my options as far as continuing in running my own local business or to pursue employment with a larger corporation that might perhaps offer an increased income as well as medical benefits. I understand now that research is an important part of the Career Development Process and that it is necessary to reach any goals that I set for myself. Researching these companies in my chosen career field will allow me to choose the best option for employment with fewer “surprises” after I commit to take a position. Knowing the kinds of company-related information I will need to research will enable me to make good job search and career choices. I also learned many things pertaining to my resume and the importance of a quality cover letter. I understand what elements an effective...
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... MBAN-609DE, May 2015 r1411d521304 TABLE OF CONTENT 1.0 HRM STRAEGIES AND PRACTICES RELATED TO MMC ………………………………………………………. 3 2.0 EXPLANATION ON THE FACTORS AND PRACTICES RESPONSIBLE FOR THE FAILURES OF MMC FROM A HRM PESPECTIVE …………………………………………………………………………………………………5 3.0 HRM STRATEGIES RECOMMNEDED FOR INCORPORATION BY NHS…………………………………….7 4.0 RECOMMENDED HRM POLICIES AND PRACTICES FOR IMPROVING THE FUNCTION AND PUBLICITY OF MMC………………………………………………………………………………………………………….10 2 MBAN-609DE, May 2015 1.0 r1411d521304 HRM STRAEGIES AND PRACTICES RELATED TO MODERNISING MEDICAL CAREERS (MMC) Human Resource Strategies set out what the organisations intend to do about its human resource management policies and practises and how they should be integrated with the business strategy and with each other. (Armstrong, 2006). The purpose of HRM strategies is to; Guide development and implementation programmes Provide a means of communicating to all concern the intentions of the organisation about how its human resource will be managed Enable the organisation measure progress and evaluate outcomes against objectives. (Armstrong, 2006) Modernising Medical Careers, MMC, was designed by the National Health Service, NHS, to reform postgraduate medical education and training to speed up the production of...
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...Career Development at Electronic Applications 1. Executive Summary Electronic Applications was found in 1972, its headquarters are on San Francisco and it is a major producer of silicon chips. The company’s sales, profit and stock price have grown fast on the past years while the human resources policies have remained unchanged. The main problem the company is facing nowadays is the high turnover ratio closed to an average of 30% on the past three years. The fact that the company is based in an area where many of its closest competitors have offices facilitates employee’s movements from one job to another. This high turnover is mainly affecting positions among the electrical engineers in the R&D department. The key factors behind this high turnover are more related to the fact that there are no career development programmers inside the company than to salary issues, as a wage survey has revealed, Electronic Applications pays 5-8% above the market. Recently the company has hired Harold Sweeney: On the medium term he would need to upgrade the company’s human resources policies, at the moment are mainly reactive. On the short term he would need to tackle the high turnover ratio, specially taking into account that one of the company’s section chiefs, Helen Morgan is reviewing the possibility of moving to another company. 2. Problem Statement Electronic Applications has not got a Human Resources policy in place that goes accordingly to its position in the market...
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...INTRODUCTION: Modernizing Medical Careers (MMC) is a United Kingdom government national health scheme(NHS) initiative in 2003; to resolve the concerns of its citizenry on existing medical workforce, level of training, future prospects for doctors, quality of services delivered and its impact on the health care needs of the people. In its report, the independent inquiry panel led by Prof. Sir John Tooke, stated that,” Modernizing medical career (MMC) was an honest attempt to accelerate training and assure the fundamental abilities of the next generation of doctors”. MMC is basically an online program designed and implemented for post graduate medical training intended to improve UK health care system with a transparent and efficient career path for doctors. It was intended to change the structure of the UK medical training by introducing the ‘Foundation training program’ and later the ‘seamless run-through training grade’. These training programs coincided with the introduction a new selection process called the MTAS recruitment system. Junior doctors were required to complete a web based questionnaire and form, which is scored anonymously by a central HR team and based on final outcome jobs are offered to successful applicants. I have organized this report in four parts. Part 1, will highlight MMC HRM strategy and practices. Part 2 examines the factors and practices that led to the MMC’s failure. Part 3 outlines recommended HRM strategies for the organization. Finally, Part...
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...kindergarten all the way up in till college and career. The common core mathematic is divided into two set, mathematic practices and mathematic content. Mathematic practice is a standard that student are engaged into and they grow in maturity from kindergarten through high school. Also with mathematic its purpose is to help with learning and engaging the content in a meaningful way, the goals are most likely to change the mindset of student and as well as the teachers. Mathematic content...
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...Strategic Alternative Implementation-Action Items and Action Plan After selecting the most appropriate strategy (that is, the strategy with the highest probability of enhancing a firm's strategic competitiveness), you must consider effective implementation. Effective synthesis is important to ensure that you have considered and evaluated all critical implementation issues. Issues you might consider include the structural changes necessary to implement the new strategy. In addition, leadership changes and new controls or incentives may be necessary to implement strategic actions. The implementation actions you recommend should be explicit and thoroughly explained. Occasionally, careful evaluation of implementation actions may show the strategy to be less favorable than you thought originally. A strategy is only as good as the firm's ability to implement it effectively. Therefore, effort to determine effective implementation is important. Process Issues You should ensure that your presentation (either oral or written) has logical consistency throughout. For example, if your presentation identifies one purpose, but your analysis focuses on issues that differ from the stated purpose, the logical inconsistency will be apparent. Likewise, your alternatives should flow from the configuration of strengths, weaknesses, opportunities, and threats you identified by the internal and external analyses. Thoroughness and clarity also are critical to an effective presentation. Thoroughness...
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...formulation and implementation 4) Employee advocacy Generally accepted steps in the strategic HR planning process 1) Mission, Vision, and Values 2) Environmental Analysis 3) Internal Analysis 4) Formulating Strategy 5) Strategy implementation 6) Evaluation and Assessment Steps required in the Implementation of an Employment Equity Policy or plan in an organization 1) Senior Management Commitment 2) Data Collection and Analysis 3) Employment system Review 4) Establishment of a Work plan 5) Implementation and or Evaluation, Monitoring, and Revision Steps in Conducting a Job Analysis 1) Identify the job/s to be analyzed 2) Determine the procedures to be used/ methods in collecting job data 3) Implement the job analysis methods 4) Review data collected through Job Analysis and 5) Summarize and document the data collected. Job Analysis – is the process of obtaining information about jobs by determining the duties, task or activities of jobs Critical Incident Method – Is a job analysis method by which important job task are identified for job success. Job Specification – is a statement of the needed knowledge, skills, and abilities of the person who is to perform the job Job Description – is a statement of the task, duties, and responsibilities of a job to be performed. Career Plateau – is a situation in which, for either organization or personal reasons, the probability of moving up the career...
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...way its human resource is integrated into the organization’s process and procedures and this reflect in the way the business perform. It has become very visible that no matter the strategies employed by any organisation it may not achieve the desired goal when the people that remain the greatest asset are not aligned with the business vision and mission, that is to say the way employees are engaged, trained, remunerated, motivated and cared for in the work environment and this as tremendously affected the performance of organisation. Competition is also becoming very rife and factors that distinguish businesses are being strategically designed to knock out competition by building an organisation that cannot be easily copied or imitated. Changes in the business environment is very fast and rapid so business needs to provide for an environment that is quick in adapting to the changes and dictate that needs to be done to put business on the right footing with minimal negative effect on deliverables, By so doing the organisation can get better commitment from it employee, it also further minimizes its operational cost and so doing making the business cost effective and makes all available processes more efficient. MMC HUMAN RESOURCES MANAGEMENT STRATEGY AND PRACTICES. The modernization medicals career was introduced to pave way for a more efficient and dynamic delivery of healthcare training for care practitioner in the UK this was informed by the concerns raised on the quality...
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...CRANEFIELD COLLEGE OF PROJECT AND PROGRAMME MANAGEMENT GROUP/INDIVIDUAL ASSIGNMENT FOR MODULE Project Management: Perspective, Planning and Implementation (ACPM02) Please include the following declaration: “I/We hereby declare that this assignment is entirely my/our own work, and that it has not previously been submitted to any other Higher Education Institution. I/We also declare that all published and unpublished sources have been fully acknowledged and properly referenced. This includes figures, tables and exhibits. Where modified by me/us, this has also been indicated.” |Print Name |Signature |ID Number | |Wesley Lombard | |8409045107088 | |Ian Stewart | |8006075214089 | |Nicholas Mkhabele | |8905075297087 | |Siyanda Mfeka | |8501265486083 | |Lucky Tsolo | |7801165901087 | |Phethile Lubisi ...
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...Resources 2004 42(1) Human resource management strategies in practice: Case-study findings in multinational firms Irene K.H. Chew* Nanyang Technological University, Singapore Frank M. Horwitz* University of Cape Town, South Africa, and Nanyang Technological University, Singapore Competitive pressures have increased the strategic value of a skilled, motivated and adaptable workforce, and the HRM strategies to support and develop it. A strategic perspective of HRM requires the firm to identify and adopt human capital initiatives likely to enhance competitiveness and shareholder value. A key question considered here is the extent to which multinational firms adapt internally consistent human resource strategies across national boundaries to address these issues. Case-study data on how eight multinational firms in Singapore apply strategic approaches to human resource management are presented. Findings show that while some adaptation considering local context occurs, the diffusion of headquarters and centrally initiated, but competitively differentiated strategies across cultural boundaries, is significant. Effective human resource strategies were understood as ‘configurational’, integrated both vertically and horizontally. Keywords: convergent/divergent practices, human resource strategy, multinational firms There is a paucity of empirical, especially case-study research on human resource management (HRM) strategies of multinational corporations (MNCs) in South East...
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...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 to be better...
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...two decades? 1. Vision. Madonna has demonstrated a clear commitment to super-stardom goal that was pursued with single mindedness throughout her career. Other dimensions of her life have been either subordinated to or absorbed within her career goals. Rather than wait for industry trends, she has acted to shape the world around her. 2. Deep understanding of consumers and the industry environment. Madonna has developed her strategy through a deep and insightful appreciation of customers and the music industry. Critical to her continuing success has been a deep understanding of the ingredients for sustaining popular appeal. The frequent reinvention of her style and sound has reflected an acute awareness of changing styles, social norms and attitudes in a fast clock-speed industry. 3. Leveraging competences and addressing weaknesses. Madonna has been able to exploit her abilities to develop and project her image and to exploit emerging trends, while protecting areas of weakness. Her weaknesses have been more than compensated for by her use of an extensive network of support personnel, including musicians, technologists, producers, dancers, and designers. Her personal relationships have often been important in building her career. 4. Consistent Implementation. Without consistent implementation, even the best strategies are unlikely to succeed. Madonna has surrounded herself with individuals and organizations that have enabled her to deliver upon her vision. Through...
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...strategic management process for the whole organisation. These managers may carry designations such as CEO, managing director, executive director or president. • Business-level managers are the strategic leaders at the business, division or SBU levels. These managers manage the strategic management process at the business-level. These may carry designations such as the general manager or vice-president. • Functional-level managers are the strategic leaders of a specific function such as marketing or operations. They are called marketing managers or operations managers. The functional managers manage the strategic management process at the functional level. • At the operational-level, there are managers who are responsible for the implementation of strategies within their assigned functional areas. They occupy positions such as deputy...
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...STRATEGIC PLAN (20142019) School of Business and EconomicsMoi University The global business school of choice; excellent in education, research and innovation Submitted by: NAME: KIMANI ABRAHAM KAMAU REGISTRATION NUMBER: BBM/2614/12 COURSE: Business Policy& Strategy (BBM 472) INSTRUCTOR: DR. MUGAMBI 12/24/2013 Contents LIST OF FIGURES AND TABLES .................................................................................................................. 3 TABLES ................................................................................................................................................ 3 FIGURES .............................................................................................................................................. 3 EXECUTIVE SUMMARY ............................................................................................................................. 4 VISION..................................................................................................................................................... 5 MISSION .................................................................................................................................................. 5 CORE VALUES .......................................................................................................................................... 5 CHAPTER ONE ...............................................................................
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...[pic] Jordan C. Davis 5524 South Mosley Court Wichita, Kansas 67216 Phone: 316.227.9440 Email: weightcarried@gmail.com [pic] Objective: Aspiring to attain career enrichment through senior level managerial opportunities in Human Resource Management (HRM) / General Administration with a growth oriented organization, where I can explore my skill-sets and contribute towards productivity maximization through effective manpower management. Professional Career Synopsis: An adept HR Professional with over 19 years of experience in Human Resources Management that has helped organizations transform strategies in to profits. • Experienced in developing innovative HR strategies, compensation management, recruitment outsourcing and employee retention, planning and change management. • Proficiency in managing tasks involved in recruitment process including sourcing, screening, short-listing candidates, scheduling/ conducting interviews and finalizing salaries. • Coordinated accounts for several multi-national corporations. • Initiated successful venture into key affiliate markets . • Developed online network linking salesmen, retailers, and factories. • Strong background in sales, marketing, merchandising, and staff development. Career Development: Bobby Dodd Institute, Contract, Atlanta, GA |Operations |(2014 - 2015) | Perry Farms Distribution Center, Highway 247, Perry, GA |Director Human Resource ...
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