...player in the knowledge-based services industry. Since its very beginnings, this company has focused on innovation and new ways of doing things more efficiently and effectively, and it has paid off for it. Its Human Resources (HR) practices are no exception either. Under the motif “best place to work for”, Google has become one of the best employers to work for, and has won numerous awards and listings from the best industry analysts. It attracts people from diverse backgrounds with its unorthodox methods of rewards and benefits, and using its innovative methods of evaluation, Google recruits employees with the best “innovative potential”, as the company says. Knowledge-based industries are dependent on its inputs of technology and human capital, so they face some serious HR challenges. Here recruitment and retaining employees are crucial and a major challenge as employees demand a different type of challenges and work environment than other industries, and also fitting the perfect people according to their jobs is also a major challenge here. So, intensive training and development of employees is important. Because employees are highly skilled and knowledgeable, they enjoy a high bargaining power unlike many other industries. So maintaining them requires a lot effort from the HR departments of the companies to retain and motivate them to be loyal, as they know many trade secrets that would seriously jeopardize the company if the employee defected. So, benefits of this industry...
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...health care and to a health care organization. I will attempt to show just how so in this paper by determining key roles that human resource management plays in the health care field. I will evaluate three to five functions of human resource management n terms of their level of support and give an opinion of which one I feel to be the primary function in furthering the health care field. Lastly, I will analyze the role of human resource management in an organization’s strategic plan. Key roles of human resource management in the health care field. The key role of human resource management in health care field is to make sure that individuals get the best and highest quality healthcare that they can by hiring qualified and skilled employees. In addition to employees, it is important to mention that HR is responsible in making sure that an organization has qualified practitioners that are able to work efficiently and effectively, in order to maintain cost. (Kabene, Orchard, Soriano, & Leduc, 2006) It is also a key role of HR management to foster a partnership role between HR and senior management, it is important for managers to treat HR as a consultant when it comes to issues with employees. (Niles, 2013) A personal example of this is last year I had to counsel an employee for habitual absenteeism and before I did, I called HR and spoke with a representative and got her advice on what to say and how to approach it. The advice that was given to me was exceptional and helped...
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...racticeBriefing Notes: Best Practices in Professional Development Introduction A firm interested in increasing its employees’ skills and competencies while deepening their employees’ commitment to the organization should c onsider three interventions: the nature of the job, formal training and the mentoring/co aching process. This paper on best practices outlines the issues firms fa ce in developing programs in these three areas and disc usses which practices, program designs or methods firms should take up in response to these issues. The Job Research in firms suggests that younger professionals are drawn to two different kinds of firms: the firm with a great reputation in the field, and the smaller, often less reputable, firms that offer younger people a broader range of opportunities. They usually favor the former when they regard their first or secon d job as a way station to a longer-term career in another company or setting and want to garner the “halo” effect of having worked at a great firm. This phenomenon o c curs in other professional services as well. For example, many consultants are happy to go to M cKinsey for their first five years of employment even though the prospect of becoming a partner and then a director are quite limited, and the work itself is extremely taxing. Many firms, however, cannot rely exclusively on the limited supply of skills within the firm to create opportunities for learning and growth. Therefore, these firms must...
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...Effect of coaching on employee performance and organizational performance Name: YUE YIN Student Number: YINYU1302 Course: MGT3HRD Tutor: Ajay Kumar Date: 17/12/2015 Table of Contents 1.0 Introduction 3 2.0 Coaching improve employee performance 3 3.0 Benefit to the organization 6 4.0 Barriers to coaching 8 5.0 Conclusion 8 References 10 1.0 Introduction The global competitive market place today has shifted the way modern organizations approach human resource within the organization. The flatter organizational structure coupled by job insecurity among workers and particularly new one find it difficult to adjust to the new changes. The newly promoted staffs are also finding it difficult to adjust to the progress and develop quickly as they gain new skills and responsibility. Coaching is one of the best strategies that can be used to help these workers to be more adaptable and increase their flexibility. Coaches can use different learning styles to support a range of employee who need specialized skills in order to increase their performance. Since individual needs are highly diverse, a one size fit for all is obviously inappropriate. Thus, organization needs to develop new strategies that support the organization to tailor individual needs (Ellinger, Ellinger & Keller, 2013). Coaching can be used by managers to provide a flexible responsive development approach which can support many workers with diverse needs compare to traditional form of training...
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...Resources Management Benita David, PhD. August 6, 2015 A Strategic Approach: Talent Acquisition and Development in Healthcare The primary objective described in the syllabus for this course is as follows: 1. Identify strategies to remain competitive in a labor market where talent availability is a challenge, through understanding the fundamentals of recruitment and selection tools used to identify top talent. This in itself possess a rather significant challenge to leaders within the healthcare field today. To even begin to formulated any form of a strategic plan or approach, one must first begin by seeking an understanding of the turbulent nature of the healthcare environment that we currently entering. Nearly every aspect of how we deliver and are reimbursed for healthcare as a product has changed and with that, the mindset of those within the healthcare realm has to change as well. Future leaders in healthcare have to be able to recognize the value that remains in current and past best practices while simultaneously being nimble in nature as they adapt and innovate with every change that occurs. For any healthcare business to have longterm success, this type of talent is a must-have. Charles Darwin once made the statement, "It is not the strongest of the species that survive, nor the most intelligent, but the one most responsive to change. With healthcare literally transforming before our eyes and the significant pending monetary risk associated with being stagnant...
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...management? Human resources management is important to build up and maintain a healthy working environment that enables the employees to attain the set up goals and objectives. It is required to keep the employees motivated maintaining the work efficiency and interest of the employees.it also contributes to the employee development and therefore attracts the new employees and retaining them. As a team ,we had an opportunity to learn about the top MNC’s and we found Google as one of the leading organizations . We have studied about the following HRM practices about Google: * Recruitment and selection * Performance management * Pay incentives or rewards * Emoployee benefits * Human resources planning Recruitment and Selection Many people misunderstand the terms recruitment and selection, so let’s differentiate between these two terms; Recruitment is the process of searching and attracting qualified job applicants. Selection means is the process of choosing individuals to fill the jobs. According to our group, the image of organization plays vital role in recruitment and selection. New talented candidates are more attracted towards the brand image and brand equity of the organization. Image of the organization tell about the organization culture. Recruitment and selection in...
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...------------------------------------------------- INNOVATIVE HR PRACTICES IN it/ites INDUSTRY HRM ASSIGNMENT -3 sUBMITTED BY - SAYANI COOMAR (ROLL NO: 2) SHRADDHA PATIL (ROLL NO: 5) LAKSHMY UNNIKRISHNAN (ROLL NO: 6) sUBMITTED BY - SAYANI COOMAR (ROLL NO: 2) SHRADDHA PATIL (ROLL NO: 5) LAKSHMY UNNIKRISHNAN (ROLL NO: 6) TABLE OF CONTENTS SL NO. | TOPIC | 1 | INTRODUCTION | 2 | CHALLENGES FACED AND THE NEED FOR GOOD HR PRACTICES IN ORGANIZATIONS | 3 | INNOVATIVE HR PRACTICES | 4 | FOUR CRITICAL DIMENSIONS OF BEST PRACTICES | 5 | INNOVATIVE PRACTICES IN DIFFERENT HR AREAS | 6 | CREATIVE THAT LEADING COMPANIES USE TO MAXIMISE THE POWER OF PEOPLE | 7 | ORGANIZATIONS THAT TOP THE LIST FOR THE BEST ADOPETED HR PRACTICES | 8 | LATEST NEWS ON THE INNOVATIVE HR PRACTICES ADOPTED ACROSS VARIOUS ORGANIZATIONS: | 9 | CONCLUSION | INTRODUCTION India was declared itself open to Liberalization in the year 1991. This paved the way for industrialization and rapid transformation in the Industry and Business sector. Liberalization also meant change in the working style of the people and hence organizations needed to innovate the HRM practices in an effort to ensure survival in an increasingly hypercompetitive environment. The key challenges of any HR department are employee acquisition, retention, developing employees, performance management, and talent-management according. Seeking, developing and engaging and keeping talent is a big challenge for today’s organizations...
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...UnitedHealth Group Human Resources Executive Summary HRMG 5000 October 14, 2013 Mohammed Alzahrni David Hill Amber Wherry Tiffany Williams Table of Contents Introduction 4 Equal Employment Opportunity (EEO) 5 Compliance 5 Diversity 6 Staffing 7 Job Analysis 7 Recruiting 8 Selection 9 Talent Management 10 HR Development 10 Orientation 10 Trainging 12 Career Planning 14 Performance Management 15 Total Rewards 16 Compensation 16 Incentives 19 Benefits 20 Risk Management and Worker Protection 22 Health and Wellness 22 Safety and Security 24 Strategic HR Management 25 HR Effectiveness 25 HR Metrics 25 HR Technology 27 HR Planning 27 HR Retention 27 Employee and Labor Relations 28 HR SWOT Analysis 30 STRENGTHS 30 WEAKNESSES 30 OPPORTUNITIES 30 Recommendations 30 Attachments 32 Attachment 1 – Job Description for Human Capital Analyst 32 Attachment 2- Primary Interview Guide-Hiring Manager Target Position: Nurse-individual contributor 32 Attachment 3- Case Interview Guide 32 Works Cited 33 Introduction UnitedHealth Group (UHG) is a health care organization headquartered in Minneapolis Minnesota and has the largest network of health care providers in the United States while operating in all fifty states and thirty-three countries internationally. UnitedHealth Group is divided into two major businesses called UnitedHealthcare (UHC) and Optum. UHC’s main focus is delivering health care insurance to...
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...Term Paper On Strategic Management Analysis for the ACME laboratories limited A company’s strategy is the game plan management is using to stake out a market position, conduct its operations, attract and please customers, compete successfully, and achieve organizational objectives. [pic] is the famous pharmaceutical company in Bangladesh and it has been continuously in the 2nd position among all national and multinational companies . The sales turnover of The ACME laboratories was more than US$ 60 million with about a large product line containing 272 products In this report, efforts have been made to analyze Acme’s strategy to maintain its leading position in the market and the difficulties it is facing while operating in the industry. This report starts with a company background and then proceeds with an analysis of the external and internal environment of the industry and the company, followed by its strategic practices at different levels, understanding the company mission, vision and objectives; it’s financial and marketing performance and current practices of various functional units. While analyzing the overall performance of Acme, few problems in the area of finance and operation have been found and suitable recommendations has also been suggested to address the problems. After these analyses, some new strategies are suggested in light of the future direction of the industry and the market to guide the company to maintain its leadership...
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...responsibilities for the company and every manager. With regard to his and the company’s philosophy on accountability and incentive pay-for-performance, Vasella noted: “The best time to form views about management is before you come to the top. You see how the real world works and how bureaucracy works, and what people believe and never dare to challenge.” Vasella had spent five years in the U.S. as a manager for one of the predecessor companies to Novartis, and during that time he had learned about and embraced new models of incentive pay-for-performance that were being pioneered at General Electric: I was listening to what Jack Welch had to say in 1988/89 and I saw that they had a far better human resource and incentive system than we did in my company. I transferred back to home base in Switzerland in 1992, just after we had introduced variable incentive compensation in my U.S. operation. Coming back to Switzerland, my pay was cut by 40 percent to fit with local market levels, and there was no variable component. Of course this was not exactly motivating to me. I felt unfairly treated, and I thought, ‘What do you want?’ At our first Group Leadership Meeting after I assumed the position of CEO, I asked my colleagues to show, by raising their hands, how many had regular...
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...affirmative action Federal policies that require employers to show initiative in recruiting a diverse pool of applicants for their job openings. Age Discrimination in Employment Act (ADEA) A federal law that prohibits discrimination against employees over age 40. attitudes Cognitive and emotional appraisals that shape subsequent behavioral tendencies. attrition A reduction in the number of employees by not replacing those who leave. autonomy The level of freedom and independence a worker is given regarding work schedules and the procedures used to complete the job. availability A cognitive bias that causes an evaluator giving a performance review to place more importance on ecurring r factors, no matter how minor they are. Alderfer’s ERG theory A content motivation theory that divides core needs into three groups: existence, relatedness, and growth. baby boomers The generation born between 1946 and 1964. Americans with Disabilities Act (ADA) A federal law that requires employers of 15 or more employees to provide reasonable accommodations for persons with disabilities and that prohibits discrimination against a qualified individual with a disability in hiring practices, testing, firing, promotion, job training, or regarding wages. behavioral competency Personality traits, interpersonal skills, and character dimensions that an employee possesses and that differentiate him or her from others. ambicultural leader A...
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...purpose of the report is to discuss the Mount Cedar Technologies case study and show how Future Point Consultants (FPC), a consulting company, has analyzed the structure and inner workings of a tech company named Cedar Tech. This analysis has enabled FPC to identify current hurdles and difficulties to operating effectively. In addition to addressing each obstacle throughout this report, this report provides an overview of Cedar Tech’s history, current status, and goals. This report is divided into eleven sections that identify different business objectives ranging from organizational culture, building effective teams, to full implementation of recommended solutions. Introduction and Company Overview Mount Cedar Technologies also known as Cedar Tech is an Information Technology infrastructure integrator that was established in 1995. The company grew at impressive rates in its first ten years of business. Cedar Tech was originally an importer and distributor of computer accessories but later transcended into a dominant force in the IT community that was able to acquire other companies. Today they specialize in hardware and software products, storage and security solutions, and technical services to Enterprise, Small and Medium Businesses, and to Government, Educational, and Medical institutions (Ghazzawi, 2008). Although the company has grown quickly it has failed to effectively manage and retain its workforce, recognize or reward employees, and implement an effective organizational...
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...Edition, by Susan E. Jackson, Randall S. Schuler and Steve Werner, as these are the last chapters, introduced to us by the authors. In this case we will try to give adequate interpretation and analyses to the main concerns that appear in the related book. And finally, at the end of the essay we will answer the questions, related to this exam. The questions are: 1 Should companies offer a uniform “package” of benefits, or should they move to a flexible plan that allows employees to choose the benefits that are most meaningful to them (up to a specific, pre-established dollar amount)? 2 What are some key issues to consider when establishing and monitoring an employee assistance program? 3 How have changes in product and service markets affected the way labor and management relate to each other? Looking deeply into the chapter nine, we will give the analysis to the process of Conducting Performance Management, as to the one of the major aspect in the modern Human Recourses...
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...Milkovich−Newman: Compensation, Eighth Edition II. External Competitiveness: Determining the Pay Level 7. Defining Competitiveness © The McGraw−Hill Companies, 2004 Chapter Seven Defining Competitiveness Chapter Outline Compensation Strategy: External Competitiveness Control Costs Attract and Retain Employees What Shapes External Competitiveness? Labor Market Factors How Labor Markets Work Labor Demand Marginal Product Marginal Revenue Labor Supply Modifications to the Demand Side Compensating Differentials Efficiency Wage Signaling Modifications to the Supply Side Reservation Wage Human Capital Product Market Factors and Ability to Pay A Dose of Reality: What Managers Say More Reality: Splintering Supply of Labor Organization Factors Industry Employer Size People’s Preferences Organization Strategy Relevant Markets Defining the Relevant Market Competitive Pay Policy Alternatives Pay with Competition (Match) Lead Policy Lag Policy Flexible Policies Pitfalls of Pies Consequences of Pay-Level and Mix Decisions Efficiency Fairness Compliance Your Turn: Sled Dog Software Your Turn: Managing a Low-Wage, Low-Skill Work Force January is always a good month for travel agents in Ithaca, New York. In addition to the permanent population eager to flee Ithaca’s leaden skies (our computer has a screen saver whose color is titled “Ithaca”; it consists of 256 shades of gray), graduating students from Ithaca’s two colleges are traveling to job interviews with employers across the country—...
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...os St. Catherine Specialty Hospital Designing the Future of IP-based Healthcare Data Networks _________________ Project Charter Document with Scope Table of Contents A. General Project Information Page 3. B. Project Objectives -Project Mission Statement -Business Case -Problem Statement -Goal Statement -Definition of Terms Target Project Goals Page 4. Acceptance to Terms of Deliverables Key Project Directives Page 5. C. Project Assumptions Page 6. Telecommunication Location Specification Page 8. Telecommunication Room Specifications Telecommunication Power Requirements Additional Network Requirements Page 9. Project Deliverables Page 12. D. Project Scope Page 14. ScopeAgenda Fulfilling IP Convergence Requirements Network Verification Requirements Page 16. Work Area Designations Infectious Control Requirements Page 17. Cable Run Specifications Page 18. Scope Exclusions Page 20. E. Project Milestones Page 21. F. Impact Statement Page 22. G. Roles & Responsibilities Page 23. H. Resources Page 24. I. Project Risks Page 25. J. Success Measurements Page 26. K. Project Participant Signatures Page 27. A. - General Information Project Title: | St. Catherine Specialty Hospital - Network and Data Infrastructure | Brief Project Description: | New hospital...
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