...Developing Yourself as an Effective HR/L&D Practitioner Activity A The HR Professional Map It is the map that directs the HR Professionals at each level (generalist or specialist) to figure out what they need to do so as to deliver correct output at whichever stage of the career they are working at. The map is a threshold set for the individuals exhibiting HR excellence. It describes the knowledge and activities as well as the behaviours that are absolutely needed for smooth functioning of the HR activities currently and also in future. The map is ever-evolving so as to combat the ever increasing needs of this profession. The HR Professional Map is divided as follows: Core Professional Areas: The centre of the map enfolds two main professional areas which are relevant and related to all the people in the HR profession irrespective of the position or the level these people work at. These two are, namely, 1. Insights,Solutions and Strategy 2. Leading HR Specialist Professional Areas: Apart from two core profession areas, there are 8 special profession areas which states that there is a need of understanding what is to be done at each band of competence from beginner competence to an advanced one. These are 8 areas, namely, 1. Organisation Design 2. Organisation Development 3. Resource and Talent Planning 4. Learning and Talent Development 5. Performance and Reward 6. Employee Engagement 7. Employee Relations 8. Service, Delivery and Information Behaviours:...
Words: 310 - Pages: 2
...CIMA-funded (Chartered Institute of Management Accountants) research has discovered that the closer the co-operation between finance departments and human resources (HR) departments on areas like bonus schemes, the better the organisational performance will be. The research was carried out by John Innes, University of Dundee; Reza Kouhy, Glasgow Caledonian University; Rishma Vedd, California State University, Northridge; and Takeo Yoshikawa, Yokohama National University on a CIMA grant. The project examines the relationship between HR management, management accounting and organisational performance. Six case studies covering the UK, Canada and Japan were analysed with the results tested in a series of 100 telephone interviews. Top level findings show that HR and finance teams need to work closely with one-another on HR policies to ensure better performance across the entire business. Where the tone is set at the top, with HR Directors and Finance Directors being seen to liaise on bonus schemes and benchmarking exercises, it is generally felt that a better working relationship between HR and finance can be achieved. Researcher John Innes, explains further: 'It was commonly considered that while HR can benefit from getting financial input on how to structure bonus schemes and strategies, that finance can equally benefit from working with HR to understand how viewing employees as 'assets' rather than 'costs' can lead to a net positive effect on an organisation's long-term performance...
Words: 1232 - Pages: 5
...1st Draft Dependence from technologies Humanity or Mankind has evolved from the essence that separates humans from beasts: the ability to use the mind for reason. Reason is the ability to analyze, create, deduce, and formulate. It is reason that enables human beings to strive to invent; it is through invention that mankind has developed society and created a better world. When we speak about the relationships between technology and humanity, it is evident that we have to deal with the interrelations between some very complex phenomena: technology, science, society or systems of societies, and systems of rights of a universal nature. The discovery and development of a large number of powerful energy sources-coal, petroleum, electricity etc. have enabled humanity to conquer the barriers of nature. All this has facilitates the growth of fast modes of transport, which in turn has transformed the world into a global village. Newer and newer advances are happening by the day. Technological change is in large part responsible for many of the secular trends in such basic parameters of the human condition as the size of the world population, life expectancy, education levels, material standards of living, and the nature of work, communication, health care, war, and the effects of human activities on the natural environment. Technological development has provided human history with a kind of directionality. 1) Without the needed technology a lot of people would struggle with their...
Words: 557 - Pages: 3
...TRIUMPH INTERNATIONAL (VIETNAM) LTD. is a 100% foreign-invested company leading in men’s and women’s undergarment industry. We are looking for talents who love challenges and have passion for development along with our organization development. MANAGEMENT TRAINEE RESPONSIBILITIES Triumph Management Trainee Program is the program to recruit fresh graduates majored in Sales & Marketing, Commerce, Business Administration with good study result and develop them to hold key positions for our expansion project in Vietnam. In 2013, we plan to recruit: + 2 Management Trainees for Sales & Marketing Office in Hochiminh and Ha Noi REQUIRED SKILLS 1. Education & Experiences Bachelor Degree or Master on Sales & Marketing, Commerce, Business Administration or other related major with Good mark; Proficient in good English speaking and writing. Foreign language may be needed for future development Computer literate with knowledge of Microsoft Office, Lotus Notes, and Access Database Management will be an advantage Having some experience in Sales & Marketing is preferable 2. Skills Strategic thinking, analytical and problem solving skills Well-organized, motivated, detail, careful and teamwork spirit Good communication skill, able to maintain good relationship with colleagues at all levels Patience, devotion, high integrity Good looking, passion to grow fast, scarify time to grow big in the future 3. Working location - HCM Office: 21st Floor, Melinh Point Tower, No. 2 Ngo Duc Ke...
Words: 272 - Pages: 2
...Chartered Institute of Personnel and Development Human capital reporting An internal perspective a guide 1 – a CIPD guide for personnel professionals to help them identify, collate, analyse and communicate data on human capital Written by Jim Matthewman and Floriane Matignon of Mercer Human Resource Consulting Acknowledgements The document draws on the perspectives, experience and measurement methods set out in the recent book by Haig R. Nalbantian, Richard A. Guzzo, Dave Kieffer and Jay Doherty, Play to Your Strengths: Managing your internal labour markets for lasting competitive advantage (New York: McGraw Hill, 2004). We are grateful to members of the CIPD Human Capital Working Party who provided input and advice: Greg Aitken, Head of Employee Research and Measurement, Royal Bank of Scotland Group Ron Collard, Partner, PricewaterhouseCoopers Andrew Mayo, Director, Mayo Learning International Tim Miller, Group Head of Human Resources, Standard Chartered Bank Tony Palmer, Head of the Marple Partnership Vicky Wright, Partner, Human Capital, Ernst & Young Human capital reporting Human capital reporting: an internal perspective 3 Human capital reprting Contents Preface 4 Introduction 6 Step 1 – Setting human capital management in context 10 Step 2 – Getting started: gathering and collating the data 21 Step 3 – Measuring human capital: tools and methodologies 27 Step 4 – Reporting the data:...
Words: 19595 - Pages: 79
...finds Tom Lippert, sales representative for DuPont Engineering Polymers (DEP), in a situation common to today’s competitive sales environment. His company, as a supplier to a major manufacturer (GARD), is faced with changing times. GARD is in the midst of a “changing of the guard” as Mr. Lippert’s long-time contact, Mike O’Leary, retires. O’Leary’s successor, Richard Binish, brings a new set of supplier expectations to the fore of GARD’s purchasing strategy. Over the years, the quality of competitors’ products began to match DEP’s. Firms now compete based on logistics quality. To keep the GARD business, DEP must improve its logistical performance to meet the customer’s rising expectations. The textbook illustrates a concept called the “shrinking service window.” The idea behind the shrinking service window is that customers have begun to expect higher levels of service (higher fill rates) in less time (shorter order cycles). In GARD’s case, a change in leadership is responsible for the new, higher expectations. The change, however, is indicative of the realization that logistics has become a strategic weapon. The case illustrates that DEP must either match competitors’ service or face losing a major customer. Solutions to Questions 1. A diagram of the DEP-GARD supply chain is provided on the next page. Stages that are adding value: • Inbound transportation from the suppliers • DEP packaging • manufacturing • product delivery Stages that are not adding...
Words: 648 - Pages: 3
...|NAME |Candice Burger |STUDENT NO. |73830116 | |DATE |17/06/2016 | |INSTITUTE |Distance Leaning College and training | |COURSE |Human Resources | |UNIT TITLE |CIPD4 DEP | |TOPIC |Section 2 | |TASK REF |Effective Human Resource Service | |THE TASK | | Please type the question here before you provide us your answer. a. Identify a minimum of 3 users of HR services b. For each of these users identify at least 2 key needs and explain how conflicting needs can be prioritised effectively c. Identify at least three methods of communication, and explain the advantages and disadvantages of each. Ensure that the three methods are appropriate to employees...
Words: 1070 - Pages: 5
...Case 1 – Integrated Logistics for DEP/GARD Question 1 Company Name: Company 1 Company 2 Company 3 Company 4 Company 5 Company 6 Chemical compound: (A,B,E,F) (A,B,C,D) (A,B,E,F) (C,D) (E,F) (C,D) % of business: (60,60,15,15) (25,25,15,15) (15,15,25,25) (60,60) (60,60) (25,25) Stages that are adding Value: - Sorting of materials received into specific sections or regions for production. - The delivery of the materials by the different companies. - Delivery strategy used by DEP. - Time taken to deliver the shipment over 200 miles. - Time taken to produce received orders. Stages that are not adding Value: - The inventory lying in the warehouse before being transported to the client. - The time spent of inventory lying in the warehouse before being used. - Counting of received stock against the order placed. - Receiving of materials. Question 2 Minimum performance cycle – Maximum performance cycle – Question 3 Question 4 The first thing that I would do is to determine the feasibility of trying to change from a 5 day service window to a 3 day service window and what impact this would have on DEP’s manufacturing ability as well as the quality of the product being produced. If the impact is going to be negative, then DEP must not consider being a client of GARD as they will ruin there...
Words: 520 - Pages: 3
...Course 616—Global Logistics Management Don Stuck (15-041). Lesson # 7 1.a. DEP/GARD DIAGRAM: (1) SUPPLIERS (six) to (2) DEP receiving to (3) DEP manufacturing to (4) DEP warehouse to (5) DEP/commercial transportation to (6) GARD 1.b. The stages adding value are: the performance criteria of the suppliers (product quality and timeliness in delivery); DEP’s advanced manufacturing equipment and ability to quickly change the manufacturing process; product packaging and prep for shipment; DEP’s internal transportation for delivery. 1.c The stages not adding value are: all of the time the compounds sit in the warehouse; the seven day inventory; the antiquated way (manual) they match manufacturing ticket with the purchase order and prepare shipping documents; possibly the use of common carriers and 6+ days of shipment (max). 2.Minimum order cycle time: 2 days shortest lead time for suppliers+ 6 days orders produced+ 3 days from manufacturing to shipment + 1 day shipping = 8 days minimum. Maximum order cycle time: 9 days longest lead time for suppliers + 8 days orders produced+6 days from manufacturing to shipment + 6 days shipping = 25 days maximum 3. Yes, the performance cycle can be improved using the 25/15% suppliers. The trade-offs are: the compounds may cost more vs. more reliability in filling orders; more cost vs. better service levels; greater reliability in filling orders vs. requirement to maintain high...
Words: 1406 - Pages: 6
...1.1 Understand the knowledge, skills and behaviours required to be an effective HR practitioner. The HR Profession Map is designed specifically by HR professionals to help HR practitioners become well-found with the appropriate skills needed for current practice and future growth areas across HR. The Map describes what to do, what is needed to know and how to do it. Essentially the Map provides a widespread overview on how within an organisation the HR department functions. It also shows what is expected within the role of an HR practitioner from all levels based on the individual’s qualifications and experience. The Map has also been designed to support HR professionals at every stage of their career and sets out the global standards for HR. A clear and flexible framework has been developed. The HRMP displayed in (Figure 1) reveals what these behaviours and skills are below. Insights, Strategy and Solutions The first core area is Insights, Strategy and Solutions. This area can secure a role as a practitioner once mastered, as it will prove that one is aware of an organisation’s overall performance. The HR practitioner will need to maintain the effectiveness of the business functions, and demonstrate development requirements. The HR practitioner needs to understand the business and its day to day operations. Additionally, he/she will need to be able to investigate potential risks which can have an impact on the business. Once these are recognised, the...
Words: 2551 - Pages: 11
...Adrian Payne & Pennie Frow A Strategic Framework for Customer Relationship Management In this article, the authors develop a conceptual framework for customer relationship management (CRM) that helps broaden the understanding of CRM and its role in enhancing customer value and, as a result, shareholder value. The authors explore definitional aspects of CRM, and they identify three alternative perspectives of CRM. The authors emphasize the need for a cross-functional, process-oriented approach that positions CRM at a strategic level. They identify five key cross-functional CRM processes: a strategy development process, a value creation process, a multichannel integration process, an information management process, and a performance assessment process. They develop a new conceptual framework based on these processes and explore the role and function of each element in the framework. The synthesis of the diverse concepts within the literature on CRM and relationship marketing into a single, process-based framework should provide deeper insight into achieving success with CRM strategy and implementation. ver the past decade, there has been an explosion of interest in customer relationship management (CRM) by both academics and executives. However, despite an increasing amount of published material, most of which is practitioner oriented, there remains a lack of agreement about what CRM is and how CRM strategy should be developed. The purpose of this article is...
Words: 7859 - Pages: 32
...4DEP Level 3 – Kristen Landau A50445 CIPD Membership 45017870 Activity 1 Write a report in which you: Briefly summarise the HRPM (i.e. the 2 core professional areas, the remaining professional areas, the bands and the behaviours) The CIPD HR Profession Map sets out the activities, knowledge, behaviours and standards required for HR professionals to be successful in the workplace. The profession map can be used for personal and professional development. The map is set out in to three different sections which include ten professional areas, which are divided into four bands of professional competence and also includes 8 different behaviour styles. The 10 Professional areas: 1) Insights, strategy and solutions 2) Leading HR 3) Organisation Design 4) Organisation Development 5) Resourcing and Talent planning 6) Learning and Development 7) Performance and Reward 8) Employee Engagement 9) Employee Relations 10) Service Delivery & Information This describes what you need to do (the activities) and what you need to know for each area of HR profession at four bands of professional competence, as well as outlining the behaviours that you need to display when carrying out the activities. Two of these are considered the core professional areas Leading HR and Insights Strategy and Solutions. Leading HR acts as a role model leader which maximises the contribution that HR makes throughout the organisation. Insights Strategy...
Words: 2090 - Pages: 9
...Case 1: Integrated Logistics for DEP/GARD MGT 309 March 7, 2015 Dr. Williams Background Gard Automotive Manufacturing’s purchasing agent Mike O’Leary has announced his retirement and his predecessor, Richard Binish, has been announced. One of Gards long term suppliers, Tom Lippet, of DuPont Engineering Polymers (DEP) is coming in to negotiate a new contract. DEP’s polymer is a critical feedstock of the GARD’s manufacturing process. DEP’s supplies have always met Mike’s standards and he’s had few production problems reported from his production managers. Tom’s approach to supplying the business is different than Mike’s. Tom has and MBA with a concentration in purchasing and logistics. Prior to be announced as Mike’s predecessor, Tom worked in inventory management. While in this position Tom used the 80/20 rule to eliminate suppliers and products that were not profitable. Tom’s company is award a one year contract. After the contract signing Mike explains to Tom what Richard is looking for in delivery and options moving forward. Mike reviews with Tom that his company’s product no longer stands out from the pack and that its delivery standards are below Richards expectations. He also explains that Richard’s expectations for delivery will only increase in the coming years. The conversation Mike has had with Tom gives him time to review the competition and his company’s standards. Tom can use this as an opportunity to reevaluate how his company compares to...
Words: 1099 - Pages: 5
...Case Study 1: Integrated Logistics for DEP/GARD Bobby Norton Saint Leo University Abstract The winds of change brings about new and while fading the old away. This is true with life and it was also true for Tom Lippert, a sale representative for Dupont Engineering Polymers (DEP). DEP is faced with change as their long time GARD contact, Mike O’Leary turns over his responsibilities with his predecessor, Richard Binish. Richard trust the relationship that Mike has developed with DEP over the years however, he plans to verify DEP’s performance to his own standard. Diagram the DEP/GARD supply chain. What stages are adding value? What stages are not? The DEP/GARD supply chain is a follows: * DEP receives ?? of their materials needs to produce polymers. * DEP maintains a 7 day supply of each compound needed to manufacture polymers. * The Manufacturing department is linked to the procurement, marketing, and sales departments. Sales are received via phone or fax then, orders are entered into an information system. Using the system in place, most customer’s orders are produced in 6 to 8 days. * Once production is complete, orders are moved to a nearby warehouse by * At the warehouse the order is verified and prepped for shipping. Typically 3 to 6 day elapse from the time an order leaves manufacturing to the times it leaves the warehouse. * DEP fleet trucks deliver orders twice per week to customers within a 200 mile radius. Deliveries...
Words: 756 - Pages: 4
...Case 1: Integrated Logistics for DEP/GARD Analysis Introduction Having attended the Veteran Affairs Acquisition Academy as an intern to become a contract officer for the government, I was immediately intrigued at the way business was being conducted without fair and open competition. As we begin to break down the analysis of Case 1, supply management with be the focal point of discussion. Supply Chain As we take a look at where each company falls in the supply chain we can ascertain that GARD is the customer and DEP the supplier. The following diagram will attempt to break it down further: As we look at the stages in this supply chain, we can see that procurement is the most important. However, in this case the procurement team had it very easy, as Tom Lippet from DEP established a relationship with Mike O’Leary from GARD. In any other business setting, the procurement team is the most important. They are the ones that write the bids proposals for a company. Without them, there would be no work. DEP is highly dependent on its suppliers of raw materials. I find it interesting that they would go with the lowest bidder for their raw materials. If they want to ensure timely delivery, a trade-off analysis of what is important to them for the upcoming year to keep their current contract with GARD. In this supply chain I would put the marketing sales, human resources, and warehouse departments as not have much impact on the deliverance...
Words: 942 - Pages: 4
