...Discuss how the leadership at Home Depot intended to use its organizational talent to gain a competitive advantage in the Do It Yourself industry. The best way for Home Depot to gain a competitive advantage and to maintain it in today’s business situations is to carry out and transform so fast that they bring forth a cycle of temporary competitive advantages. This can be extremely difficult to accomplish as it requires a grouping of organization policies, practices, and designs. It is specifically because it is not easy to make organizations that change rapidly and effortlessly that being able to do so is an influential and sustainable foundation of competitive advantage. Its one thing to know talent is significant and it’s another to make talent a foundation of competitive advantage. It requires maintaining the right talent and organizing and managing it efficiently (Sears, 2003). Maintaining the right talent is not easy, but Home Depot seems to get it done by dedicating resources to it. Discuss the key channels that Home Depot developed for recruiting talent. The key channels that Home Depot developed for recruiting talent has been built to meet the retail hiring needs and observes some of the leadership development programs that have been formed to meet the leadership talent needs of the organization. Home Depot works hard to attract top talent and then commits to supporting that talent while they prepare for upcoming leadership roles. They include: • Embedding...
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...Assignment #1 They can do it! You can help! A look at talent Practices at the Home Depot Kashoray Owens Dr. Lila L. Jordan Hrm 532 July 18, 2010 1. Discuss how the leadership at home depot intended to use its organizational talent to gain a competitive advantage in the do it yourself industry? The home depot is the world`s second largest retailer. With revenues in excess of $90 billion, it has the distinction of being the number one home improvement retailer in the world. On average, the home depot places approximately 17,000 leaders into positions each year. This includes placements as first- line supervisors and continues all the way to placing executive vice presidents. Notably, more than 80 percent of leadership placements are internal promotions, and the vast majority of those placements are into key frontline management roles interfacing directly with customers every day. In addition to placing a large number of leaders, number of hourly retail associates every year. It has created multiple and diverse channels of entry into the organization and developed dedicated programs that build leadership and functional skills. 2. Discuss the key channels that home depot developed for recruiting talent? Early on, the home depot recognized that talent was the key competitive differentiator in a rapidly growing company that built it`s reputation and business case on knowledgeable associates...
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...Discuss how leadership at Home Depot intended to use its organizational talent to gain a competitive advantage in the Do It Yourself industry. According to Silzer (2010), Home Depot places approximately 17,000 leaders into positions each year. This includes placements as first line supervisors and continues all the way to placing executive vice presidents. Home Depot has to make sure that the candidates selected to fill any of the supervisors, assistant manager, and store manager level vacancies fit the mold they need to have continuing success within their organization. Home Depot also hires a significant number of hourly retail associates every year. Home Depot must source and hire tens of thousands of retail associates each year. Hiring that amount of associates, you must have some sort of plan in place for the selection of employees and to develop leaders within your organization. Home Depot has utilized talent channels as a tool to selecting their future employees and pipeline programs to develop their employees into the leaders they have aspirations on becoming. Discuss the key channels that Home Depot developed for recruiting talent. Home Depot recognized that they would need very talented leaders to inspire and engage very skilled talent. In order to accomplish this Home Depot created multiple talent channels. Each channel had either a specific purpose or was designated for a specific talent segment. Talent channels were used to attract people to be recruited...
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...Assignment 1 HRM532 Date: October 18, 2011 Talent Practices at The Home Depot Home Depot’s Plan Home Depot had several intentions in regarding the use of its organizational talent to gain a competitive advantage in the Do It Yourself Industry. The first of these is to ingrain the importance of corporate success through human capital. In the current economic environment, corporate success and growth; even survival, is dependent on the firm's ability to create employees that are motivated, skilled, and committed. The concept of how important human capital is to corporate success can be summed up with a quote from Nobel Prize-winning economist Gary S. Becker says that “The basic resource in any company is the people. The most successful companies and the most successful countries will be those that manage human capital in the most effective and efficient manner” (Brocaglia, n.d.). The Home Depot embraced this idea when the company considered its organizational talent as a competitive edge. The second of these intentions is first-class customer service through engaged employees. Employees are the first line of defense and influence when it comes to a firm's level of achievement in customer service. Customer service and satisfaction become the competitive advantage that allows for retaining customers longer even through severe price competition; and that satisfaction should be paramount through all stages of customer interaction (IBM, 2007). By placing such...
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...Business Ethics in a Global Context Executive Summary TransCanada and the Pipeline Industry Ethical decisions are important in any organization, regardless of location, industry or size. The importance is paramount in the oil industry due to the danger to the environment, local towns and cities, and employees. The following project looks at the TransCanada Company in detail to determine the practices and policies they have in place to ensure ethical decisions are made. The paper will explain the company’s goals, current systems in place and plans for the future. It will also show past examples of why careless mistakes and risky behaviour could cripple a company’s performance, even if the mistake is minor. The TransCanada Company is a Canadian giant and a world leader in energy. They specialize in many regions of the energy industry, including gas, electricity and oil. Currently, they have over 10 natural gas pipeline projects, 13 oil pipeline projects and 8 electric projects on the go, not to mention their existing infrastructure and day to day operations. They have over $46 billion in assets and are constantly expanding, devoting billions in investments across North America every year. A Company of this size with so much power needs to behave in the most ethical way possible and consider all stakeholders with the utmost respect. A lack of attention to detail and its effects on society could lead to disastrous effects to not only North America but to TransCanada...
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...They Can Do it! You can help! Home Depot’s Plan Home Depot had several intentions regarding the use of it organizational talent to gain a competitive advantage in the Do It Yourself Industry. The first of these understanding is that talent was the most important element in being a competitor and developing a reputation of having an outstanding staff. Home Depot realized they needed very qualified leaders to assist with finding talent. The second of these intentions were to have limitless and diverse channels of entry into Home Depot to mold personnel into program that would build leadership. Once they acquired the leadership talent they began to prepare them for bigger roles within the company. They began to focus on the bigger picture by: Their focus is the result of many things: * Embedding the enduring importance of human capital to corporate success. * Internalizing the importance of engaged associates in creating a superior customer experience. * Experiencing unprecedented growth in challenging employment markets. * Acknowledging significant changes in workforce and consumers demographics. * Understanding that talented associates tend to leave leaders, not companies, and therefore the competency and preparedness of leaders is paramount to ongoing success. When Home Depot began to focus on these key factors they were successful with opening new channels for recruiting the best talent that they could obtain. Recruiting Talent Home Depot developed...
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...Point of view What the future demands: The growing challenge of global leadership development B What the future demands: The growing challenge of global leadership development Companies worldwide seem to be seized by a new enthusiasm for innovation and growth after a sobering period of retrenchment and downsizings. Fast-moving technologies, rapid global expansion, shifting business models, mergers and acquisitions all hold out dazzling possibilities. But in order to capitalize on these opportunities, corporate leaders are confronting a serious need for new kinds of talent and leadership. One has the sense that CEOs all over the world are emerging from strategy sessions and turning to their HR leaders with the same questions: How will we get our company from here to there? And do we have the leadership to make that transition? HR executives bear increasing responsibility for helping their organizations find and develop leaders who can move their companies forward – and then for helping those leaders to succeed. This responsibility is complicated by the fact that it’s often difficult to get a clear view into the future state of the business. Among the outstanding questions for HR executives: ■ How fast must we be prepared for change throughout the organization and change at the top? What leadership skills are required for the future? How do we ensure that we hire, develop and retain the people with the right skills – intellectually, technologically and emotionally...
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...HRM 532-Talent Management Discuss how the leadership at Home Depot intended to use its organizational talent to gain a competitive advantage in the Do It Yourself industry. The Home Depot is the second largest retailer in the world. With that title there is a need to employ a lot of employees. According to the case there are approximately 17,000 leaders into positions each year on average. This is a range from the front line supervisors to executive line supervisors. Unlike most company the Home Depot has more than 80 percent of leadership placements are internal promotions. With that high rate of internal promotion there has to be a seamless pipeline to develop that talent and still have the competitive advantage. That comes from their talent which they take very seriously. The key competitive differentiator in a company that built its reputation and case on knowledgeable associates, problem solving, and superior customer service (Silzer p 657) . The case also goes into detail and explains that the Home Depot was able to keep this focus was by doing the following: • Embedding the enduring importance of human capital to corporate success. • Internalizing the importance of engaged associates in creating a superior customer experience. • Acknowledging significant changes in workforce and consumers demographics. All of these factors help maintain the spot as the second largest retailer in the world. They put enfaces on the people and the service that they...
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...1. As we have discussed, competency models describe the behaviors and skills managers need to exhibit if an organization is to be successful. Consider the general competencies found in Figure 7.3 and apply these to Andra Rush, providing examples of how these competencies apply. “Competency models describe the behaviors and skills managers need to exhibit if an organization is to be successful” (Hughes, Ginnett, & Curphy, p. 252). In many organizations, competency models can differ between the different hierarchies of managers. As a person’s leadership role evolves so do the behaviors and skills he or she must possess to be an effective leader. This statement holds firm as with the case of Andra Rush. Throughout the case study, there are a number of competencies Rush displays. The first is personal drive which is the ability to demonstrate urgency in meeting objectives and achieving results; and the ability to pursue aggressive goals and achieve them (p. 253). When Rush worked as a nurse and heard complaints of unfair treatment, she took a proactive approach and enrolled in an MBA program to change and improve conditions. Not only did she have the drive to pursue an MBA, Rush accomplished this while working as nursing school graduate. Rush’s efforts can further more be seen through the formation of her trucking company. The success of Rush’s trucking company can be attributed to driving change which is challenging the status quo and looking for ways to improve team...
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...Discuss how the leadership at Home Depot intended to use its organizational talent to gain a competitive advantage in the Do It Yourself industry. At just 32 years old, Home Depot has created quite a name for its self. Everyone is aware that they can go into any chain of this international store and find practically anything they need to master their home improvement project. Behind the brand created by Home Depot are the smiling faces of every associate that assists the customers with the dueling task of locating the perfect product. The leadership at Home Depot is the driving force behind the organization’s talent and their efforts of being top notch rated in the Do-It-Yourself industry. Home Depot hires thousands of associates yearly to accommodate the growing demands of their retail company (Dowell & Silzer 2010). The leadership within the company uses its organizational talent to get ahead in this competitive industry by training the associates to be the best customer service team. Home Depot is known for promoting internally. With their knowledge and understanding of supply and demand, the leaders can monitor and promote the superb customer service brand. The leaders (shift managers, front-line supervisors, and store managers) are aware of the brand that is associated with Home Depot. Since the company has now expanded from America to Canada and even Japan, their servicing technique must be accurate to continue to promote growth. Discuss the key channels that...
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...Enron Case Study Seven years after the fact, the story of the meteoric rise and subsequent fall of the Enron Corporation continues to capture the imagination of the general public. What really happened with Enron? Outside of those associated with the corporate world, either through business or education, relatively few people seem to have a complete sense of the myriad people, places, and events making up the sixteen years of Enron’s existence as an American energy company. Some argue Enron’s record-breaking bankruptcy and eventual demise was the result of a lack of ethical corporate behavior attributed, more generally, to capitalism’s inability to check the unmitigated growth of corporate greed. Others believe Enron’s collapse can be traced back to questionable accounting practices such as mark-to-market accounting and the utilization of Special Purpose Entities (SPE’s) to hide financial debt. In other instances, people point toward Enron’s mismanagement of risk and overextension of capital resources, coupled with the stark philosophical differences in management that existed between company leaders, as the primary reasons why the company went bankrupt. Yet, despite these various analyses of why things went wrong, the story of Enron’s rise and fall continues to mystify the general public as well as generate continued interest in what actually happened. The broad purpose of this paper is to investigate the Enron scandal from a variety perspectives...
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...Porter Novelli Porter Novelli is a leading global marketing communications firm. In 2004 the organization undertook a strategic and visioning process that would help guide them through upcoming years. Senior management identified the need to upgrade and align HR management processes to successfully implement the new business strategy. Porter Novelli adopted the Drotter Leadership Pipeline approach to help achieve its new vision of a more client centric structure. Strategic HR Practices 1. Discuss the importance of aligning human resource processes with business strategy. HR management should be designed to meet the goals of an organization. This can prove to be very important. By defining how goals can be met through human resources, focus can be kept on the most important entity: the business, company or organization. Employee satisfaction and benefits take a backseat as they are mere means to help the organization achieve its HR goals. Identification and setting of goals helps an organization tell its HR department what it requires. After identifying goals a well aligned HR Department will rank goals according to employee satisfaction and this will help the organization utilize human capital more efficiently. Layoffs, voluntary retirements and inefficient hiring programs will cost the company financially. For this reason it is very important that companies take adequate steps to address the human capital challenge. Too many Detroit car companies sunk because of...
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...These first two legs are substantial components of their competitive strategy and have helped them edge out most of the competition. From the start, however, the organization’s founders knew that that having quality, knowledgeable employees interfacing with their customers was one of the most crucial investments in which they should invest. The third leg, therefore, is to provide the best service in the industry (Darrow, 1994, para. 12). All of the legs of Home Depot’s strategic make-up are important and provide stability to their competitive advantage over the rest of the market. However, it is important to recognize the crucial difference the talent management leg plays in the success of Home Depot. Discuss how the leadership at Home Depot intended to use its organizational talent to gain a competitive advantage in the Do It Yourself industry. Home Depot’s dependence on all three “legs” of the figurative “stool” surely add to the success of the company....
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...I didn’t pick Steve as a coach, but I am very grateful for being assigned to him. He was, for me, the perfect coach. He asked the right questions and opened my eyes to many things. I recognized Steve as a high-performing individual because he seemed to follow the five rules of defining your leadership pipeline. The research that the Harvard Business review did found some things that will help to contribute to the success or the failure of the leader and succession planning. Some of the businesses in the research combined succession planning with leadership development. I feel that Steve shares goals that the people in the research do and that is helping people get the right skills in the right place (Conger, J. A., & Fulmer, R. M. (2003). They developed succession management system that will help build a reliable pipeline of talents for future leaders. The five rules are as follows: Rule One You need to focus on development. This is the foundation that the other four rules laid upon. This is a flexible system and this is a must be. By combining succession planning and leadership development, gives the best that each one has. It is more than just training. By developing leadership, the people can walk away from the session with more energy and enthusiasm (Conger, J. A., & Fulmer, R. M. (2003). Rule Two The second rule is to identify linchpin positions. This is where a higher level of focus should be. Finding what the linchpin position is for the person being coached...
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...Discuss how the leadership talent pipeline at Ecolab was critical to executing its business strategy. The CEO and executives got together and came up with a strategy that grows the company. They had to capitalize on success to capture greater share in markets. What this mean is they had to go a step higher than where the company currently stands. I think because they don’t want to get comfortable and stuck and can’t grow. They also are looking for new opportunities for the company to expand. With this being said they are trying to develop a broader range of cleaning and sanitizing products. They want to keep up with competition and exceed them. I think once they got everything done nationally they want to go globally; they probably realize there are more opportunities besides in the U.S. and want to be the first or one of the first to expand globally. Stepping into the health market probably was a stepping stone for Ecolab. HR took the lead to develop and implement a global pipeline program so the company could develop the leadership talent it needed to grow. To summarize, Ecolab had to implement a strategic plan. With all the growth Ecolab would grow double its size and they had to be prepared and ready. Discuss Ecolab’s talent management philosophy. There are several philosophies that are involved in Ecolab talent management. They are: a. Talent is shared: Basically everyone had to step in and help out where needed. They are all there to serve a purpose and it’s...
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