THE ROLE OF HUMAN RESOURCE MANAGEMENT IN CORPORATE SOCIAL RESPONSIBILITY ISSUE BRIEF AND ROADMAP REPORT FOR PREPARED BY: Coro Strandberg Principal, Strandberg Consulting MAY 2009 CSR and HR Management Issue Brief and Roadmap 2 ISSUE BRIEF AND ROADMAP OBJECTIVE • To understand the foundational elements that need to be in place to foster a high performance CSR (corporate social responsibility) organization and develop a framework or roadmap for firms wishing to become a high performing
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BSBA - MIS & Finance Business Systems Assistant Business Systems Team – HR Systems Global Services Office, Boston, MA Systems Analyst, Merrill Lynch Helpdesk Technician, The Boston Beer Company Matt Foxman, Class of 2011 Previous Positions: OVERVIEW The Boston Consulting Group (BCG) is a leading international strategy and general management consulting firm operating across 40 countries in a complex and fast-changing business environment. The firm has built its worldwide practice on intellectual
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It had $6 billion revenues and 260,000 employees * It was the largest local phone company in the US * It was also the largest wireless phone company Management Problem: The management needed to determine whether the investments in the HR department were effective and valuable. Some of the questions specific to this problem are: * What is the most effective use of training dollars? * How to reduce customer turnover? In 1993 about 23% of all long
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taken from the combination of the acronym SABR (Society of American Baseball Research) and "metrics" meaning "measurement". (Albert 1994) Most business leaders are using 20th century metrics to create 21st century success. Business leaders were taught to "manage what we can measure" and, generally, what's most easily measurable are the more tangible aspects of life. In business, this translates to metrics like profitability and cash flow. Like baseball, businesses rely on numbers. (Bradbury 2007)
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Hate HR In a knowledge economy, companies with the best talent win. And finding, nurturing, and developing that talent should be one of the most important tasks in a corporation. So why does human resources do such a bad job From: Issue 97 | August 2005 | Page 40 | By: Keith H. Hammonds Well, here's a rockin' party: a gathering of several hundred midlevel human (Yo, Wayne Newton! How's the 401(k)?) They are here, ensconced for two days at faux to confer on "strategic HR leadership
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An Interview With Jim D’Amico: Director of Talent Acquisitions at Spectrum Health David S. Garcia Yesenia Cuevas Jack Brown Davenport University We have learned new and exciting insight from our interview with Jim D’Amico, the current Director of Talent Acquisitions at Spectrum Health. Jim has worked in the past as a Senior Manager and a Strategic Staffing Manager for global staffing at Bissell Homecare incorporated, Senior Recruitment Manager at the Schwan Food Company, and as the Manager
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formal feedback mechanism on an annual basis, however these discussions should not be restricted solely to a formal annual review (www. wpi.edu./Admin/HR performance-apprasial.com). Organizations that use environmental scanning, labor market analysis –forecasting, internal analysis forecasting, gap analysis, developing HR plans-strategies, and HR strategy implementation- assessment can have positive or negative results when it comes to employee performance appraisal in an organization. The performance
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Training Program The Hotel Paris’ competitive strategy is to use superior guest service to differentiate the Hotel Paris properties, and to thereby increase the length of stay and return rate of guests, and thus boost revenues and profitability. HR manager Lisa Cruz must now formulate functional policies and activities that support this competitive strategy by eliciting the required employee behaviors and competencies. As she reviewed her company s training processes, Lisa had reasons
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taking decision in relation to promotion and salary increases. Types of data that is collected within the organization and how each supports HR or L&D practices There are 2 types of Data that is collected by HR Functions and below is a description of each explaining who they support the HR and L&D functions. Quantitative data are the data that uses metrics/numbers, usually numbers act as magic whereas it eases out work & make it efficient. Adding out numbers add value to your work, it usually
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