TALENT MANAGEMENT AT GOVERNMENT -LINKED COMPANIES (GLCs) Transformation • Innovation • Partnership © August 2009 Malaysia Productivity Corporation Talent Management at Government Linked Companies (GLCs) Page 2 Table of Content Preface Introduction 3 4 Talent Management at Government-linked Companies (GLC) Transformation • Innovation • Partnership Talent Management and GLC defined 5 Insights on TNB (Tenaga Nasional Berhad) 8 Insights on MAS (Malaysia Airlines) Summary
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Determining the proper mix of staffing efficiently will be a key driver in the overall HR process and hiring outcome and should be a long term goal of the company to keep a focus on turn over ratio and cost savings. While still retaining the ability to move a part time employee into a full time position, a full time associate into a management position, etc. Being mindful that the company has an aggressive plan to open 15 stores per year over a projected 5 year period, the immediacy of hiring quality
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the research area. Early models of HRM were largely conceptual and not based on substantial empirical evidence for their validity (Beer, Spector, Lawrence, Miles & Walton, 1984; For burn, Tichy & Devanna,1984; Guest,1989). Human Resources (HR) are considered as the most important assets of an organization, but very few organizations are able to fully harness its potential (Ahmed & schroeder, 2002). Human resources system is a distinct but interrelated activities, functions and processes
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right time. Putting another way, HR planning is the system of matching the supply of people internally and externally with the openings the company expects to have over a given time frame. The quality of the candidate and his/her expertise are deciding factor how Grameenphone will succeed in achieving its visions, objectives and tasks. Human Resource planning in Grameenphone must be a part of the Company’s overall plan. When drawing up Human resource plans, it is important to take the following
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appropriate skills, the correct numbers and the right talent mix to achieve its mission in a dynamic external environment will be crucial to its continued success. It is also about the sound management of human capital processes, including recruitment, retention, development, redeployment, and retirement planning for minimal loss of knowledge. Workforce planning can assist TAFE Institutes anticipate the staffing and skill requirements of the changing VET environment. This is essential
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Bangladesh is faced with these three challenges, recruitment and selection comprises an important human resource practice in this industry. Further, in this industry, human resources comprise both the raw material and the “technology” (Communication) and are therefore of prime importance. |1.1 Origin of the report: | This report titled “Recruitment and Selection Procedure of Safat Motors Limited”
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Table of Contents Unit 1 Unit 2 Unit 3 Unit 4 Unit 5 Unit 6 Unit 7 Unit 8 Unit 9 Unit 10 Unit 11 Unit 12 Unit 13 Unit 14 Unit 15 Unit 16 Unit 17 Unit 18 Unit 19 Human Resource Management: Present & Future Information Technology for Human Resources Equal Employment Opportunity Job Analysis and Job Design Human Resource Planning Recruiting Employees Selecting Employees Orientation and Employee Training Management and Organizational Development Career Development Job Satisfaction and Employee Motivation
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Human resource management Human resource management- Importance Recruitment and Training This is one of the major responsibilities of the human resource team. The HR managers come up with plans and strategies for hiring the right kind of people. They design the criteria which is best suited for a specific job description. Their other tasks related to recruitment include formulating the obligations of an employee and the scope of tasks assigned to him or her. Performance Appraisals HRM encourages
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Identifying Talent Gap in Organization Njoku Judith C. The war for talent continues as baby boomers retire. This has brought about an increased talent demand that exceeds talent supply. As new technologies and business needs emerge, organizations have recognized that their existing individual employee competencies is not enough to see them through currently and in years to come, hence the need to fill the skill gaps and remain an employer of choice.
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32 Asia Pacific Journal of Human 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
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