Contemporary issues in HR
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Reverse mentoring involves mentoring that flows from junior to senior employees rather than the traditional top-down approach. It pairs younger employees, who are knowledgeable about social media and technology, with older executives to teach them about these areas. While it provides benefits like keeping executives informed of new technologies, challenges include ego clashes and executives not being open to learning from younger mentors. Successful reverse mentoring programs require clear goals, communication, and training to overcome challenges. Some companies that have implemented it include P&G, where a 30-year veteran began learning from a staff scientist, and the Wharton School, which pairs executives with graduate students as mentors.
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Hiring presentation 14_oct2010
The document provides advice for businesses on staffing for future success and hiring their first employee. It recommends being honest about readiness for hiring and having a financial and HR plan in place. Key steps include developing job descriptions, finding candidates through various sources, creating onboarding processes, providing training and development, and retaining employees through recognition and leadership programs.
Hiring Best Practices for Today's Transformational Workplace
The document provides advice for businesses on staffing for future success and hiring their first employee. It recommends being honest about readiness for hiring and having a financial and HR plan in place. Key steps include developing job descriptions, finding candidates through various sources, creating onboarding processes, providing training and development, and retaining employees through recognition and leadership programs.
Hiring Presentation 14 Oct2010
The document provides advice for businesses on hiring their first employee, including assessing readiness, developing an HR plan, finding and recruiting candidates, onboarding new hires, ongoing training and development, and retention best practices. Key steps include conducting a financial analysis, creating job descriptions and performance plans, following legal compliance, and developing managers' leadership skills. The overall message is that hiring requires thorough preparation and an ongoing commitment to employees.
How to Build and Maintain a Premier Organization
An important trend facing organizations across all industries is bridging the knowledge gap between outgoing employees and those who remain or are hired to fulfill their work. Despite a stubbornly persistent unemployment rate in the U.S., attracting and retaining people who can positively impact your company remains a considerable challenge to building and maintaining a premier organization. Triggered by Baby Boomer retirements, companies must develop systematic ways to attract the best, retain the best, and hold on to the knowledge that the best contribute to their organizations.
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Employee management Sample
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The document discusses five key steps to creating the 21st century workforce experience:
1. Redefining employee engagement through establishing a "new people deal" that outlines mutual expectations and commitments between organizations and employees.
2. Re-inventing organizational structures to be more adaptive through dynamic talent marketplaces that match employees to the right assignments.
3. Shaping a reputation-based culture through transparency, peer feedback, and real-time check-ins to form an environment empowering talent transformation.
4. Leveraging innovative technologies to enable and drive real-time talent transformation and the creation of adaptive organizational frameworks.
5. Introducing an adaptive organizational model as the backbone for engaging talent, alloc
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Effective communication is essential for organizational success. Communication allows for the exchange of information between individuals and helps coordinate work. Barriers like selective perception and defensiveness can interfere with communication. Informal networks also facilitate information sharing. Modern technologies have revolutionized workplace communication through tools like email and telecommuting. However, remote work can lead to social isolation. Overall, communication is key for managing employees, promoting understanding, and achieving organizational goals.
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Organizational culture is influenced by both external and internal factors and reflects how employees experience the organization. It is maintained as the organization's way of doing business and helps with adaptation. Organizational power derives from sources like expertise, authority, and resources, and is wielded by those in positions of authority to shape culture and motivate employees. A strong organizational culture leads to employee engagement, decreased turnover, effective onboarding, and a healthy team environment. There are four main types of organizational culture: clan, adhocracy, market, and hierarchy. Types of organizational power include legitimate, coercive, expert, informational, reward, connection, and referent power. Power in an organization shapes dynamics and influences employee behavior and
Please compare your answers and redo them for your satisfaction. I.docx
Please compare your answers and redo them for your satisfaction. I think you know the subject well.
I have provided for you to review and compare your answers to the following suggested answers.
Suggested Answers
Ratio
Your Answer
Industry Average
Your Interpretation
(Good-Fair-Low-Poor)
Profit margin on sales
3.40%
3%
Fair
Return on assets
6%
9%
Low
Receivable turnover
12
1.6X
Fair
Inventory turnover
5
10X
Poor
Fixed asset turnover
5.41
2X
Poor
Total asset turnover
1.76
3X
Poor
Current ratio
2.7
2X
Fair
Quick ratio
1.3
1.5X
Fair
Times interest earned
11
7X
Good
Analysis:
The firm has problems with inventory and accounts receivables management. By improving these two areas the firm can show better performance
Profit margin:
Net income/ sales = 27/795 = 3.4%
Return on assets:
Net income/ total assets = 27/450 = 6%
Receivable turnover:
Sales (credit)/ receivables = 795/66 = 12.05
Inventory turnover:
Sales/inventory = 795/159 = 5x
Fixed asset turnover:
Sales/ fixed assets = 795/147 = 5.4x
Total asset turnover:
Sales/ total assets = 795/450 = 1.77x
Current ratio:
Current assets/ current liabilities = 303/111 = 2.73
Quick ratio:
(current assets – inventory) / current liabilities = (303-159)/111 = 1.30
Times interest earned:
Earnings before interest and tax (EBIT)/ interest expense = 49.5/4.5 = 11
Global Human Capital Trends 2016
The new organization: Different by design
Deloitte’s Human Capital professionals leverage research, analytics,
and industry insights to help design and execute the HR, talent,
leadership, organization, and change programs that enable
business performance through people performance. Visit the
“Human Capital” area of www.deloitte.com to learn more.
http://www.deloitte.com
Contents
Introduction: The new organization | 1
Different by design
Organizational design | 17
The rise of teams
Leadership awakened | 27
Generations, teams, science
Shape culture | 37
Drive strategy
Engagement | 47
Always on
Learning | 57
Employees take charge
Design thinking | 67
Crafting the employee experience
HR | 77
Growing momentum toward a new mandate
People analytics | 87
Gaining speed
Digital HR | 97
Revolution, not evolution
The gig economy | 105
Distraction or disruption?
The new organization: Different by design
Introduction
Sweeping global forces are reshaping the workplace, the workforce,
and work itself. To help organizations and their leaders understand
these changes, Deloitte presents the 2016 Global Human
Capital Trends report, based on more than 7,000 responses
to our survey in over 130 countries around the world.
THE theme of this year’s report—“The new organization: Different by design”—
reflects a major finding: After three years of
struggling to drive employee engagement
and retention, improve leadership, and build
a meaningful culture, executives see a need
to redesign the organization it.
The importance of motivation
The document discusses several topics related to motivation and organizational culture. It provides advice on launching ideas and strategies to benefit the organization, aligning employees to create a good work culture, fostering job security to promote retention, and laying the foundation for a successful organization to achieve better results. It also discusses the importance of reward structures, leadership styles, organizational climate, employee bonding, matching job roles to individual motivations, and not discouraging slow progress.
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This document discusses human resource challenges at MTS Systems Corporation. It identifies retention of skilled workers as a major challenge, as employees seek promotion and to meet changing expectations and motivations. Younger generations are less loyal and more driven by recognition, while older generations value financial rewards more. The company must evaluate workplace needs and focus on career growth, creativity, collaboration, and mission to engage employees. Effective communication between generations and a culture of respect are also important to address human resource issues and improve performance at MTS Systems Corporation.
Benefits Of An Effective Leadership Program Essay
Tanglewood is a large retail company with stores across 12 regions locally and overseas. As many senior employees retire, Tanglewood must develop a talent management strategy to fill vacated leadership roles. An effective strategy would identify and develop high-potential employees internally and implement training programs to prepare them for promotion. A standardized approach across regions is needed while allowing for cultural differences locally. Attracting and retaining talented staff globally will help Tanglewood compete internationally.
Talent Management
Talent management is crucial for organizations to grow their human capital value. McDonald's talent management program, called LAMP, had five key components: executive assessment, individual development planning, leadership modules, executive education, and business improvement recommendations. The program helped McDonald's ensure they had the right people in the right positions. Bank of America's talent management strategy focused on attracting, retaining, and developing great leaders over three phases in an executive's first 36 months. The strategies aimed to align employees with company goals and create engagement, satisfaction, and a sense of pride in the organization. Both companies saw success through implementing formal talent management programs.
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Empower
The document discusses employee empowerment, defining it as a process of developing a culture of empowerment, sharing information and goals, developing competency through training, providing resources, and offering support. Empowerment benefits organizations by increasing productivity, job satisfaction, and motivation. While empowerment involves delegating authority, it is more than just delegation - it requires preparing employees by developing their skills and confidence so they feel empowered to make decisions. Effective empowerment is a long-term process of incrementally increasing an employee's responsibilities as their competence grows.
EFFECTIVENESS OF THE MENTORS IN THE GROWING CORPORATE COMPANIES
In the present corporate scenario, the employees belonging towards the
organization is becoming very less. Gone are those days where an employee stays in
an organization till their retirement. But in the present era, sustaining in the same job
for few years is becoming very difficult. That is due to people need fast growth, high
attention, more income & at times no proper guidance. The new entrants in the
organization are also in the same path. They are not guided properly by the seniors in
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Learning Organization
Organizational learning is key to organizational growth in today's competitive world. A learning organization challenges assumptions and integrates five disciplines: personal mastery of vision and skills, managing mental models, building shared vision, team learning, and systems thinking. Personal mastery involves generating creative tension to improve reality based on a personal vision. Learning organizations provide feedback to customers to improve.
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Contemporary issues in HR
- 1. Contemporary Issues By: Gurpreet Kaur Lovely Professional University
- 2. Reverse Mentoring Reverse + Mentoring From bottom to top From junior to senior From younger to elder
- 3. Young People+ Older People = Social Media + Business Experience
- 4. Evolution GE’s CEO Jack Welch
- 5. What does reverse mentoring involve? Clear set of objectives Communication Time
- 6. Benefits For mentor (junior) For mentee (senior)
- 7. Problems Ego clashes Not ready to learn Organisational structure Not clear about the advantages
- 8. Big Question: “Would Top-level executives put their egos aside to accept being mentored by a twenty something??”
- 9. For successful reverse mentoring Hire future leaders Survey new employees after two-three months on the job Set up a regular “View from the Front Lines” meeting Set goals Training is essential Reverse mentoring program
- 10. Some examples: Center for Coaching and Mentoring in Bartlesville, Oklahoma Matt Starcevich, CEO says "Reverse mentoring can provide substantial benefits for an organization”
- 11. Wharton School of Business at the University of Pennsylvania They have matched about 60 executives with mentors-- mostly graduate students who have demonstrated an excellent grasp of technology
- 12. Procter & Gamble A couple of years ago, CIO Steve David--a 30-plus-year veteran of the company and a longtime mentoring advocate-began a reverse-mentoring relationship with a staff scientist
- 13. Emerging Future Organizations Charles Handy He believes the new organizations will need to treat people as assets to be developed and motivated Handy identifies 3 types of organizations : 1. The Shamrock organizations 2. The federal organizations 3. The Triple I organizations
- 15. The Shamrock Organizations Composed of 3 distinct groups : 1. The core workers 2. The contractual fringe 3. The flexible labor force Example: Rank Xerox and F. International The Federal Organization A organizations as network of individual organizations allied together under a common flag with some shape identity
- 16. The Triple I Organization Triple I based on Intelligence, Information and Ideas In future, the equation organizations will be Triple I = AV (Added Value) and have 1. Invest in smart machines to remain competitive and effective 2. Recruit skilled and smart people to control the machines 3. Ensure that this group of skilled people is rewarded equitably
- 17. HR JARGONS
- 18. You work you take COMPETITIVE SALARY You can implement your knowledge right from today JOIN OUR FAST-PACED COMPANY Be happy you have a family atmosphere people are warm, friendly CASUAL WORK ATMOSPHERE
- 19. Plan and perform you will be perfect MUST BE DEADLINE-ORIENTED To earn more name and money SOME OVERTIME REQUIRED You should be king of one and jack of many DUTIES WILL VARY You will become perfect MUST HAVE AN EYE FOR DETAIL Female Applicants must be focused both officially and personally 'CAREER-MINDED'
- 20. THANKS