Unibail Rodamco was formed when the two property management giants from France and the Netherlands came together in 2007 in a historic merger. Here we analyze the successful HR strategy of the company and what could be changed to make this strategy even more impactful
NIBI is the New International Business Institute created by the Milan Chamber of Commerce and Promos.
The mission of NIBI is to promote the training and updating of the human resources of companies that need to compete at international level, identifying new outlet, procurement, and production markets.
NIBI is the only management school that relies on a Foreign Network of offices located on the world’s strategic markets. Its top-level Faculty and the experience developed by Promos in its co-operation with companies result into training courses where education and contents are focused on instruments, relations, and experience, as well as on basic theory.
With an educational offering exclusively focused on international business, NIBI aims to become a reference model in executive education for micro, small and medium enterprises.
We can be your communication partner, helping you develop your placement brochure step-by-step. We begin by asking you a few questions about your positioning, perspective and the message you want to convey. Accordingly, we develop a unique theme for you. Our team works with the theme to create designs that work for you. Finally we print the brochures and deliver them at your doorstep.
The document provides information about the Armed Forces Programme (AFP) at IIM Ahmedabad. The AFP is a 6-month residential programme that prepares military officers for careers in the corporate sector by providing training in business management. The current batch has 77 officers from the army, navy, and air force with work experience ranging from 8-36 years. The programme curriculum covers topics like finance, marketing, operations, and strategy. Faculty include IIM Ahmedabad professors and industry professionals. The goal is to help military officers transition successfully to corporate leadership roles by leveraging their experiences and skills.
It takes courage to have a pause in one's career in order
to gain a foothold in the theoretical foundations of
management. The mid-career decision made by the
participating middle and senior level professionals in the
GMP Batch (670 years of shared industry experience) is a
reflection of their ambition and commitment towards
goals. The participants also bring significant international
experience with 56% of the class having worked in US,
UK, South East Asia, China and European Union. At
XLRI, professionals are strung together by their strong
leadership potential, high degree of intellectual proficiency,
business acumen, innovation, a strong desire to excel and
above all a willingness to stretch their limits to realize their
career dreams.
MM Bagali...... HR Education..... HR Educaters......Students hr subject_perce...dr m m bagali, phd in hr
This document discusses a study on the rigour and relevance of HR education in business schools in Karnataka, India. It conducted a survey of 238 HR students from 23 institutions across university types. The survey found that 35% of students viewed certain core HR subjects as redundant, particularly those related to HR skills and development. Another 21% saw subjects on industrial relations and labor laws as redundant. 15% viewed subjects on organizational development and change management as redundant. However, 23% felt all HR subjects were important. The results varied significantly between university types, with state university students more likely to view certain subjects as redundant compared to central university students who felt all subjects were important. The study aims to understand how HR education needs to evolve to meet
Hult International Business School offers a top-ranked one-year MBA program at five global locations: Boston, San Francisco, London, Dubai, and Shanghai. Students can choose to complete their degree at a single home campus or take advantage of Hult's Global Rotation Program to study at up to two additional locations. Hult's unique curriculum focuses on action learning to provide students with real-world business experience. The school aims to educate global leaders and has a truly international student body from over 80 countries.
IILM offer a wide range of courses and a well informed faculty, yielding smart and driven students. There are different courses under an MBA that you could opt for according to what suits you Business Administration, Marketing, Management, Finance and Accounting, Human Resources and more . For more details check out brochure.
The document provides an overview of SkillsFuture, Singapore's national movement to promote lifelong learning. It discusses the goals of SkillsFuture, which are to help Singaporeans develop skills mastery through lifelong learning. It outlines some of the key programs under SkillsFuture, including SkillsFuture Credit which provides $500 to all Singaporeans aged 25 and over for approved training courses. It also discusses the impacts on training providers, who have seen increased business, and on HR departments, who have a role to play in balancing national skills development goals with training needs for both local and foreign employees.
NIBI is the New International Business Institute created by the Milan Chamber of Commerce and Promos.
The mission of NIBI is to promote the training and updating of the human resources of companies that need to compete at international level, identifying new outlet, procurement, and production markets.
NIBI is the only management school that relies on a Foreign Network of offices located on the world’s strategic markets. Its top-level Faculty and the experience developed by Promos in its co-operation with companies result into training courses where education and contents are focused on instruments, relations, and experience, as well as on basic theory.
With an educational offering exclusively focused on international business, NIBI aims to become a reference model in executive education for micro, small and medium enterprises.
We can be your communication partner, helping you develop your placement brochure step-by-step. We begin by asking you a few questions about your positioning, perspective and the message you want to convey. Accordingly, we develop a unique theme for you. Our team works with the theme to create designs that work for you. Finally we print the brochures and deliver them at your doorstep.
The document provides information about the Armed Forces Programme (AFP) at IIM Ahmedabad. The AFP is a 6-month residential programme that prepares military officers for careers in the corporate sector by providing training in business management. The current batch has 77 officers from the army, navy, and air force with work experience ranging from 8-36 years. The programme curriculum covers topics like finance, marketing, operations, and strategy. Faculty include IIM Ahmedabad professors and industry professionals. The goal is to help military officers transition successfully to corporate leadership roles by leveraging their experiences and skills.
It takes courage to have a pause in one's career in order
to gain a foothold in the theoretical foundations of
management. The mid-career decision made by the
participating middle and senior level professionals in the
GMP Batch (670 years of shared industry experience) is a
reflection of their ambition and commitment towards
goals. The participants also bring significant international
experience with 56% of the class having worked in US,
UK, South East Asia, China and European Union. At
XLRI, professionals are strung together by their strong
leadership potential, high degree of intellectual proficiency,
business acumen, innovation, a strong desire to excel and
above all a willingness to stretch their limits to realize their
career dreams.
MM Bagali...... HR Education..... HR Educaters......Students hr subject_perce...dr m m bagali, phd in hr
This document discusses a study on the rigour and relevance of HR education in business schools in Karnataka, India. It conducted a survey of 238 HR students from 23 institutions across university types. The survey found that 35% of students viewed certain core HR subjects as redundant, particularly those related to HR skills and development. Another 21% saw subjects on industrial relations and labor laws as redundant. 15% viewed subjects on organizational development and change management as redundant. However, 23% felt all HR subjects were important. The results varied significantly between university types, with state university students more likely to view certain subjects as redundant compared to central university students who felt all subjects were important. The study aims to understand how HR education needs to evolve to meet
Hult International Business School offers a top-ranked one-year MBA program at five global locations: Boston, San Francisco, London, Dubai, and Shanghai. Students can choose to complete their degree at a single home campus or take advantage of Hult's Global Rotation Program to study at up to two additional locations. Hult's unique curriculum focuses on action learning to provide students with real-world business experience. The school aims to educate global leaders and has a truly international student body from over 80 countries.
IILM offer a wide range of courses and a well informed faculty, yielding smart and driven students. There are different courses under an MBA that you could opt for according to what suits you Business Administration, Marketing, Management, Finance and Accounting, Human Resources and more . For more details check out brochure.
The document provides an overview of SkillsFuture, Singapore's national movement to promote lifelong learning. It discusses the goals of SkillsFuture, which are to help Singaporeans develop skills mastery through lifelong learning. It outlines some of the key programs under SkillsFuture, including SkillsFuture Credit which provides $500 to all Singaporeans aged 25 and over for approved training courses. It also discusses the impacts on training providers, who have seen increased business, and on HR departments, who have a role to play in balancing national skills development goals with training needs for both local and foreign employees.
NDIM was established in 1992 and is committed to imparting high-quality education to help develop the next generation of business leaders. Its vision is to be a global learning hub that nurtures courageous change leaders through innovative learning. NDIM's mission is to revive India's rich educational heritage by providing equal opportunities for all. It offers a 2-year PGDM program with dual specializations and has consistently high placement rates, with over 250 companies recruiting annually. NDIM emphasizes industry interface, offering students live projects, internships, and mentorship to prepare them for careers. It is considered one of the top private B-schools in North India.
I was part of a committee at S.P Jain Singapore to invite industry participants for student projects. The committee used to approach companies and win projects for various functions like Marketing, Logistics, Supply Chain and HR. I made this brochure to send to various companies as part of our marketing collaterals
How to Recruit at the MBA school ranked #1 for International Experiencelaurajohanson
This document provides information about the history and growth of Hult International Business School. Some key points:
- Hult was established in 1964 as the Arthur D. Little School of Management and was the first corporate university in the US.
- It has since expanded to include campuses in Boston, London, Dubai, Shanghai, and San Francisco, offering MBA and master's programs.
- Hult prides itself on its diverse international student body from over 80 countries and its focus on practical, experiential learning through its LEAP method and client projects.
- The school has grown its program offerings and global recognition, being ranked in the Financial Times' top 100 business schools and attracting
Institute of Management and Development Business SchoolTripmart.com
MBA Institutes in Delhi India, Admissions, mba course colleges in delhi, recognised mba college in delhi, Business Schools in India, MBA B-School, Management College, MBA and school rankings, rankings on top B-Schools, undergraduate business schools, business schools, learning,best MBA,business degrees,university ranking,top schools, university rankings,best colleges,best universities,best schools,top colleges,top universities,mba programs
This document provides an overview of AGO-College and its potential expansion into the Libyan market. AGO-College is a well-known vocational education institution in Canada that has been approached by the Libyan government and private companies to contribute to Libya's human capital development. The document discusses AGO-College's organization, capabilities, competitive advantages, and potential opportunities and threats in the Libyan market. It also analyzes Libyan culture and performs a PESTEL analysis of Libya. The document proposes using a balanced scorecard and strategy map to develop an international business strategy for AGO-College in Libya, ending with an implementation plan.
This document discusses a summer training project on training and development conducted at Reliance Money. It includes a declaration by the author, a certificate from the institute, and acknowledgements. The contents section lists 7 chapters, including an introduction to Reliance Money and the project, the importance of training, methodology used, findings, limitations and conclusions. The training aims to improve employee skills and knowledge for current and future roles.
This document discusses the importance of training employees to increase productivity in organizations. It provides several key points:
1) Training is crucial for developing skilled, motivated workforces and adapting to changes in technology and business needs.
2) Studies show organizations that invest more in training, such as spending a larger percentage of their budgets on training, see higher profits and productivity gains over time.
3) Training programs can benefit organizations by improving performance, reducing errors, maintaining skills, and integrating new technologies. They also benefit employees by helping them do their jobs more efficiently and engage in best practices.
Revenue Management in Coaching or Training Institutes Sandeep Pavankumar
This document discusses implementing revenue management strategies at Career Launcher's Hyderabad center to maximize revenue from their CAT course. It identifies differential pricing, discounts, and capacity as key factors. The proposed approach segments customers into Premium, High, and Basic revenue classes based on rewards and sacrifices. This is estimated to increase revenue by occupying all 140 seats and generating over Rs. 2.3 million compared to the current Rs. 1.6 million from 117 seats. Proper forecasting, discounts, promotions and flexibility are recommended to further optimize revenue.
Gopalan Skill Academy expands its portfolio of solutions to offer skill building solutions for the various sectors. As India gears itself for the Green Revolution, Gopalan Skill Academy is geared to leverage massive opportunities that exist in sectors by providing skill building solutions.
In its journey to create a world-class enterprise in the training and skill development domain, Gopalan Skill Academy has ventured into this exercise at our skill centres. Our centres provide learning solutions for business, Govt., PSUs, Universities, multilateral agencies/ NGOs and individuals.
The document provides information about Kaizen School of Business Management, including its vision, mission, programs offered, faculty, examination process, alumni, accreditations, and benefits of the programs. The vision is to be a top-class institution for excellence in knowledge and character. The mission is to facilitate global competitiveness through leaders equipped with state-of-the-art management knowledge. A variety of programs are offered, from diplomas to doctorates, using case studies and a unique examination process. The school has strong industry and alumni connections.
This document outlines the syllabus for the Management of Business CAPE module. It covers two units - Management Principles and Processes, and Applications in Management. Some key points:
- Unit 1 covers management principles like the business environment, management of people, and business finance/accounting. It aims to develop understanding of business organizations and management theories.
- Unit 2 applies these principles to areas like production/operations, marketing, and small business management. It focuses on interpreting and solving business problems.
- The syllabus aims to provide a foundation for further study in business and develop critical thinking skills for analyzing organizational issues. It also seeks to impart ethical practices and an appreciation for business' role in society.
This document is a brochure for the Department of Management Studies at Malaviya National Institute of Technology Jaipur. It provides information about the institute, vision and mission, messages from the Director and Head of the Department, details of the infrastructure and facilities available, academic programs offered including the MBA and PhD programs, faculty members, research activities, and planned departmental activities for 2012-2013.
This document provides information about the Institute for Technology and Management (ITM) Business School in Chennai, including a placement catalogue for 2012-13. It includes messages from the Chairperson and Director, as well as information on milestones, faculty, academic programs, curriculum, guest lectures, industry visits, placements, and recruiters.
Unitedworld School of Business provides a concise summary of its recruitment brochure in 3 sentences:
Unitedworld takes a distinctive approach to talent development through its Centre for Career Coaching program which provides individualized career coaching to help students clarify goals and unlock their potential. The school has campuses led by experienced Deans from top B-schools and a globally renowned faculty who deliver a cutting-edge curriculum supported by innovative learning technologies. Unitedworld prepares students to succeed in a complex global business environment through an emphasis on open economies and an International Business Camp.
The document provides information about the Post Graduate Programme in Management for Executives (PGPX) class of 2011 at the Indian Institute of Management Ahmedabad (IIMA). It includes details about the 86 students in the class such as their educational backgrounds, work experiences, industry experience, and functional experience. It also provides information about the PGPX programme structure at IIMA and placement outcomes of previous batches. The document is intended to introduce the PGPX class of 2011 to potential recruiters.
This document provides a profile for Major Ajay Yadav, who is participating in the Certificate Course in Business Management for Defence Officers at IIM Indore from September 2015 to February 2016. Major Yadav has 13 years of experience in the Indian Army in the Corps of Electronics and Mechanical Engineers and one year of experience in operations in the corporate world. He holds qualifications in public administration, import/export management, business management, computer technology, automobiles, and defense equipment. His areas of expertise include supply chain management, operations, project management, and general management.
Unibail-Rodamco is a commercial real estate company that recruits and develops young talent across Europe. It offers a European Graduate Programme that provides a 1-year paid training program across business areas and countries. The program aims to give graduates exposure to the business and help them build skills and networks. Unibail-Rodamco manages a large portfolio of high-quality shopping centers, offices, and convention centers across 12 European countries. It focuses on providing graduates with challenging work, responsibilities, mobility opportunities and career development support to become future leaders in the company.
EFMD Mag Issue_3_2011_EIP_Supplement Highly Commended CasesNora Anderson
This document describes several cases of partnerships between businesses and educational organizations that were highly commended by the EFMD. It summarizes eight cases:
1) A partnership between Deutsche Lufthansa, CoachingOurselvesInternational, Lancaster University Management School, and McGill University to design, develop, and deliver the IMpact program, which aims to carry learning from personal development programs into organizational development.
2) A partnership between Thomson Reuters, Tuck School of Business at Dartmouth, and IE Business School to create the Global Executive Program after Thomson Reuters' acquisition of Reuters.
3) A partnership between Towergate Insurance and Ashridge Business School to deliver the Towergate Executive Leadership Program and help Tower
Human resource management is shifting from protecting employees to planning and driving change. The role of HR is becoming more important as organizations globalize and jobs require more skills. New trends in HR include focusing on employees, outsourcing HR functions, developing global talent management strategies, and treating people as a resource to align their goals with the organization. HR managers must create policies based on trust, motivate employees, manage change, and ensure quality in all aspects of personnel administration.
Human resource management is shifting from protecting employees to planning and driving change. The role of HR is becoming more important as organizations globalize and jobs require more skills. New trends in HR include focusing on employees, outsourcing HR functions, developing global talent management strategies, and treating people as a resource to align their goals with the organization. HR managers must create policies based on trust, motivate employees, manage change, and ensure quality in all aspects of personnel administration.
NDIM was established in 1992 and is committed to imparting high-quality education to help develop the next generation of business leaders. Its vision is to be a global learning hub that nurtures courageous change leaders through innovative learning. NDIM's mission is to revive India's rich educational heritage by providing equal opportunities for all. It offers a 2-year PGDM program with dual specializations and has consistently high placement rates, with over 250 companies recruiting annually. NDIM emphasizes industry interface, offering students live projects, internships, and mentorship to prepare them for careers. It is considered one of the top private B-schools in North India.
I was part of a committee at S.P Jain Singapore to invite industry participants for student projects. The committee used to approach companies and win projects for various functions like Marketing, Logistics, Supply Chain and HR. I made this brochure to send to various companies as part of our marketing collaterals
How to Recruit at the MBA school ranked #1 for International Experiencelaurajohanson
This document provides information about the history and growth of Hult International Business School. Some key points:
- Hult was established in 1964 as the Arthur D. Little School of Management and was the first corporate university in the US.
- It has since expanded to include campuses in Boston, London, Dubai, Shanghai, and San Francisco, offering MBA and master's programs.
- Hult prides itself on its diverse international student body from over 80 countries and its focus on practical, experiential learning through its LEAP method and client projects.
- The school has grown its program offerings and global recognition, being ranked in the Financial Times' top 100 business schools and attracting
Institute of Management and Development Business SchoolTripmart.com
MBA Institutes in Delhi India, Admissions, mba course colleges in delhi, recognised mba college in delhi, Business Schools in India, MBA B-School, Management College, MBA and school rankings, rankings on top B-Schools, undergraduate business schools, business schools, learning,best MBA,business degrees,university ranking,top schools, university rankings,best colleges,best universities,best schools,top colleges,top universities,mba programs
This document provides an overview of AGO-College and its potential expansion into the Libyan market. AGO-College is a well-known vocational education institution in Canada that has been approached by the Libyan government and private companies to contribute to Libya's human capital development. The document discusses AGO-College's organization, capabilities, competitive advantages, and potential opportunities and threats in the Libyan market. It also analyzes Libyan culture and performs a PESTEL analysis of Libya. The document proposes using a balanced scorecard and strategy map to develop an international business strategy for AGO-College in Libya, ending with an implementation plan.
This document discusses a summer training project on training and development conducted at Reliance Money. It includes a declaration by the author, a certificate from the institute, and acknowledgements. The contents section lists 7 chapters, including an introduction to Reliance Money and the project, the importance of training, methodology used, findings, limitations and conclusions. The training aims to improve employee skills and knowledge for current and future roles.
This document discusses the importance of training employees to increase productivity in organizations. It provides several key points:
1) Training is crucial for developing skilled, motivated workforces and adapting to changes in technology and business needs.
2) Studies show organizations that invest more in training, such as spending a larger percentage of their budgets on training, see higher profits and productivity gains over time.
3) Training programs can benefit organizations by improving performance, reducing errors, maintaining skills, and integrating new technologies. They also benefit employees by helping them do their jobs more efficiently and engage in best practices.
Revenue Management in Coaching or Training Institutes Sandeep Pavankumar
This document discusses implementing revenue management strategies at Career Launcher's Hyderabad center to maximize revenue from their CAT course. It identifies differential pricing, discounts, and capacity as key factors. The proposed approach segments customers into Premium, High, and Basic revenue classes based on rewards and sacrifices. This is estimated to increase revenue by occupying all 140 seats and generating over Rs. 2.3 million compared to the current Rs. 1.6 million from 117 seats. Proper forecasting, discounts, promotions and flexibility are recommended to further optimize revenue.
Gopalan Skill Academy expands its portfolio of solutions to offer skill building solutions for the various sectors. As India gears itself for the Green Revolution, Gopalan Skill Academy is geared to leverage massive opportunities that exist in sectors by providing skill building solutions.
In its journey to create a world-class enterprise in the training and skill development domain, Gopalan Skill Academy has ventured into this exercise at our skill centres. Our centres provide learning solutions for business, Govt., PSUs, Universities, multilateral agencies/ NGOs and individuals.
The document provides information about Kaizen School of Business Management, including its vision, mission, programs offered, faculty, examination process, alumni, accreditations, and benefits of the programs. The vision is to be a top-class institution for excellence in knowledge and character. The mission is to facilitate global competitiveness through leaders equipped with state-of-the-art management knowledge. A variety of programs are offered, from diplomas to doctorates, using case studies and a unique examination process. The school has strong industry and alumni connections.
This document outlines the syllabus for the Management of Business CAPE module. It covers two units - Management Principles and Processes, and Applications in Management. Some key points:
- Unit 1 covers management principles like the business environment, management of people, and business finance/accounting. It aims to develop understanding of business organizations and management theories.
- Unit 2 applies these principles to areas like production/operations, marketing, and small business management. It focuses on interpreting and solving business problems.
- The syllabus aims to provide a foundation for further study in business and develop critical thinking skills for analyzing organizational issues. It also seeks to impart ethical practices and an appreciation for business' role in society.
This document is a brochure for the Department of Management Studies at Malaviya National Institute of Technology Jaipur. It provides information about the institute, vision and mission, messages from the Director and Head of the Department, details of the infrastructure and facilities available, academic programs offered including the MBA and PhD programs, faculty members, research activities, and planned departmental activities for 2012-2013.
This document provides information about the Institute for Technology and Management (ITM) Business School in Chennai, including a placement catalogue for 2012-13. It includes messages from the Chairperson and Director, as well as information on milestones, faculty, academic programs, curriculum, guest lectures, industry visits, placements, and recruiters.
Unitedworld School of Business provides a concise summary of its recruitment brochure in 3 sentences:
Unitedworld takes a distinctive approach to talent development through its Centre for Career Coaching program which provides individualized career coaching to help students clarify goals and unlock their potential. The school has campuses led by experienced Deans from top B-schools and a globally renowned faculty who deliver a cutting-edge curriculum supported by innovative learning technologies. Unitedworld prepares students to succeed in a complex global business environment through an emphasis on open economies and an International Business Camp.
The document provides information about the Post Graduate Programme in Management for Executives (PGPX) class of 2011 at the Indian Institute of Management Ahmedabad (IIMA). It includes details about the 86 students in the class such as their educational backgrounds, work experiences, industry experience, and functional experience. It also provides information about the PGPX programme structure at IIMA and placement outcomes of previous batches. The document is intended to introduce the PGPX class of 2011 to potential recruiters.
This document provides a profile for Major Ajay Yadav, who is participating in the Certificate Course in Business Management for Defence Officers at IIM Indore from September 2015 to February 2016. Major Yadav has 13 years of experience in the Indian Army in the Corps of Electronics and Mechanical Engineers and one year of experience in operations in the corporate world. He holds qualifications in public administration, import/export management, business management, computer technology, automobiles, and defense equipment. His areas of expertise include supply chain management, operations, project management, and general management.
Unibail-Rodamco is a commercial real estate company that recruits and develops young talent across Europe. It offers a European Graduate Programme that provides a 1-year paid training program across business areas and countries. The program aims to give graduates exposure to the business and help them build skills and networks. Unibail-Rodamco manages a large portfolio of high-quality shopping centers, offices, and convention centers across 12 European countries. It focuses on providing graduates with challenging work, responsibilities, mobility opportunities and career development support to become future leaders in the company.
EFMD Mag Issue_3_2011_EIP_Supplement Highly Commended CasesNora Anderson
This document describes several cases of partnerships between businesses and educational organizations that were highly commended by the EFMD. It summarizes eight cases:
1) A partnership between Deutsche Lufthansa, CoachingOurselvesInternational, Lancaster University Management School, and McGill University to design, develop, and deliver the IMpact program, which aims to carry learning from personal development programs into organizational development.
2) A partnership between Thomson Reuters, Tuck School of Business at Dartmouth, and IE Business School to create the Global Executive Program after Thomson Reuters' acquisition of Reuters.
3) A partnership between Towergate Insurance and Ashridge Business School to deliver the Towergate Executive Leadership Program and help Tower
Human resource management is shifting from protecting employees to planning and driving change. The role of HR is becoming more important as organizations globalize and jobs require more skills. New trends in HR include focusing on employees, outsourcing HR functions, developing global talent management strategies, and treating people as a resource to align their goals with the organization. HR managers must create policies based on trust, motivate employees, manage change, and ensure quality in all aspects of personnel administration.
Human resource management is shifting from protecting employees to planning and driving change. The role of HR is becoming more important as organizations globalize and jobs require more skills. New trends in HR include focusing on employees, outsourcing HR functions, developing global talent management strategies, and treating people as a resource to align their goals with the organization. HR managers must create policies based on trust, motivate employees, manage change, and ensure quality in all aspects of personnel administration.
The document provides an overview of Hyundai Motors, a global automotive manufacturer headquartered in South Korea. It discusses Hyundai's history beginning in 1967, its diverse product range including sedans, SUVs, and electric vehicles. It also covers Hyundai's focus on innovation, safety features, and embracing new technologies. The document then summarizes Hyundai's corporate social responsibility initiatives in areas like education and the environment.
Unibail-Rodamco is a large commercial real estate company operating in 12 European countries. They recruit top young graduates for their European Graduate Programme which offers a 1-year training program across countries and business units. The program aims to give graduates hands-on experience, skills development, and career opportunities within the company's diverse activities including development, investment, operations, and management of large shopping centers, offices, and convention centers. Unibail-Rodamco seeks talented, ambitious graduates and offers a challenging international career path and opportunities for leadership roles.
The Global Management Challenge (GMC) is the world's number one strategic management & business competition based on simulation. Global enterprises are using GMC as a core tool to apply their training and talent development strategies.
where teams of 3-5 members each, assuming the role of the board of directors, compete against each other by managing virtual companies listed on a simulated Stock Exchange.
The company with the highest investment performance wins.
This document outlines how Aéroports de Montréal (ADM) invested in its LeadAir leadership development program to enhance employee engagement and support a transformation of its corporate culture. Key aspects include:
1) ADM created the LeadAir program in 2011 to develop leadership competencies among its directors and enhance organizational performance. The program included training modules, coaching, and business case studies.
2) A module on employee mobilization highlighted gaps in strategic planning communication that hindered employee engagement. This led ADM to involve directors more in strategic planning.
3) A 2013 benchmarking identified needs to improve competitiveness. ADM addressed this through its Perform plan and continued enhancing LeadAir to prepare leaders
Unilever aims to equip its global managers with consistent skills and language. It selected TACK International as a partner to provide global management training over 5-7 years due to TACK's ability to offer consistency, breadth and depth across 40 markets in 25 languages. Unilever's HRM activities like organization structuring, job design, and organizational development help achieve its goals by creating an efficient structure, clearly defining roles, and adapting to changes. McDonald's recruitment process includes online applications and interviews to assess candidates for crew or management roles. It provides training and benefits to employees to create a positive work environment. BMW focuses on recruitment and selection, training, and performance management to develop specialized staff through the human resource strategies.
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One Training in Organizations
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Learning Objectives
After reading this chapter, you should be able to:
Describe the components of a general open systems model.
Describe how an open systems model applies to the training unit of an organization.
List and describe the interrelationships among the �ive phases of the training process model.
Explain how the training model can be applied to organizational improvement and problem solving.
Describe the challenges/opportunities facing training.
De�ine key terms used in the training literature.
Describe the bene�its of integrating organizational development and training principles.
Describe the differences in how small and larger businesses might implement the training process
model.
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Case: Taking Charge at Domtar: What It Takes for a
Turnaround*
(http://content.thuzelearning.com/books/AUBUS680.16.1/sections/i8#ch01fnt02)
Domtar is the third largest producer of uncoated freesheet paper in North America. In the decade prior to
1996, Domtar had one of the worst �inancial records in the pulp and paper industry. At that time it was a
bureaucratic and hierarchical organization with no clear goals. Half of its business was in “trouble areas.”
Moreover, the company did not have the critical mass to compete with the larger names in the �ield. The balance
sheet was in bad shape, and the company did not have investment-grade status on its long-term debt.
In July of 1996, Raymond Royer was named president and chief executive of�icer (CEO). This was quite a
surprise because, although Royer had been successful at Bombardier, he had no knowledge of the pulp and
paper industry. Many believed that to be successful at Domtar, you needed to know the industry.
Royer knew that to be effective in any competitive industry, an organization needed to have a strategic
direction and speci�ic goals. He decided to focus on two goals: return on investment and customer service.
Royer told Domtar executives that to survive, they needed to participate in the consolidation of the industry and
increase its critical mass. The goal was to become a preferred supplier. The competitive strategy had to focus on
being innovative in product design, high in product quality, and unique in customer service. At the same time,
however, it had to do everything to keep costs down.
When Royer took over at Domtar, he explained to the executive team that there were three pillars to the
company: customers, s.
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Developing a winning Human Resources Strategy for Unibail-Rodamco
1. Human Resources strategy
Human Resources Management
Unibail-Rodemco
Designing a Winning
IE Business School Unibail Rodamco was formed when the two property management
giants from France and the Netherlands came together in 2007 in a
IMBA Nov 2010 N8 historic merger. Here we analyze the successful HR strategy of the
Group B company and what could be changed to make this strategy even more
impactful
Bertrand Rousseau
Daniel Balsemao Pires
Holly Ann Wright
Kundan Bhaduri
Mariana Penzini
Shaheen Samavati
2. Human Resources Management: Unibail-Rodamco 1|Page
Table of Contents
INTRODUCTORY ANALYSIS .......................................................................................................................................................... 2
COMPANY DESCRIPTION ............................................................................................................................................................... 2
COMPANY CULTURE PRE-MERGER ........................................................................................................................................... 2
NEW CORPORATE CULTURE POST-MERGER ........................................................................................................................ 3
CURRENT HR POLICIES AND PROPOSED IMPROVEMENTS ............................................................................................ 4
FIVE FACTOR ANALYSIS ................................................................................................................................................................. 5
CONCLUSION....................................................................................................................................................................................... 6
APPENDIX ........................................................................................................................................................................................... 7
IE Business School IMBA Nov 2010 Section N8 Group B
3. Human Resources Management: Unibail-Rodamco 2|Page
INTRODUCTORY ANALYSIS
The following project analyses Unibail-Rodamco’s (UR) history, company culture and current HR
systems in an effort to detect the need for improvements between external alignment and
internal consistency to ensure the long-term growth of the company. Upon review, our team has
concluded that the changes made after the M&A and the current systems provide a good match for a
vibrant culture and organization. Organizational approach adopted during the merger was well
matched with the overall strategy. However we recommend the company review its financial and
team incentive policies as well as its adherence to standards concerning the environment.
COMPANY DESCRIPTION
Unibail-Rodamco is the largest commercial real estate company in Europe. Formed in April 2007 by
the merger of Unibail (Leading French construction business) and Rodamco (Dutch consortium of
independent companies with presence in 14 European countries), Unibail-Rodamco (UR) has adopted
a vertical integration strategy within the real estate business with interests in development,
investment and management of commercial properties. The company is known for its strength in the
shopping mall leasing space and has several agreements with prominent retailers in the market.
COMPANY CULTURE PRE-MERGER
Rodamco Europe
Sharing: Rodamco sought to bring transparency and openness to all their projects thereby driving
asset, financial and risk management of the best retail property portfolio. There was emphasis on
professional communication, clarity of thought and constructive feedback. Rodamco strongly repelled
secretiveness and cover-ups.
Predictability: Predictability and reliability were the foundations of Rodamco’s values that
encouraged people to give their best at their job. Associated values of honesty, consistency,
IE Business School IMBA Nov 2010 Section N8 Group B
4. Human Resources Management: Unibail-Rodamco 3|Page
responsible behavior and accountability were also linked to the success of the organization.
Team play: At the very heart of a successful organization is a strong team culture. Rodamco was no
different – Team player skills and cooperation were the basis for their multidisciplinary expertise. The
company seemed to form long-term relationships; both internally and externally, founded in mutual
respect, motivation and inspired engagement.
Constant Improvement: In addition to the focus on customers, results and quality, employees
were encouraged to value and promote proactively entrepreneurship to raise the bar in retail
property management, something that brought the company its success.
Unibail Europe
Technical Excellence: Unibail thrived on the technical competence of its people. The company’s
focus on using cutting edge technology to develop the latest structural designs was a statement of
the brilliance that Unibail expected from its people.
Financial eagle: Before the merger Unibail Europe had very healthy financial figures that made
them the strongest commercial property developers. The employee culture at Unibail valued financial
excellence that led the company to being the strongest player in the French commercial development
market.
Teamwork: Unibail’s strength as a company laid in their ability to harness their collective learning
for the benefit of the entire organization – whether in marketing, property development, leasing or
management.
NEW CORPORATE CULTURE POST-MERGER
The merger allowed the creation of a new company that combined Unibail’s development skills and
Rodamco’s retail footprint, investment strength and experience to ensure long-term value creation.
The resulting post-merger culture gathers elements from both companies and unlocks great value for
IE Business School IMBA Nov 2010 Section N8 Group B
5. Human Resources Management: Unibail-Rodamco 4|Page
all stakeholders. The resulting values are:
Customer Satisfaction: UR places the end customer at the heart of its strategy. It offers a bigger
value proposition that encourages them to select UR shopping centers. They build a complete
experience for the consumer by providing a memorable and enjoyable shopping experience through
the design of the shopping centers, scents, sounds, light effect, quality of stores, among others.
Performance & Results: The Company is focused on results and seeks the best people that would
be able to provide them out of the box thinking and help improve their competitive advantage.
Diversity: UR seeks a balance in terms of gender (currently at 49% women and 51% men 3), age
and background diversity that encourages creativity and different way of thinking.
Financial Soundness: UR is recognized by its low financial and business risk given it’s conservative
risk philosophy, being the only company in this sector with an A debt credit rating.
Entrepreneurial, autonomous, leadership centric, proactive focus: Skills development,
international rotation of roles and empowerment are tools UR uses to develop the leadership and
entrepreneurial skills for its employees.
CURRENT HR POLICIES AND PROPOSED IMPROVEMENTS
CURRENT STAGE CRITICAL ANALYSIS AND
RECCOMENDATIONS
Recruitment and Selection: Overall Human Resource Policies:
- European Graduate Program (EGP) - Focus placed on EGP could cause
rotational program – 1 year, multi- oversight in other areas – ie ‘blue-
country, multi-function collar’ staff. Consider increased
- UR has been recognized as the #1 attention to improving HR policies and
company in France for the ‘high level of allowing for best practices in terms of
responsibility offered to recently-hired health, safety and standards
young graduates’4 /guidelines for this class of workforce.
Career Management & Performance Management by Competencies
3 http://www.unibail-rodamco.com/W/cms_sites/SITE_16406/ressources16406/pdf1/2007_Full_Year_Results.pdf;
4 http://www.universumglobal.com/IDEAL-Employer-Rankings
IE Business School IMBA Nov 2010 Section N8 Group B
6. Human Resources Management: Unibail-Rodamco 5|Page
Appraisal It is important to have previously
- Standard job-grading framework for defined competencies and skills
career management and progression – required for each role in order to have
creates transparency and increased job a clear understanding on what it takes
mobility to continue growing in the company
- Pay grade system to ensure employees and to meet the requirements of each
doing a similar job receive equity in pay role.
– scope > seniority > core skills Incentives + Teamwork:
- 360-degree feedback to encourage - Performance based rewards are critical
coaching for development and in maintaining company culture (best
assessment on employee performance. performing employees should receive
As a result, an action plan is defined a higher bonus).
based opportunities including training. - In an effort to foster collaboration,
sharing of best practices and common
Compensation: goals, UR could implement team or
- The total compensation plan includes business unit based financial
other benefits besides salary such as a incentives.
company Saving Plan, Stock Options and Performance Reviews:
a standard Pension Fund Increase frequency: quarterly goal and
Employee Development: performance discussions; semiannual review;
- EGP Rotational annual 360-degree feedback analysis
- Training to develop a ‘common language’ Environmental Focus:
among the staff to ensure processes are - Increase company focus on
carried out the same way through the sustainability and environmentally
organization regardless of location friendly methods to ensure long-term
Designed to empower employees to success beyond the code of ethics
make sound decisions in complex through incentives.
situations involving huge investments.
Code of Ethics: 3rd Party, Subcontractors + Supplier
Set of values and principles that every Standards:
employee, manager and director in the - Protect reputational risk by increasing
company must respect and should public transparency and creating
comply with. Values are based on the policies to ensure the highest
respect of law, individuals and Group’s standards for 3rd party vendors,
internal rules and regulation. subcontracted employees and supplies
used by UR
FIVE FACTOR ANALYSIS
I. Environment: Given that UR is active in a wide range of business functions (construction, project
finance, sales and maintenance), it is critical for the company to attract a human capital base with a
wide range of skill sets. For this reason, it is imperative that it has access to the Pan-Euro talent pool
IE Business School IMBA Nov 2010 Section N8 Group B
7. Human Resources Management: Unibail-Rodamco 6|Page
for recruiting purposes, and hence the diversified generalist hiring methodology works for the
company at the moment.
II. Strategy: UR differentiates itself with high-level, unique and architecturally advanced assets.
Given this focus, the skills and experience of UR’s employees serve as the company’s unique asset.
III. Workforce: The company seeks to build its human capital with individuals possessing a diverse
range of profiles: experience in finance, economics, engineering or other related fields. This
highlights the company’s commitment to bringing diverse perspectives to issues. The company is
focused on hiring bright, ambitious, results driven, detail oriented individuals educated at the top
schools in the countries that UR operates in. The company wants flexible learners and believes that
its approach to workforce selection helps get people who are adaptable and can take educated risks.
IV. Work Organization: As per the UR’s code of ethics, accountability within the work organization
comes from teamwork, one of the Group's core strengths. Clear communication and mutual respect
foster a high-ownership environment that empowers every individual to act and achieve. The
organization encourages its teams to be ambitious and therefore seeks a close fit on this aspect of
the work organization. The Group's work organization is built around excellence based on
commitment, responsiveness, initiative, creativity and innovation.
V. Culture: Results and performance oriented.
CONCLUSION
The team believes Unibail-Rodamco has incorporated many of the right HR tools and changes to the
company culture after the M&A to ensure long-term success in the market. The organization today
values diversity, skills, training and international mobility allowing the company to develop a ready-
to-go workforce that can perform under global challenges, new areas, demanding fast decision
making, handling risks and delivering results.
IE Business School IMBA Nov 2010 Section N8 Group B
8. Human Resources Management: Unibail-Rodamco 7|Page
APPENDIX
Unibail-Rodamco Portfolio of Investments:5
76% in Shopping Centers
8% in Conventions & Exhibitions
16% in Offices
Unibail-Rodamco International Presence Figures:6
63% in France
7% in Netherlands
9% in Nordic
8% in Spain
7% in Central Europe
6% in Austria
Visuals from Unibail-Rodamco Properties in France
Carrousel du Louvre (Paris, France)
CNIT La Defense (Paris, France)
5http://www.marketwatch.com/story/unibail-to-buy-rodamco-in-148-billion-property-merger
6 http://www.marketwatch.com/story/unibail-to-buy-rodamco-in-148-billion-property-merger
IE Business School IMBA Nov 2010 Section N8 Group B