Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Impact of Training on Employee Performance (Banking Sector Karachi)iosrjce
The purpose of this research is to determine factors that impact training in banks of Karachi and
how they affect employee performance. The study observe that how training needs establish, how effective the
training methods of banks and their influence of employee performance. Literature review revealed that training
is one of the key element that help employees to gain knowledge and confer motivation ad satisfaction. Training
enhance skills and abilities of employees. Through training employee learn teamwork and integrity. On the
other hand, it also contribute positively towards development of employee performance along with other factors.
The research conclusively find that training affects the performance of employees in banks of Karachi. This is
indicate by the training framework which is designed to achieve organization strategic goals. Data was
collected from Banks of Karachi. Random sampling technique is used by researcher to gather responses from
100 employees through questionnaire. Analysis is done by regression and correlation technique. The findings of
research have shown that the factors of training have positive impact on employee performance of banks of
Karachi.
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Top best companies to work for in India as per the economics times survey dated 30th july
By Loyson Mascarenhas
Don Bosco Institute of Management & Research(DBIMR)
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
A Study on “Job Satisfaction of Employees” was conducted in Cube Engitech Consultant Pvt. Ltd. The Primary objective of this research was to find the level of satisfaction of employees in the organization. The study was done as a part of descriptive research. Convenience sampling technique was used for selecting the sample. The primary data was collected by the means of a questionnaire. The secondary data was poised from the company records and websites. A structured questionnaire was circulated within fifty employees and the data collected was based on the same. Chi-square test and Likert scale method was used to analyze the data. Supreme care has been taken from the beginning of the preparation of the questionnaire up to the analysis, findings and suggestions. The analysis conducted lead to the conclusion that majority of the employees are satisfied. Dissatisfaction with locus to some of the factors was also reported. It was also found that dissatisfaction among employees will adversely affect the work performance and productivity of the organization. Valuable suggestions and recommendations are also made to the company for the better prospects based on the results derived.
Future retail limited: Study Report on Recruitment, Selection, Induction and ...Sandeepan Dey
The objective of this project is to find out how the selection, induction and training procedures are being practiced in the organization of Future Retail Limited- Easy Day (SF).
The project report is divided in various sections like introduction of the company, topic introduction and details of the study, survey report analysis and conclusion.
A project study report on the training undertaken at Aerial Telecom Solutions titled ' Employee Engagement at Aerial Telecom.' - QUESTIONNAIRE BASED STUDY
Career management practices and programmers
Many companies today are struggling with how to meet employee expectations regarding career development and advancement opportunities at a time when organizations are delayering and growth in the U.S. has slowed. In order to address this concern, E. L. Goldberg & Associates has collected career
management benchmark information and best practices from 34 organizations, representing a wide variety of industries. A supplemental study collected data from 75 professionals regarding how they define career success. Results indicate a significant shift in defining success in terms of intrinsic satisfiers versus the traditional more objective measures of success.
The benchmarking results reveal a major call to action for employers. Employees’ perceptions of career development and opportunities is frequently one of the lowest rated items on employee surveys, and research shows this is one of the top predictors of employee engagement. Despite this fact most companies subscribe to a philosophy of career self-reliance, essentially abdicating their responsibility for career management, leaving it up to the employee to figure out.
E. L. Goldberg & Associates believes that organizations can be more proactive in career management holding managers more accountable for understanding their employees’ career aspirations and educating employees on their career options. In addition, managers need to devote time to creating challenging opportunities that will contribute to individual career growth and development. This report outlines several best practices that participating companies utilize to facilitate career
management with both high-potential employees and the broader employee population.
These practices can have an impact on changing employees perceptions as two of the more innovative companies in this study reported that they created greater retention and career development satisfaction by providing people with development experiences versus simply a promotion. It is time for organizations to change their career management philosophies and become a more proactive partner in helping employees build their career.
The global marketplace and ever-changing workforce have created the need for organizations to engage human resources practices that recognize their human capital as their major competitive advantage. In fact, the current trends emphasize the growing demand for effective, creative recruitment and retention initiatives. Most human resources executives will cite the need to stay competitive with these initiatives as one of their biggest challenges. One of the basic principles to assist with this challenge is to embrace proactive and strategic career management practices that can provide you with a strong foundation for gaining a competitive edge.
Highlights
• A majority of survey respondents indicated that they define career success as being engaged in c
Hi Friends
This is supa bouy
I am a mentor, Friend for all Management Aspirants, Any query related to anything in Management, Do write me @ supabuoy@gmail.com.
I will try to assist the best way I can.
Cheers to lyf…!!!
Supa Bouy
Impact of Training on Employee Performance (Banking Sector Karachi)iosrjce
The purpose of this research is to determine factors that impact training in banks of Karachi and
how they affect employee performance. The study observe that how training needs establish, how effective the
training methods of banks and their influence of employee performance. Literature review revealed that training
is one of the key element that help employees to gain knowledge and confer motivation ad satisfaction. Training
enhance skills and abilities of employees. Through training employee learn teamwork and integrity. On the
other hand, it also contribute positively towards development of employee performance along with other factors.
The research conclusively find that training affects the performance of employees in banks of Karachi. This is
indicate by the training framework which is designed to achieve organization strategic goals. Data was
collected from Banks of Karachi. Random sampling technique is used by researcher to gather responses from
100 employees through questionnaire. Analysis is done by regression and correlation technique. The findings of
research have shown that the factors of training have positive impact on employee performance of banks of
Karachi.
Human resource-management-essay-on-attracting-and-retaining-staffTotal Assignment Help
The aim of human resource management essay is to understand the attraction and retention of talent within communication sector organizations followed by its key challenges.
Best practices in recruitment that every company should followKannan G S
Finding great candidates has always been a major challenge. If you are an employer struggling to fill your open job positions with suitable candidates, you’ve come to the right place. Here we discuss about best practices in recruitment that will help you find great candidates easier and faster.
Top best companies to work for in India as per the economics times survey dated 30th july
By Loyson Mascarenhas
Don Bosco Institute of Management & Research(DBIMR)
Educaterer India is an unique combination of passion driven into a hobby which makes an awesome profession. We carve the lives of enthusiastic candidates to a perfect professional who can impress upon the mindsets of the industry, while following the established traditions, can dare to set new standards to follow. We don't want you to be the part of the crowd, rather we like to make you the reason of the crowd.
Today's Effort For A Better Tomorrow
A Study on “Job Satisfaction of Employees” was conducted in Cube Engitech Consultant Pvt. Ltd. The Primary objective of this research was to find the level of satisfaction of employees in the organization. The study was done as a part of descriptive research. Convenience sampling technique was used for selecting the sample. The primary data was collected by the means of a questionnaire. The secondary data was poised from the company records and websites. A structured questionnaire was circulated within fifty employees and the data collected was based on the same. Chi-square test and Likert scale method was used to analyze the data. Supreme care has been taken from the beginning of the preparation of the questionnaire up to the analysis, findings and suggestions. The analysis conducted lead to the conclusion that majority of the employees are satisfied. Dissatisfaction with locus to some of the factors was also reported. It was also found that dissatisfaction among employees will adversely affect the work performance and productivity of the organization. Valuable suggestions and recommendations are also made to the company for the better prospects based on the results derived.
Future retail limited: Study Report on Recruitment, Selection, Induction and ...Sandeepan Dey
The objective of this project is to find out how the selection, induction and training procedures are being practiced in the organization of Future Retail Limited- Easy Day (SF).
The project report is divided in various sections like introduction of the company, topic introduction and details of the study, survey report analysis and conclusion.
A project study report on the training undertaken at Aerial Telecom Solutions titled ' Employee Engagement at Aerial Telecom.' - QUESTIONNAIRE BASED STUDY
SIP report on Recruitment and SelectionAnant Vijay
Hello everyone, my self Anant Vijay and I am from Kota(RAJ), and i am a student of MBA 2nd year with specialization in HR, and i am sharing my SIP report on Recruitment and Selection of Datt Engineering and Fabrication, I hope you like it and it may use full to you, Thank You.
The importance of Personal Management is being increasingly realized in industrial or non-industrial organization in both India and abroad. The realization has come about because of increasing complexity of the task of manager and administrators. In most organizations the problems of getting the component and relevant people, retaining them, keeping their motivation & morale, and helping them to both continuously grow and contribute their best to the organization, are now viewed as the most critical problems.
1. E-Tronics is a well-established, publicly traded manufacturing c.docxberthacarradice
1. E-Tronics is a well-established, publicly traded manufacturing company that has been in business for over 50 years. E-Tronics is reviewing a potential acquisition of a manufacturing plant of 120 employees in India. This would be E-Tronics’ first time having a physical operation in India. As part of the review of labor, the Chief Human Resources Officer (CHRO) recommends an environmental scan as part of the long-term planning for the operation. Why is this the best approach to recommend?
Environmental scanning allows the company to evaluate what environmental, health, and safety protocols need to be implemented at the new plant.
Environmental scanning allows the company to review both the domestic laws and foreign laws of the new country to understand what changes need to be made to the employee handbook.
Environmental scanning allows the company to assess the tax advantages of the new business to see how favorable the stock will respond as part of this new acquisition.
Environmental scanning allows the company to examine both the demographic and social factors of the labor force to understand how the future of employment looks.
2. A new Operations Manager at E-Tronics would like to get a head start on recruiting for an upcoming role that will have key oversight of the new assembly line. He already has one person in mind that he feels will be perfect for the role based on his past experience. As the HR Manager asks more about the candidate, she learns that both the Operations Manager and the candidate went to college together and have been best friends since college. She also learns that they have never worked together before. What is the appropriate guidance the HR Manager should consider?
Research indicates that people are more likely to quit because of a manager than because of any other variable. Considering the candidate and hiring manager already have a good relationship, this candidate already has a great chance of success and should be allowed to continue on in the process.
The HR Manager is responsible for all recruitment initiatives and should step in and take the place of the hiring manager. The Operations Manager is already too biased to make the appropriate decision.
In order for an organization to meet its long-term goals, it must have the proper mix of employees with the right knowledge, skills, and abilities. The HR Manager should stress this importance while looking closely at all candidates.
If the candidate is selected, the HR manager keep a close eye on the relationship as the candidate progresses through onboarding and orientation. If feedback is provided down the road that things aren’t working, the HR Manager will have all the documentation needed.
3. E-Tronics is pursuing the India plant acquisition and is working with current plant management to review all operational details. As part of the process, the plant management that is being acquired .
Subject Strategic Human Resource Management Job Analysis Name .docxpicklesvalery
Subject: Strategic Human Resource Management Job Analysis
Name: Matt Ilczuk
Title: CEO
Time in office: 10-8
Level of Education: MBA
Organization: Entertainment Company
Name: Entertainment Lab
Size: Medium
Role of the organization: Represent unique talent and bring to life exceptional projects
Mission Statement: Find the most unique actors and writers and provide opportunity to bring their ideas and dreams to life.
Job Description:
Interview Questions:
1. What does it take to make it big in HR? What skills and expertise do you need?
The number one thing is to understand the mission statement of the organization and attract people that have the same values share similar vision. We welcome diversity in our workplace, everyone is expected to bring his or her point of view and everyone is valued. In return, we demand respect and best possible performance from all our employee
0. How HR can add more value to an organization?
As a co-founder of the company, I am also responsible for interviewing people and other tasks associated with HR. I would not want anybody else to do this job because I feel like I have developed good sense of what type of people we need.
0. How HR drives organizational performance?
By setting the right mindset and atmosphere into our workplace.
0. What are your top 7 core competencies that your company embodies in maintaining high-performing HR professionalism towards work-force?
Caring about our clients as well as employees.
0. Can you tell us a difficult ER ( do you mean HR here?) issue that you have experienced recently and what was the outcome?
The biggest issue we had to face was how to set the standards for our HR practises. We had collectively agreed upon the fact that we put enough emphasis on development of our employees hoping that it will help the growth for our company.
Questions for HR
1. What is the company culture like? We represent artists and try to give them the opportunity to fulfill their potential by sending them to castings and deliver their work to well established directors. We also produce unique movies that we believe should be given a great exposure. We believe in our employees and they are given a great amount of responsibility. They are involved in key decision making such as script coverage, what talents we represent and what project we work on.
2. How do you go about finding employees? What resources do you use? The most effective ways of finding employees was through employee referral. The most valued employees are usually the ones who believe in what we do and are fully committed into our mission statement.
3. Can you tell me more about your HR policies? We value every single that enters our workplace. Everyone is treated with respect and we expect respect in return. Every employee is encouraged practise his or her critical thinking on every aspect Entrainment Lab is working on.
4. What is something that the strategic HRM is struggling with in the
Organization? I think we sh ...
2-2 Interview Reflections I felt that my interviewee understo.docxeugeniadean34240
2-2: Interview Reflections
I felt that my interviewee understood that the job of HR needed to change to stay relevant. According to Grossman, being a “credible partner” is part of the competencies that are required in the new reality that is HR. With speaking to Joe, my interviewee, it appears that he recognized a long time ago that to survive, HR was going to have to make changes and become relevant to the business they are in, which is the moving industry. With doing this, they have looked for ways to outsource the “usual” HR functions and become involved with supporting the staff that they have, getting great talent, and being a source of knowable for the company. Taking an early lead in being a part of the development of their tariff has allowed Joe’s HR division to be taken very seriously within the company. They continue to evolve into the HR of today and even the future.
3.2 The Organizational Culture
After taking the survey, I realize that the organizational culture that I would want at my “Best Place to Work” would be similar to what I have now. My current company believes that HR is the responsibility of everyone. We have a benefits manager but recruiting top talent is such an important part of our cincture, that we receive a $10,000 bonus for recruiting staff.
Credibility- It is important that staff and clients feel that they can trust us. We find that we have repeat customers within the client base and recommendations due to our credibility.
Respect- Clients and staff are treated with prospect. The CEO understands that we make the company run. He rewards the staff with many different gifts and shows of appreciation.
Fairness- Being fair is a hallmark of a good company. Nothing ruins moral faster than favoritism.
Pride and Camaraderie- Staff are happy and proud to tell people they work for the company. This is due to the stellar reputation.
4-4: Leading Change
With my industry, which is hirer education financial aid, change is driven by new policies and regulations that come from the federal government. These changes are inevitable and uncontrollable. Within my consulting firm, we stay ahead of the change by paying attention and participating in negotiated rulemaking, which allows the financial aid industry to have a say in the policies that re coming down the pipe. We definitely use the analyze/think/change model.
The emotional reactions to change that I see very often is fear. Many times, staff is afraid that within the change, they will seem incompetent if they don’t take on the change as quick as other staff. During my current project, which is redesign of the student employment office, the staff involved went through all the emotions in varying levels. They eventual got to renewal and are fully vested in the process.
It is import for HR to take a front seat when change happens. This helps staff to understand that they are supported. It is also important for staff to be able to have their negative feelings openly, .
The HR Revista is a quarterly e-magazine published by the MHRM students and Alumni forum of Faculty of Social Work, The Maharaja Sayajirao University, Vadodara
1. Running Head: COMPANY COMPARISON WITHIN THE HR DEPARTMENT Perrotta 1
Fabio Perrotta
Company Comparison within the HR Department
Youngstown State University
2. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 2
Table of Contents:
-Overview of Project
-General Discussion of HR
-Interview Process
-Introduction
-Kimberly Pleva (Parker Hannifin)
-Discussion
-Socko Gaetano (iSocko.com)
-Discussion
-Denise Carissimo (JMC Steel)
-Discussion
-John Green (475th
Quartermaster Group-US Army)
-Discussion
-Company Comparison
4. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 4
OVERVIEW OF PROJECT:
For this project I was asked to conduct a journal in regards to HR practices for different
companies. Not all companies perform the same type of HR practice and operate differently
than one another. Whether the company is running by a bigger corporation or the company is
owned by a single individual, there is bound to be similarities and differences with the way the
company performs their HR practices. For this project, I was asked to interview four different
people who perform anything that deals with HR for the specific company that person works for.
Throughout the project, there will be sections regarding the general overview of HR, the
interview process, each individual that was interviewed, discussion of the interview, comparison
of each company and their differences, and finally the conclusion of this project.
GENERAL DISCUSSION OF HR:
Human resources is very vital to a company and without the practice of this, there would
be no company. HR covers many aspects in regards to a company and their workers. Each
individual that is involved in any type of HR practice cannot be biased in making decisions when
it comes to their company and employees they work for. There are four major skills that HR
managers practice on a day to day basis. Hiring and recruiting, compensation and benefits,
training and development, and performance management. Each one of these skills are utilized in
the workplace every day to ensure that the proper HR practices are being performed for the
company in a professional way.
Hiring and recruiting is very important for a company because the company wants to
make sure that the best of the best workers are the ones being hired for the company. The human
5. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 5
resource manager must be adept at hiring and recruiting new employees. Identifying, recruiting,
interviewing and hiring high-performing employees is essential for the long term success of your
company. Creating policies and procedures for the hiring and recruiting process and teaching
these skills to all of your managers is also critical for the future of your organization. Some
companies may already have some policies in place when it comes to hiring their employees, but
the HR managers can also add more to the policies or amend some policies. When having a
business that is not run by a corporation, the individual who started the corporation is the one
who creates the policies for the company and they rarely change.
Compensation and benefits is another important skill that HR managers hold in order to
properly execute the practices in their workplace. Human resource managers must also create,
administer and improve the compensation and benefit structures. Retaining excellent associates
depends on many factors. Outstanding pay and benefits are two critical factors that will
ultimately determine how well your employees feel about your organization and the likelihood
that they will remain with your company in the future. Crafting an effective compensation
system and determining the best benefits package for all of your employees are skills that are
mandatory for the HR manager. Compensation and benefits play a serious role for a company
because there are has to be many rules and regulations regarding this type of action. Companies
want to keep their employees happy, and in order to do that, the company must have an
understanding of the compensation and benefits. Not every company is the same when it comes
to this but it all revolves around the same type of skill that is acquired by the HR managers and
the company as a whole.
6. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 6
Training and development can cost a lot of money for a company. The HR manager is
responsible for conducting a lot of this because employees need to know and understand
everything around and about the workplace they are currently employed with at the time.
Training and development skills are vital assets for a human resource manager. The ability to
create training programs that solve human performance problems will yield important benefits
for your organization. Instructional design skills, as well as outstanding facilitation and
presentation abilities, result in training programs that produce tangible results for that specific
company. Talents in program evaluation and employee feedback are also needed to constantly
improve the quality of all of the company’s training programs. Receiving employee feedback
about the training and development of the company helps the company prosper and grow. This
also helps the HR manager know what they might need to change in the workplace to make sure
that the training and development can be cost effective and be efficient for the company.
Finally, the fourth skill that is very important for a human resource manager is
performance management. The ability to effectively manage the performances of your
employees is an integral part of a human resource manager's job duties. Establishing and
implementing a complete performance improvement process is an essential skill. Designing a
performance review process, maintaining it and effectively monitoring its implementation are
challenging tasks. Coaching your managers on how to use your performance management
program is also an important function of your HR team. Performance management can be passed
down from the HR manager to other employees in order to implement necessary changes for the
company to perform at its highest.
7. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 7
Each and every one of these skills are requirements for any HR manager in order to
perform their necessary duties. It is important to implement these skills in the workplace or
company because it will help the company be more efficient with the workers. The employees
in a workplace depend on the HR managers for a lot because the employees can go to the HR
manager about any issues regarding the workplace or if they want changes done to the work
place. HR managers do so much more than you think behind the scenes in a workplace
environment.
Throughout this project, there will many discussions regarding different companies and
their HR practices and how they would handle the skills HR managers possess. It is important to
understand the differences these companies retain because workers or HR managers will need to
be able to adjust to different companies if need be. The goal is to understand the necessary
requirements for the position these managers hold and to understand the employees of the
company and how those people play into the job of the HR manager. The skills discussed in this
section are universal and are understood by many people in the HR field. As a student studying
HR myself, these skills are definitely a requirement that need to be studied and learned and
implemented into the workplace. The goal is to be able to use these skills to the best of their
knowledge and make the best use of them.
INTERVIEW PROCESS:
For this project, I conducted a 14 question interview for each person and the company
that they work for. It was very interesting to gather the information from each person because
although there were some similarities, there were many differences as well. I had to privilege to
8. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 8
talk to each and every one of these people one on one and get more of an insight on the company
they work for and the practices they utilize with the company. I interviewed a total of four
people with different backgrounds in the field. Some of the candidates that I interviewed either
owned their own company or worked for a larger corporation. Here is a list of the questions that
were asked during the interview:
1. What company do you work for?
2. How long have you been with the company?
3. Is the company corporately run?
4. What do you like best/least about working for this company?
5. Can you describe a typical workday in the department?
6. Do your employees feel free to express their ideas and concerns?
7. Do you have an open door policy?
8. What are the possibilities for professional growth and promotion?
9. How much interaction do you have with superiors, colleagues, employees, and customers?
10. Do you have the opportunity to work independently?
11. Does your future here seem secure?
12. What is the department’s environment/culture like?
13. What type of work does your company do?
14. Any previous experience with HR?
9. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 9
Each participant answered each question to the best of their knowledge and what they had
retained over the years of working with the company. It was very important to gather the most
accurate information in order to do a good comparison between the companies. No two
companies are the same which made this project rather interesting. It was intriguing to find out
more about the inside parts of these companies and each company practices their specific HR
management. Each participant was more than happy to let me interview them for this project. I
wrote down the answers to each question I asked and recorded them in a notebook for me to
copy into this project. Each interview was done through the course of this semester and took
about three months total to gather the information that I needed in order to complete the entirety
of this project.
INTRODUCTION:
Each and every company has some sort of HR manager that oversees the company and
the employees of the company. The HR manager has a very important position in a company
because they make sure that everything is running smoothly for the workers and the company.
As it was mentioned before, HR managers tend to specific skills in order to maintain the balance
in the workplace. Throughout the rest of this project, the type of discussion that will be taking
place is the interview with each candidate, the date the interview was done, the candidates
responses, a comparison amongst each company, and how each company differentiates. This is
something very important to understand amongst the companies because in order for the
company to run a certain way, each company will have to have different operations concerning
the HR practices.
KIMBERLY PLEVA (PARKER HANNIFIN) FEBRUARY 18TH 2016.
10. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 10
The first person I interviewed was my Employee Relations and Workplace Ethics
professor, Kimberly Pleva. Pleva is a part-time professor here at YSU and I had the privilege to
be able to interview her and ask her what her experience was in the HR field. Pleva works for
Parker Hannifin as an HR manager. The company is headquartered in Cleveland and has over
60,000 employees throughout the United States. Parker Hannifin manufactures parts for
essentially anything that moves. There are a total of 12 manufacturing sites located all over the
United States. The following section will include the interview that took place with Kimberly
Pleva.
1. What company do you work for?
a. “Parker Hannifin.”
2. How long have you been with the company?
a. “I was with the company for 16 years now. My first year there I was just an intern
and ended up staying with company because I was offered a position there.”
3. Is the company corporately run?
a. “Yes, the company is a large Fortune 200 company headquartered in Cleveland. I
am currently in the largest division. There are about 60,000 employees spread out
over 12 manufacturing sites.”
4. What do you like best/least about working for this company?
a. “What I like most about the company is the job security and stability of the
company. I am also my own boss, so I enjoy making decisions on my own that
positively affect the company. What I like least about the job is that I have to
11. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 11
sometimes travel to other locations all over the US and that takes time away from
my family.”
5. Can you describe a typical workday in the department?
a. “In a typical workday, I plan and organize different departments of my division.
The hours are very long and strenuous since I oversee so many employees.
Payroll, compensation, worker benefits, employees, all of these functions that
need to be reviewed are done by me and a few others. The workload is not
divided much amongst other HR personnel.”
6. Do your employees feel free to express their ideas and concerns?
a. “Yes, every employee has every right to express their ideas to me about the
workplace.”
7. Do you have an open door policy?
a. “Yes, there is absolutely an open door policy within my company. Employees can
come to me in regards to any issue there is in the work place.”
8. What are the possibilities for professional growth and promotion?
a. “There is significant growth and promotion within the company. The hiring
process is mostly done within the company and some people are recruited for the
company as well. I am a prime example since I started off with the company as
an intern 16 years ago.”
9. How much interaction do you have with superiors, colleagues, employees, and
customers?
12. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 12
a. “There are 12 people in my scope of the department. I collaborate with these
members daily. I also talk to many superiors throughout the course of the day to
discuss some issues in the workplace. There is some interaction over the web
with colleagues from other plants around the US.”
10. Do you have the opportunity to work independently?
a. “I have a lot of opportunity to work independently throughout my work day since
I am the main person in control of the HR department. I usually associate others
when I need to.”
11. Does your future here seem secure?
a. “My future seems very secure because I have been promoted to the top position
that I wanted to be in. There are many benefits that are also associated with this
career that allow me to live comfortably.”
12. What is the department’s environment/culture like?
a. “The culture is a very collaborative type of culture and team oriented. There are
many hats to pitch in.”
13. What type of work does your company do?
a. “Essentially the company manufactures products for anything that moves. Such
as: cars, aircrafts, space crafts, etc.”
14. Any previous experience with HR?
a. “Other than graduating with my masters in HR, that was my only prior
experience. I have always been with Parker Hannifin from day one.”
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AFTER INTERVIEW DISCUSSION:
Kimberly Pleva provided very detailed answers to my questions during the interview.
Pleva even gave details I did not ask for but that made the interview process so much better
because I was able to understand more about the company she worked for. It was interesting to
know all the work that goes into the company and what her title actually entails. I thanked
Kimberly after the interview was done and was pleased to have her as one of my candidates to
interview for my project.
SOCKO GAETANO (iSOCKO.COM) FEBRUARY 24TH 2016
Socko Gaetano is another candidate that I interviewed for this project. Socko was a very
different type of candidate because he did not work for someone else. Socko owns his own
company, he is a photographer. 25 years ago, Socko started his company called, iSocko.com.
Socko specializes in many different types of photography that has a very wide range of the type
of photography he does. Socko travels all over the US and to some other countries to do his
work. Socko mentioned that he is mostly in Chicago because he has a studio out there, but most
of the time, he is located here in Youngstown, Ohio. Socko has his own office and studio in
Youngstown where he operates his business most of the time. The most interesting part of
interviewing Socko was that he did this all on his own. Socko did not have a business partner
that would have helped him get a head start on his business. Socko currently has one assistant
on site that helps him with appointments and sales. This summer, I have to opportunity to intern
Socko and help his manage appointments and schedule clients. Socko plans on retiring after this
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year, so I am honored to have the opportunity to work with him. The following section will
include the interview I had with Socko Gaetano and his responses.
1. What company do you work for?
a. “I own and operate iSocko.com photography.”
2. How long have you been with the company?
a. “I started this company 25 year ago at my house by myself.”
3. Is the company corporately run?
a. “No, the company is being operate by myself.”
4. What do you like best/least about working for this company?
a. “What I like best about my company is the amount of traveling I get to do and the
different sites I get to see. Being able to experience this has opened my eyes to so
many more opportunities. What I like least about my job was that in the
beginning, it was tough to start a business on my own, there was a lot of money
that I put into it and it took years before I started noticing a profit.”
5. Can you describe a typical workday in the department?
a. “A typical workday consists of daily planning of where and when appointments
are going to be. Planning future appointments and scheduling clients is
something that I do daily with my assistant.”
6. Do your employees feel free to express their ideas and concerns?
a. “Every employee I have had working under me could express any way they
wanted to me directly. Since I owned the business, there was no need to go to a
higher authority, I am the highest authority.”
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7. Do you have an open door policy?
a. “As I mentioned before, I do have an open door policy with every employee that I
have ever had. I am always open to any suggestions that an employee might
make to me or the company.”
8. What are the possibilities for professional growth and promotion?
a. “Since I own the company, there have been many opportunities for growth and
promotion. I took every opportunity I could get when it came to expanding my
company. I was able to start my own business and grow from there.”
9. How much interaction do you have with superiors, colleagues, employees, and
customers?
a. “There is a ton of interaction with my assistant and the clients that I work with. I
am constantly in contact before and after photoshoots.”
10. Do you have the opportunity to work independently?
a. “I do work independently, other than when I work with my assistant when she
comes to appointments with me.”
11. Does your future here seem secure?
a. “I made sure that this business was secure for me and that it would keep on
growing as I got older. I made sure to insure the company if anything were to
happen. I put money away for myself I ensure a proper secure position for
myself.”
12. What is the department’s environment/culture like?
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a. “The environment can be laid back at times. Most of the time it is more of a
business environment when it comes to dealing with clients.”
13. What type of work does your company do?
a. “The company that I work for is iSocko.com photography.”
14. Any previous experience with HR?
a. “I had no previous experience in HR but I graduated with a business degree,
therefore I had some knowledge what I was getting into whenever I started the
business 25 years ago.”
AFTER INTERVIEW DISCUSSION:
Socko Gaetano was a very interesting candidate to interview. It was nice to be able to
learn more about a company that was started up by one person alone. Socko does everything for
the company. Socko does the payroll for his assistant, pricing and sales for his clients, and also
books appointments. Although he has an assistant, Socko mentioned he likes doing a lot of
things on his own. Some companies depend on many others to help with operating a business or
corporation. Since Socko and his assistant are the only ones working for the company, it is very
easy to manage the typical HR practices.
DENISE CARISSIMO (JMC STEEL) MARCH 7TH 2016:
Denise Carissimo was somewhat similar to Kimberly Pleva. Denise is a part-time
professor at Youngstown State University and works for JMC Steel. Denise does HR
management work for the plants in Ohio and Pennsylvania. The company is headquartered in
Chicago and Denise mentioned that she sometimes travels there for work seminars. The most
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interesting thing about Denise is that she and I have many similarities when it comes to what we
studied in college. Denise was a communications major with an HR minor, then she received
her MBA as well. That is the exact path I plan on taking after I graduate. The interview was
very conversational because there were many laughs throughout the interview. I was very
comfortable talking to Denise and the interview went very well. The following section will
include the questions and answers to the interview I administered to Denise Carissimo.
1. What company do you work for?
a. “I work for JMC Steel.”
2. How long have you been with the company?
a. “I have been with the company for three years now, about to be going on my
fourth year.”
3. Is the company corporately run?
a. “Yes, there are 12 locations total with 15,000 employees.”
4. What do you like best/least about working for this company?
a. “What I like best about the company is the employee relations within the
company. It is like a family. The bonuses for the company are great as well, we
are given very generous bonuses each year. What I do not like about the
company is that I have to go through three layers of authority to make decisions.”
5. Can you describe a typical workday in the department?
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a. “A typical work day in my department is very hectic. I am usually there from 7
AM to about 5 PM, Monday – Friday. I mostly deal with attendance and talk to
supervisors about who needs to be written up in the workplace.”
6. Do your employees feel free to express their ideas and concerns?
a. “The employees are free to express any ideas or concerns regarding the work
place. Employees are constantly asking for some type of change within the
workplace. As long as the change is within reason with the company, the
company is pretty good with implementing changes.”
7. Do you have an open door policy?
a. “Yes, there is a completely open door policy.”
8. What are the possibilities for professional growth and promotion?
a. “As of right now, I have not been with the company long enough to experience
much growth or promotion, but definitely within the next 3-5 years.”
9. How much interaction do you have with superiors, colleagues, employees, and
customers?
a. “There is constant daily interaction.”
10. Do you have the opportunity to work independently?
a. “I do have opportunity to work independently, but I do work with many
colleagues throughout the day.”
11. Does your future here seem secure?
a. “I have a very secure future with this company.”
12. What is the department’s environment/culture like?
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a. “The environment is very family-like. All of the employees are very close with
one another.”
13. What type of work does your company do?
a. “The company manufactures steel tubing.”
14. Any previous experience with HR?
a. “I have 15 years of HR experience and I worked for another steel company, so I
was extremely experienced for my current position with JMC Steel.”
AFTER INTERVIEW DISCUSSION:
Denise Carissimo was a great candidate to interview. Denise was full of life and
enthusiasm while I was interviewing her. This helped the interview go a lot smoother than I
anticipated. I was very captivated by Denise because we had very similar goals when she was in
school and we also studied the some major. It was great having Denise as a professor this
semester, and I was grateful to have the chance to interview her and have more insight on the
company that she worked for.
JOHN GREEN (475TH QUARTERMASTER GROUP – U.S. ARMY RESERVE) APRIL
5TH 2016:
In order to conduct this project in a way that viewed various sides of HR practices, I
made sure to interview a variety of people. John Green, who is currently a student in most of my
HR management classes, actually performed HR work in the Army. This was very interesting to
be able to learn more about because I have gathered a lot of information from a wide selection of
candidates and their different ways of performing HR management practices. John is currently
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an HR major at Youngstown State University and is planning on continuing with HR with an
internship this summer in Cleveland. The following section will include the questions provided
by me, and responses provided by John Green.
1. What company do you work for?
a. “I am currently working for the 475th
Quartermaster Group U.S. Army Reserve.”
2. How long have you been with the company?
a. “I have been enlisted in the Army for 6 years now.”
3. Is the company corporately run?
a. “The government is running the company.”
4. What do you like best/least about working for this company?
a. “The thing that I like least about working here is the repetitiveness of the work.
What I like the best about working here is the military experience.”
5. Can you describe a typical workday in the department?
a. “A typical work day includes updating forms and clerical support for soldiers in
the unit.”
6. Do your employees feel free to express their ideas and concerns?
a. “Yes, the lower enlisted ranks are able to express more than the higher enlisted
ranks.”
7. Do you have an open door policy?
a. “Yes, there has always been an open door policy when I was enlisted.”
8. What are the possibilities for professional growth and promotion?
a. “I was promoted frequently with a possible promotion to a Sergeant.”
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9. How much interaction do you have with superiors, colleagues, employees, and
customers?
a. “There is a lot of interaction throughout the whole day, especially amongst higher
ranks.”
10. Do you have the opportunity to work independently?
a. “You are able to work independently if your superior knows you are capable of
doing so by yourself.”
11. Does your future here seem secure?
a. “Yes, my future is very secure if I continue to enlist, I could have a job for the rest
of my life.”
12. What is the department’s environment/culture like?
a. “The environment used to be close, but people are constantly coming and going
with a high turnover rate, so there is a lot of distance between us now.”
13. What type of work does your company do?
a. “We train other units on petroleum/fuel/water operations. We are the last unit to
train on petroleum.”
14. Any previous experience with HR?
a. “I have no prior experience with HR because I enlisted in the Army right out of
high school. What I learned in the Army and what I have learned so far in college,
is the current experience that I have.”
AFTER INTERVIEW DISCUSSION:
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John Green may have been the most interesting candidate that I had interviewed
throughout this whole project. To be able to receive information about HR practices in an
environment other than an office setting is refreshing to hear because that is something that most
HR managers have in common. The interview was also very interesting because it was with a
current student at Youngstown State University who has had experience in HR management just
like the other candidates that I had interviewed. John is only 24 years old and already has 6
years of experience in the field. That is very admirable and influential to have a candidate that I
can at least relate to on the same age level, although we have different experience. I thanked him
for allowing me to interview him and including his responses into this project.
COM PANY COMPARISON:
Amongst all of the candidates that were interviewed in this project, there were many
similarities and also many differences that accompanied the information gathered. The
similarities that all of these companies have in common is the use of HR practices and skills.
There are very specific skills that are required by HR managers to perform in the workplace.
Another similarity that all of these candidates had in common was that they all have decent
amount of knowledge and experience in the field. The main components that differentiate these
candidates is obviously the companies each candidate is part of and that they are from
completely different entities.
The first candidate, Kimberly Pleva works for a Fortune 200 company and the other
candidate that was similar to this was Denise Carissimo. Since both of these candidates work for
larger corporations, they are both in charge of a large quantity of employees. Socko Gaetano is
23. COMPANY COMPARISON WITHIN HR DEPARTMENT Perrotta 23
self-employed and was able to perform the proper HR practices like the other candidates. John
Green, a student, has experience in HR through the Army, and that is where he has gained the
experience he has in HR management.
The main differences that set each candidate apart is how they each acquired the
knowledge in HR management. Kimberly Pleva worked for her company for 16 years where she
started as an intern and worked her way up to the top of her company. Kimberly previously had
some experience based on her education and degree in Human Resources. Socko Gaetano built
his business 25 years ago in his own home. Socko had received a degree in Business and was
able to utilize the knowledge he already had and implement that into his business. Socko now
has a very prosperous business in photography. Denise Carissimo has had 15 years of prior
experience in the field of Human Resources on top of receiving her MBA. Denise now works for
a company that she expects to move higher up in the upcoming years. Finally, John Green, who
is only a student at Youngstown State University practices HR management in the Army. John
gained 6 years of experience doing HR with his fellow soldiers in the Army. John is currently
working on receiving his bachelors in Human Resource Management from Youngstown State
University.
CONCLUSION:
All in all, each and every single one of these candidates that I had the wonderful
opportunity to interview had definitely enlightened me more and more with each interview. It
was captivating to hear the different ways that each candidate used the proper skills in order to
perform the basic tasks of an HR manager. The purpose of this project was to interview a
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number of candidate and receive information in regards to how each candidate utilizes their skill
in Human Resource Management. As mentioned before, I had the wonderful opportunity to get a
chance hear from four completely different people and how each of them works in the HR field.
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REFERENCES:
Carissimo, D. (2016, March 7). Personal Interview.
Gaetano, S. (2016, February 24). Personal Interview.
Green, J. (2016, April 5). Personal Interview.
Pleva, Kimberly. (2016, February 18). Personal Interview.