The document outlines the company's human resources plan, including sections on job management, performance management, careers management, compensation management, and communication. It details training programs with multiple levels from discovery to expert, and notes annual negotiations on topics like salary increases and work conditions. Unions and employee representatives are involved through regular meetings.
Highly visual pdf explaining why employee engagement matters, what it means and what an 'engaged' employee looks like. The evidence infographic, how we get there and some key ingredients for success. As well as pointing to further resources. Use as is or pick out the bits you need.
Please use as you see fit - this exists to help you have quality conversations about engagement and that lead to positive action.
7 Things I Wish I‘d Known Before Starting In Cluster- and Innovation Manageme...Klaus Haasis
In this keynote speech I would like to share my experiences of 16 years in innovation and cluster management in a public innovation agency. Based on an education in person-centered counseling I have completely changed my perspective on innovation, collaboration, change, and resistance. I have developed a person-centered way of dealing with process challenges, leading creative teams and managing collaboration in organizational and regional innovation systems and clusters.
Bill Stankiewicz Copy Of July 31, 2010 Of Voice Of Vics July 2010v3BillStankiewicz
VICS NEWSLETTER COPY for Bill Stankieiwcz
Regards,
Bill Stankiewicz
Vice President & General Manger
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
"Understand, Deliver, & Improve"
"Satisfy our customers by understanding what they want and need, deliver it on time, and continually improve our process and services."
Presentation at the UCISA 'Customer Liaison - A Framework for HE' event on 22 April 2009
Carol Hughes, Acting Associate Director & Head of Liaison Services, Information & Learning Services, University of Salford
Sap Custom Talent Management Solution Whitepaper V1.0amau2000
The following whitepaper describes an add-on development effort to support various aspects of a customized Talent Management solution.
The solution would be a custom solution that does not require any modification to the current SAP Talent Management applications. All components developed in this custom solution are standalone or interfaced with SAP applications via standard interfacing and service methods.
SAP’s Talent Management modules can be used in a new way which allows our clients to maximize their talent management efficiency. Our Talent Management custom solution will offer add-on functions such as training notifications for supervisors and a qualifications and requirements analysis report.
Human Resources Management Solution - iON Cloud ERPChirantan Ghosh
People are the greatest assets of your enterprise and every year you spend considerable time and effort in managing your human resources. From recruitment and talent acquisition to talent retention and development...
Highly visual pdf explaining why employee engagement matters, what it means and what an 'engaged' employee looks like. The evidence infographic, how we get there and some key ingredients for success. As well as pointing to further resources. Use as is or pick out the bits you need.
Please use as you see fit - this exists to help you have quality conversations about engagement and that lead to positive action.
7 Things I Wish I‘d Known Before Starting In Cluster- and Innovation Manageme...Klaus Haasis
In this keynote speech I would like to share my experiences of 16 years in innovation and cluster management in a public innovation agency. Based on an education in person-centered counseling I have completely changed my perspective on innovation, collaboration, change, and resistance. I have developed a person-centered way of dealing with process challenges, leading creative teams and managing collaboration in organizational and regional innovation systems and clusters.
Bill Stankiewicz Copy Of July 31, 2010 Of Voice Of Vics July 2010v3BillStankiewicz
VICS NEWSLETTER COPY for Bill Stankieiwcz
Regards,
Bill Stankiewicz
Vice President & General Manger
Shippers Warehouse
Office: 678.364.3475
williams@shipperswarehouse.com
www.shipperswarehouse.com
"Understand, Deliver, & Improve"
"Satisfy our customers by understanding what they want and need, deliver it on time, and continually improve our process and services."
Presentation at the UCISA 'Customer Liaison - A Framework for HE' event on 22 April 2009
Carol Hughes, Acting Associate Director & Head of Liaison Services, Information & Learning Services, University of Salford
Sap Custom Talent Management Solution Whitepaper V1.0amau2000
The following whitepaper describes an add-on development effort to support various aspects of a customized Talent Management solution.
The solution would be a custom solution that does not require any modification to the current SAP Talent Management applications. All components developed in this custom solution are standalone or interfaced with SAP applications via standard interfacing and service methods.
SAP’s Talent Management modules can be used in a new way which allows our clients to maximize their talent management efficiency. Our Talent Management custom solution will offer add-on functions such as training notifications for supervisors and a qualifications and requirements analysis report.
Human Resources Management Solution - iON Cloud ERPChirantan Ghosh
People are the greatest assets of your enterprise and every year you spend considerable time and effort in managing your human resources. From recruitment and talent acquisition to talent retention and development...
UCF framework presented to a large IT service company in Mumbai in 2008.. showing my thinking then on how an organization could approach organization capability recording and building.. related to PCMMI.
Oplægget blev holdt ved InfinIT-arrangementet "Identification and reuse of processes", der blev afholdt den 29. september 2010. Læs mere om arrangementet her: http://infinit.dk/dk/hvad_kan_vi_goere_for_dig/viden/reportager/fremtiden_ligger_i_procesdeling.htm
Start the New Year Right — Focus Learning Through Competencies in 2013Human Capital Media
Competencies have been a part of the learning discussion for some time. And, depending on where they are in the cycle of opinion about their value, can trend higher or lower. Recently, some have stated that competencies are no longer welcome in the workplace, or have little value alongside an individual’s business goals. Esoterically speaking, there may be some truth to this. We are not, however, talking about old core values, nor are we trying to define what makes an employable corporate citizen. Rather, we are talking about what aligns a job function/family or what is a specific differentiator for level or role.
Job-specific, task-oriented competencies, associated with tools employees can use and relate to, make a significant positive difference in:
Best practices sharing.
Capturing institutional memory.
Providing consistent communication.
Setting clear expectations for hiring, performance, career engagement and development.
Providing clear skills management and mitigation for workforce planning.
Enabling flexibility in assignments and roles while accelerating capability to learn and deliver.
In this webinar, you will:
Hear case studies and research validating the justification for a learning strategy.
Learn some of the ways to relate business outcomes from learning.
Understand how the Kenexa Job Competency Library can make learning not just on the job, but targeted at the job.
Employee motivation depends largely on good goals setting. The highest strategic goals are sometimes called directions. Goals are related to drivers, principles and requirements. This presentation shows an example of enterprise directions setting by the usage of an enterprise architecture tool.
Brief description of the training need analysis that can be used for airlines. The starting point is the performance analysis where the problems and opportunities are identified.
This session from the Institute of Validation Technology's 14th Annual CSV Conference looks at B. Braun’s journey in moving from an in-house validated training tracking system to learning management in the cloud.
Presentation on "Views on 2030" by Dr. Robin Mann during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
HUMAN RESOURCES SOFTWARE PLATFORMS
Our concern to increase service efficiency has led us to develop, based on our long-term experience, two online platforms dedicated to HR specialists.
APTITUDE HR is an integrated platform of human resources management (HRMS - Human Resources Management System) that meets the flexibility requirements of the modern HR management models. It has a modular structure based on the field-specific processes. Tailored to the real needs of any organization,
APTITUDE HR supports the following activities:
- Organizational structure management
- Recruitment and selection management
- Competency assessment through questionnaires, multiple choice tests and assessment centres
- Staff hiring and administration
- Timesheet management and holiday planning
- Compensation management
- Performance management
- Development programme planning and implementation
- Corporate travel management
- Financial management of service contracts
- Internal control and auditing
- Operational parameters and performance indicators reporting
The application’s modules enable operational efficiency of all major activities of human resources management, and offer practical support in monitoring and automating all phases of the employee lifecycle from recruitment through to exit. The platform is 100% web based, information is centralized and functions are self-service, both for employees and managers. APTITUDE HR uses an advanced security system with role-based access control and passwords and can be hosted on the users’ own servers or delivered as SAAS (software as a service). The platform allows simultaneous management of employees across multiple companies (holding entities) and offers flexibility in managing different employment modalities. APTITUDE HR also enables integration with other applications via export/import and advanced work process customization and parameterization in compliance with the user company’s internal procedures. The application is available in both Romanian and English and, upon request, can be adapted to accommodate the most used European languages.
APTITUDE HR is readily tailored to suit the customer’s business requirements due to the high degree of adaptability and easy implementation. The platform has wide applicability regardless of industry or business volume and the application is being constantly developed to keep up with the market dynamics and the evolution of the HR management sector.
For more interesting information on this top-quality product, we invite you to visit our website at http://www.aptitude.ro . Feel free to ask any questions you may have (contact details are available on site).
1. Human Resources Plan 21 March 2012
Unions representatives
Sustainability Job management Performance management Careers management Compensation management HSE Communication
personnel relations
Unions and personnel Operational development to
Employer marketing Organization chart Sourcing Compensation scale Pedagogical tools
representatives meetings decrease industrial injuries
Operational follow up to decrease
Ethic code Job description Hiring process Salary review plan Social climate survey Events
industrial injuries
Performance assessment
Advice for improving
Societal actions Skills profil Level 1 : Discovery Variable part plan Legal files Breakfasts for customers
work conditions
T
Results analysis r Transfer and follow up Speak up breakfasts
Skills ladder Level 2 : Apprenticeship a Bonus scheme Mandatory yearly negociations
of legal obligations for employees
i
n
Level 3 : Master i
Career path Profit sharing
n
g
Level 4 : Expert
+
Potential evaluation
2. Human Resources Plan 21 March 2012
Sustainability
Intranet
Breakfatss for customers
Speak up breakfasts for employees
Employer marketing
Local administrations relationship
Professional organizations & Schools partnership Diversity event
07/12/2012
170 people
Employees,
customers,
suppliers
United nations Global Compact
Ethic code
Apprentices
Societal actions
Trainees Target :
5% Workforce
4. Human Resources Plan 21 March 2012
Job management
The right person in the right job
Organization chart
The branch jobs are described
Job description
Skills profil Which skills for what job ?
skills are evolutive and growing
Skills ladder accordingly to the jobs
Career path
5. Human Resources Plan 21 March 2012
Performance management
Assessment center to help decision
in case of change or recruitment
Performance Assessment
Annual Performance Review
Results analysis
Test for technical skills
and behaviour skills
6. Human Resources Plan 21 March 2012
Careers management
Sourcing
3 questions :
+ What can the applicant do ?
+ What does attract the applicant in the job ?
Hiring process + How does the applicant use his/her skills ?
To share the knowledge
The development of the company is based on the good and right service to the customer. Good behaviour and high technical skills are essential in building merchant . "Training doesn't happend by chance, it is
a necessity that we share and we must decline into actions". this sloggan is based on the "learning"company : how to see, developp and transfer the knowledge inside the company.
• 4 training programs will follow each new employee as soon as he/she joins the company.
• Discovery program : This training course takes place during the trial period to put the employee in a position to
Level 1 : Discovery start a job. It is in part facilitated by tutors .
The aim is to understand the activity of the company, the missions and challenges of his profession, to understand and Manager Agence Adj Manager Agence
apply the basic procedures. Formation H Formation H
Stra tégi e d'entrepri s e 4 Stra tégi e d'entrepri s e 4
Les produi ts et l eur uti l i s a ti on 10 Les produi ts et l eur uti l i s a ti on 10
L'a pproche fi na nci ère d'un CP 7 L'a pproche fi na nci ère d'un CP 7
Droi t Soci a l expl i qué a ux ma na gers 7 Droi t Soci a l expl i qué a ux ma na gers 7
• Apprenticeship program : This training course takes place during the year following the trial period and allows Ma na ger 28 Ma na ger 28
Level 2 : Apprenticeship the employee to take a position with the company. It is run by the Occasional Internal Trainers (FIO) . Ma na ger da ns l a s écuri té 7 Ma na ger da ns l a s écuri té 7
The goal is to have an understanding of the procedures relating to his job and to achieve a level of versatility and Rs e 4 Rs e 4
T Total parcours apprentissage 67 Total parcours apprentissage 67
autonomy: knowledge of all the functions with support for complex tasks.
r
a Commercial Conseil Atc
i Formation H Formation H
n Comprendre l 'entrepri s e 4 Comprendre l 'entrepri s e 4
i Ayons l e bon réfl exe cl i ent 14 Ayons l e bon réfl exe cl i ent 14
n Les produi ts et l eur uti l i s a ti on 10 Les produi ts et l eur uti l i s a ti on 10
g • Master program : This training course takes place during the second year. It allows the employee to Total parcours apprentissage 28 Total parcours apprentissage 28
Level 3 : Master
specialize and develop autonomy in their job. It can be driven by internal or external staff.
Contremaître De Cour Cariste
The objective is to achieve the skills to analyze and synthesize the needs and requirements of internal and
Formation H Formation H
external customers and to respond appropriately. Stra tégi e d'entrepri s e 4 Comprendre l 'entrepri s e 4
Accuei l l i r et s ervi r l es cl i ents 8
Les produi ts et l eur uti l i s a ti on 10 Découvri r l es produi ts 10
Gérer des s tocks 21 Récepti onner phys i quement 7
Récepti onner i nforma ti quement 14
Ma na ger 28
• Expert program : This course provides training to acquire or maintain proven skills . It is entirely taken Ma na ger da ns l a s écuri té 7
Level 4 : Expert care of by the Occasional Internal Trainers. Total parcours apprentissage 70 Total parcours apprentissage 43
Proven competency allows him to work well, including in an unstable working environments, while continuing
to innovate and train.
+
Potential evaluation
3 questions :
+ What can the employee do ?
Sales School
+ What does attract the employee in this job ?
+ How does the employee use his/her skills ?
In house training program :
50 internal trainers - 50 key people sales managers in the process -10 campaigns (= 10 months )- 80 trained sales people - 10 films + 10 Sloggans + 10 "Pro" advices + 10 Quizz
7. Human Resources Plan 21 March 2012
Unions and representatives
personel relations
Unions Enmployee representatives Works council Health safety committee
Representatives 2 12 8 8
Meeting 3 10 10 6
Social climat survey
legal files
Agreement about job penibility
Agreement about Female and Male equity
Agreement for senior employees
Mandatory annual negociation
About salary increase, work conditions, working time