Human resource planning in changing context733swati
The HR Planning Process
1.Situation analysis or Enviromental Scanning
2.Forecasting Demand for human Resources
3.Analysis of the supply of human resources.
4.Development of plans for action.
Evaluasi dan peningkatan pengendalian internal (bagian 2)Fauzan Wahyuabdi
Bagian kedua dari dokumen Evaluating dan Improving Internal Control in Organization. Publikasi bagian I memuat 9 (sembilan) prinsip dan definisinya. Bagian II ini memuat uraian pedoman implementasi/pelaksanaan atas 5 (lima) dari 9 (sembilan) prinsip tersebut.
Human resource planning in changing context733swati
The HR Planning Process
1.Situation analysis or Enviromental Scanning
2.Forecasting Demand for human Resources
3.Analysis of the supply of human resources.
4.Development of plans for action.
Evaluasi dan peningkatan pengendalian internal (bagian 2)Fauzan Wahyuabdi
Bagian kedua dari dokumen Evaluating dan Improving Internal Control in Organization. Publikasi bagian I memuat 9 (sembilan) prinsip dan definisinya. Bagian II ini memuat uraian pedoman implementasi/pelaksanaan atas 5 (lima) dari 9 (sembilan) prinsip tersebut.
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
In this file, you can ref useful information about performance appraisal system example such as performance appraisal system example methods, performance appraisal system example tips, performance appraisal system example forms, performance appraisal system example phrases … If you need more assistant for performance appraisal system example, please leave your comment at the end of file.
10 Challenges for Women Executives and Ways to Combat Them | The Enterprise W...TEWMAGAZINE
Here are 10 challenges for women executives and ways to combat them: 1. Gender Bias in Leadership 2. Balancing Work and Family 3. Imposter Syndrome 4. Limited Mentorship and Networking Opportunities
Is your company’s human resources operation a true “business partner” that makes a major contribution to your bottom line? Or does it merely fulfil the daily tasks of hiring, firing and paying your employees? If the latter, don’t worry – that can change. So say the human resources experts who founded the RBL Group and the RBL Institute, a consultancy and an educational organization dedicated to helping HR leaders attain new levels of professionalism. Using the institute’s tools and tactics, you can “transform” your human resources department into a valued, knowledgeable and contributing member of your corporate team. While you don’t have to be a human resources professional to benefit from this book, its HR-speak presents a pretty dense thicket that might daunt a novice.
In this file, you can ref useful information about performance appraisal system example such as performance appraisal system example methods, performance appraisal system example tips, performance appraisal system example forms, performance appraisal system example phrases … If you need more assistant for performance appraisal system example, please leave your comment at the end of file.
10 Challenges for Women Executives and Ways to Combat Them | The Enterprise W...TEWMAGAZINE
Here are 10 challenges for women executives and ways to combat them: 1. Gender Bias in Leadership 2. Balancing Work and Family 3. Imposter Syndrome 4. Limited Mentorship and Networking Opportunities
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/are-women-good-for-business/
Do women or men make better leaders?
Recently, McKinsey republished an article from 1976 entitled ‘ Sex bias – still in business ’ with the following 2014 introduction:
Despite much talk of equal opportunity for women, discrimination persists in business. This 1976 McKinsey Quarterly article, part of a series celebrating our 50th anniversary, shows how companies should correct disparities that are illegal, immoral, and bad for business.
Curious as to how a 38 year old article could offer fresh and relevant insights into a subject close to my heart, I sat down with keen anticipation to read it. My enthusiasm was quickly dispelled by tedium and increasing frustration. The article was too predictable. It gave a prescription of organisational measures to create greater opportunities for women, but the only reason it gave for doing so was ‘unfairness’ and the need to conform with legislation. I struggled to understand why McKinsey were bothering to republish it in 2014 – it certainly did not provide thought leadership..
Whilst the right of women to equal opportunities is undeniable there are even more positive and compelling reasons to advance their role in business. Ask yourself whether ‘the fairer sex’ or ‘the testosterone-fuelled sex’ are likely to fare better on the following, research-validated characteristics of Top 1% companies:
• Decisions, which can occasionally be bold and radical, are made on the basis of quiet, calm insight and understanding, not bravado.
• There is an holistic culture with a long-term, nurturing perspective and a recognition of the constant need to improve and to learn, personally and collectively.
• Staff regard the company as if it was their family and describe it with affection as an open, honest and supportive environment in which standards are high, but everyone’s contribution is valued.
A look at female employment factors and potential issues within the mining industry. Details why there are problems and differences to be considered, compared to the traditional male archetype, and what can be done to improve aspects of female employment by mining companies.
Applicable to other industries outside of the mining sector.
The importance of women in organizational effectiveness cannot be overemphasised. Nonetheless, women are underrepresented in senior leadership positions in business today. Therefore, it is critical that you begin questioning and shifting the culture to ensure that your executive teams include women who can make critical decisions.
What role does your company's culture play in ensuring women succeed and grow in their positions? What are the most critical leadership skills for the next generation of female leaders?
In this deck, you'll find insights and actionable strategies to keep your organisational female leadership pipeline strong.
You will also learn:
• How to create a culture conducive to female retention and leadership
• How your company and its culture can empower women
• The most essential leadership competencies for emerging female leaders
• Unique and effective approach to women's leadership development
Also, we have a opportunity to expand our services through target market, our target market is Lahore. We will lunch our E-SHUTTLE service for UOS-LHR (students, faculty, Visitors) as well as for all people of Lahore and for people of other universities situated in Lahore.
E-Shuttle Service is essentially a transportation alternative for the University of Sargodha Lahore Campus Students & Staff, especially for those students which are bound for whole day due to limited timing of university buses. The company’s goal is to provide readily available, affordable, reliable, and safe transportation to its customers, allowing them to avoid the numerous inconveniences.
The purpose of our project is to build energy-efficient houses. Construction of houses is the biggest investment and where we spend a majority of our time. So, it needs to be at a comfortable temperature. Insulated Cement Form provides the temperature controlled environment and also saves energy.
Social compliance in the garment industriesAna Sheikh
This manual provides the procedures to set up Code of Conduct According to ISO, WRAP, Compliance, Accord & Alliance to any Garments Industry.
It will also help in making a better environment.
Ensure motivational activity in the organization/ Factory.
This will also help to maintain a good employee relationship and a sound working environment in the organization.
Flexible Employment Practices in Europe: Country vs Culture Keywords: Flexibl...Ana Sheikh
Article: Introduction, Flexible Employment Practices( Part time work
1-Contract work
2-Shift work
3-Telework.
4-Temporary work).
Flexible employment practices and country culture,
Methodology
Measures
Results.
Salma Karina Hayat is Conscious Digital Transformation Leader at Kudos | Empowering SMEs via CRM & Digital Automation | Award-Winning Entrepreneur & Philanthropist | Education & Homelessness Advocate
When listening about building new Ventures, Marketplaces ideas are something very frequent. On this session we will discuss reasons why you should stay away from it :P , by sharing real stories and misconceptions around them. If you still insist to go for it however, you will at least get an idea of the important and critical strategies to optimize for success like Product, Business Development & Marketing, Operations :)
Reflect Festival Limassol May 2024.
Michael Economou is an Entrepreneur, with Business & Technology foundations and a passion for Innovation. He is working with his team to launch a new venture – Exyde, an AI powered booking platform for Activities & Experiences, aspiring to revolutionize the way we travel and experience the world. Michael has extensive entrepreneurial experience as the co-founder of Ideas2life, AtYourService as well as Foody, an online delivery platform and one of the most prominent ventures in Cyprus’ digital landscape, acquired by Delivery Hero group in 2019. This journey & experience marks a vast expertise in building and scaling marketplaces, enhancing everyday life through technology and making meaningful impact on local communities, which is what Michael and his team are pursuing doing once more with Exyde www.goExyde.com
5. DIVERSITY PERSPECTIVES
WOMEN IN THE MAINSTREAM. WOMEN TN THE WORKPLACE.
Women are not inferior to
men.
Work first, family second.
Job is not “temporary”
or “extra income”.
Organizations have also
adjusted their outlook.
Discrimination and sexual
harassment are illegal.
Temporary or part-time or
low responsibility jobs.
First priority: taking care
of their families
Unmarried women: quit
for marriage
Married women: quit due
to pregnancy
Women with children:
family over job
7. IMPLICATIONS FOR THE MNC’S.
HR PLANNING:
Identify business units that are less gender diverse.
Develop a hiring strategy that increases gender diversity
in these units without reducing and ignoring merit.
Create an engaged culture that enables men and women
to form trusting relationships and motivates them to
perform at a high level.
Set inclusiveness goals, and hold managers accountable
for diversity.
9. IT IS ESPECIALLY HARD FOR WOMEN TO GET TO THE TOP IN A
FIRM THAT IS IN A MASCULINE LINE OF BUSINESS, BUT FRAN
KEETH IS A MAJOR EXCEPTION.
Fran Keeth holds both global and regional positions with Shell.
GLOBAL
REGION
AL
Executive
vice
President
Chemicals
President
& CEO of
Shell
Chemical
LP
POSITION
S
The US arm of Shell
Chemicals Ltd, based in
London.
11. BACKGROUND
PROFESSIONAL
Started her career in Houston in 1970,
at Shell Oil Company, a subsidiary of a
Royal Dutch/Shell.
Where she work as a secretary while
studying at a same time.
She hold many different positions in
Shell Oil Company
She worked in the Finance & Tax
department with increasing
responsibility.
In 1991, she became a general manager
of Product Finance.
12. CONTINUED..,
After twenty-two years with the company, in 1992, she
was sent to London as deputy controller, area
coordinator for the East Australasia regions, and oil
products finance manager.
In 1996, she left Shell to join Mobil Corporation as their
worldwide Controller and Principal Accounting Officer.
13. AFTER ONE YEAR
Returned to Shell in 1997, assuming the position of;
1. Executive Vice President,
2. Finance and Business Systems
for Shell Chemicals LP.
In 2001, this position led her to the position of;
1.president &,
2. CEO
And in 2005, finally to Executive vice president of Royal Dutch chemicals with global
accountability.
She retained her regional position as President Shell Chemical, LP as well.
After over 37 years of distinguished service Fran Keeth retired from Royal Dutch Shell,
where she led Shell’s global chemical business. Fran stays active in business affairs through
her membership on the Boards of Directors of Verizon Communications, Inc. and Arrow
Electronics, Inc.
14. ANSWERS FOR CASE ANALYSIS
Question no 1:-
Why would you say an MNC in its HR planning should be
interested in gaining a better representation of women
employees across its various employees levels, including
the top leadership ranks?
15. ANSWER:
We pulled together many reasons;
More women = better problem-solving
Better financial performance
Developing Themselves
Building Relationships.
They inspire and motivate other
Female leaders are trusted
Stretch Goals
Millennial women are more educated than men
Communication.
Collaboration
16. BETTER FINANCIAL PERFORMANCE
Women Managers are praised for:
► Soft Skills
► Caring
► Understanding
► Good teamwork
► Good communication skills
► Patience
► Style of Management
► Unique skills
17. Question no 2:-
What are particular obstacles that women might face in
gaining higher positions of responsibility in their
organizations? Would you consider some industries and
specialties less conducive to increased women leadership?
18. FACTORS THAT PREVENT WOMEN FROM RISING THROUGH THE
CORPORATES:
Poor HR planning.
Family responsibilities.
Paid less than men.
Sex Discrimination.
Sign of racism.
Job segregation.
Organization Politics.
Sexual Harassment.
Equal employment
opportunity.
Gender stereotypes.
Law.
Traditional way of job
design.
No talent pool set.
Glass ceiling.
19. PARTICULAR OBSTACLES:
What holds women back?
Is it an issue of competence? Qualifications? KSAs?
– Rather unlikely: Higher percentage of women vs men hold a
university degree and women consistently outperform men in
terms of academic achievement.
• Intelligence?
– Equal in women and men
• Brain differences?
– Some indeed exist, but unlikely to be the reason…
20. Personality differences?
– Again unlikely: Extraversion, conscientiousness and openness to
experience (which consistently predict leadership emergence) same
between women and men. Women show higher levels of
agreeableness and neuroticism, but weak connections of these two
dimensions with leadership.
Emotional intelligence and empathy?
– Higher in women
21. Family responsibilities?
More likely: Women’s domestic responsibilities exceed men’s.
Childcare: Interesting research finding ->employed mothers in
2000 spent as much time interacting with their children as mothers
without a job in 1975! But they still think they spend too little time.
Taking breaks from employment?
37% of professional women voluntarily dropped out of
employment at some point in their lives vs 24% of men. Women
take time out for “family time”, men take time out to change careers =>
serious implications: lost income, impeded career growth, depreciation
of skills, difficulty in reestablishing one’s career.
22. Family responsibilities?
– Taking leaves of absence and sick days.
– Seeking flexible jobs and part-time jobs.
Discrimination?
– Promotion bias 2:1 in favor of men at all levels,
Even in female-dominated fields women don’t have the
advantage! Token women generally suffer slow promotion in
male-dominated careers but token men advance quickly in
female dominated careers.
23. GLASS CEILING?
Glass ceiling is an unacknowledged discriminatory barrier that
prevents minority (women in this case) from rising to position of
power or responsibility within an organization.
The term glass ceiling is most often applied in the business
situation in which women feels that men are very much involved
in the usage of power and women find it difficult to or rather
impossible to reach to that level or break the glass ceiling.
24. REASONS WHY FEMINISTS FEEL THAT GLASS CEILING
EXISTS:
Male dominated management, which made all the decisions for
the company.
Lack of proper anti discrimination law and government action on
discrimination.
Men's attitude towards problems faced by women.
Preference of men over women of same educational qualification
and caliber.
Sexual harassment was seen as another major hindrance in the
women's career.
25. Question No 3:-
What would you recommend for Fran Keeth to
assist her in HR planning to achieve greater women
representation among top management?