This document discusses integrated learning and development practices adopted by companies in India to achieve business excellence. It analyzes 11 companies that received the BM Munjal Award for business excellence through learning and development between 2009-2013. The key findings are:
1) Companies focused on a combination of leading and lagging business excellence indicators, including financial performance, customer satisfaction, and environmental/social commitments.
2) Winning companies implemented systematic, integrated learning models involving training needs assessments, multi-level training programs, and measuring the impact of training on business goals.
3) Advanced practices included linking learning to talent management, career planning, and leadership development to prepare employees to achieve improved business results.
Organizational Management and the role of HRM from different perspectivesAkashSharma618775
The present paper consists of 6 different parts. The first part is a portfolio where reflection on career
aspirations and developments needs are been illustrated. More specific details on the general labour market are
been discussed followed by career goals and development needs. The second part is a discussion on the
management challenges that managers are face in order to achieve organizational goals. More specific there is
been a discussion considering the corporate mission and the organizational culture, structure considering also
people management. The third part is about the employee perspective. There is a discussion regarding the
motivation theories, the employee stress and how can a leader or a manager empower the staff. The forth part of
this paper is a discussion about the wider Environmental Factors that affect the development of an Organization
today. Factors such as economy, political and sociological are been discussed evaluating a company’s strategy. At
the last chapter there is a discussion about the HRM department and how important it is for a company,
considered as a chain between the organization and its employees.
The document discusses strategic planning and globalization. It covers topics like strategic orientations, formulation, implementation, control and evaluation. It defines strategic planning as evaluating strengths and weaknesses to set long and short term goals. It discusses globalization drivers like market factors and competitive factors. It outlines strategic orientations like ethnocentric, polycentric, regiocentric and geocentric. Strategic formulation involves external and internal assessments. Implementation focuses on location decisions and functional areas. Control and evaluation examine performance to determine necessary actions.
The document is a study that analyzes training practices and their impact on employee productivity at Life Insurance Corporation (LIC) in India. It reviews literature on training and development. LIC provides various training programs for employees, including standard programs, role orientation courses, and sales training. The study aims to examine differences in employee perceptions of training based on gender, designation, and education level. A questionnaire was administered to 250 LIC employees, and statistical analysis was used to analyze the data. The results show that employee training at LIC is average and perceptions do not differ significantly based on demographics. Recommendations include ensuring all employees receive necessary training and properly analyzing training's contribution to organizational effectiveness.
The linkage between strategic human resource management, innovation and firm ...IOSR Journals
Innovation is regarded as the driving force of rapid changes in the modern world and one of the key success factors in the competitive market. Firms have to innovate, to survive in the market. The disruptive wave of innovation every year makes so many businesses disappear from the market. On the other hand, successful implementation of innovation programs can guarantee profitability and an acceptable overall performance for any firm. In addition, strategic planning for human resources plays a key role in innovation practices and helps firms achieve their long-term objectives. This paper intends to assess a linkage between strategic human resource management, innovation, and overall performance within a firm. In order to examine such a linkage, an online survey was applied and data were collected from 54 managers of product development projects in Malaysian manufacturing companies. Analysis of the collected data using correlation analysis techniques proved that there is a strong correlation between the three mentioned concepts.
The survey found that almost half of employers provide workforce readiness training to address deficiencies among newly hired employees. However, many employers report that these programs have limited success. While programs exist to improve skills like leadership, IT, and teamwork, there are gaps in other important applied skills like critical thinking. Employers also struggle to measure the impact and cost of workforce readiness programs. The survey raises questions about whether workplace training is the most effective way to improve workforce preparedness.
The influence of performance training and development on organizational perfo...IJAEMSJORNAL
Even everyday banks are promoting various employees training and development programs for their staffs, but still there is no certain or effective instrument to confirm how they influence to banks’ performance. Therefore, this research planned to determine the relationship between training and development with banks performance and its comparison between training and development. The researcher distributed 250 questionnaires, but only 209 questionnaires were received from employees and been completed. The researcher used a quantitative research method to investigate the most of significance factor that affects banks performance, through measuring and comparing employee training and employee development at banks. The findings of multiple regression analysis revealed that the effect of employee training on banks performance is stronger than the effect of employee development on banks performance in Erbil.
This document summarizes a research paper that examines training and development practices in public and private banks in Kenya and India. The paper aims to analyze problems in training and development and suggest improvements. It reviews literature on training and development and establishes the need for the study. The objectives are to examine the role of training in empowering employees, compare policies for human resource development, study training methods, and understand employee attitudes toward training. Hypotheses are that employee characteristics are unrelated to training empowerment and sectors differ in human resource policies. The research design is an exploratory survey comparing managers and employees in both countries' banking industries. Data collection methods include questionnaires, interviews, and documents. Statistical analysis includes measures of central tendency, t-tests
This document discusses the effect of training on employee performance. It begins by stating that employees are a company's most valuable asset and that proper training is necessary for employees to have the skills and knowledge to do their jobs well. The document then reviews literature that shows a positive relationship between effective training programs and improved employee and organizational performance. Specifically, training leads to higher employee retention, motivation, and productivity. The purpose of the paper is to further investigate this relationship between training and performance and provide suggestions for companies on how to design effective training programs to boost employee performance.
Organizational Management and the role of HRM from different perspectivesAkashSharma618775
The present paper consists of 6 different parts. The first part is a portfolio where reflection on career
aspirations and developments needs are been illustrated. More specific details on the general labour market are
been discussed followed by career goals and development needs. The second part is a discussion on the
management challenges that managers are face in order to achieve organizational goals. More specific there is
been a discussion considering the corporate mission and the organizational culture, structure considering also
people management. The third part is about the employee perspective. There is a discussion regarding the
motivation theories, the employee stress and how can a leader or a manager empower the staff. The forth part of
this paper is a discussion about the wider Environmental Factors that affect the development of an Organization
today. Factors such as economy, political and sociological are been discussed evaluating a company’s strategy. At
the last chapter there is a discussion about the HRM department and how important it is for a company,
considered as a chain between the organization and its employees.
The document discusses strategic planning and globalization. It covers topics like strategic orientations, formulation, implementation, control and evaluation. It defines strategic planning as evaluating strengths and weaknesses to set long and short term goals. It discusses globalization drivers like market factors and competitive factors. It outlines strategic orientations like ethnocentric, polycentric, regiocentric and geocentric. Strategic formulation involves external and internal assessments. Implementation focuses on location decisions and functional areas. Control and evaluation examine performance to determine necessary actions.
The document is a study that analyzes training practices and their impact on employee productivity at Life Insurance Corporation (LIC) in India. It reviews literature on training and development. LIC provides various training programs for employees, including standard programs, role orientation courses, and sales training. The study aims to examine differences in employee perceptions of training based on gender, designation, and education level. A questionnaire was administered to 250 LIC employees, and statistical analysis was used to analyze the data. The results show that employee training at LIC is average and perceptions do not differ significantly based on demographics. Recommendations include ensuring all employees receive necessary training and properly analyzing training's contribution to organizational effectiveness.
The linkage between strategic human resource management, innovation and firm ...IOSR Journals
Innovation is regarded as the driving force of rapid changes in the modern world and one of the key success factors in the competitive market. Firms have to innovate, to survive in the market. The disruptive wave of innovation every year makes so many businesses disappear from the market. On the other hand, successful implementation of innovation programs can guarantee profitability and an acceptable overall performance for any firm. In addition, strategic planning for human resources plays a key role in innovation practices and helps firms achieve their long-term objectives. This paper intends to assess a linkage between strategic human resource management, innovation, and overall performance within a firm. In order to examine such a linkage, an online survey was applied and data were collected from 54 managers of product development projects in Malaysian manufacturing companies. Analysis of the collected data using correlation analysis techniques proved that there is a strong correlation between the three mentioned concepts.
The survey found that almost half of employers provide workforce readiness training to address deficiencies among newly hired employees. However, many employers report that these programs have limited success. While programs exist to improve skills like leadership, IT, and teamwork, there are gaps in other important applied skills like critical thinking. Employers also struggle to measure the impact and cost of workforce readiness programs. The survey raises questions about whether workplace training is the most effective way to improve workforce preparedness.
The influence of performance training and development on organizational perfo...IJAEMSJORNAL
Even everyday banks are promoting various employees training and development programs for their staffs, but still there is no certain or effective instrument to confirm how they influence to banks’ performance. Therefore, this research planned to determine the relationship between training and development with banks performance and its comparison between training and development. The researcher distributed 250 questionnaires, but only 209 questionnaires were received from employees and been completed. The researcher used a quantitative research method to investigate the most of significance factor that affects banks performance, through measuring and comparing employee training and employee development at banks. The findings of multiple regression analysis revealed that the effect of employee training on banks performance is stronger than the effect of employee development on banks performance in Erbil.
This document summarizes a research paper that examines training and development practices in public and private banks in Kenya and India. The paper aims to analyze problems in training and development and suggest improvements. It reviews literature on training and development and establishes the need for the study. The objectives are to examine the role of training in empowering employees, compare policies for human resource development, study training methods, and understand employee attitudes toward training. Hypotheses are that employee characteristics are unrelated to training empowerment and sectors differ in human resource policies. The research design is an exploratory survey comparing managers and employees in both countries' banking industries. Data collection methods include questionnaires, interviews, and documents. Statistical analysis includes measures of central tendency, t-tests
This document discusses the effect of training on employee performance. It begins by stating that employees are a company's most valuable asset and that proper training is necessary for employees to have the skills and knowledge to do their jobs well. The document then reviews literature that shows a positive relationship between effective training programs and improved employee and organizational performance. Specifically, training leads to higher employee retention, motivation, and productivity. The purpose of the paper is to further investigate this relationship between training and performance and provide suggestions for companies on how to design effective training programs to boost employee performance.
This document discusses the Kirkpatrick model for evaluating the effectiveness of training and development programs. It describes the four levels of the Kirkpatrick model: reaction, learning, behavior, and results. At each level, different methods are used to measure the impact of training. The reaction level measures participant satisfaction. The learning level assesses knowledge gained through pre- and post-tests. Behavior is evaluated by observing changes in on-the-job performance after training. Finally, results determine if training impacted overall business goals. The document also reviews other models and emphasizes the importance of evaluating all levels to improve training design and ensure a return on investment.
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
Solutions Manual for Managing Human Resources 16th Edition by Snellriven013
This document discusses strategic human resource planning and its importance in organizational success. It provides an overview of the six step process for strategic HR planning: 1) establishing mission, vision and values, 2) analyzing external environment and competition, 3) analyzing internal resources, 4) formulating corporate and business strategies, 5) implementing strategies, and 6) evaluating strategies. Key aspects of strategic HR planning include aligning HR strategies with business strategies, forecasting future workforce needs, developing core employee capabilities, and ensuring strategies can adapt to changing business environments. The document emphasizes integrating HR planning with overall strategic planning.
This document summarizes the findings of a global study on enterprise performance management conducted by Oracle, Cranfield School of Management, and other universities. It finds that while companies recognize the importance of performance management, many still struggle with fully realizing its benefits due to several gaps. These gaps can be grouped into three categories: creating passion for performance management across organizations, ensuring the proper infrastructure is in place, and understanding what constitutes success. The document outlines specific gaps such as financial measures still dominating, advocacy decreasing at lower levels, concerns about data quality, and lack of integration between systems.
Fundamentals of Human Resource Management 5th Edition Dessler Test BankBlaineTrevino
FUll download : https://alibabadownload.com/product/fundamentals-of-human-resource-management-5th-edition-dessler-test-bank/
Fundamentals of Human Resource Management 5th Edition Dessler Test Bank
This document summarizes a study on talent management practices in major South African hotel groups. The study found that while the hotel groups applied many talent management principles, some problems remained. Talent management is important for the hospitality industry as it is people-focused. The success of organizations depends on employee commitment and contribution. Effective talent management involves sourcing, selecting, onboarding, retaining, developing, deploying, and renewing employees. It requires formal processes and strong leadership to translate into value-based behavior.
This document discusses learning organizations in developing countries from an individual level perspective. It analyzes questionnaires collected from businesses in Tirana, Albania between January and March 2020 regarding two dimensions of organizational learning: continuous learning and encouraged dialogue. The findings reveal a moderate level of organizational learning, with leaders scoring high in their ability to support learning within their companies. The document provides context on definitions of learning organizations and organizational learning, the characteristics of learning organizations, and prior studies examining learning in different cultural contexts and industries.
This document discusses strategic human resource management and the HR scorecard. It covers the following key points:
1. It outlines the steps in the strategic management process and explains different types of company and competitive strategies.
2. It introduces the concept of a high performance work system and why it is important for organizational success.
3. It describes the seven steps in the HR scorecard approach for aligning HR systems with business strategy, including translating strategy into HR policies and practices.
This document discusses the role of human resource management (HRM) and organizational management. It begins by discussing environmental factors that influence organizational development, such as economic, political, and sociological factors. Leadership and developing a vision are discussed as important concepts for managing people and achieving strategic goals. Motivation theories and managing change and employees are also covered. The role of the HRM department is discussed as being important for communication between the organization and its employees. In the end, strategic HRM is discussed as having input into the organization by understanding employee aspirations to help achieve organizational goals.
Mergers and Acquisitions and how HR can help manage the Process for Companies...Simon Okeke Jr
This document outlines steps for focusing a research topic on how human resources (HR) can help manage the mergers and acquisitions (M&A) process for companies venturing into emerging market countries. It discusses how HR could start by conducting due diligence to reduce risk and increase the likelihood of achieving strategic goals from M&A transactions. A second role for HR is integration management, where HR can build communication between leadership and employees to help realize the value of deals and retain top talent. The document provides examples of sections and topics that could be explored, such as due diligence, integration management, integration, and divestiture.
Training and development play a critical role in improving employee performance and motivation. The document discusses several key aspects of effective training programs, including:
1. Training helps employees gain the necessary knowledge and skills to meet changing job demands and technological innovations. It allows organizations to develop their workforce as a valuable asset or "human capital".
2. Studies show training positively impacts business results when implemented as part of a combined human resources strategy. However, few studies isolate the specific effects of training programs.
3. Effective training considers both technical/task-related skills as well as soft skills development. Trainers must understand trainees' backgrounds and organizational culture to facilitate knowledge transfer back to the workplace.
Identifying key success factors of business education system implications for...Alexander Decker
This document discusses key factors for the success of business education systems based on perspectives from academics and practitioners. It identifies several factors considered important for business school success, including rankings, student intake, curriculum, and the relevance of research. The document provides details on each of these factors, such as how business schools focus heavily on rankings which pressures them to act more like businesses and follow commercial strategies. It also notes criticism that business education curriculums do not adequately prepare students for the real world with important soft skills. The relevance of business school research is also called into question, as some argue it lacks practical application.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It then discusses the emergence of HRD and the relationship between HRD and human resource management (HRM). The document outlines the primary and secondary functions of HRM and details the specific functions of HRD including training and development, organizational development, and career development. It concludes by examining critical HRD issues such as its role in strategic management and organizational learning.
Human Resource Aspect of Mergers and Acquisition - Presentation - Karim ViraniKarim Virani
The document discusses the human resource aspects of mergers and acquisitions. It outlines the 5 phases of mergers and acquisitions: 1) pre-acquisition review, 2) search and screen targets, 3) investigate and value the target, 4) acquire through negotiation, and 5) post-merger integration. It emphasizes that human resource issues like culture clashes, communication, and talent retention are critical reasons mergers often fail. The role of HR is to manage soft due diligence, address employee concerns, and oversee communications and change management through the process. For mergers to succeed, business strategies must be clear, financial expectations set, and cultural differences recognized.
There is a stereotype that Asian companies do not innovate — they only imitate. In fact, they are innovating in interesting and impactful ways that companies all over the world would do well to learn from and emulate. Top companies have developed leadership brands focused on building leadership capabilities to drive business results. They articulate clear business cases for leadership, define competency models, assess individuals and organizations, invest differently in development, use metrics, and promote their reputation for leadership. While Asian companies show strengths, some can improve areas like metrics, accountability, and diversity.
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONIAEME Publication
This document summarizes a research paper on the relationship between knowledge management practices and organizational performance in engineering organizations. The paper reviews literature on knowledge management and organizational performance. It develops a research model and hypotheses that knowledge management practices positively impact an organization's financial, non-financial, and operational performance. A survey was conducted of 125 engineers at an engineering organization to examine the effects of knowledge management practices on these three aspects of organizational performance. The findings of the study revealed relationships between knowledge management practices and improved organizational performance.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Howard gardeners theory of multiple intelligenceNaz Khan
This document discusses the history of education and provides examples of famous historical figures who had learning disabilities or were neurodivergent. It lists Edgar Allan Poe, Albert Einstein, Sergei Rachmaninoff, Tom Cruise, Leonardo da Vinci, Helen Keller, and Henry David Thoreau as influential individuals who achieved success despite challenges like dyslexia, deafness, or other conditions. The document was researched and prepared by students at the University of Education Township Campus in Lahore, Pakistan as part of a project on multiple intelligences and learning disabilities.
This document discusses the Kirkpatrick model for evaluating the effectiveness of training and development programs. It describes the four levels of the Kirkpatrick model: reaction, learning, behavior, and results. At each level, different methods are used to measure the impact of training. The reaction level measures participant satisfaction. The learning level assesses knowledge gained through pre- and post-tests. Behavior is evaluated by observing changes in on-the-job performance after training. Finally, results determine if training impacted overall business goals. The document also reviews other models and emphasizes the importance of evaluating all levels to improve training design and ensure a return on investment.
Innovative Human Resource Practices in Indian Banks: A Study from HR Manager’...Dr. Amarjeet Singh
Banking sector is one of the vital financial pillars of
Indian economy is one of the indispensable money related
mainstays of Indian economy. The progression approach has
influenced the intensity of banks because of the worldwide
weights coming about into mix of Human Resource The
board with business approaches. The review by Boston
Consulting Group (BCG) and Indian Bank's Affiliation
(IBA) report that the Indian keeping money industry will
confront two up and coming difficulties that is an monetarily
feasible answer for monetary consideration and HR structure
in next multi decade. While the main test requests bizarre
advancement and experimentation, the second undermines to
injure the capacity of the biggest fragment of the saving
money industry from having the capacity to advance and
remain aggressive. The special complexities of people in
general division make traditional HR arrangements
ineffectual. The activities like "Pradhan Mantri Jan-Dhan
Yojana" by the Honorable Prime Minister of India, banks
commitment in the budgetary incorporation has helped up,
however the representative's desires from the business have
additionally emerged. This requires a need to advance the
prior HR practices of the banks with the goal that the
representative profitability can be improved. This paper
intends to give an understanding to such advancements,
identified with Human Resource Management with the
assistance of a essential investigation dependent on the
perspectives of HR chiefs of six diverse Indian banks both
from open and private segment. These creative HRM
rehearses have been recorded under seven distinct heads of
HRM to be specific enlistment and determination, preparing
and advancement, execution the executives, pay the
executives, profession improvement, worker inspiration and
representative security. A couple of the prior examinations
have likewise been eluded for the last ends. The dimension of
usage of these advancements may not be tasteful, yet the
usage has been begun and the positive outcomes in the
profitability will make these banks feel how essential these
are for their development. It has been discovered that
intermingling of practices of new and imaginative HR regions
will profit the banks to wind up progressively aggressive.
Solutions Manual for Managing Human Resources 16th Edition by Snellriven013
This document discusses strategic human resource planning and its importance in organizational success. It provides an overview of the six step process for strategic HR planning: 1) establishing mission, vision and values, 2) analyzing external environment and competition, 3) analyzing internal resources, 4) formulating corporate and business strategies, 5) implementing strategies, and 6) evaluating strategies. Key aspects of strategic HR planning include aligning HR strategies with business strategies, forecasting future workforce needs, developing core employee capabilities, and ensuring strategies can adapt to changing business environments. The document emphasizes integrating HR planning with overall strategic planning.
This document summarizes the findings of a global study on enterprise performance management conducted by Oracle, Cranfield School of Management, and other universities. It finds that while companies recognize the importance of performance management, many still struggle with fully realizing its benefits due to several gaps. These gaps can be grouped into three categories: creating passion for performance management across organizations, ensuring the proper infrastructure is in place, and understanding what constitutes success. The document outlines specific gaps such as financial measures still dominating, advocacy decreasing at lower levels, concerns about data quality, and lack of integration between systems.
Fundamentals of Human Resource Management 5th Edition Dessler Test BankBlaineTrevino
FUll download : https://alibabadownload.com/product/fundamentals-of-human-resource-management-5th-edition-dessler-test-bank/
Fundamentals of Human Resource Management 5th Edition Dessler Test Bank
This document summarizes a study on talent management practices in major South African hotel groups. The study found that while the hotel groups applied many talent management principles, some problems remained. Talent management is important for the hospitality industry as it is people-focused. The success of organizations depends on employee commitment and contribution. Effective talent management involves sourcing, selecting, onboarding, retaining, developing, deploying, and renewing employees. It requires formal processes and strong leadership to translate into value-based behavior.
This document discusses learning organizations in developing countries from an individual level perspective. It analyzes questionnaires collected from businesses in Tirana, Albania between January and March 2020 regarding two dimensions of organizational learning: continuous learning and encouraged dialogue. The findings reveal a moderate level of organizational learning, with leaders scoring high in their ability to support learning within their companies. The document provides context on definitions of learning organizations and organizational learning, the characteristics of learning organizations, and prior studies examining learning in different cultural contexts and industries.
This document discusses strategic human resource management and the HR scorecard. It covers the following key points:
1. It outlines the steps in the strategic management process and explains different types of company and competitive strategies.
2. It introduces the concept of a high performance work system and why it is important for organizational success.
3. It describes the seven steps in the HR scorecard approach for aligning HR systems with business strategy, including translating strategy into HR policies and practices.
This document discusses the role of human resource management (HRM) and organizational management. It begins by discussing environmental factors that influence organizational development, such as economic, political, and sociological factors. Leadership and developing a vision are discussed as important concepts for managing people and achieving strategic goals. Motivation theories and managing change and employees are also covered. The role of the HRM department is discussed as being important for communication between the organization and its employees. In the end, strategic HRM is discussed as having input into the organization by understanding employee aspirations to help achieve organizational goals.
Mergers and Acquisitions and how HR can help manage the Process for Companies...Simon Okeke Jr
This document outlines steps for focusing a research topic on how human resources (HR) can help manage the mergers and acquisitions (M&A) process for companies venturing into emerging market countries. It discusses how HR could start by conducting due diligence to reduce risk and increase the likelihood of achieving strategic goals from M&A transactions. A second role for HR is integration management, where HR can build communication between leadership and employees to help realize the value of deals and retain top talent. The document provides examples of sections and topics that could be explored, such as due diligence, integration management, integration, and divestiture.
Training and development play a critical role in improving employee performance and motivation. The document discusses several key aspects of effective training programs, including:
1. Training helps employees gain the necessary knowledge and skills to meet changing job demands and technological innovations. It allows organizations to develop their workforce as a valuable asset or "human capital".
2. Studies show training positively impacts business results when implemented as part of a combined human resources strategy. However, few studies isolate the specific effects of training programs.
3. Effective training considers both technical/task-related skills as well as soft skills development. Trainers must understand trainees' backgrounds and organizational culture to facilitate knowledge transfer back to the workplace.
Identifying key success factors of business education system implications for...Alexander Decker
This document discusses key factors for the success of business education systems based on perspectives from academics and practitioners. It identifies several factors considered important for business school success, including rankings, student intake, curriculum, and the relevance of research. The document provides details on each of these factors, such as how business schools focus heavily on rankings which pressures them to act more like businesses and follow commercial strategies. It also notes criticism that business education curriculums do not adequately prepare students for the real world with important soft skills. The relevance of business school research is also called into question, as some argue it lacks practical application.
This document provides an overview of human resource development (HRD). It begins by defining HRD as activities designed by an organization to provide members with necessary skills. It then discusses the emergence of HRD and the relationship between HRD and human resource management (HRM). The document outlines the primary and secondary functions of HRM and details the specific functions of HRD including training and development, organizational development, and career development. It concludes by examining critical HRD issues such as its role in strategic management and organizational learning.
Human Resource Aspect of Mergers and Acquisition - Presentation - Karim ViraniKarim Virani
The document discusses the human resource aspects of mergers and acquisitions. It outlines the 5 phases of mergers and acquisitions: 1) pre-acquisition review, 2) search and screen targets, 3) investigate and value the target, 4) acquire through negotiation, and 5) post-merger integration. It emphasizes that human resource issues like culture clashes, communication, and talent retention are critical reasons mergers often fail. The role of HR is to manage soft due diligence, address employee concerns, and oversee communications and change management through the process. For mergers to succeed, business strategies must be clear, financial expectations set, and cultural differences recognized.
There is a stereotype that Asian companies do not innovate — they only imitate. In fact, they are innovating in interesting and impactful ways that companies all over the world would do well to learn from and emulate. Top companies have developed leadership brands focused on building leadership capabilities to drive business results. They articulate clear business cases for leadership, define competency models, assess individuals and organizations, invest differently in development, use metrics, and promote their reputation for leadership. While Asian companies show strengths, some can improve areas like metrics, accountability, and diversity.
KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL PERFORMANCE IN ENGINEERING ORGANIZATIONIAEME Publication
This document summarizes a research paper on the relationship between knowledge management practices and organizational performance in engineering organizations. The paper reviews literature on knowledge management and organizational performance. It develops a research model and hypotheses that knowledge management practices positively impact an organization's financial, non-financial, and operational performance. A survey was conducted of 125 engineers at an engineering organization to examine the effects of knowledge management practices on these three aspects of organizational performance. The findings of the study revealed relationships between knowledge management practices and improved organizational performance.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive function. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Howard gardeners theory of multiple intelligenceNaz Khan
This document discusses the history of education and provides examples of famous historical figures who had learning disabilities or were neurodivergent. It lists Edgar Allan Poe, Albert Einstein, Sergei Rachmaninoff, Tom Cruise, Leonardo da Vinci, Helen Keller, and Henry David Thoreau as influential individuals who achieved success despite challenges like dyslexia, deafness, or other conditions. The document was researched and prepared by students at the University of Education Township Campus in Lahore, Pakistan as part of a project on multiple intelligences and learning disabilities.
The Spring House in Tallahassee, Florida is the only home designed by Frank Lloyd Wright in the state that was built during his lifetime. Constructed in 1954, it was designed for George and Clifton Lewis. Now a historic site, The Spring House Institute works to preserve, restore, and maintain the home to share Wright's architecture and hold educational and community events. Byrd Lewis, who grew up in the home, now leads preservation efforts as president of The Spring House Institute.
This document provides tips for cleaning up junk files on a PC. It discusses what types of cache and temporary files can be deleted, such as browser cache, dump files, and duplicate files. It recommends using built-in Windows tools like Disk Cleanup and deleting files from the temp folder, as well as third-party software like CCleaner, which it claims is the best free and easy-to-use option for cleaning registry and startup programs without being overly aggressive. The overall message is that regular cleanup of unnecessary temporary and cache files can help speed up a PC.
This document is a revision of the IEEE 802.1D standard for local and metropolitan area network bridges. It incorporates amendments from IEEE 802.1t and 802.1w, and makes further corrections and improvements. The standard defines the architecture for interconnecting IEEE 802 local area networks below the MAC service boundary using transparent bridges. It specifies the operation of MAC bridges to allow communication between end stations on separate LANs as if they were on the same LAN.
Tom Carter completed an evaluation of his media product, a music magazine. He learned several skills in constructing the magazine, including photo editing techniques like cropping backgrounds. He used a consistent color scheme and fonts to develop the magazine's style. Carter worked to make the cover, contents page, and articles visually appealing to the target audience of 16-30 year olds. He incorporated technologies like social media links. Overall, Carter felt he progressed in magazine design skills from his preliminary task by receiving feedback and researching other magazines to improve his product.
This short document promotes creating presentations using Haiku Deck, stating that users can make their own Haiku Deck presentation on SlideShare and including a button prompting users to "GET STARTED." It highlights the ability to create Haiku Deck presentations and hosts them on SlideShare.
Arizona United Sponsorship Presentation-January 28 2015Chris Keeney
Arizona United Soccer Club is a professional soccer team in Arizona that competes in the USL. Their vision is to unite Arizonans through soccer and represent people from all backgrounds. Soccer is the #1 participation sport in the US and MLS is the 3rd best attended professional league. Arizona United plays their home games at Scottsdale Stadium and has over 7,000 followers on social media. They are partnered with FC Dallas and hold youth camps to promote the sport. The club seeks corporate sponsors to help connect partners to their passionate fan base.
Haiku Deck is a presentation platform that allows users to create Haiku-style slideshows. The document encourages the reader to get started creating their own Haiku Deck presentation on SlideShare by providing a link to do so. It aims to inspire the reader to try out Haiku Deck's unique presentation style.
Graham Holmes has over 28 years of experience in financial services, specializing in business analysis and change management. He has a proven track record of successfully delivering projects on time and on budget. His experience includes roles at Legal & General, RetirementAdvantage, Nationwide Building Society, Cofunds, and BNP Paribas, where he specialized in business analysis, requirements gathering, process improvement, project management, and implementation. He is PRINCE2 Practitioner certified.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
Language and culture III the glorious revolutionLucia Chacón
The Glorious Revolution took place in 1688 in England and saw James II flee to France without fighting to remain as king. This occurred because Parliament invited William and Mary of Orange to replace James II as monarch, due to James II promoting Catholics to important positions and wanting to reduce Parliament's power in favor of Catholicism in Britain. The Revolution ended when William and Mary signed the Bill of Rights, which established the supremacy of Parliament over the monarch and guaranteed basic rights and freedoms for citizens.
6736 SAYILI KANUN KAPSAMINDA TaxAuditingYMM Bağımsız Denetim AŞ Kurucu Ortağı, YMM, Bağımsız Denetçi, E. Hesap Uzmanı Ali ÇAKMAKCI tarafından alacakların yeniden yapılandırılmasına ilişkin Özet Sunum Çalışmasıdır.
FINAL IN NORWIN WITH COVER AND TOC - MARCH 2016Jonathan Szish
This document provides a quarterly report from the Norwin School District covering events and accomplishments from the 2015-2016 school year. It includes summaries of various school productions, sports team achievements, volunteer efforts, and the dedication of a new veterans memorial outside the high school. Recognition is given to students and staff for their contributions to the district.
M M Bagali, PhD, Research paper, MBA Faculty, HRM, HR, HRD, PhD in HR and Man...dr m m bagali, phd in hr
This document discusses establishing skills supremacy as a strategy for sustaining competitive advantage. It suggests that companies build a sizable skills inventory that can be reskilled quickly to achieve growth objectives. Having only one competitive factor like technology or design is not a sustainable long-term strategy, as seen with companies like Blackberry and Nokia. The document reviews literature supporting the link between workforce skills and organizational performance, finding that higher skilled employees increase productivity and qualifications serve as a proxy for skills. It proposes that developing a skills-centric culture and translating skills dominance into market dominance can help companies achieve long-run market leadership.
Employee Mentoring and Organizational Effectivenessijtsrd
This study examines the relationship between mentoring and organizational effectiveness. Mentoring in the workplace is a comprehensive business strategy that utilizes the skills and expertise of more experienced employees as resources to those who are new to the company or those who are less experienced in certain areas within the company. The paper after a critical review of the available literature revealed a significant relationship between mentoring and organizational effectiveness. Based on the above conclusion, the paper recommend that There should be more organized formal corporate mentoring programs supported by relevant policies and management will power Management should develop a program advisory team on mentoring with defined objectives, regularly evaluating their performance against set standards and correcting unhealthy deviations from standards where such exist. Victor Barinua | Ibe, Uchenna Mabel "Employee Mentoring and Organizational Effectiveness" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49978.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/49978/employee-mentoring-and-organizational-effectiveness/victor-barinua
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This document contains sample questions and answers from a Human Resource Management assignment for an MBA program. It discusses the objectives of job evaluation including establishing salary differentials and identifying inequities. It also lists major problems in benefits management such as maintaining competitive advantage and dealing with labor unions. Finally, it outlines key aspects of career development in organizations like planning, skills acquisition, and opportunities for growth supported by the organization.
Reflection On Organizational DevelopmentPamela Wright
This document discusses organizational development and how its principles can be applied. It begins by noting that OD is important for organizations to adapt to changes in the global economy. The document then discusses how OD requires a planned approach to change that meets the needs of both people and the organization. It also discusses applying OD principles like establishing trust and involving employees in the change process. The goal is to help create positive change for organizations in the future by applying lessons learned about OD theories and techniques.
Utilizing the BSC and EFQM as a Combination Framework; Scrutinizing the Possi...Waqas Tariq
Increasing the competition between organizations in the field of productions and services leads them to use the samples and patterns to assess their activities and performance. Appearing this kind of needs and inefficiency of measuring systems with traditional activities assessment causes to create new models of activities assessment in organizations. These models could be divided in two groups. The first group is based on self assessment and the second group is based on measurement and improvement of business trade process. Among mentioned models, Balanced score Card (BSC) and European Foundation for Quality Management (EFQM) have had more chance to be used by many companies. Regarding the high acceptance of these two models in the world and existence many similarities between them; this study is going to present exact glance of these two models and present a comparison between them. Moreover, after recognizing the weaknesses and powers of them, the possibility of using them at the same time will be evaluated. In order to gain this goal, an automobile company’s performance has been assessed based on BSC and EFQM and the results are analyzed with TOPSIS method.
Structure of the Written Report Different Instructors will req.docxjohniemcm5zt
This document proposes a Competitive Branding & Development (CBD) model to evaluate the branding and competency of countries. The CBD model has two levels: individual branding and country branding.
Individual branding has three parts - competency branding, professional branding, and career management branding. Country branding focuses on collaboration, strategic human resource development, resources and competitiveness, and international relations.
The paper uses the UAE as a case study to examine how countries can utilize the CBD model parameters to evaluate their competency levels compared to other countries. The goal is to help countries strategically develop human capital and brand themselves through education, business partnerships, and cultural exchanges.
Chapter 15Cited Cascio, W. F., & Aguinis, H. (2019). Applied pEstelaJeffery653
Chapter 15:
Cited: Cascio, W. F., & Aguinis, H. (2019). Applied psychology in talent management (8th ed.). Retrieved from https://www.vitalsource.com
15 Training and Development Considerations in Design
Wayne F. Cascio, Herman Aguinis
Learning Goals
By the end of this chapter, you will be able to do the following:
15.1 Identify key factors that are driving the demand for well-designed and well-executed programs of workplace learning
15.2 Explain what training and development activities are
15.3 Illustrate the fundamental requirements of sound training practice
15.4 Assess training needs and specify training objectives
15.5 Describe features of the learning environment that facilitate learning and transfer
15.6 Specify key elements of successful team training
15.7 Incorporate classic principles of learning into all training designs
15.8 Integrate key elements that will maximize positive transfer of training to the job
Factors Driving the Increasing Demand for Workplace Training
Change, growth, and development are facts of organizational life. Young people entering the workforce today typically change jobs at least seven times by their late 20s as they strive to figure out what they like, what they are good at, and where they can fit in and stand out (Hirsch, 2016). At the same time, as we noted in more detail in Chapter 1, the number as well as the mix of people available to work are changing rapidly. Globally, there will be many more older than younger people (“The first world is aging,” 2015; Qi, 2017), and in the United States, by 2040 the non-Hispanic white population will drop below 50% (Toossi, 2012).
These workforce dynamics have two major implications for employers. First, since products and services can be copied, the ability of a workforce to innovate, refine processes, solve problems, and form relationships becomes an organization’s only sustainable advantage. Attracting, retaining, and developing people with critical competencies is vital for success. Second, the task of managing a culturally diverse workforce, of harnessing the motivation and efforts of a wide variety of workers, will present a continuing challenge. Ongoing training and development initiatives are critical to meeting the need for competent, well-functioning workforces. The following four trends are driving the demand for well-designed and well-executed programs of workplace learning (Cascio, 2017):
Growing demands for personal and professional development. Among young adults, the most important feature they look for in a new job is the opportunity for continuous learning (Hirsch, 2016). From the perspective of organizations, surveys indicate a strong desire for employees who can “plug and play”—that is, perform with minimal on-the-job training. Unfortunately, only 11% of employers report that they have found such recruits (Abadzi, 2016; Coy, 2014; Weber, 2014). In addition to technical skills, employers are looking for p ...
Human resource management has two main functions: overseeing human capital operations and managing employees. HR plays a vital role in strategic organization design and establishing effective policies to optimize costs. The document identifies two main management concerns at Watson Technologies: succession planning and diversity/inclusion. It recommends revising the succession plan to prepare future leaders through training and job rotation. It also suggests implementing diversity training, a managing by walking around program, and surveys to promote an inclusive culture and address communication barriers.
The OPMC report identifies two key management challenges: developing future corporate leaders through succession planning and creating an attractive corporate culture through diversity and inclusion. For succession planning, the report recommends revising the company succession plan to groom employees for future leadership roles through training, job rotation, and only using external recruitment as a last resort. For diversity and inclusion, the report recommends implementing leadership diversity training, policies, and the "Managing by Walking Around" method, where managers promote communication and quality by interacting directly with employees. The report emphasizes consistency and periodic surveys to accurately monitor the effectiveness of these recommendations.
CHAPTER 2
BUILDING COMPETITIVE ADVANTAGE THROUGH
INTEGRATED TALENT MANAGEMENT
Marcia J. Avedon, Gillian Scholes
The business world is more dynamic today than ever before with an
accelerating pace of new technologies, increasing globalization of markets
and competition, changing regulatory requirements, and increasingly
commonplace mergers, acquisitions, and divestitures. In this tumultuous
environment, organizations must continually renew their organizational
capability to achieve competitive advantage. However, it is increasingly
challenging to find the talent needed to compete in this dynamic business
environment.
The availability of educated, working-age talent is shrinking in many of
the world’s labor markets (Zolli, 2007). Multinational companies are
moving work to developing lower-cost countries, only to find the talent
wars and wages subsequently escalating in those countries (Qihan &
Denmat, 2006). Skilled leaders and other professionals, with the
capabilities to enter new markets, create new business models, and
innovate new technologies, are highly sought after (Michaels, Handfield-
Jones, & Axelrod, 2001). Consequently, the demand for talent is
outstripping the supply. As a result, top performers in key talent pools
typically have multiple employment opportunities at any point in time. In
addition, senior leaders, including CEOs, are in their jobs for shorter
periods of time (Lucier, Kocourek, & Habbel, 2006), and employees
generally no longer expect lifetime employment with one company.
Leadership and employee development, through experience and
education, still takes considerable time and effort and will never be a
quick fix. This set of complex, changing business and talent realities
creates the imperative for companies to focus on talent in a strategic,
systemic, and customized manner.
The ability for a firm to create an integrated system that yields a continual
flow of talent ready to address specific strategic and operational
opportunities may be the single-most enduring competitive advantage.
While organizations often find that their strategies, products, services, or
markets require change, the need to have relevant, differentiated talent to
achieve these business goals remains constant. However, the specific
talent strategies need to adapt accordingly. Several recent surveys of both
chief executive officers and chief human resource officers confirm that
attracting, developing, and retaining talent is a top concern (Donlon,
2007; HR Policy Association, 2007). One CEO identified the point well
(Donlon, 2007): “We are the most highly regulated industry in the world,
and we have the most compliance issues in the world. So, those are risks,
but our single biggest issue is human capital. We are losing it really fast
and that is really scary.”
This chapter provides definitions, models, and examples for creating a
dynamic, customized, and integrated talent management system. We do
not .
Key Characteristics Of Organizational Development In The...Angie Lee
Organizational development aims to improve an organization's ability to change and adapt. It involves long-term, organization-wide efforts to enhance problem-solving and renewal processes through behavioral science interventions. The text discusses Richard Beckhard's definition of the three key characteristics of organizational development as planned, organization-wide, and managed from the top to boost effectiveness through mediations in the organization's development.
Leadership Development Growing Talent Strategically .docxDIPESH30
This document discusses best practices for leadership development programs. It emphasizes linking development objectives to organizational strategy and assessing leadership competencies and gaps. When selecting participants, it recommends considering foundational, growth, and career dimensions. For program design, it stresses using assessments to create individual development plans and facilitating learning through challenging experiences and reflection. Emerging trends include incorporating mindfulness training to enhance learning and reduce stress.
Leadership Development Growing Talent Strategically .docxsmile790243
Leadership Development:
Growing Talent Strategically
Beverly A. Dugan
Human Resources Research Organization (HumRRO)
Patrick Gavan O’Shea
Human Resources Research Organization (HumRRO)
Copyright February 2014
Society for Human Resource Management and Society for Industrial and Organizational Psychology
SHRM-SIOP Science of HR White Paper Series
Beverly A. Dugan
Human Resources Research Organization
[email protected]
Beverly Dugan, Ph.D., has more than 25 years of experience in leadership,
management, and organizational research and consulting. She recently retired from
the Human Resources Research Organization (HumRRO), where she was a vice
president and division director. In this position, she managed talent management
projects and was also responsible for developing and maintaining the corporate
capability to perform leading-edge talent management research and development
services for federal agencies, associations and the private sector. She is currently an
independent consultant and leadership coach. She received her Ph.D. in experimental
psychology from the University of Tennessee at Knoxville and is a member of the
Society for Industrial and Organizational Psychology (SIOP), the Society of Consulting
Psychology (SCP), the American Psychological Association and the International Coach
Federation.
Patrick Gavan O’Shea
Human Resources Research Organization
[email protected]
Gavan O’Shea is the Director of Federal Talent Management at HumRRO. Gavan’s
specific areas of expertise include leadership assessment and development, 360-degree
feedback, job analysis and competency modeling, and employee selection and
promotion. He is an Adjunct Professor within Villanova University’s Department of
Human Resource Development, and his work has appeared in outlets including
Leadership, Military Psychology, Group Dynamics, the Journal of Business and
Psychology, the Journal of Management and the Encyclopedia of Leadership. Gavan
received his Ph.D. in industrial-organizational psychology from Virginia Tech.
1
The Importance of Leadership
The world is changing in countless ways, and the effects are rippling throughout
our society and our organizations. While
constant, dramatic change has become the
status quo, 10,000 Baby Boomers will turn
65 each day between now and 2030 (Cohn &
Taylor, 2010). The challenges presented by
ongoing change and the loss of wisdom and
experience associated with the aging of the
workforce drive the need for strong leaders.
Recognizing this need, organizations spend
a lot of money on leader development. A
study conducted by Bersin Associates (2009) found that companies spent an average of
nearly $500,000 on leader development in 2008, with small companies spending about
$170,000 and large companies spending about $1.3 million. By fostering strategic
A joint Bersin-Center for Creative
Leadership (CC ...
Running head PROPOSAL 1PROPOSAL4Proposal .docxjeanettehully
Running head: PROPOSAL 1
PROPOSAL4
Proposal for Organizational Learning Issues
Penny Williams
HRM 562: Developing a Learning Organization
Dr. Allan Beck
August 26, 2019
Proposal for Organizational Learning Issues
All firms tend to face a wide range of challenges. These challenges hinder the effective delivery of services and objectives. In the organization transition management, some specific concerns in ABC Company have risen threatening the existential integrity of the organization. It is important to note that all firms have goals that determine the courses of their operations. It is also critical to observe that within the organization and among the different ranks of the workers in ABC there are different levels of understanding when it comes to the organizational goals. A good example to illustrate this disparity is the fact that the executives and the top management may understand or have a clear sight of the destination while the junior workers have a hazy blurred sight of the target. In fact, some might not even goals at all. As a result, these workers will operate like rudderless ships and consequently there is a loss of focus and poor productivity in general (Cameron & Green, 2017).
Secondly, different firms have different training systems tasked with the primary role of preparing the workers to tackle their tasks and enhance the achievement of the firm’s objectives r goals. In the case of ABC Company, it is vividly clear that the organization has a sophisticated training system that is preventing the firm from achieving human resource demands. In such circumstances, employees and staff fail to come to terms with the goals of training that the organization is championing for. This has had a tremendous impact on the quality of production. Finally, the is the lack of teamwork amongst workers. This is further fueled by the lack of understanding the importance as well as the value of teamwork which presents a concern with the best interest of the organization at heart. For ABC to develop and serve the proper functions and goals that are set out to be achieved, there must be an assessment of the concerns addressed to set up an avenue for better and prosperous organizational future.
With regard to the issues raised, it is recommended that the organization pioneers and invests in helping its workers understand the organizational goals of the workers across the different ranks. Most importantly the junior workers must show a clear understanding of the direction that the organization is striving to take as well as a pre-conceived destination or direction. The best approach to accomplish this is to improve communication channels and standards among the leaders of the firm and the employees. When leaders create a communication barrier between the administration and the workers which can be characterized as a one-way communication or a top to bottom type of communication, it becomes difficult for the provision of the reverse type o ...
Post 1 response with references separately.The value proposit.docxstilliegeorgiana
The document discusses recommendations for creating effective IT shared services. It recommends developing a comprehensive long-term investment model that considers costs of relocation, consolidation, and ongoing support. It also recommends creating a transparent process for aligning goals between business and IT to ensure both sides' expectations are met. Finally, it recommends making employees an integral part of the change process with proper training and resources to handle changes that come with transitioning to shared services. The success of shared services requires commitment from both business and IT leadership through open communication and clear definition of responsibilities.
The Impact of Key Performance Indicators (KPIs) on Talent Developmentpaperpublications3
Abstract: This Paper is one of the most important papers which focus on Key Performance Indicators in relation with talent development which start to be the main focus of all companies and countries and most researchers start working on the same subject to give more insights on it. This paper aim to explore the importance of Key Performance Indicators and its impact on Talent development and the advantages of using the performance management system especially in the large companies where there are difficulties in assessing employees’ performance. The importance of this research is the well develop and design comprehensive framework about the establishment, use and evolution of key performance indicators and how specialists can use the tools and implement process step by step with the highlighting of all challenges and limitations. The challenge is in the KPIs more than calculate the human capital ROI and Talent Development because it’s the hardest part where implementing such techniques can restructure all the organization from the bottom line. This level of extensiveness is the place the test exists much of the time, and where the profit of having a decent strategic plan is not completely figured it out. In short, it is a long between joined affix that needs to be concentrated on nearly part by part.
Similar to Towards integrated learning and development for improving bottom line--a practitioner's perspective. (20)
Advantages And Disadvantages Of E-learninglearnonline4
E-learning provides a safe online system for student submissions, assessments, and communication between classmates. Growing competition in e-learning means more jobs will be created in this sector. Skills in cloud computing are expected to generate 14 million new jobs in the next 5 years as more companies move servers to the cloud. E-learning conferences provide opportunities for professionals to share experiences using e-learning and develop plans to expand its use.
Towards integrated learning and development for improving bottom line--a practitioner's perspective.
1. Towards integrated learning and development for improving
bottom line--a practitioner's perspective.
[ILLUSTRATION OMITTED]
Integrated Learning and Development
For many, the concept of business excellence has its concurrent
evolution with the quality movement and total quality management. There
is significant number of studies, especially in the last decade and
half, that demonstrate how business excellence models can be effective
milestones to reach incremental excellence. Three business excellence
models, i.e. MBQA in USA, EFQM Model in Europe and Deming in Japan are
considered as successful global models. A part from them, different
scholars and agencies have developed various models, factoring in the
global practices and local situations. However, models invariably
consist of some excellence indicators of which MBQA, EFQM, and Deming
model are illustrative. This Key note focuses on learning and
development interventions adopted by select companies operating in India
to achieve business excellence. It draws, also, upon the data available
with the secretariat of Shri SK Munjal, who operates the only Learning
and Development Award (BM Munjal Award), of its type in India.
The presentation documents the business excellence indicators of
the companies and discusses some of the effective practices adopted by
awardees.
Learning and development is not a new phenomenon. However, learning
and development practices are more often than not perceived to be
integrated with the core of the organizational strategy and business.
2. Mere conceptualization of strategic role of learning and development may
not serve the purpose.
The learning and development professionals should be involved in
the development and the execution of organizational strategy. However,
evidences shows that even the best of the companies have distances to
traverse in this regard. Inadequate opportunity for learning and
development professionals to participate in the core planning process
is, perhaps, because they not considered as key stakeholders in
organisational strategy. Accordingly, most of the organizations fail to
graduate from efforts at training and development to integrated learning
and development. The integrated learning and development interventions
cannot work in ad hoc frameworks but need a more grounded and structured
organization systems. Various illustrations for this are available. The
implication of poor handling of learning and development is more visible
in the execution stage and affects the bottom line of the organization.
Boundary of Bottom Line
The bottom line, for many, is simply the bottom line of a profit
and loss statement. The concept of bottom line is applicable to all
kinds of organization. For example, excellent teaching and research
output is the bottom line for any serious higher education institution.
Launching new products may be the bottom line for an innovation oriented
company. On the other hand, simply maintaining the profit level may also
be the bottom line for an organization. Therefore, the content of bottom
line is not static in nature but depends on the context of the business,
strategy, competitive environment, and overall culture and aspiration of
an organization. Everyone in the organization should be aware of the
3. organizational as well as individual or departmental bottom line. The
organizational leadership is responsible for any upgradation or
degradation in the bottom-line of the organization. Great leaders give
inspiring bottom lines to the individual and help developing systems and
interventions to achieve those bottom lines.
State-of-Art of Knowledge
Looking at the literature it is clear that the war for talent is
getting prominence and is seen in association with other comprehensions
including managing attrition; developing sound career planning and
leadership development plans (Heifetz, 1994; Bossidy and Charan, 2002;
Ashton and Morton, 2005). The concept of talent management is growing
beyond effective HR practices (Frank and Taylor, 2004). The emphasis has
been given to linking employees' performance with strategy and
subsequently developing and nurturing talent within the organization for
long-term success. However, literature clearly shows that many
organizations are still struggling and often have not come out with an
adequate response to packaging and repackaging HR practices (Zuboff,
1988; Cotton, and Turtle, 1986; Michaels, et al, 2001).
Leadership succession planning is emerging as a key strategy to win
the war for talent and coping with the emergent challenges. Different
studies show that leadership can be defined in different ways depending
on the current and future task to be undertaken by a leader (Meindl, et
al., 1985; Drath, 2001; Conger, and Fulmer, 2003). At the same time,
leadership has to be understood at three levels of individual,
relational, and collective level. The existing knowledge base indicates
that leadership development is inherently a multilevel phenomenon
4. (McCarty et al., 2005). Though developing individual leadership could be
fundamental, there is a strong need to develop leadership at collectives
(such as teams) and at the broader organizational level. Therefore,
career planning and leadership development programs have to focus on a
range of attributes ranging from emotional quotient to social quotient
(Bennis, and Thomas, 2002; De Janasz, et al., 2003). Apart from
developing strategic career planning and leadership development, the
flexibility in job design is also emerging as key approach to manage
employees' attrition (Cohen, 1993; Griffeth, et al., 2000). Though
causes and consequences of turnover is, often, contextual in nature,
there are common pattern that need to be captured. Therefore, to improve
the bottom line of any organization, the integrated learning and
development has to be built upon integration of managing attrition and
talent, career planning, leadership development.
Methodology
If not oriented towards the emerging methods of work then
organizations are only capable of fighting tomorrow's battle with
yesterdays' tool. To formulate the study it was thought best to
refer to slices of literature and a segment of data which is not only
verifiable and but can lead to verifiable conclusions.
The annual BML Munjal Awards for 'Business Excellence through
Learning and Development' were taken as a case study. (The author
has been associated with this continuously since its inception, eight
years ago).
BMLA recognize the innovations made by the organizations in the
area of exceptional skill development. They are given to the companies
5. that have consistently used training, learning and development as a
source of competitive advantage and as a business strategy for their
success. These awards were conceived eight year ago to address the
"people gap", and have now emerged as an industry benchmark. A
large number of reputed organizations in the Indian industry, in both
public and private sector, aspire for these awards and assiduously
strive to be recognized.
The awards have traditionally been given to two category of
institutions: Public Sector and Private Sector Firms.
The entire process of awards has incrementally grown robust. It
starts with an 8-page detailed nomination form, which captures details
on the business and financial results of the company (for the preceding
four years).It also seeks to capture the learning and development
initiatives in the organization. These are then mapped into the various
parameters like business process improvement, cost optimization and
customer satisfaction apart from the preparedness of human resources of
the organization to meet the challenges envisaged in future.
The participating organizations were then be subjected to a three
stage filter consisting of :
Stage 1: Evaluation grid--all the participating organizations pass
through this filter and top 10 in each category qualify for the next
level
Stage 2: Expert panel--consisting of CXO level officials from
leading corporates, judge qualifiers from Stage 1 and select top 5
finalists in each category to go into stage 3
Stage 3: Jury (eminent industrialists and intellectuals) then
6. select the winner in both the categories, based on the presentation made
by the respective companies.
The case of eleven awardee companies have been taken spread over
the period of 2009 to 2013 as presented in Table I.
This presentation focuses on integrated learning and development
best practices by Indian firms with reference to the bottom line. The
unit of the study is the firms selected for B.M. Munjal Award for
learning and development. The presentation maps business excellence and
financial performance indicators with the learning and development
intervention. The sources of the data are firm's official websites
and Capitaline database. These have been used as observational evidence
to study the firms. Additionally, content analysis of B.M. Munjal Award
citations has also been conducted. Mapping performance of an
organization and enabling best practices can be useful in deducing
implementable management principles and designing effective practices.
7. Improving Bottom Line through Learning
and Development--Select
Cases
Different companies may focus on different
aspects of business
excellence depending upon the nature of the
industry and business. Table
II provides a comparison of identified
companies on business excellence
parameters they emerged in the BM Munjal
Award process. Apart from BM
Munjal Award citation, this study mapped
selected companies on their
financial performance in preceding five-
years (Table III).
It is clear that companies focus on a
combination of lead and lag
performance factors. However, it is
interesting to observe that moving
beyond conventional wisdom of
performance management some new
indicators
of business excellence are emerging such as commitment for environment,
enhanced employer brand, and sustained performance in turbulent times.
Therefore, business excellence has graduated from financial and
non-financial performance and started concentrating, also, on long-term
building linkages with environmental and society and therefore, the
capability to survive even in turbulent phases.
In the section which follows there is discussion on the learning
and development interventions of the selected companies.
8. The identified eleven cases are a screened sample of learning and
development practices in Indian companies over the last five years. The
experiences can be generalized and extrapolated selectively.
Table II and III presents mapping of business excellence and
financial indicators of the selected companies. Mapping these companies
on their learning and development approach would be useful to observe
how a learning and development intervention can help improving the
bottom line of the organization. Table IV presents the comparative
learning and development approaches of the companies. It is clear that
all companies, which reached the Award stage are using a well thought
through scientific method of training and development.
However, some of them have advanced further to adopt innovative
practices. The attempt to link learning and development interventions
with the talent management, career planning, and developing leadership
pipelines within the organization contributed to achieving their current
bottom lines. It also assisted in preparing employees to work towards
achievement of improved bottom lines.
1. Indian Oil Corporations Limited
India Oil Corporation Limited (IOCL) adopted systematically planned
method of learning and development. The Company evolved an integrated
learning model that includes consultancy and corporate development. A
well thought training vision, mission, and integrated learning model
benchmarked learning practices could be identified. Company made efforts
to tune training ambience with corporate policy and strategy.
Additionally, getting into the detailed operational learning such as
defining criteria for criticality of equipment, shut down management,
9. etc. have been important building blocks. There were regular strategic
and general management training programmes covering all levels of the
company. The practices of measuring training effectiveness and its
impact facilitated linking training with business activities. The result
orientated use of investment in human resources development brought
focus in learning and development interventions.
The IOCL launched Indian Oil Institute of Petroleum Management
(IIPM), corporation's apex learning institute, supported by 18
training Centers spread across India. Effective use of information
technology has made HR functions on line and helped linking them with
corporate strategic plan. The basic HR master record definitions were
created at a divisional level instead of an enterprise-wide standard and
therefore, reduced interdivisional discrepancies leading to accurate
data maintenance, impacting data trustworthiness. The IT infrastructure
consisted of multiple legacy payroll systems and multiple legacy
employee portals. Company creating an employee master file for about
36,000 employees and 20,000 separated employees, while simultaneously
keeping a track from hiring till separation. It also had to undertake a
modification of about 330,000 employee records (both past and present).
Routine activities have been reduced, while areas of strategic
importance have gained prominence. From 5 percent of time, effort and
cost devoted to strategy, IOCL today has been able to raise this to 20
per cent. The SAP data accuracy levels are now at an impressive 99.7
percent. Lead-time for reporting has been slashed from 3-4 days to nil
today. IOCL has also achieved reduction in HR and payroll process cycle
by 70 percent--this translates to huge manpower savings associated with
10. payroll and payments.
2. Oil and Natural Gas Corporation Limited
The key learning and development interventions on ONGC has been
Human Resource audit and employees engagement survey which helped to
gauge emotional connectivity an employee has with his/her job and
organization. The HR audit helped in assessing in a scientific manner
effectiveness of HR strategies, systems, structure, and competencies.
The progressive and innovative Human Resources policies and systems of
the organization facilitates effectively in talent management, building
human capital, and development leadership in the organization. The HR
policies and interventions of the company are based on progressive
adoption of techniques and structures that accord precedence to action
oriented goals and continuous resource development. Company is also
taking initiatives to win the war of talent through various measures
pertaining to compensation and welfare of employees. Company has been
conducting benchmarks studies pertaining to employee satisfaction,
motivation, organizational culture, and climate to introspect and
understand the pulse of the employees, and take corrective measures.
Based on the feedback from different sources. The company has undertaken
organization transformation exercise in which HR has taken a lead role
as a change agent. This has been done by evolving a communication
strategy, also, to ensure involvement and participation among employees
in various work centers.
3. Tata Steel Limited
Tata Steel emphasizes an integrated approach to people development,
i.e. developing a culture where every manager takes ownership of
11. development of his/her subordinate. Organization inculcates a system
where the employees are trained, coached and mentored in a systematic
manner. Company uses multiple channels for creating an environment of
training and development; enhancing the quality and pace of learning and
development through e-learning, leadership development and succession
planning, etc. Additionally, the learning and development interventions
are assessed through employee satisfaction and engagement surveys.
It has been trying to creating a training ambience consistent with
corporate policy and strategy. There has been continuous investment in
improving managerial and technical capabilities through the internal
development of employees across Europe, India, and South East Asia. A
climate conducive to enhancement of knowledge, skills, and capabilities
of employees is considered as an integral part of the training process.
Development in managerial competencies and leadership elements has been
offered through on-the-job assignments, rotations, working in task
forces and committees. The company established Jamshedpur Technical
Institute in 1921, which was later rechristened Shavak Nanavati
Technical Institute (SNTI). The Institute caters not only TATA's
training need but also help other companies in capability development.
4. Punjab National Bank
Mentoring and e-learning is the key intervention of learning and
development adopted by the company. The visits to other service
industries--field orientation takes learning and development efforts
further and higher. To address human resource gaps, 'Leadership
Development Forum' has been created to facilitate identification of
successors for various key responsibility areas/critical positions in
12. the Bank. Mapping availability of existing Executives in each area of
specialization and taking initiatives to equip each Executive with
minimum two areas of specialization in order to have alternate
utilization. The people soft package--'PNB
Parivaar'--containing an exhaustive database of all the employees,
has enabled Bank to effectively utilize technology for implementing all
employee related tasks like staff welfare benefits, various
reimbursements, transfer/postings, leave rules, etc. The training system
of the Bank is functioning effectively for enrichment of knowledge,
skills and attitude of staff at all levels, in line with the
organizational objective to transform the Bank to a customer centric and
technology driven bank. A three-tier training set up--a Central Staff
College (CSC) at Delhi at apex level catering to training needs of Top /
Senior / Middle Management Grade officers on 'all India'
basis. Three Regional Staff Colleges (RSCs) to train Senior / Middle /
Junior Management officers as well as workmen and seven Zonal Training
Centres (ZTCs) to look after the training needs of Middle / Junior
Management Grade officers and Workmen Staff. One IT Training Centre
catering to training needs of officers exclusively in the areas of
Information Technology and an autonomous Institute named PNB Institute
of Information and Technology (PNB IIT), which conducts programmes on
Banking Technology for officials of various banks including Punjab
National Bank. Under "I AM PNB" programme, 24,539 Officers and
34,542 other staff were given training through professional soft skill
trainers. Training Policy of the Bank envisages a training reach of 50
per cent of employees every year.
13. 5. Power Grid Corporation of India Limited
Significant increase in number of man-days trained and an
integrated approach of induction, refreshers, and advances training are
the features of learning in environment in PGCL. The Company also offers
excellent social security in form of Group Insurance, Personal Accident
Insurance, Provident Fund, Pension Death Relief Scheme, etc.
Functional and behavioral training programmes for all levels of
employees are designed on the basis of thorough Training Need
Assessment. HR has not only ensured that a robust acquisition and
development process is in place but it also lays emphasis on creating a
Performance Orientated Culture and improving the Quality of Work Life.
Even the lowest rank of employee is allowed to involve in the highest
decision making process through PNBC (Powergrid National Bipartite
Committee). Open House, Video Conferencing, E-Suggestions, multiple
level meetings and overall transparent approach ensures smooth flow of
information from top to bottom and vice versa. Continuous endeavor to
create a workplace which is full of fun as well as intellectually
challenging has uplifted the HR practices in the organization.
6. Tata Power Company Limited
Aligning human resources with the business is the key HR feature in
Tata Power Company. It also focuses on developing individual competency,
which has been a corner stone for learning and development initiatives.
The individual level learning is linked with team level and finally with
the organization level. The career planning and leadership development
are the key focus of learning interventions. Company gives emphasis on
management and development of gifted employees. Company has taken
14. training and development as strategic initiatives from its inception.
Initially training was imparted from a small outfit called HRDI, but in
2005 to cater to varied and vast training needs for a large and diverse
workforce, CENPEID was instituted as the training institute in 2005. The
CENPEID not only has creates a learning atmosphere in the company but it
also reaches out to the employees of other organizations in the field of
power. In the last 5 years it has catered to over a 1000 participants
from various Indian as well as Overseas utilities.
7. Bharat Petroleum Corporation Limited
The company has not only increased the training cost but training
cost as percentage of salary. One of the examples of innovative idea of
learning and development by the company is 'Mercurix'--The Art
of Story Telling. 'Project Caliber'is an organized approach to
groom and develops leaders in order to build organizational capability.
This has led to better attraction and retention of key people, increased
workforce engagement, employee commitment to bring in excellence in
organizational performance. Employees are given the opportunity to work
in different SBUs based on preference and career needs. With a view to
differentiate performance and reward high performers, company introduced
a 'Performance Related Incentive Scheme' in 2003-04. The
company has set up a 'Development Centre' to assess
competencies and developmental potential of the participants using a
diagnostic process. Bharat Petroleum Learning Centre at Mumbai and the
Regional Training Centres are used for imparting training on new
initiatives and for skill upgradation of employees. In 2007-2008,
company delivered 22736 mandays of learning and development to 9885
15. employees at all levels. Inputs were given both in functional and
managerial areas.
8. HDFCBank Limited
The fundamentals of learning in the company are very clear.
Constructive meetings and discussions among management and staff,
systematic gap analysis, and reviewing the feedbacks are practices
followed regularly in the company. Besides that company also took some
innovative learning, training, and development initiatives such as
e-learning; voice of knowledge; 'Ask-the-trainer' query help
line, etc. The idea of 'Activity based learning' and
'Discovery Learning' made the learning activity joyful and a
way of life. As is the case with other companies too, the effective
leadership development and talent management has been the prime
objectives of learning and development mechanisms. Company adopted a
comprehensive HR approach to respond to changing resource needs. The HR
practices in the organization are consistently helping in eliminating
the inefficiency traditionally associated with resource planning and
management. With substantial increase in the number of employees,
company implemented Oracle Human Resources applications for efficient HR
planning and tracking. The company is focusing on performance based
compensating and targeted career development so as to raise credibility
with employees and ultimately attract performance management and retain top talents. HDFC
Bank
has also implemented Oracle Balanced Scorecard for its HR function, to
evaluate the effectiveness of its HR management. It has also transformed
the HR department from a purely administrative organization to one that
16. has significant input in recruitment, development, and strategic
planning.
9. Hindustan Petroleum Corporation Limited
The company has been developing a number of people-centric projects
aimed at improving qualitative impact in the organization. Therefore,
company has significantly increased size of the training team, training
and development infrastructure, and number of employees going for
training and development programmes. For example, to pursue its
long-term learning objectives company launched HP Management Development
Institute (HPMDI). The "Akshay" project of the company focuses
on building a strong leadership pipeline--mobilizing rank and file of
the employees towards the common corporate aspiration and vision.
Another project "Utkrisht" focuses on participative management
and successes at pilot locations. Additionally, the longitudinal
thinking for reflecting on the progress of the company itself has
emerged as learning intervention. Different programmes such as Samavesh
(Induction Training) facilitated employee to build a sense of
belongingness. The practices of e-learning programs on defined
competencies of project management, supply chain management, etc. is one
of the key features of learning and development interventions adopted by
the company.
10. KEC International Limited
The company performance has been promising e.g., it has seen
earnings for growth even at the cost of slower rise in profitability
figures. Company has continuously been increasing investment in training
and development including infrastructure/capital, operational expenses
17. in learning activities, rise in number of training and development
man-days per employee, etc. Company has taken initiatives to develop
technical training centre, a milestones business readiness programme,
and online/web based training programme, and inculcating a culture of
self- learning. Building on the basics of learning, the best practices
are shared internally that in turn led to a rise in organizational
effectiveness. All these resulted in learning prone environment, where
people like to learn as a process of value addition. Apart from direct
learning and development interventions, company adopted best practices
in different HR functions that also affect learning and organization
performance. For example, company focused on developing and retaining
highly skilled, collaborative, and agile workforce capable of creative
thinking and exceptional performance. Further, company provides
opportunities to employees to explore their strengths and other facets
of their personality. A personalized Development Action Plan (DAP) of
the company comprises both on and off the job, including special
assignments, job rotations etc. The idea of building leadership pipeline
by grooming talent is one of the many approaches of the company for
long-term learning and development and achieving business excellence.
11. Hongkong and Shanghai Banking Corporation Limited, India
The Hongkong and Shanghai Group has developed and maintained
credibility in different sectors of financial services operations. The
sound people strategy of the company facilitated effective execution of
business strategy resulting in sustained performance. The honest two-way
performance feedback along with clear training, learning and development
has been the integral component of business excellence in HSBC. The
18. impact making learning solutions support the business strategy.
Conducting training in an effective structured and integrated manner
with due support of technology emerged as one of the basic strengths of
HSBC. The instructional and content design of its training activities
and its leadership and talent management agenda was supported by robust
systems and processes. Its training needs analysis seems to move
seamlessly into training solutions and delivery. Considerable focus on
learning and development with increase in mandays training significantly
affected, positively, the financial bottom line of the company.
Managerial Implications
Referring to the initial discussion and experiences of select
cases, it is clear that improving bottom line through integrated
learning and development has much to do with talent management, career
planning, developing leadership pipeline, and reducing attrition.
Interestingly, all these thrust areas are linked with each other and an
integrated understating of them facilitates strategic facets of
contribution of human resource management to corporate well being.
Managing Talent
Even a brief literature survey establishes a simple truth: the
field of talent management has been emerging as an important element of
organisational development. Given the variegated and speedy changes of
different components of the organizational environment the effort needs
to be handled with fresh insights. The exponential increase in the
number of search hits on 'talent management' on internet
search engines shows the importance that the professionals are attaching
to it. Significant increase in consulting work, research studies, etc.
19. on talent management also testifies to the criticality of the role it is
playing in managing the bottom line. The case with Indian firms is no
different from what is happening in many other economies. However, there
is still a need for greater clarity on conceptualization of the contents
of talent management and evolving a sound HR application, thereon. There
is also a need to link it with strategic directions and deliverables of
the organisation.
Career Planning and Developing Leadership Pipeline
Succession planning is the integral part of developing leadership
pipeline. Organization develops great leaders by having effective
succession plans. Many top CEOs in India and globally exemplify this.
Effective succession management for developing organization leaders
requires focus on talent. However, to develop leaders par excellence
through effective success planning requires clarity on changing nature
of industry and business, competitive dynamics and set of competencies
that tomorrow's managers need. Therefore, effective career planning
also has to be based on redesigning jobs to be offered to middle
managers to develop them as tomorrow's leaders. Further, fairness
and transparency is critical for effective career planning and
leadership development with conviction.
Reducing Employees Attrition
Employee attrition is, among other things, the outcome of poor
compensation or benefits and lack of opportunities to grow within the
organization. Interestingly, fast growing sectors such as services or
more specifically IT sector observes higher level of attrition.
Obviously if sector is growing, firm is growing then employees also want
20. to grow fast. They are not willing, necessarily for the firm to grow,
for them to have opportunities. That is why the attrition rate at middle
and lower level is significantly higher than the top level. More the
possibility of growth elsewhere, higher would be the chances of
attrition. Though natural attrition cannot be avoided, organization have
to manage induced attrition due to competition dynamics of the market.
Certain internal standards can be developed in each organisation which
would also reflect the sectoral patterns. The prices of attrition can be
high as it increases cost at different levels of advertisement,
recruitment, and training besides compromising the productivity of new
employees in comparison to the old employees.
The concerns of linking learning and development with the
organizational bottom line and in course of time the top line and
everything else, has been much talked about. Hopefully this write up
distills some rigorously screened data to indicate a few possible
courses of action. The journey has begun in the right direction.
(Acknowledgements: Shri Richard Rekhy, CEO, KPMG whose American
Chamber of Commerce in India talk on Dec 5,2013 triggered the line of
investigation; Shri Sunil K Munjal, Chairman Hero Corporate Services,
for permission to use the data with Awards secretariat of the BM Munjal
Awards; The various CEOs and Directors Personnel/HR of some of the
companies referred to above, for their perceptions; Shri Amit K
Srivatsav for research assistance and countless others for their
helpfulness, doubts and interrogations).
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Vinayshil Gautam
(Founder Director IIM-K; First Head,
Management Department IIT-D,
Leader Consulting Team IIM-Shillong)
Senior Advisor, KPMG.
Table - I
Profile of Selected Companies
S.N. Company Category Year
23. 1a Indian Oil Corporations Limited Public 2009
1b Hongkong and Shanghai Banking Private 2009
Corporation Limited, India
2a Oil and Natural Gas Corporation Limited Public 2010
2 b Tata Steel Limited Private 2010
2b Punjab National Bank Public 2010
3a Power Grid Corporation Of India Limited Public 2011
3b Tata Power Company Limited Private 2011
4a Bharat Petroleum Corporation Limited Public 2012
4b HDFC Bank Limited Private 2012
5a Hindustan Petroleum Corporation Limited Public 2013
5b K.F.C International Limited Private 2013
* TATA Steel and PNB are the joint awardees in the year 2009
in the private sector category
Table - II
Mapping Companies on Business Excellence Parameters
Parameters IOC HSBC ONGC TS
Listed in global fortune 500 Y
Competitive leader Y
Capability base in all aspect of a Y Y
business
24. Sales turnover Y Y
Sustained performance in turbulence Y Y Y
time
Employees Productivity Y Y
Reduction in total attrition rate Y
Growth of Profit Y
Increasing customer base
Committed for environment
Enhanced employer brand
Delivering excellence in quality
products and services
Successfully achieving Y
organization's vision
Highly engaged workforce Y
Parameters PNB PGr TPow BPCL
Listed in global fortune 500 Y
Competitive leader Y
Capability base in all aspect of a Y Y
business
Sales turnover Y
Sustained performance in turbulence
time
Employees Productivity Y Y
Reduction in total attrition rate Y Y Y
25. Growth of Profit Y Y
Increasing customer base Y
Committed for environment Y Y
Enhanced employer brand Y
Delivering excellence in quality
products and services
Successfully achieving
organization's vision
Highly engaged workforce
Parameters HDFC HPCL KEC
Listed in global fortune 500
Competitive leader
Capability base in all aspect of a
business
Sales turnover Y Y Y
Sustained performance in turbulence
time
Employees Productivity Y
Reduction in total attrition rate
Growth of Profit Y Y
Increasing customer base
Committed for environment
Enhanced employer brand Y
Delivering excellence in quality Y
26. products and services
Successfully achieving Y
organization's vision
Highly engaged workforce
Y = Yes, company practice the business excellence parameter
Table - III
Comparative Financial Performance of companies
Company Performance 2013 2012
Indicators
IOC Networth 61,124.31 57,876.70
Sales 475,568.47 427,253.33
PBT 5,647.80 3,754.31
HSBC * Total Income 87,573,978 84,633,375
Total Expenditure 68,216,837 64,756,673
|Net Profit 19,357,141 19,876,702
ONGC Networth 124,453.22 1 12,956.73
Sales 83,308.96 76,887.06
PBT 30,544.33 36,642.56
TATA STEEL Networth 55,209.84 52,216.63
Sales 42,317.24 37,005.71
PBT 7,836.60 9,857.35
PNB Networth 31,248.05 26,365.90
30. Sales 7,282.28
PBT 1,115.27
BPCL Networth 12,128.11
Sales 145,392.07
PBT 1,002.71
HDFCBANK Networth 15,052.74
Sales 16,332.26
PBT 3,299.25
HPCL Networth 10,730.63
Sales 132,537.15
PBT 712.23
KEC Networth 558.56
Sales 3,481.34
PBT 177.84
Source - Capitaline Database, Retrieved on January 10, 2014
HSBC * = Based on the annual reports of the company
Table - IV
Comparative Learning and Development Approaches of the Companies
LD IOCL HSBC ONGC TS
Scientific method of learning and Y Y Y Y
development
31. Benchmarking learning practices Y
Consistency in training ambience and Y Y
culture with corporate strategy
Training for lower level employees Y Y
Strategic and general management Y Y Y Y
training programmes
Measuring training effectiveness and Y Y Y Y
its impact
Result orientated use of investment Y Y Y
in learning and development
Establishing own training institutions Y Y
Use of ICT in learning and development Y Y Y Y
Using IT to develop HR solutions Y Y
Managing modern human resource Y
information systems
Reducing routine HR activity using Y Y
technology
Increasing strategic role of HR Y Y
Human Resource audit and engagement Y Y
survey
Career planning and leadership Y Y
development
LD PNB PGr TPow BPCL
Scientific method of learning and Y Y Y Y
32. development
Benchmarking learning practices Y
Consistency in training ambience and Y
culture with corporate strategy
Training for lower level employees Y Y Y Y
Strategic and general management Y Y Y Y
training programmes
Measuring training effectiveness and Y
its impact
Result orientated use of investment Y Y Y Y
in learning and development
Establishing own training institutions Y Y Y
Use of ICT in learning and development Y Y Y Y
Using IT to develop HR solutions
Managing modern human resource Y
information systems
Reducing routine HR activity using Y
technology
Increasing strategic role of HR Y Y
Human Resource audit and engagement
survey
Career planning and leadership Y Y Y
development
LD HDFC HPCL KEC
33. Scientific method of learning and Y Y Y
development
Benchmarking learning practices
Consistency in training ambience and
culture with corporate strategy
Training for lower level employees Y Y
Strategic and general management Y Y Y
training programmes
Measuring training effectiveness and Y
its impact
Result orientated use of investment Y Y Y
in learning and development
Establishing own training institutions
Use of ICT in learning and development Y Y Y
Using IT to develop HR solutions Y
Managing modern human resource Y Y
information systems
Reducing routine HR activity using
technology
Increasing strategic role of HR Y Y
Human Resource audit and engagement
survey
Career planning and leadership Y Y Y
development
Y = Yes, company practice the learning and development approach
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