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This document defines and outlines talent management. It discusses how talent management refers to developing and retaining current employees while attracting new skilled workers. The benefits include having the right people in jobs, retention of top talent, better hiring and understanding employees. Key areas of talent management include talent assessment, potential enhancement, acquisition, and knowledge management. Strategies involve attracting, retaining, and managing talent. The process has eight steps including workforce planning, recruiting, onboarding, performance management, training, succession planning, compensation, and skills gap analysis. Advantages are stronger skills and competitiveness while disadvantages can include costs and headhunting.
2. strategic hrm concept
This document discusses the role of human resource management in implementing organizational strategy. It defines strategic management and strategic human resource management. It outlines the strategic management process, including strategy formulation and implementation. It describes how HR practices like recruiting, training, and performance management can develop employee skills and behaviors to support the organization's strategic goals. The document also discusses different levels of integration between HR and strategic planning and the types of employees and HR needs for different strategic approaches like cost leadership and differentiation.
talent management product of Oracle
Oracle Corporation is a multinational technology company headquartered in California that specializes in developing and marketing database software, enterprise software, and computer hardware. It has over 400,000 customers in 145+ countries. Talent management at Oracle involves identifying, developing, evaluating, and retaining skilled workers through competency management, performance evaluations, and career and succession planning using Oracle's HRMS software.
Ensuring Continuous Business Growth
This document discusses key elements needed for a successful organization, including direction, structure, clarity, measurability, and control. It emphasizes that an organization needs strategy to provide direction and add value. The strategy should include financial, customer, internal, and learning perspectives. It also stresses that an organization's structure should reflect its strategy and focus on people. Processes need to be defined, optimized, and provide clarity on activities, roles, and responsibilities. Measurability and control are also important to ensure the organization is on the right track and allows for course corrections. The document proposes that a management consulting company can help organizations with strategic planning, process mapping, performance indicators, and other services.
Strategic IHRM.pptx
This document discusses strategic international human resource management (SIHRM). It provides models for strategic HRM and SIHRM. Key aspects of SIHRM include initiatives that can be driven globally by the parent company or localized at the business unit level. SIHRM must be aligned with the overall business strategy to gain a competitive advantage through proficient strategic HR choices around staffing, competencies, organization structure, and encouraging productivity, quality and service. HR professionals must prepare by acquiring business and technical knowledge as well as international experience and certification.
HRM - Unit 2.pdf
This document discusses human resource (HR) policies, strategies, and the role of HR in strategic management. It provides definitions of key terms like policy, procedure, programme, and strategy. It also outlines the importance of developing HR policies and strategies, and notes that the role of HR is to formulate decisions that translate corporate strategy into HR strategy through functions like planning, selection, and appraisal. HR strategies are developed to help organizations achieve their objectives and gain a competitive advantage over rivals.
Talents management
This document discusses talent management in nursing. It defines talent as an individual's abilities, skills, knowledge, intelligence and other attributes. Talent management refers to developing, retaining and attracting skilled workers. The benefits of talent management include having the right people in jobs, retaining top talent, better hiring and understanding employees. Talent management strategies involve attracting, retaining and managing talent through effective communication, training and rewarding performance. The process of talent management includes workforce planning, recruiting, training, performance management and succession planning.
Enhancing Workforce Performance Through Succession Planning
The document discusses the importance of succession planning for healthcare leadership. It notes that many healthcare organizations lack succession plans, despite projections that 50% of healthcare management could be lost in the next 5 years due to retirements. It then provides definitions and rationale for succession planning, including cost savings, continuity, and having a contingency plan. The document outlines best practices for developing a succession plan, including making a business case, identifying and developing high-potential leaders, and implementing leadership development programs. It discusses factors that can impede effective succession planning if not addressed.
Strategic Management PGDM 2022-24.pptx
This document provides an overview of strategic management for a PGDM course. It discusses the importance and process of strategic management. Regarding importance, it notes strategic management helps organizations identify opportunities, prepare for the future, be action-oriented, strengthen structure, and gain competitive advantages. The strategic management process involves goal setting, environmental scanning, strategy formulation, implementation, and evaluation. It also discusses different levels of strategy, approaches to strategic management, and organizational configurations.
Unit v
The document provides information on various management topics including management by objectives (MBO), controlling as a management function, SWOT analysis, strategic management, enterprise resource planning (ERP), supply chain management, activity-based management, and keys to successfully implementing activity-based management. It defines each concept and discusses its importance, benefits, weaknesses, and key aspects.
Organizational Design (OD): Core HRM Competency to Future proof organizations
This document discusses organizational design (OD) and its importance for future-proofing organizations. It defines OD as a methodology for identifying and addressing dysfunctional aspects of an organization's structures, systems and processes. The presentation outlines the benefits of OD, including improved efficiency and employee engagement. It also discusses critical success factors for OD, such as clear profit responsibilities. Models for OD are presented, including the five trademarks of agile organizations and Galbraith's star model of organizational design.
Performance management
Performance management (PM) is a process of ensuring that set of activities and outputs meets an organization's goals in an effective and efficient manner. Performance management can focus on the performance of an organization, a department, an employee, or the processes in place to manage particular tasks.
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Enhancing Workforce Performance Through Succession Planning
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
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2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
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Wastage & training
- 1. Building a capable organization
- 2. WHAT IS WASTAGE “ THE ACTION OR PROCESS OF LOSING OR DISTROYING SOMETHING BY USING CARELESSLY, EXTRAVAGANTLY, INCORRECTLY,OR IN DIFFERENT MANNER THEN THE SET PERAMETERS” Losing something means the wastage of resources like •Time management, •Man power, •Machines remain idle, •Space remains under utilize •Power & electricity •Un planed travels •Blockage of funds by non moving & dead investments •Lengthy unplanned without analysis Joint meetings
- 3. WHAY IT HAPPENS “ IT HAPPENS KNOWINGLY OR UNKNOWINGLY WHEN •There is gap between formulation and performance •Presence of killers of strategy implementation •Managerial skills obstacles
- 4. The gap between formulation and performance • Generally company's employees are not. aware of or do not understand their company's strategy unless closely/ repeatedly communicated . • Lack of which 66% of corporate strategy is never implemented properly. • If employees lack knowledge about the company's strategy, it is unlikely that proper implementation will occur, • performance require proper implementation
- 5. killers of strategy implementation • Top-down senior management style, • Unclear strategy and conflicting priorities, • An ineffective senior management team, • Poor vertical communication, • Poor coordination across functions, • Inadequate down-the-line leadership skills
- 6. Managerial skills obstacles •Lack of initiative. •Few people can talk candidly about tough issues. •Few people have individual work goals. •Some of people do not plan how to use their time. •Very less are thinking about how to improve their performance.
- 7. HOW BECOME CAPABLE • Strengthen structural levers of implementation • Improve Managerial skills levers • To Strengthen Structural Levers & Managerial Skill Levers we need proper TRAINING PROGRAM
- 8. Structures and managerial skills • Structures provide the framework or configuration in which companies operate effectively. • Managerial skills are the behavioral activities that managers engage in within the structures developed by the organization. • Strategies are implemented through the structure, with managerial skills
- 9. levers of implementation • Actions- • Who will do • What he will do • When it will start and finish ( Action requires the input and cooperation of all the players in the company with team spirit) • Programs- • instilling organizational learning • continuous improvement practices • (The creative thinkers in the company are it’s ASSTES, they need to be encourages to be innovative)
- 10. structural levers of implementation • Systems- installing strategic support systems ( which can provide timely access to both qualitative and quantitative data about customers ,human resources, revenue & cost, inventory/order position) • Policies-establishing strategy supportive policies. ( collective pattern of day to day decisions and actions applicable with consistency across geographically dispersed units) Markdown & reward point policy Increment & Incentive policy Sales & Marketing policies Production & sourcing policies
- 11. Managerial skills levers • Interacting-the exercising of strategic leadership which include Direction, Protection, Orientation, Managing conflicts and shaping norms. • Allocating- understanding when and where to allocate resources such as Money, People and capacity & capabilities • Monitoring- Organizing-the strategic shaping of corporate culture. • Organizing- the strategic shaping of corporate culture. Defining what is important, appropriate, attitudes and behaviors. Finally Balancing the implementation
- 12. TRAINING
- 13. 1.Awareness Training 2.ERP Training 3.Product Training 4.System and Process Training 5.Policies:- IT / HR / Supplier Purchase / Customer Sales/
- 15. ERP Training
- 19. MIS & Communication Flow SNO . ZONE. SALE QUANTITY NET SALE AMOUNT 1 EAST 859.00 855471.00 2 NORTH 1651.00 1747330.00 3 SOUTH 521.00 458472.00 4 WEST 1318.00 1188434.00 4349.00 4249707.00
- 20. ThankYou • Rakesh Kumar Chaudhary