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HR Strategy

Transcript: HR Strategy Introduction to HR Strategy Key Components of HR Strategy Introduction to HR Strategy Key components of HR Strategy encompass talent management, organizational development, performance management, employee benefits, and workforce planning. Each component plays a vital role in shaping the overall effectiveness of HR initiatives within the organization. HR Strategy is a crucial framework that aligns human resource management with business objectives, ensuring an organization’s workforce is effectively engaged. A well-defined HR Strategy not only optimizes employee performance but also facilitates organizational growth and adaptability. Alignment with Business Objectives Objectives of HR Strategy Definition of HR Strategy The primary objectives include attracting and retaining top talent, promoting employee development, ensuring high levels of engagement, and aligning workforce capabilities with strategic business needs. HR Strategy aims to create a supportive environment conducive to growth and innovation. The alignment of HR Strategy with business objectives ensures that the workforce is prepared and motivated to meet organizational goals. By understanding business priorities, HR can develop tailored initiatives that drive performance and resilience across the company. HR Strategy refers to the comprehensive plan which outlines how human resources will support the overall business goals and objectives. It integrates various HR functions such as recruitment, training, performance management, and employee relations to create a cohesive approach to workforce management. Importance of HR Strategy An effective HR Strategy is essential for managing talent, fostering a positive workplace culture, and improving employee satisfaction. It contributes directly to achieving business outcomes, enhances competitive advantage, and ensures compliance with employment regulations. Aligning Human Resources with Business Goals Evaluating HR Strategy Effectiveness imageSearchKeywordsCombined Developing an HR Strategy HR Metrics, Employee Feedback, Review Process, Continuous Improvement, HR Best Practices Evaluating HR Strategy Effectiveness Case Studies and Best Practices Assessing the effectiveness of an HR strategy is critical for aligning HR initiatives with business outcomes. To ensure success, organizations must implement systematic evaluation processes that include metrics, feedback, and continuous improvement. Analyzing case studies of successful HR strategies provides valuable insights. Organizations showcasing best practices demonstrate the impact of effective HR management on business performance, serving as models for others to emulate. Continuous Improvement Processes Metrics for Success Setting HR Goals Implementing a culture of continuous improvement in HR enhances ongoing effectiveness. This involves regularly assessing processes, incorporating employee suggestions, and adapting to new challenges to foster an agile HR environment that meets organizational needs. Establishing key performance indicators (KPIs) allows organizations to measure the success of their HR strategies. Metrics may include employee turnover rates, satisfaction scores, and productivity measures, providing insight into the strategy's impact on overall performance. HR goals should be specific, measurable, achievable, relevant, and time-bound (SMART). Examples include improving employee retention rates by a certain percentage or enhancing recruitment efficiency to reduce time-to-hire metrics. Crafting the HR Strategy Framework Identifying Organizational Needs Employee Feedback Mechanisms Conducting Regular Reviews The HR strategy framework outlines the comprehensive approach for achieving HR goals. It includes policies, procedures, and initiatives designed to facilitate workforce development, engagement, and performance management. Establishing organizational needs calls for a thorough understanding of business goals, workforce capabilities, and market trends. Engaging with key stakeholders through interviews and workshops ensures alignment of HR strategies with overall business strategy. Regular employee feedback is a vital component in evaluating HR effectiveness. Surveys, interviews, and focus groups provide insights into employee satisfaction and engagement, revealing areas for improvement within HR policies. Periodic reviews of HR strategies ensure alignment with current business goals. Annual or semi-annual evaluations enable adjustments based on performance data, changing market conditions, and employee feedback, reinforcing HR's role in organizational success. Implementation Planning Effective implementation involves detailed action plans, resource allocation, and timelines. It is critical to assign roles, establish accountability, and ensure regular communication to monitor progress and address challenges promptly. Developing an HR Strategy A well-structured HR strategy is essential for aligning human resources with business

HR & Strategy

Transcript: Internal Recruitment Selection system: Valid, Reliable, Practical, Free from bias Structured interviews Situational & Behavioral Questions Yahoo Employees Verizon formed by merger of Bell Atlantic and GTE Staying ahead Massive wireless network using broadband Improve capacity to accommodate online videos Now big data and advertising capabilities Verizon’s strategy Superior network Support video and internet of things Find opportunities for incremental revenues Recruitment & Selection Corporate and HR Strategy Verizon Compatible? Differences? Socialization through onboarding and training More offerings = Attracting a broader consumer base Promoting usage Increased market share Verizon/Yahoo HR Strategy Morale at different teams Media, Design, Tumblr Uncertain atmosphere Yahoo Strategy Grow user engagement (Search, Mail, Tumblr) Grow digital advertising (monetize core products) Simplify business and improve execution (consolidate projects and retire poor performers) Efficiently align resources (reduce workforce) Synergy Human Resources Acquisition Supply & Demand Organizational Culture The Story of Verizon & Yahoo Internal Yahoo FAQ: All part-time and full-time employees will be employed by Verizon Employees eligibility to severance plans will continue Compared to AOL employees benefits: Same base salary Insurance priviliges: Health, Dental, Vision Stock ownership Keep? Eliminate? Combine? Oversupply --> Head count reduction Layoffs, Termination Severance package Revenue Transforming the retail strategy Hardware and service sales Applications Advertising Image by goodtextures: http://fav.me/d2he3r8 What's Happening Now? Verizon future Move towards digital Why Yahoo? Finance, Sport, News Global ad market share Brayden Clerx, Felicia Stone, Khaled Alnajjar, Lana Perisic, Tanya Ajith

HR Strategy

Transcript: Presented by PERSON for COMPANY Human Resource Strategy The Brooklyn Hospital Center Introduction Objectives To discuss demographics at TBHC. To assess how our 2017 new hires are experiencing TBHC. To learn about the reasons why employees choose to leave TBHC. Service Demographics Union & Non-Union Union & Non-Union Strategy Strategy Competitive Advantages Competitive Advantages Case Study Before After Case Study Q&A Q A &

HR template

Transcript: HR Network, Tbilisi Best Practices In Credo HR Admin 01.07.2019. AGENDA AGENDA 01. 02. 03. About Us Strategic Planning and role of HR Remuneration systems About Us About us HR Metrics Our team HR Goal and Functions HR Metrics Our Team HR team building HR Department Structure HR Goal and Functions “The ability to make good decisions regarding people represents one of the last reliable sources of competitive advantage since very few organizations are very good at it.” Peter Drucker HR Goal ensuring that an organization can achieve its mission by having the right people with the right skills in the right places at the right times. ensures that the organization has a workforce capable of delivering on its strategic business objectives today as well as in the future. Employee Personal file management Employee agreements and amendments Labor law Compliance Absence and leaves Health and safety HR Security Discipline and grievance Performance Management Compensation and benefits Reward and recognition Internal Communication Exit Management HR Admin Functions Business Partnering Leading HR Innovators in sector Strong Culture Fair, transparent and equal opportunity recruitment/promotion system Credo Academy and regional training centers Management by Objectives (MBO) model and employee Performance Appraisal System Competitive Benefits and Reimbursement systems Internal Communication: Quarterly Newsletter/ Organization Survey/ Exits Survey/ Credo movie Team Building Activities: Staff Retreats, turnaments Recognition: Best employee nomination, Credo Loyalty Programs and Nominations Main Achievements Working Environment Opportunities for growth and development Fairness, equity and transparency Remuneration systems Our Competitive advantage Organizational Effectiveness Market Turn Over Ratio 15.2% 19% Annual Revenue per FTE K$ = 75.7 39 Annual Average cost per FTE K$ = 59.3 33 Annual profit per FTE K$ = 16.28 9 % of Management in Total Headcount = 10% 14% New Hires ratio = 29% 18% Front Office personnel in total Headcount = 57% 52% Annual Average Remuneration per FTE = 20 $ 15.48 Number of Training Days Per FTE = 3.5 3 External recruitment Rate 60% 75% Internal recruitment rate 40% 25% Time to fill 26/ 180 26 Successful hiring rate 70% 64% Job Opening per recruiter 6 5 HR Dashboard Remuneration HR Role system in Credo Alignment of organizational Goals to Employee Goals the link between organizational success, performance management Alignment Organizational Goals to Incentive schemes and motivation Support culture and values Strategic Planning and Role of HR Strategic Planning and role of HR Expectations – an individual’s motivation is based on strength of expectation, which in turn is based on past experience, perceived value of reward and likelihood of getting it Goal achievement – suggests that motivation and performance are higher when individuals are set specific goals when the goals are difficult but accepted and where there is feedback on performance Feelings about equity – people will be better motivated if they are treated equitably and demotivated if they are treated inequitably. It is concerned with people’s perceptions of how they are being treated in relation to others Cognitive theory Cognitive Theories Financial rewards Financial rewards is equal and transparent performance related pay -recognize individual performance Team pay - recognize organizational achievement and employee contribution Performance Based Performance Based Pay Hay Grading System and Salary Scales Yearly Salary Review Incentive scheme for Branch and HO employees Achievement Bonuses Team Pay Team Pay 13 Th salary when Company Achieves Common Objectives Christmas Bonus when Branch and Company Achieves Common Objectives Management Bonus Project bonuses for Team Health Insurance Gym Club membership Benefits Benefits Non Financial rewards Non Financial Rewards In Credo Training, Development and Carrier opportunities Winter and Summer Academies Career Opportunities Internal Training and MDP Programs Financing MBA Team Building Activities Staff Retreat Excursions Tourmanets Digital Hub Recognition Recognition In Credo Best Employees Monthly Bests nominations Best Employees of the year in diferent nominations Best Lo Club membership Employee nominations in Customer Service Best Employee Nominations best LO in Barcelona Loyal Employee Loyal Employee Awards Loyal Employee we nominated 60 - years employees in this year

HR Strategy

Transcript: £645 per head HR Strategy Justice & Law HR Group Capability Time to Hire Shared Services HR Resourcing and Commissioning CSHR Casework Diversity Hub Recruitment Hub 1:108 Recruitment Hub Departmental Improvement Plan Capability Leadership High Performing Workforce 2020 Workforce Projections Future Capability Diversity Locations Employee Engagement Wellbeing Modernising the Employee Proposition Contracts T&Cs The Way We Work (TW3) Our Career Offer Inclusive Culture HR Director HRBP team Change Management Resourcing Plans Performance Management Capability Employee Engagement Wellbeing

HR Powerpoint

Transcript: Newell’s Decision to Downsize: An Ethical Dilemma summary summary A navigational systems manufacturer for commuter & large planes Two plants "Excellent!!!" - Employees & Community Seniority Predominantly Caucasians Layoffs Questions Questions 1. 1. What is the ethical dilemma faced by management in this case? Explain. WHO HOW MINORITIES CAUCASIAN 2. 2. What specific problems might Newell face in its downsizing decision? What options might Newell employ in its downsizing decision? Explain. 3. 3. Improve: efficiency, productivity, and competitiveness Empower Performance Appraisal How would you downsize the Norwood Facility? 4. 4. Performance Appraisals 360 Evaluations Early Retirement Incentive Current Similar Case Current Similar Case Lawsuits Violation Layoffs

HR strategy

Transcript: HR strategy 2018 Рекрутинг Цели: 1. Закрывать вакансию качественным персоналом 2. Закрывать вакансии быстрее 3. Формировать кадровый резерв 4. Задействовать сотрудников к поиску Внедрение CRM для рекрутинга DONE Участие в но DONE Поиск новых каналов DONE Бонус за рекомендацию кандидата Facebook Total Likes: 10,508 Total Shares: 4,670 Total Impressions: 80,568 Top post Insights Insights Next Steps Next Steps Twitter Total Likes: 45,567 Total Retweets: 34,095 Total Impressions: 99,112 Top tweet Insights Insights Next Steps Next Steps Instagram Total Likes: 99,067 Total Shares: 12,345 Total Impressions: 450,457 Top Post Insights Insights Next Steps Next Steps Linkedin Total Likes: 67,043 Total Shares: 9,325 Total Impressions: 99,378 Top Post Insights Insights Next Steps Next Steps Here are some logos and other icons that you can use for other social media networks. Toolbox

HR STRATEGY

Transcript: 1. KETUT WIDI ARTA YASA 170610150018 2. fRINA fIRLIANA 170610150060 3. yEREMIA hENDRIAN 170610150061 4. fAKHRUL sOFYAN 170610150062 Presenter name HUMAN RESOURCE STRATEGY THE REGULATORY ENVIROMENT THE REGULATORY ENVIROMENT OUR SOLUTION OUR SOLUTION SOLUTION 1 SOLUTION 1 SOLUTION 2 SOLUTION 2 OUR PROJECTS OUR PROJECTS PROJECT 1 PROJECT 1 PROJECT 2 PROJECT 2 OUR TEAM Person, Role, Projects completed Person, Role, Projects completed Person, Role, Projects completed Person, Role, Projects completed Person, Role, Projects completed Person, Role, Projects completed OUR TEAM COMPLETED PROJECT STATS STATISTIC 1 STATISTIC 2 STATISTIC 3 NUMBER 1 NUMBER 2 CUSTOMER SATISFACTION CUSTOMER SATISFACTION CHART CHART PROJECT TIMELINE Breaking Ground Ceremony Foundations Completed Facade Completed Project Opening Ceremony PROJECT TIMELINE PRICING PRICING STATISTIC 1 STATISTIC 2 STATISTIC 3 NUMBER 1 NUMBER 2 NUMBER 3

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