Human Resource Management Part 1 MUIV Witte

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Human Resource Management Part 1 MUIV Witte Case task
Option 1
Situation 1 According to Pavel Bezruchko, general director of ECOPS Consulting, most companies have a personnel strategy or personnel policy. At the moment, this is most often a kind of humanitarian document, where, interspersed with beautiful and proper “blah blah bla”, something like this is said: “The staff is our everything. We have 3 goals. One goal is to teach people to make them the most qualified in the industry. The second is to create the necessary corporate culture, to focus employees on the result. The third goal is to be a good, responsible employer and to protect the interests of the staff in every way. ” The business is becoming a more qualified and professional customer in relation to HR. And such humanitarian strategies with "blablab" he is no longer satisfied. He needs a business strategy based on numbers and calculations. An HR strategy should answer questions about what, with what resources these tasks will be solved. Now HR has only 2 tasks in relation to business: to provide the necessary number of professional people and create conditions for these people to work efficiently and effectively. Questions and tasks: 1. Give the definition of HR-strategy? What are its components? 2. Give examples of personnel management functions in the context of strategic management 3. What, in your opinion, prevents the creation of such strategies that answer questions about what, what resources will be used to solve the tasks of an organization? Situation 2 A couple of days ago a new employee came to the company in the sales department. When colleagues, saying goodbye on Friday, told the newcomer “see you tomorrow at the training,” he was surprised, to say the least. However, the company has developed a tradition: training is held once a month on Saturday for employees of the sales department. As it turned out later, the prospect once a month on Saturdays to spend time on training did not inspire him and after some time he quit.
Questions and tasks: 1. What kind of adaptation is described? Explain the answer. 2. What mistakes in the adaptation process did the manager make? 3. Do I need to draw up a plan of action related to the introduction of new employees? Provide an exemplary plan of action related to induction for a specific situation. Situation 3 Position of the HR-manager in the company 7 months ago, last summer, Marina was invited to the Toys Distribution company for the position of HR manager. Prior to this, Marina worked for three years at a well-known recruitment agency, having gone from a recruiter to a senior consultant. The Toys Distribution company was a client of the agency, and Marina was not invited by chance: she successfully found employees for several vacancies in recent months. Marina herself viewed the transition to a new structure as a career growth, since she had, in essence, to create a personnel department from scratch. Toyys Distribution has been operating in the market since 1999 and is a distributor of toys from several Russian and foreign manufacturers. Currently, the organization employs about 200 people. Before Marina’s arrival in the company, the heads of departments were engaged in personnel management, they independently selected employees. Personnel records management was conducted by an assistant accountant, who, after Marina’s arrival, was to pass into her submission and become a personnel inspector. The priorities assigned to Marina were recruitment and training of personnel, as well as the formation of a corporate culture. Assessing the results of her work for the past time, Marina realized that not everything in reality turned out to be the way she had seen before. The main problem was that she herself did not understand her position in the company. She felt that the heads of departments perceive her more as a recruiting manager, and this circumstance has recently become her. She had almost no time to do other thi


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