abhishreshthaa
Abhijeet S
Human Resource Management of Digi-Key : Digi-Key is the fourth largest electronic component distributor in North America and a broad-line distributor of board level components. It ranks as the 8th largest electronic component distributor in the world. Ronald Stordahl founded the company in 1972 and its name was derived from the digital electronic keyer kit that he developed and marketed to amateur radio enthusiasts.[1] It was called the “Digi-Keyer Kit.”
Mark Larson, who joined Digi-Key in 1976 as its general manager, has been its president since 1985. He has led the company from its initial focus on the hobbyist market to the expanded market it serves today.
In 1995, Digi-Key introduced its website that offers complete online commerce capabilities along with access to product inventory. Digi-Key currently hosts 82 websites in eight supported languages.
In only six years, Digi-Key has moved from 16th largest to fifth largest among the more than 300 electronic component distributors in North America. According to their website, in 2007 EE Times conducted a survey in which engineers rated Digi-Key “#1 for Overall Performance for the 16th Consecutive Year.”
Digi-Key is located in a single, centralized location in Thief River Falls, Minnesota, USA. Its facility measures 600,000 square feet (56,000 m2) and houses over 2,300 employees. Its product distribution center stocks over 500,000 products from over 440 manufacturers and ships to 170 countries worldwide.
Digi-Key serves design engineers and the prototyping market, as well as an expanding role in supplying production quantities for OEMs and contract manufacturers.
1. Strategic Partner
HR managers and professionals add value to the organization by understanding business operations. HR managers need to gain operational experience in functional areas such as marketing, finance, operations, and sales. HR managers must understand business conditions to generate pertinent, practical solutions for the stakeholders. The HR manager needs to understand stakeholder needs and expectations. The HR manager needs to be aware of the financial and business issues the organization faces. Moreover, the HR manager needs to long-term solutions to difficult problems (Gilley and Maycunich 2000).
2. Employee Champion
To be effective employee champions, HR managers develop client relationship skills such as listening, reflecting, questioning, and summarizing to build mutual acceptance and positive regard with the stakeholders (Gilley and Maycunich 2000).
3. Administrative Expert/ Performance Consultant
Effective performance consultants remain partial, regardless of their values and biases, and in spite of an organization’s culture, traditions, and vested interests. Human resource manager know where to go for information, insight, recommendations, or coaching in order to avoid pitfalls common in organizational life. They must be operationally smart, possessing organizational awareness that helps them better understand the political structure, decision-making, or procedures. Additional development competencies and skills are necessary for the performance consulting role. These abilities include interpersonal, conceptual, technical, integrative, analytical, political awareness, and conflict resolution skills. (Gilley and Maycunich 2000).
4. Change Agent
The role of change agent requires knowledge of HR practices, partnering and negotiating skills, business acumen, client relationships, and organizational development (Gilley and Maycunich 2000).
Employee Policy
“Hero is growing, grow with Hero,” is the governing principle of Hero Honda’s labour management practices. It was one of the first few companies to offer benefits like house rent allowance (HRA), leave travel allowance (LTA) and uniform allowance to its employees.
The company shuns unionism. Instead it has well established communication channels across organizational levels. The company’s Quality circle facilitates quality improvement among employee groups. This apart it has a suggestion system that seeks employee suggestions regarding work processes, company culture and other relevant matters. Employees providing the best and implemental solutions are rewarded suitably. Shift meetings and morning meetings that discuss routine problems and concerns besides recognising employee efforts are some of the managerial level communication channels at
As a recruitment practice, employment is provided to family members of employees especially in the case of untimely death or retirement.
Forget it
Having hired the right people, and equipped them with adequate information and training, the company gives them enough opportunities to prove themselves. Interference in daily chores is considered “bad manners” at Hero Honda.
PRINCIPLES
Today Hero Honda has managed to achieve indigenisation of over 95 percent, a Honda record worldwide. Hero Honda is at present the largest-selling Indian motorcycle and the most fuel-efficient in its category - the outcome of Hero Group's foresight and another classic example of how the Group strives to provide the customer with excellence and satisfaction.
Customer-centric:
The Company's success has been driven by customer centric policies and teamwork to achieve progress and productivity. The philosophy of Hero Honda emphasizes the "Pursuit of Excellence" in designing and manufacturing technologically and qualitatively superior products and in creating economic value for its stakeholders. It takes care of its customers through value based competitive pricing and good after sales service.
Excellent marketing, finance and loan services, an efficient dealer network, tactical promotion comprising of fuel conservation campaigns, mobile workshops, safety driving courses and others, all placed Hero Honda in a league distinct from the conventional. The Company focuses on providing "Value for Money" through its pricing strategies and after sales services.
Excellent Collaborator Relationship:
is now the leading two-wheeler Company in India in terms of net sales (sales less excise duty value, which was Rs 3171 crores. It is both the leading two wheeler manufacturer and sales operation among Honda's worldwide operations. The Company has maintained excellent relationship with all stakeholders including its collaborators. Hero Honda has emerged as the most successful joint venture Company of Honda in the world, their relationship over 116 years old now.
ERP Implementation:
The Company has successfully implemented SAP R/3 (ERP - "Project Synergy") thereby enabling proper planning and company wide efficiency. The modules were implemented and stabilized in a record 10 months period. It speaks of the commitment of the management and the implementation team towards making it processes accountable and efficient.
Mark Larson, who joined Digi-Key in 1976 as its general manager, has been its president since 1985. He has led the company from its initial focus on the hobbyist market to the expanded market it serves today.
In 1995, Digi-Key introduced its website that offers complete online commerce capabilities along with access to product inventory. Digi-Key currently hosts 82 websites in eight supported languages.
In only six years, Digi-Key has moved from 16th largest to fifth largest among the more than 300 electronic component distributors in North America. According to their website, in 2007 EE Times conducted a survey in which engineers rated Digi-Key “#1 for Overall Performance for the 16th Consecutive Year.”
Digi-Key is located in a single, centralized location in Thief River Falls, Minnesota, USA. Its facility measures 600,000 square feet (56,000 m2) and houses over 2,300 employees. Its product distribution center stocks over 500,000 products from over 440 manufacturers and ships to 170 countries worldwide.
Digi-Key serves design engineers and the prototyping market, as well as an expanding role in supplying production quantities for OEMs and contract manufacturers.
1. Strategic Partner
HR managers and professionals add value to the organization by understanding business operations. HR managers need to gain operational experience in functional areas such as marketing, finance, operations, and sales. HR managers must understand business conditions to generate pertinent, practical solutions for the stakeholders. The HR manager needs to understand stakeholder needs and expectations. The HR manager needs to be aware of the financial and business issues the organization faces. Moreover, the HR manager needs to long-term solutions to difficult problems (Gilley and Maycunich 2000).
2. Employee Champion
To be effective employee champions, HR managers develop client relationship skills such as listening, reflecting, questioning, and summarizing to build mutual acceptance and positive regard with the stakeholders (Gilley and Maycunich 2000).
3. Administrative Expert/ Performance Consultant
Effective performance consultants remain partial, regardless of their values and biases, and in spite of an organization’s culture, traditions, and vested interests. Human resource manager know where to go for information, insight, recommendations, or coaching in order to avoid pitfalls common in organizational life. They must be operationally smart, possessing organizational awareness that helps them better understand the political structure, decision-making, or procedures. Additional development competencies and skills are necessary for the performance consulting role. These abilities include interpersonal, conceptual, technical, integrative, analytical, political awareness, and conflict resolution skills. (Gilley and Maycunich 2000).
4. Change Agent
The role of change agent requires knowledge of HR practices, partnering and negotiating skills, business acumen, client relationships, and organizational development (Gilley and Maycunich 2000).
Employee Policy
“Hero is growing, grow with Hero,” is the governing principle of Hero Honda’s labour management practices. It was one of the first few companies to offer benefits like house rent allowance (HRA), leave travel allowance (LTA) and uniform allowance to its employees.
The company shuns unionism. Instead it has well established communication channels across organizational levels. The company’s Quality circle facilitates quality improvement among employee groups. This apart it has a suggestion system that seeks employee suggestions regarding work processes, company culture and other relevant matters. Employees providing the best and implemental solutions are rewarded suitably. Shift meetings and morning meetings that discuss routine problems and concerns besides recognising employee efforts are some of the managerial level communication channels at
As a recruitment practice, employment is provided to family members of employees especially in the case of untimely death or retirement.
Forget it
Having hired the right people, and equipped them with adequate information and training, the company gives them enough opportunities to prove themselves. Interference in daily chores is considered “bad manners” at Hero Honda.
PRINCIPLES
Today Hero Honda has managed to achieve indigenisation of over 95 percent, a Honda record worldwide. Hero Honda is at present the largest-selling Indian motorcycle and the most fuel-efficient in its category - the outcome of Hero Group's foresight and another classic example of how the Group strives to provide the customer with excellence and satisfaction.
Customer-centric:
The Company's success has been driven by customer centric policies and teamwork to achieve progress and productivity. The philosophy of Hero Honda emphasizes the "Pursuit of Excellence" in designing and manufacturing technologically and qualitatively superior products and in creating economic value for its stakeholders. It takes care of its customers through value based competitive pricing and good after sales service.
Excellent marketing, finance and loan services, an efficient dealer network, tactical promotion comprising of fuel conservation campaigns, mobile workshops, safety driving courses and others, all placed Hero Honda in a league distinct from the conventional. The Company focuses on providing "Value for Money" through its pricing strategies and after sales services.
Excellent Collaborator Relationship:
is now the leading two-wheeler Company in India in terms of net sales (sales less excise duty value, which was Rs 3171 crores. It is both the leading two wheeler manufacturer and sales operation among Honda's worldwide operations. The Company has maintained excellent relationship with all stakeholders including its collaborators. Hero Honda has emerged as the most successful joint venture Company of Honda in the world, their relationship over 116 years old now.
ERP Implementation:
The Company has successfully implemented SAP R/3 (ERP - "Project Synergy") thereby enabling proper planning and company wide efficiency. The modules were implemented and stabilized in a record 10 months period. It speaks of the commitment of the management and the implementation team towards making it processes accountable and efficient.
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