netrashetty
Netra Shetty
E. I. du Pont de Nemours and Company (NYSE: DDPRA, NYSE: DDPRB, NYSE: DD), commonly referred to as DuPont, is an American chemical company that was founded in July 1802 as a gunpowder mill by Eleuthère Irénée du Pont. DuPont was the world's third largest chemical company based on market capitalization and ninth based on revenue in 2009. Its stock price is a component of the Dow Jones Industrial Average.
In the 20th century, DuPont developed many polymers such as Vespel, neoprene, nylon, Corian, Teflon, Mylar, Kevlar, Zemdrain, M5 fiber, Nomex, Tyvek, Sorona and Lycra. DuPont developed Freon (chlorofluorocarbons) for the refrigerant industry and later, more environmentally friendly refrigerants. It developed synthetic pigments and paints including ChromaFlair.
DuPont's trademarked brands often become genericized. For instance, “neoprene” was originally intended to be a trademark, but quickly came into common usage.
Approximately half of the agencies we talked to
have developed separate Human Resources stra-
tegic plans. These plans generally serve one of two
purposes. Either they provide direction for those
agencies that have not integrated HRM into the
agency strategic plan, or they are used as imple-
mentation plans which support agencywide HRM
goals, strategies, and measures.
These plans are particularly important to those
agencies that do not integrate HRM into the
agencywide plan because it helps them map out
where they want the HR program to go. They
seem less important to many of the agencies that
have thoroughly integrated HRM into the agency
plan. For example, the Social Security Admini-
stration (SSA) has not developed a specific HR
strategic plan because HR’s goals and measures are
part of the agencywide approach. Then, there are
some agencies that integrate HR extensively into
the agency plan, but still prefer to have a separate
HR operational plan supporting the agencywide
plan, as is often done by other corporate functions
such as information technology and financial
management.
Most of these plans focus on internal HR office
program activities, rather than on agencywide
accountability for the effective use of human
resources in accomplishing the mission. Therefore,
ownership of the plan belongs to the HR office, not
the agency. The Health Care Financing Admini-
stration (a sub-component of the Department of
Health and Human Services) is an interesting
exception to this, as seen in the inset.
Strategic planning allows agencies to put down on paper where they are, where they want to go,
and how they plan to get there. But the best planning in the world does nothing for an agency if it
does not act on those plans. Strategic implementation of human resources management means
performing activities that support agency mission accomplishment and measuring how well those
activities contribute to achieving agency strategic goals.
Strategic HRM Activities
When we talk about HRM activities, we tend to focus on what the HR office, itself, is doing even
though we recognize that supervisors would bear the responsibility of HR decisions in an ideal
world. After all, NPR advocated deregulation and delegation and the downsizing and out-
sourcing of HR office activities so that human resources management could take place at the line
level, making it more responsive to mission-related needs. Additionally, the HR staff would be
able to devote more time to broader organizational issues, thereby improving its contribution to
mission accomplishment.
Unfortunately, deregulation and delegation, as reported in OPM’s 1997 special study, Deregu-
lation and Delegation of Human Resources Management Authority in the Federal Government,
have not taken hold as quickly or thoroughly as was hoped. HR is still doing most of the HR-
related work and is the nerve center for HRM activities. That is why the focus of this section is
on the HR office and what it does to support mission accomplishment.
So what are HR’s contributions toward mission accomplishment? Although most line managers
we interviewed cannot describe precisely which HR activities support specific agency strategic
goals, they recognize that they could not accomplish their mission without HR’s help. Ironically,
the areas most often mentioned by managers as HR’s most valued contributions are also the areas
they feel need the most improvement: recruitment and staffing, employee development, and
employee relations. They would like to see HR become more involved and innovative in these
areas, but they also admit that it would be extremely difficult for them to get their jobs done
without the help HR already provides. An interesting example of innovative staffing is the Federal
Emergency Management Agency’s Automated Disaster Deployment System described on the
following page.
Stake holders
Role of Organization in Training and Development
An organization has a very close relationship with the trainee and the trainer because it is the first contact for both.
The demand for the training in the organization increases when the organization wants:
• To hire new people – training as a means of training new recruits
• To Expand – When the company wants to increase its headcount
• To increase certain number of staff (in position) by a certain date
• To enhance the performance of employees
• Organization’s name to be a part of training unit
Demand for training also increases when there is change in the nature of job, change in taste of consumer, change in methods of product development, etc. The organization goes through the following steps for the transfer of training to the field.
In the 20th century, DuPont developed many polymers such as Vespel, neoprene, nylon, Corian, Teflon, Mylar, Kevlar, Zemdrain, M5 fiber, Nomex, Tyvek, Sorona and Lycra. DuPont developed Freon (chlorofluorocarbons) for the refrigerant industry and later, more environmentally friendly refrigerants. It developed synthetic pigments and paints including ChromaFlair.
DuPont's trademarked brands often become genericized. For instance, “neoprene” was originally intended to be a trademark, but quickly came into common usage.
Approximately half of the agencies we talked to
have developed separate Human Resources stra-
tegic plans. These plans generally serve one of two
purposes. Either they provide direction for those
agencies that have not integrated HRM into the
agency strategic plan, or they are used as imple-
mentation plans which support agencywide HRM
goals, strategies, and measures.
These plans are particularly important to those
agencies that do not integrate HRM into the
agencywide plan because it helps them map out
where they want the HR program to go. They
seem less important to many of the agencies that
have thoroughly integrated HRM into the agency
plan. For example, the Social Security Admini-
stration (SSA) has not developed a specific HR
strategic plan because HR’s goals and measures are
part of the agencywide approach. Then, there are
some agencies that integrate HR extensively into
the agency plan, but still prefer to have a separate
HR operational plan supporting the agencywide
plan, as is often done by other corporate functions
such as information technology and financial
management.
Most of these plans focus on internal HR office
program activities, rather than on agencywide
accountability for the effective use of human
resources in accomplishing the mission. Therefore,
ownership of the plan belongs to the HR office, not
the agency. The Health Care Financing Admini-
stration (a sub-component of the Department of
Health and Human Services) is an interesting
exception to this, as seen in the inset.
Strategic planning allows agencies to put down on paper where they are, where they want to go,
and how they plan to get there. But the best planning in the world does nothing for an agency if it
does not act on those plans. Strategic implementation of human resources management means
performing activities that support agency mission accomplishment and measuring how well those
activities contribute to achieving agency strategic goals.
Strategic HRM Activities
When we talk about HRM activities, we tend to focus on what the HR office, itself, is doing even
though we recognize that supervisors would bear the responsibility of HR decisions in an ideal
world. After all, NPR advocated deregulation and delegation and the downsizing and out-
sourcing of HR office activities so that human resources management could take place at the line
level, making it more responsive to mission-related needs. Additionally, the HR staff would be
able to devote more time to broader organizational issues, thereby improving its contribution to
mission accomplishment.
Unfortunately, deregulation and delegation, as reported in OPM’s 1997 special study, Deregu-
lation and Delegation of Human Resources Management Authority in the Federal Government,
have not taken hold as quickly or thoroughly as was hoped. HR is still doing most of the HR-
related work and is the nerve center for HRM activities. That is why the focus of this section is
on the HR office and what it does to support mission accomplishment.
So what are HR’s contributions toward mission accomplishment? Although most line managers
we interviewed cannot describe precisely which HR activities support specific agency strategic
goals, they recognize that they could not accomplish their mission without HR’s help. Ironically,
the areas most often mentioned by managers as HR’s most valued contributions are also the areas
they feel need the most improvement: recruitment and staffing, employee development, and
employee relations. They would like to see HR become more involved and innovative in these
areas, but they also admit that it would be extremely difficult for them to get their jobs done
without the help HR already provides. An interesting example of innovative staffing is the Federal
Emergency Management Agency’s Automated Disaster Deployment System described on the
following page.
Stake holders
Role of Organization in Training and Development
An organization has a very close relationship with the trainee and the trainer because it is the first contact for both.
The demand for the training in the organization increases when the organization wants:
• To hire new people – training as a means of training new recruits
• To Expand – When the company wants to increase its headcount
• To increase certain number of staff (in position) by a certain date
• To enhance the performance of employees
• Organization’s name to be a part of training unit
Demand for training also increases when there is change in the nature of job, change in taste of consumer, change in methods of product development, etc. The organization goes through the following steps for the transfer of training to the field.
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