netrashetty
Netra Shetty
Arlington Contact Lens Service, Inc (AC Lens) was formed in 1995 and launched in 1996 by Dr. Peter Clarkson in the back of an optometrist’s office on the campus of The Ohio State University in Columbus, OH[1]. AC Lens incorporated in the State of Ohio in 1998. In 2000, AC Lens acquired I-Ohio LLC in an exchange of private stock[2]. AC Lens now operates various websites including USA and United Kingdom based sites. Dr. Clarkson is a graduate of Southampton University in the UK and The Ohio State University College of Medicine.
On February 4, 2004, the Fairness to Contact Lens Consumers Act went into effect. This federal law requires that optical care providers release their patients' prescriptions to them. AC Lens was provided the opportunity to comment and suggest changes to the FTC on March 31, 2004[3]. The final ruling on the law was released by the FTC in July 2004[4]. In October 2004, the FTC released a A Guide for Prescribers and Sellers
Leading-edge organizations are transforming the role of the HR function from a pure cost center to that of a profit driver. Over the years, the human resources (HR) function has evolved significantly. Increased usage of optimization tactics, such as shared services organizations and outsourcing, is leading to increased potential for HR to have a wider organizational impact. Executives, while continuously pressed to defend resources, are demonstrating HR’s organizational value now more than ever.
As a result, savvy executives are increasingly examining their existing processes to identify opportunities for structural and operational improvement such as:
* Centralization vs. decentralization
* Outsourcing vs. Insourcing
* Delivering value-added service levels while reducing costs
Role in Driving HR Process Improvement
Our HR practice assists companies with optimizing their resources by employing best practice research, benchmarking, and assessments to compare your operations with those of world-class organizations. We address all areas of HR, including:
* Process Improvement
* Career path planning
* Leadership Development & Succession planning
* Rewards & recognition
* Employee engagement and satisfaction
* Performance management & measurement
* Recruitment & Retention
* Workplace environment and culture.
The term human resource implies human capital that operates an organization. The word planning suggests, a course of action. And lastly, process is the method of operation. Thus, the human resource planning process is defined as, 'a course of action that the human capital takes up for a methodical achievement of predetermined goals'. The definition of human resource does not end here. The term includes, its management, which primarily involves issues related to the workforce. Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.
A company may have all the financial resources it may need. But what if the manpower employed to manage the finances isn't well trained? Well, nothing more than your finances going down the drain. The recent 'Satyam' fraud was due to poor control of the management board. Improper human capital may gain the output, but not the desired one in terms of quality. As the earlier mentioned definition suggests, the human resource management means managing your valued assets.
The term human resource management has replaced personnel management. However, the meaning is still the same. It involves, employing, developing, utilizing, managing and understanding the staff in an organization.
Designing the Management System
1. A crosscutting issue in human resource planning is to ensure that a proper system is in place to handle the process. The overall aim of this system is to manage human resources in line with organizational goals. The system is in charge of human resource plans, policies, procedures and best practices. For example, the system should track emerging human resource management trends, such as outsourcing certain non-core functions, adopting flexible work practices and the increased use of information technology, and, if appropriate, implement them.
Environmental Analysis
2. The first step in the human resource planning process is to understand the context of human resource management. Human resource mangers should understand both internal and external environments. Data on external environments includes the following: the general status of the economy, industry, technology and competition; labor market regulations and trends; unemployment rate; skills available; and the age and sex distribution of the labor force. Internal data required include short- and long-term organizational plans and strategies and the current status of the organization's human resources.
Forecasting Human Resource Demand
3. The aim of forecasting is to determine the number and type of employees needed in the future. Forecasting should consider the past and the present requirements as well as future organizational directions. Bottom-up forecasting is one of the methods used to estimate future human resource needs by gathering human resource needs of various organizational units.
Analyzing Supply
4. Organizations can hire personnel from internal and external sources. The skill inventories method is one of the techniques used to keep track of internal supply. Skill inventories are manual or computerized systems that keep records of employee experience, education and special skills. A forecast of the supply of employees projected to join the organization from outside sources, given current recruitment activities, is also necessary.
Reconciliation and Planning
5. The final step in human resource planning is developing action plans based on the gathered data, analysis and available alternatives. The key issue is that the plans should be acceptable to both top management and employees. Plans should be prioritized and their key players and barriers to success identified. Some of these plans include employee utilization plan, appraisal plan, training and management development plan and human resource supply plan.
On February 4, 2004, the Fairness to Contact Lens Consumers Act went into effect. This federal law requires that optical care providers release their patients' prescriptions to them. AC Lens was provided the opportunity to comment and suggest changes to the FTC on March 31, 2004[3]. The final ruling on the law was released by the FTC in July 2004[4]. In October 2004, the FTC released a A Guide for Prescribers and Sellers
Leading-edge organizations are transforming the role of the HR function from a pure cost center to that of a profit driver. Over the years, the human resources (HR) function has evolved significantly. Increased usage of optimization tactics, such as shared services organizations and outsourcing, is leading to increased potential for HR to have a wider organizational impact. Executives, while continuously pressed to defend resources, are demonstrating HR’s organizational value now more than ever.
As a result, savvy executives are increasingly examining their existing processes to identify opportunities for structural and operational improvement such as:
* Centralization vs. decentralization
* Outsourcing vs. Insourcing
* Delivering value-added service levels while reducing costs
Role in Driving HR Process Improvement
Our HR practice assists companies with optimizing their resources by employing best practice research, benchmarking, and assessments to compare your operations with those of world-class organizations. We address all areas of HR, including:
* Process Improvement
* Career path planning
* Leadership Development & Succession planning
* Rewards & recognition
* Employee engagement and satisfaction
* Performance management & measurement
* Recruitment & Retention
* Workplace environment and culture.
The term human resource implies human capital that operates an organization. The word planning suggests, a course of action. And lastly, process is the method of operation. Thus, the human resource planning process is defined as, 'a course of action that the human capital takes up for a methodical achievement of predetermined goals'. The definition of human resource does not end here. The term includes, its management, which primarily involves issues related to the workforce. Human resource management (HRM) is the strategic and coherent approach to the management of an organization's most valued assets - the people working there who individually and collectively contribute to the achievement of the objectives of the business.
A company may have all the financial resources it may need. But what if the manpower employed to manage the finances isn't well trained? Well, nothing more than your finances going down the drain. The recent 'Satyam' fraud was due to poor control of the management board. Improper human capital may gain the output, but not the desired one in terms of quality. As the earlier mentioned definition suggests, the human resource management means managing your valued assets.
The term human resource management has replaced personnel management. However, the meaning is still the same. It involves, employing, developing, utilizing, managing and understanding the staff in an organization.
Designing the Management System
1. A crosscutting issue in human resource planning is to ensure that a proper system is in place to handle the process. The overall aim of this system is to manage human resources in line with organizational goals. The system is in charge of human resource plans, policies, procedures and best practices. For example, the system should track emerging human resource management trends, such as outsourcing certain non-core functions, adopting flexible work practices and the increased use of information technology, and, if appropriate, implement them.
Environmental Analysis
2. The first step in the human resource planning process is to understand the context of human resource management. Human resource mangers should understand both internal and external environments. Data on external environments includes the following: the general status of the economy, industry, technology and competition; labor market regulations and trends; unemployment rate; skills available; and the age and sex distribution of the labor force. Internal data required include short- and long-term organizational plans and strategies and the current status of the organization's human resources.
Forecasting Human Resource Demand
3. The aim of forecasting is to determine the number and type of employees needed in the future. Forecasting should consider the past and the present requirements as well as future organizational directions. Bottom-up forecasting is one of the methods used to estimate future human resource needs by gathering human resource needs of various organizational units.
Analyzing Supply
4. Organizations can hire personnel from internal and external sources. The skill inventories method is one of the techniques used to keep track of internal supply. Skill inventories are manual or computerized systems that keep records of employee experience, education and special skills. A forecast of the supply of employees projected to join the organization from outside sources, given current recruitment activities, is also necessary.
Reconciliation and Planning
5. The final step in human resource planning is developing action plans based on the gathered data, analysis and available alternatives. The key issue is that the plans should be acceptable to both top management and employees. Plans should be prioritized and their key players and barriers to success identified. Some of these plans include employee utilization plan, appraisal plan, training and management development plan and human resource supply plan.
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