netrashetty
Netra Shetty
Aramark Corporation, known commonly as Aramark, is an American food, facilities, and clothing provider supplying businesses, educational institutions, sports facilities, and health care institutions. It is headquartered at the Aramark Tower in Center City Philadelphia, Pennsylvania.[1] Aramark’s revenues reached $12.3 billion USD in 2009 and was listed as the 189th largest employer on the FORTUNE 500.[2]
Primarily strength-based approach is considered as one of the most important and becoming popular aspect of SHRM. This is due to the fact that it focuses on the different factors that are related in developing the entire human resource of any company. In addition, it also focus on the process of motivating the employees in order to ensure better performance that will later on impact the entire performance of the company.
It is important to consider that the main purpose or aim of the SHRM is to ensure that the human resource, which is considered as the most important resource of the company, in the current business environment, is being managed and controlled in effective, efficient and update way, that focuses on the different theories that are related to the individual and group satisfaction and motivation that will later on reflect to the entire performance of the company. This is due to the fact that SHRM is the process of creation of the integration or relationship between the overall strategic aims of the business as well as the resource strategy as well as implementation (Gratton & Hailey 1999, p. 7). Thus, the Harvard interprets employees as an important resource, however, it has a huge difference compare to other resources such as machines and infrastructure, due to the fact that it cannot be managed in the same way as those. As a result, it is important to recognize the element about the mutuality in all of the businesses, a concept that is considered as parallel or related in terms of Japanese people management. At the same time, it is also important to take note, that employees are also a vital stakeholders in an organization that have their own needs and concerns, together with other stakeholders such as the shareholders and customers (HRM Guide 2007).
In the case of BAE, it can be seen the company had been able to apply the strength-based approach in order to focus on their human resource. This is due to the fact that the company believes that they have talented and skilled workers. Thus in order to take advantage and make full use of the said advantage, the management of the company decided to apply the essence of psychology in order to promote motivation inside the organization that can help to enhance the working environment and reflect on the overall performance of each and every individual employee. In addition, as a support to the said initiatives, the company also focuses on the application and importance of leadership style as well as management approach that can help the employees to understand the importance of application of the strength approach. This is important due to the fact that in SHRM, informing the employees regarding different changes and movement regarding human resource management is a very vital action.
human resources was known in the past to serve as a personnel function. As some human resource training program courses may explain, human resources would collect documents, and also made sure companies didn't make legal errors while hiring, for example making decisions based on bias and discrimination.
It wasn't until the 1990s when human resources became more strategic. In a human resource training program you might learn for example that strategic human resource management began to really grow as HR professionals became experts in specific topic areas such as compensation, training, and selection. When HR professionals would try to prove their importance by using HR metrics, such as how long it took to hire or train an employee, business leaders in the company were unimpressed. The problem was that HR metrics did not communicate HR's hard work to the leaders in terms of business value.
This miscommunication forced HR to adopt an approach based off of the organization's business strategy and would have that business strategy as its foundation. Now, in strategic human resource management, HR looks at the business model for the organization first and then asks how it can create value based on that model.
HR Today serves many important functions. Some of these involve responsibilities for strategic human resource management such as supporting organizational strategy, creating the workforce needed to achieve goals, and using the same metrics used by CEOs and top executives. Many experts say that the goal of strategic human resource management is to form a workforce with the characteristics and qualities necessary to accomplish the desired goals.
A human resource training program will show you how to use the same metrics that CEOs and business leaders in the organization use to evaluate themselves. Managers look to see that it evaluates financial performance as well as customer satisfaction. A human resource training program can help prepare you to be successful in implementing the necessary steps to get the outcome the organization needs.
Strategic human resource management follows a model in order to see what the company needs to do to be successful. The model has three main steps. The first step is to identify the areas of the business model where you can drive value. The next step is to develop an HR strategy in order to carry out the business model with correct metrics. Lastly, you use the metrics to show leaders in the organization how HR is driving business performance. Experts say that it is important to understand value. You must create value for a company's customers if you want to help the company flourish.
Human resource training program courses explain how to best understand what value means. Experts explain value as any benefits a customer gains divided by the cost of that purchase, from any exchange or purchase with the organization. Experts agree, however, that there always needs to be enough benefits to overcome the costs of the purchase. Overall, it's important to remember that being successful in HR depends on communication skills and understanding strategy, organization, and value.
SELECTION:
Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
The size of the labour market, the image of the company, the place
of posting, the nature of job, the compensation package and a host of
other factors influence the manner of aspirants are likely to respond to the
recruiting efforts of the company. Through the process of recruitment the
company tries to locate prospective employees and encourages them to
apply for vacancies at various levels. Recruiting, thus, provides a pool of
applicants for selection.
PURPOSE:
The purpose of selection is to pick up the most suitable candidate
who would meet the requirements of the job in an organisation best, to
find out which job applicant will be successful, if hired. To meet this goal,
the company obtains and assesses information about the applicants in
terms of age, qualifications, skills, experience, etc. the needs of the job
are matched with the profile of candidates.
THE PROCESS:
Selection is usually a series of hurdles or steps. Each one must be
successfully cleared before the applicant proceeds to the next one. The
time and emphasis place on each step will definitely vary from one
organisation to another and indeed, from job to job within the same
organisation. The sequence of steps may also vary from job to job and
organisation to organisation.
Types of interviews:
Several types of interviews are commonly used depending on the nature
and importance of the position to be filled within an organization.
In a non directive interview the recruiter asks questions as they come
to mind. There is no specific format to be followed.
In a patterned interview, the employer follows a pre-determined
sequence of questions. Here the interviewee is given a special form
containing questions regarding his technical competence, personality
traits, attitudes, motivation, etc.
In a structured or situational interview, there are fixed job related
questions that are presented to each applicant.
In a panel interview several interviewers question and seek answers
from one applicant. The panel members can ask new and incisive
questions based on their expertise and experience and elicit deeper and
more meaningful expertise from candidates.
Interviews can also be designed to create a difficult environment where
the applicant’s confidence level and the ability to stand erect in difficult
situations are put to test. These are referred to as the stress interview.
This is basically an interview in which the applicant is made uncomfortable
by a series of, often, rude, annoying or embarrassing questions.
Steps in interview process:
Interview is an art. It demands a positive frame of mind on part of the
interviewers. Interviewers must be treated properly so as to leave a good
impression about the company in their minds. HR experts have identified
certain steps to be followed while conducting interviews:
PREPARATION:
•Establishing the objective of the interview
•Receiving the candidates application and resume
•Keeping tests score ready, along with interview assessment forms
•Selecting the interview method to be followed
•Choosing the panel of experts who would interview the candidates
•Identifying proper room for environment
Aside from that, BAE had been able to apply the strengths-based approach with the reward system, employee influence as well as work systems of the company which is considered as parts of the Harvard Map or model of HR policy areas. In terms of reward systems, the company had been able to help the employees to enhance their strengths, therefore, helping them to perform better, together with the process of achieving their personal as well as corporate goals that are connected with the reward and other appraisals. It mainly focuses on the aspect of motivation that pushes the employees to be connected with the overall goals and objectives of the company, and incorporate it with personal or individual goals and visions. On the other hand, it can also be seen as an important part of the employee influence which pertains on the relationship of the different management levels, together with the delegation of the levels of authority, responsibility as well as power. The said approach enables BAE to focus on the process of performance planning, which enables each and every individual to know their positions, roles and responsibilities as well as their accountabilities. Above all, it is also applied in the works systems of BAE, it had helped in the process of designing and defining work as well as the alignment of people.
Primarily strength-based approach is considered as one of the most important and becoming popular aspect of SHRM. This is due to the fact that it focuses on the different factors that are related in developing the entire human resource of any company. In addition, it also focus on the process of motivating the employees in order to ensure better performance that will later on impact the entire performance of the company.
It is important to consider that the main purpose or aim of the SHRM is to ensure that the human resource, which is considered as the most important resource of the company, in the current business environment, is being managed and controlled in effective, efficient and update way, that focuses on the different theories that are related to the individual and group satisfaction and motivation that will later on reflect to the entire performance of the company. This is due to the fact that SHRM is the process of creation of the integration or relationship between the overall strategic aims of the business as well as the resource strategy as well as implementation (Gratton & Hailey 1999, p. 7). Thus, the Harvard interprets employees as an important resource, however, it has a huge difference compare to other resources such as machines and infrastructure, due to the fact that it cannot be managed in the same way as those. As a result, it is important to recognize the element about the mutuality in all of the businesses, a concept that is considered as parallel or related in terms of Japanese people management. At the same time, it is also important to take note, that employees are also a vital stakeholders in an organization that have their own needs and concerns, together with other stakeholders such as the shareholders and customers (HRM Guide 2007).
In the case of BAE, it can be seen the company had been able to apply the strength-based approach in order to focus on their human resource. This is due to the fact that the company believes that they have talented and skilled workers. Thus in order to take advantage and make full use of the said advantage, the management of the company decided to apply the essence of psychology in order to promote motivation inside the organization that can help to enhance the working environment and reflect on the overall performance of each and every individual employee. In addition, as a support to the said initiatives, the company also focuses on the application and importance of leadership style as well as management approach that can help the employees to understand the importance of application of the strength approach. This is important due to the fact that in SHRM, informing the employees regarding different changes and movement regarding human resource management is a very vital action.
human resources was known in the past to serve as a personnel function. As some human resource training program courses may explain, human resources would collect documents, and also made sure companies didn't make legal errors while hiring, for example making decisions based on bias and discrimination.
It wasn't until the 1990s when human resources became more strategic. In a human resource training program you might learn for example that strategic human resource management began to really grow as HR professionals became experts in specific topic areas such as compensation, training, and selection. When HR professionals would try to prove their importance by using HR metrics, such as how long it took to hire or train an employee, business leaders in the company were unimpressed. The problem was that HR metrics did not communicate HR's hard work to the leaders in terms of business value.
This miscommunication forced HR to adopt an approach based off of the organization's business strategy and would have that business strategy as its foundation. Now, in strategic human resource management, HR looks at the business model for the organization first and then asks how it can create value based on that model.
HR Today serves many important functions. Some of these involve responsibilities for strategic human resource management such as supporting organizational strategy, creating the workforce needed to achieve goals, and using the same metrics used by CEOs and top executives. Many experts say that the goal of strategic human resource management is to form a workforce with the characteristics and qualities necessary to accomplish the desired goals.
A human resource training program will show you how to use the same metrics that CEOs and business leaders in the organization use to evaluate themselves. Managers look to see that it evaluates financial performance as well as customer satisfaction. A human resource training program can help prepare you to be successful in implementing the necessary steps to get the outcome the organization needs.
Strategic human resource management follows a model in order to see what the company needs to do to be successful. The model has three main steps. The first step is to identify the areas of the business model where you can drive value. The next step is to develop an HR strategy in order to carry out the business model with correct metrics. Lastly, you use the metrics to show leaders in the organization how HR is driving business performance. Experts say that it is important to understand value. You must create value for a company's customers if you want to help the company flourish.
Human resource training program courses explain how to best understand what value means. Experts explain value as any benefits a customer gains divided by the cost of that purchase, from any exchange or purchase with the organization. Experts agree, however, that there always needs to be enough benefits to overcome the costs of the purchase. Overall, it's important to remember that being successful in HR depends on communication skills and understanding strategy, organization, and value.
SELECTION:
Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
The size of the labour market, the image of the company, the place
of posting, the nature of job, the compensation package and a host of
other factors influence the manner of aspirants are likely to respond to the
recruiting efforts of the company. Through the process of recruitment the
company tries to locate prospective employees and encourages them to
apply for vacancies at various levels. Recruiting, thus, provides a pool of
applicants for selection.
PURPOSE:
The purpose of selection is to pick up the most suitable candidate
who would meet the requirements of the job in an organisation best, to
find out which job applicant will be successful, if hired. To meet this goal,
the company obtains and assesses information about the applicants in
terms of age, qualifications, skills, experience, etc. the needs of the job
are matched with the profile of candidates.
THE PROCESS:
Selection is usually a series of hurdles or steps. Each one must be
successfully cleared before the applicant proceeds to the next one. The
time and emphasis place on each step will definitely vary from one
organisation to another and indeed, from job to job within the same
organisation. The sequence of steps may also vary from job to job and
organisation to organisation.
Types of interviews:
Several types of interviews are commonly used depending on the nature
and importance of the position to be filled within an organization.
In a non directive interview the recruiter asks questions as they come
to mind. There is no specific format to be followed.
In a patterned interview, the employer follows a pre-determined
sequence of questions. Here the interviewee is given a special form
containing questions regarding his technical competence, personality
traits, attitudes, motivation, etc.
In a structured or situational interview, there are fixed job related
questions that are presented to each applicant.
In a panel interview several interviewers question and seek answers
from one applicant. The panel members can ask new and incisive
questions based on their expertise and experience and elicit deeper and
more meaningful expertise from candidates.
Interviews can also be designed to create a difficult environment where
the applicant’s confidence level and the ability to stand erect in difficult
situations are put to test. These are referred to as the stress interview.
This is basically an interview in which the applicant is made uncomfortable
by a series of, often, rude, annoying or embarrassing questions.
Steps in interview process:
Interview is an art. It demands a positive frame of mind on part of the
interviewers. Interviewers must be treated properly so as to leave a good
impression about the company in their minds. HR experts have identified
certain steps to be followed while conducting interviews:
PREPARATION:
•Establishing the objective of the interview
•Receiving the candidates application and resume
•Keeping tests score ready, along with interview assessment forms
•Selecting the interview method to be followed
•Choosing the panel of experts who would interview the candidates
•Identifying proper room for environment
Aside from that, BAE had been able to apply the strengths-based approach with the reward system, employee influence as well as work systems of the company which is considered as parts of the Harvard Map or model of HR policy areas. In terms of reward systems, the company had been able to help the employees to enhance their strengths, therefore, helping them to perform better, together with the process of achieving their personal as well as corporate goals that are connected with the reward and other appraisals. It mainly focuses on the aspect of motivation that pushes the employees to be connected with the overall goals and objectives of the company, and incorporate it with personal or individual goals and visions. On the other hand, it can also be seen as an important part of the employee influence which pertains on the relationship of the different management levels, together with the delegation of the levels of authority, responsibility as well as power. The said approach enables BAE to focus on the process of performance planning, which enables each and every individual to know their positions, roles and responsibilities as well as their accountabilities. Above all, it is also applied in the works systems of BAE, it had helped in the process of designing and defining work as well as the alignment of people.