netrashetty
Netra Shetty
Applied Voice & Speech Technologies, Inc. (AVST) is a privately held software company in the telecommunication industry, headquartered in Orange County, California. It specializes in developing business-level communications solutions focusing on medium to large enterprise, government, higher education and healthcare markets.[1][2][3]
The company is known for its primary product, a speech-enabled unified communications platform, called CallXpress. It includes advanced call processing, voicemail, unified messaging, personal assistant, fax, speech, and notification capabilities. AVST is one of the few switch independent developers of unified messaging/unified communications solutions
human resource management once leaned more toward personnel-related tasks such as payroll, record keeping on employees and hiring. In fact, nothing could be truer; today, human resource management consists of much more, and is an integral part of senior management in larger organizations. In recent years, this has become one of the most challenging jobs; those who work in HRM may find themselves recruiting, training and developing employees, building industrial relations, handling compensation and benefits and much more. Human resource management is a complex position that requires exceptional skills and diversity.
What does effective human resource management training consist of? Once completed, individuals should be able to understand and appreciate the role that each and every individual employed by the company plays, and what their contributions are. They should also be able to ascertain how the contributions of various employees relate to the growth and success of the company. Those who train to work in the human resource management arena should be capable of developing their skills, knowledge and abilities so that these skills can be applied to the job.
HRM strategy
An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.
An HRM strategy typically consists of the following factors:
• "Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organisation. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.
• Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.
• Continual monitoring of the strategy, via employee feedback, surveys, etc.
The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.
An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.
Faced with rapid change organizations need to develop a more focused and coherent approach to managing people. In just the same way a business requires a marketing or information technology strategy it also requires a human resource or people strategy.
In developing such a strategy two critical questions must be addressed.
• What kinds of people do you need to manage and run your business to meet your strategic business objectives?
• What people programs and initiatives must be designed and implemented to attract, develop and retain staff to compete effectively?
In order to answer these questions four key dimensions of an organization must be addressed. These are:
• Culture: the beliefs, values, norms and management style of the organization
• Organization: the structure, job roles and reporting lines of the organization
• People: the skill levels, staff potential and management capability
• Human resources systems: the people focused mechanisms which deliver the strategy - employee selection, communications, training, rewards, career development, etc.
Frequently in managing the people element of their business senior managers will only focus on one or two dimensions and neglect to deal with the others. Typically, companies reorganize their structures to free managers from bureaucracy and drive for more entrepreneurial flair but then fail to adjust their training or reward systems.
The company is known for its primary product, a speech-enabled unified communications platform, called CallXpress. It includes advanced call processing, voicemail, unified messaging, personal assistant, fax, speech, and notification capabilities. AVST is one of the few switch independent developers of unified messaging/unified communications solutions
human resource management once leaned more toward personnel-related tasks such as payroll, record keeping on employees and hiring. In fact, nothing could be truer; today, human resource management consists of much more, and is an integral part of senior management in larger organizations. In recent years, this has become one of the most challenging jobs; those who work in HRM may find themselves recruiting, training and developing employees, building industrial relations, handling compensation and benefits and much more. Human resource management is a complex position that requires exceptional skills and diversity.
What does effective human resource management training consist of? Once completed, individuals should be able to understand and appreciate the role that each and every individual employed by the company plays, and what their contributions are. They should also be able to ascertain how the contributions of various employees relate to the growth and success of the company. Those who train to work in the human resource management arena should be capable of developing their skills, knowledge and abilities so that these skills can be applied to the job.
HRM strategy
An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.
An HRM strategy typically consists of the following factors:
• "Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organisation. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.
• Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.
• Continual monitoring of the strategy, via employee feedback, surveys, etc.
The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.
An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.
Faced with rapid change organizations need to develop a more focused and coherent approach to managing people. In just the same way a business requires a marketing or information technology strategy it also requires a human resource or people strategy.
In developing such a strategy two critical questions must be addressed.
• What kinds of people do you need to manage and run your business to meet your strategic business objectives?
• What people programs and initiatives must be designed and implemented to attract, develop and retain staff to compete effectively?
In order to answer these questions four key dimensions of an organization must be addressed. These are:
• Culture: the beliefs, values, norms and management style of the organization
• Organization: the structure, job roles and reporting lines of the organization
• People: the skill levels, staff potential and management capability
• Human resources systems: the people focused mechanisms which deliver the strategy - employee selection, communications, training, rewards, career development, etc.
Frequently in managing the people element of their business senior managers will only focus on one or two dimensions and neglect to deal with the others. Typically, companies reorganize their structures to free managers from bureaucracy and drive for more entrepreneurial flair but then fail to adjust their training or reward systems.
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