netrashetty
Netra Shetty
Baxter International Inc. (NYSE: BAX), is an American health care company with headquarters in Deerfield, Illinois. The company primarily focuses on products to treat hemophilia, kidney disease, immune disorders and other chronic and acute medical conditions. The company had 2009 sales of $12.6 billion, across three manufacturing divisions: BioScience (producing recombinant and blood plasma proteins to treat hemophilia and other bleeding disorders; plasma-based therapies to treat immune deficiencies and other chronic and acute blood-related conditions; products for regenerative medicine; and vaccines); Medication Delivery (producing intravenous solutions and other products used in the delivery of fluids and drugs to patients, as well as inhalation anesthetics and contract manufacturing services); and Renal (providing products to treat end-stage renal disease, or irreversible kidney failure, including solutions and other products for peritoneal dialysis and hemodialysis).[2]
The company was involved in several controversies. In 2001, malfunctioning dialysis machines resulted in several deaths; in 2008 the company supplied contaminated heparin; in 2009 lethal H5N1 avian flu virus was delivered to laboratories across Europe mixed with seasonal influenza vaccines; also, the company was charged with excessive billing of Kentucky Medicaid.
Baxter International is recognized leader in environmental controls and commitments.
The growing need for HR to be more versatile and qualified than their counterparts of a few decades ago is reflected in an increase in the number of HR-related degrees being offered by universities—full-time, part-time, distance education and online courses in subjects such as MBA with concentration in Human Resources Management or in Organizational Behavior, M.S. in Industrial and Organizational Psychology, and M.S. in Human Resources Development/Management. Currently, 318 U.S. universities/colleges offer programs in various aspects of HR education, of which 67 offer a doctoral program. The number of bachelor's degrees awarded in human resource management in the U.S. increased by 88% between 1987-88 and 2003-04 (total number of degrees increased by 41%), while the master's degrees increased by 276% (total number of degrees increased by 87%), and doctorates by 125% (total number of degrees increased by 39%). This means that the need for higher levels of education is clearly recognized.
At the same time, mere knowledge about HR processes and functions, although essential, is not enough. The application of this knowledge to increase productivity and tie employees' capabilities to the performance of the organization is also not enough. What the HR executive now needs encompasses these competencies and moves beyond them to the crucial components for success—a comprehensive understanding of the business processes of the organization (including the financial aspects), a grasp of emerging technologies that they can use to their advantage, a thorough knowledge of the stakeholders' and investors' needs, the ability to identify market trends that might affect the organization, the skills to make accurate predictions about future HR requirements (including the ability to assess the best fit for a job) and the ability to weed out or re-channel the competencies of poor performers. Added to all these factors now is the critical need to develop a global outlook as many organizations now span many countries and time zones, in addition to having an increasingly diverse workforce. Understanding what makes the latter tick and how to handle them is a crucial factor in the endeavor to extract the best possible performance from them.
The other challenge for HR practitioners is the perception that they need to pay more attention to metrics—and these must be the right kind, not those tracked merely for the sake of measurement. Key metrics that have been suggested, in addition to those that traditionally measure performance and efficiency, are those based on employees' assessments of how well an organization is doing in meeting their requirements, based on the premise that they will provide a foundation for measuring and managing an organization's human capital advantage. The next step is analyzing these metrics with a view to improvement where there is a perceived shortfall, and then actually implementing the improvements.
In his book "Winning," Jack Welch made the controversial statement that Human Resources in an organization needs to be elevated to a position of substantial power, possibly equal in importance to the CFO. This might sound heretical, but could quite possibly be the way of the future. After all, 60 – 70% of organizational spending comprises people-related costs, and sheer economics should dictate that HR be an important force in the organization. Furthermore, research has proved beyond doubt that HR really does make a difference to business outcomes. As HR evolves into a more strategic role, it will be able to have a greater say in where the organization is going.
In the long run, successful strategy implementation requires total alignment of the technical system, the social system, and the business process system—and HR is the function that can optimize this. Aligning employees and their knowledge and expertise in tandem with the tools and systems they use with the organization's vision, goals and business strategy is the new role HR needs to play. For this, they need to attain the fine balance between the competencies mentioned above and their own instincts, honed by experience and gut feel.
Levels of Hiring:
At , Hiring is done at two levels: • • Trainee Managers. Crew Members.
The difference between both of these is that the training managers are required to learn to smoothly manage the working of the outlet, so they are trained accordingly. Whereas the crewmembers have shifts for cleaning, counter service and other restaurant jobs.
Recruitment is the process of generating a pool of qualified candidates for a particular job. The firm announces the job‟s Recruitment: availability to the market and attracts qualified candidates to apply.
There are two types of recruitment. ‟s corporation fills its positions by. Types of Recruitment: • • Internal sources External sources
Internal sources Filling open positions with current employees are often best source of candidates. At Macdonald‟s job posting technique is used which means it publicizes an open job to employees (often by literally posting it on intranets and bulletin boards) and listing the job‟ attributes like qualification, work schedule and pay rates
External sources Eternal sources used by ‟s are
Advertisement in Newspapers Advertisements are done in all the leading papers so that every eligible candidate can apply for the job.
Advertisement on Web Site Sometimes advertisement is also done on website so that the opportunity can‟t be missed by anyone. Internships Selection: Sometimes students get jobs while doing internship in .
At ‟s, people are the most important factor. They seek only those people, who can think, feel, express themselves, learn, teach and hence grow. Their growth is the company‟s growth Fresh People ‟s provides thorough In-house training to fresh people relatively inexperience people. Hiring people having no previous work experience also helps them greatly in adjusting to the distinct culture of the organization. Justified Selection The selection is entirely based on merit, which conform the selection criteria without any bias towards gender, religion, race, color, nationality, age.
The company was involved in several controversies. In 2001, malfunctioning dialysis machines resulted in several deaths; in 2008 the company supplied contaminated heparin; in 2009 lethal H5N1 avian flu virus was delivered to laboratories across Europe mixed with seasonal influenza vaccines; also, the company was charged with excessive billing of Kentucky Medicaid.
Baxter International is recognized leader in environmental controls and commitments.
The growing need for HR to be more versatile and qualified than their counterparts of a few decades ago is reflected in an increase in the number of HR-related degrees being offered by universities—full-time, part-time, distance education and online courses in subjects such as MBA with concentration in Human Resources Management or in Organizational Behavior, M.S. in Industrial and Organizational Psychology, and M.S. in Human Resources Development/Management. Currently, 318 U.S. universities/colleges offer programs in various aspects of HR education, of which 67 offer a doctoral program. The number of bachelor's degrees awarded in human resource management in the U.S. increased by 88% between 1987-88 and 2003-04 (total number of degrees increased by 41%), while the master's degrees increased by 276% (total number of degrees increased by 87%), and doctorates by 125% (total number of degrees increased by 39%). This means that the need for higher levels of education is clearly recognized.
At the same time, mere knowledge about HR processes and functions, although essential, is not enough. The application of this knowledge to increase productivity and tie employees' capabilities to the performance of the organization is also not enough. What the HR executive now needs encompasses these competencies and moves beyond them to the crucial components for success—a comprehensive understanding of the business processes of the organization (including the financial aspects), a grasp of emerging technologies that they can use to their advantage, a thorough knowledge of the stakeholders' and investors' needs, the ability to identify market trends that might affect the organization, the skills to make accurate predictions about future HR requirements (including the ability to assess the best fit for a job) and the ability to weed out or re-channel the competencies of poor performers. Added to all these factors now is the critical need to develop a global outlook as many organizations now span many countries and time zones, in addition to having an increasingly diverse workforce. Understanding what makes the latter tick and how to handle them is a crucial factor in the endeavor to extract the best possible performance from them.
The other challenge for HR practitioners is the perception that they need to pay more attention to metrics—and these must be the right kind, not those tracked merely for the sake of measurement. Key metrics that have been suggested, in addition to those that traditionally measure performance and efficiency, are those based on employees' assessments of how well an organization is doing in meeting their requirements, based on the premise that they will provide a foundation for measuring and managing an organization's human capital advantage. The next step is analyzing these metrics with a view to improvement where there is a perceived shortfall, and then actually implementing the improvements.
In his book "Winning," Jack Welch made the controversial statement that Human Resources in an organization needs to be elevated to a position of substantial power, possibly equal in importance to the CFO. This might sound heretical, but could quite possibly be the way of the future. After all, 60 – 70% of organizational spending comprises people-related costs, and sheer economics should dictate that HR be an important force in the organization. Furthermore, research has proved beyond doubt that HR really does make a difference to business outcomes. As HR evolves into a more strategic role, it will be able to have a greater say in where the organization is going.
In the long run, successful strategy implementation requires total alignment of the technical system, the social system, and the business process system—and HR is the function that can optimize this. Aligning employees and their knowledge and expertise in tandem with the tools and systems they use with the organization's vision, goals and business strategy is the new role HR needs to play. For this, they need to attain the fine balance between the competencies mentioned above and their own instincts, honed by experience and gut feel.
Levels of Hiring:
At , Hiring is done at two levels: • • Trainee Managers. Crew Members.
The difference between both of these is that the training managers are required to learn to smoothly manage the working of the outlet, so they are trained accordingly. Whereas the crewmembers have shifts for cleaning, counter service and other restaurant jobs.
Recruitment is the process of generating a pool of qualified candidates for a particular job. The firm announces the job‟s Recruitment: availability to the market and attracts qualified candidates to apply.
There are two types of recruitment. ‟s corporation fills its positions by. Types of Recruitment: • • Internal sources External sources
Internal sources Filling open positions with current employees are often best source of candidates. At Macdonald‟s job posting technique is used which means it publicizes an open job to employees (often by literally posting it on intranets and bulletin boards) and listing the job‟ attributes like qualification, work schedule and pay rates
External sources Eternal sources used by ‟s are
Advertisement in Newspapers Advertisements are done in all the leading papers so that every eligible candidate can apply for the job.
Advertisement on Web Site Sometimes advertisement is also done on website so that the opportunity can‟t be missed by anyone. Internships Selection: Sometimes students get jobs while doing internship in .
At ‟s, people are the most important factor. They seek only those people, who can think, feel, express themselves, learn, teach and hence grow. Their growth is the company‟s growth Fresh People ‟s provides thorough In-house training to fresh people relatively inexperience people. Hiring people having no previous work experience also helps them greatly in adjusting to the distinct culture of the organization. Justified Selection The selection is entirely based on merit, which conform the selection criteria without any bias towards gender, religion, race, color, nationality, age.
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