abhishreshthaa
Abhijeet S
DEX One Corporation provides print, online and mobile search marketing via their DexKnows.com website, print yellow pages directories, voice based search platforms and pay-per-click ad networks in the U.S. The company also maintains a business search engine and online directory through its Business.com subsidiary.
HR STRATEGIC PLANNING
• Implement an iterative HR strategic planning process. This should inform by projection, as well as influence, the Center’s operational and financial plans/projections.
• Equip the function of the human resources to provide strategic analysis and recommendations Establish mechanisms so that HR professionals can provide time
ly input into, and be aware of decisions concerning the overall business strategy of the Center Document the HR strategy, either as stand-alone or as part of an overall business strategy for the
H METRICS
•
gathered periodically to permit trend
GANIZATIONAL DESIGN
• Periodically review the current organizational design and evaluate opportunities for changes that wpromote the implementation of the business strategy
relation to promotion of knowled
C
•Undertake significant changes in the
• Incorporate attention to cultural components in major change management projects
•
of having a diverse workforce
•Monitor Center performance in terms of creating a supportive environment for and achieving a diverse workforce
Good Practice Note –Human Resource Management 3
ECRUITMENT, SELECTION, AND ORIENTATION
plications from a diverse range of high-performing
• using relevant criteria
y policies,
and procedures
l performance management system in which performance targets are agreed
between staff and supervisors and evaluated and reset at least annually
ance appraisal criteria with agreed research success factors
Establish an overall framework for staff development
nagement processes and track this through
ODES OF CONDUCT
pected personal and business conduct in the workplace
REMUNERATION AND REWARDS
m to determine job levels and compensation
ADMINISTRATION OF BENEFITS
• Implement systems to streamline the management of benefit transactions
• Maintain effective filing systems to support administration of benefits
R
•Implement sourcing strategies that attract ap
candidates Implement a transparent selection process that ensures objective selection
• Implement orientation processes that ensure that new staff are aware of Center values, ke
PERFORMANCE MANAGEMENT
•Implement a cyclica
• Align research staff perform
STAFF DEVELOPMENT
•
•Link staff development with performance ma
development plans
C
•Implement a framework to guide staff on ex
• Publish guidelines on various aspects of personal and business conduct
• Implement a professional
job evaluation syste
• Clearly define, communicate, and apply in selection processes the knowledge, skills, attitudes, and performance levels required for career progression
Good Practice Note –Human Resource Management 4
S
EXIT PROCEDURE
• Conduct exit interviews with departing staff • Implement sign-off procedures for departing staff with respect to handover of Center equipment and resources in their custody and research data for their projects
The decision maker is seen as an individual working either alone or as a member of a group. In all decision-making activities, the decision maker has to make up his or her mind, and then differences of opinion are resolved in some manner that depends upon the dynamic of the group. Groups are the contexts within which individual members’ decisions become consolidated to form a group product (Beach 1990; Beach and Mitchell 1990; Davis 1992).
Values and Decision-Making
Values are defined by Rokeah (1973) as enduring beliefs that are focused on a specific mode of conduct or desirable end state of existence. Values are acquired and hierarchically organized to become somehow part of a relatively enduring system. Values are core beliefs about what is intrinsically desirable. They underlie the choices made in work decisions just as they underlie the choices made in ones private life (Guy 1990). According to Schwartz (1994) values are constructed through a combination of social and psychological conflicts, experienced by the individual expressing these values. Over time, these conflicts and harmonies among value priorities result in a structure or value system – such structures providing an individual with an ordered framework for decision-making. It follows that values must influence decision-making
HR STRATEGIC PLANNING
• Implement an iterative HR strategic planning process. This should inform by projection, as well as influence, the Center’s operational and financial plans/projections.
• Equip the function of the human resources to provide strategic analysis and recommendations Establish mechanisms so that HR professionals can provide time
ly input into, and be aware of decisions concerning the overall business strategy of the Center Document the HR strategy, either as stand-alone or as part of an overall business strategy for the
H METRICS
•
gathered periodically to permit trend
GANIZATIONAL DESIGN
• Periodically review the current organizational design and evaluate opportunities for changes that wpromote the implementation of the business strategy
relation to promotion of knowled
C
•Undertake significant changes in the
• Incorporate attention to cultural components in major change management projects
•
of having a diverse workforce
•Monitor Center performance in terms of creating a supportive environment for and achieving a diverse workforce
Good Practice Note –Human Resource Management 3
ECRUITMENT, SELECTION, AND ORIENTATION
plications from a diverse range of high-performing
• using relevant criteria
y policies,
and procedures
l performance management system in which performance targets are agreed
between staff and supervisors and evaluated and reset at least annually
ance appraisal criteria with agreed research success factors
Establish an overall framework for staff development
nagement processes and track this through
ODES OF CONDUCT
pected personal and business conduct in the workplace
REMUNERATION AND REWARDS
m to determine job levels and compensation
ADMINISTRATION OF BENEFITS
• Implement systems to streamline the management of benefit transactions
• Maintain effective filing systems to support administration of benefits
R
•Implement sourcing strategies that attract ap
candidates Implement a transparent selection process that ensures objective selection
• Implement orientation processes that ensure that new staff are aware of Center values, ke
PERFORMANCE MANAGEMENT
•Implement a cyclica
• Align research staff perform
STAFF DEVELOPMENT
•
•Link staff development with performance ma
development plans
C
•Implement a framework to guide staff on ex
• Publish guidelines on various aspects of personal and business conduct
• Implement a professional
job evaluation syste
• Clearly define, communicate, and apply in selection processes the knowledge, skills, attitudes, and performance levels required for career progression
Good Practice Note –Human Resource Management 4
S
EXIT PROCEDURE
• Conduct exit interviews with departing staff • Implement sign-off procedures for departing staff with respect to handover of Center equipment and resources in their custody and research data for their projects
The decision maker is seen as an individual working either alone or as a member of a group. In all decision-making activities, the decision maker has to make up his or her mind, and then differences of opinion are resolved in some manner that depends upon the dynamic of the group. Groups are the contexts within which individual members’ decisions become consolidated to form a group product (Beach 1990; Beach and Mitchell 1990; Davis 1992).
Values and Decision-Making
Values are defined by Rokeah (1973) as enduring beliefs that are focused on a specific mode of conduct or desirable end state of existence. Values are acquired and hierarchically organized to become somehow part of a relatively enduring system. Values are core beliefs about what is intrinsically desirable. They underlie the choices made in work decisions just as they underlie the choices made in ones private life (Guy 1990). According to Schwartz (1994) values are constructed through a combination of social and psychological conflicts, experienced by the individual expressing these values. Over time, these conflicts and harmonies among value priorities result in a structure or value system – such structures providing an individual with an ordered framework for decision-making. It follows that values must influence decision-making
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