abhishreshthaa
Abhijeet S
Dick's Sporting Goods, Inc. (NYSE: DKS) is a sporting goods retailer, headquartered on the grounds of Pittsburgh International Airport in Findlay Township near Pittsburgh, Pennsylvania, Dick's has 409 stores in 40 states as of August 1, 2009, primarily in the eastern half of the United States. The company also owns Golf Galaxy, Inc., a multi-channel golf specialty retailer, with 91 stores in 31 states.[3]
Founded in 1948 by Richard "Dick" Stack at the age of 18, the chain has expanded enormously since the 1990s, in part through acquisitions, and is now one of the largest in the world.
The phrase "talent management" is fairly new and usually refers to the activities to attract, develop and retain employees. Some people and organizations use the phrase to refer especially to talented and/or high-potential employees. The phrase often is used interchangeably with the field of Human Resource Management -- although as the field of talent management continues to mature, it's very likely there will be an increasing number of people who will strongly disagree about the interchange of these fields. At least for now, this Free Management Library considers the topic of Talent Management to be similar to Human Resources Management. Thus, the various aspects and subtopics of Talent Management are those listed in the topic of Human Resources and Talent Management. The links immediately below provide more overviews of talent management.
According to Beach (1996) each decision maker possesses values that define how things should be and how people ought to behave. These values together with individual morals and ethics and so on are collectively known as principles, self-evident truths about what he or she (or the group) stands for, about the goals that are therefore worthy of pursuit, and about what are and what are not acceptable ways of pursuing those goals.
Values are believed to have a significant impact on managerial decision-making on HR issues at deeper more personal levels (McGuire et al 2006). In terms of decision-making, there is an increasing consensus that a good decision maker is not just someone who can rationally assess choices, or make the most logical decision given for that moment, but someone who can arrive at a decision through balancing competing values and goals (Hartmann and Patrickson 1998; Cohen 1993). Contemporary perspectives on decision-making increasingly acknowledge a socially constructed reality that emphasizes the contextual nature of decision-making and the important role played by values in driving decision-making process (Tacconi 1996).
Organizational Factors and Decision-Making
Wilcocks (1998) argues that managerial decision-making is not the result of impersonal, deterministic and objective forces, but rather is socially constructed and created by human agency. An organization’s culture affect how decision-making happens within that organization. An organization’s culture consists of the organizationally relevant beliefs and values that are mutually understood and subscribed to by its members (Schneider 1990; Trice and Beyer 1993). As such the culture prescribes what is true, necessary, and desirable and, therefore, the goals one ought to pursue and how one ought to go about pursuing them (Campbell and Nash 1992). The organization’s culture is the beliefs and values that are shared, to one degree or other, by the members of the organization. Like the
Her first task at Peak Technologies was to design a job description which provided the employees a description of their role and the scope of their jobs while simultaneously facilitating the culture of flexibility to employees so that they do not get pigeon holed in a very specific job description. She gave it hard thought and thought of an approach she had read of a few years ago called the career stage approach to job descriptions.
The basic idea of the approach was to study a job and then write broad descriptions of the broad job elements a job involved. These jobs and job elements would evolve as one’s seniority in an organization grew. For example the job of a software developer could broadly be divided into the following job elements: Software design and architecture, ensuring 14code quality and 15customer partner engagement.
The various levels of impact of these job elements for various seniority levels are given in detail in Exhibit 2.
This approach ensured that while employees had an idea of what their role and responsibilities broadly were, while not being too specific so that they had the flexibility to move from one project or product to another seamlessly as per their interests. She designed these career stages interacting with the employees to know what their jobs looked like at various seniority levels conducting focus groups throughout the organization. She then developed the career stage description draft and got it verified from the employees themselves and made the appropriate changes.
SUMMARY
A Center’s operations are crucially dependent on its human resources, and how these are managed can
have important impacts on the Center’s risk profile. The CGIAR Internal Auditing Unit’s medium-term
work programs for Centers include a review of human resource management.
The initiation of the CGIAR Strategic Advisory Service on Human Resources (SAS-HR) and the
development of an HR community of practice within the CGIAR system provide a good opportunity for
Internal Audit to engage with CGIAR HR professionals in establishing some benchmarks against which
current practice in a Center can be evaluated. The purpose of this Good Practice Note is to
•
document consensus on the relevant benchmarks applicable to CGIAR Center, to aid in the planning
of internal audits and other reviews of HR management in the Centers (including those jointly
conducted with SAS-HR); and
•
contribute thinking to the agenda of SAS-HR and the CGIAR’s HR community of practice for
development of HR practices in the Centers.
The following good practices are discussed in this Note
VALUES, PRINCIPLES, AND POLICIES
•
•
Publish the values and principles of the organization regarding human resource management.
Make human resource policies, job requirements, and performance criteria readily available to all
staff. Changes are made in a transparent manner and are adequately explained to the staff.
•
Minimize variations in policies, benefits, and rights of access to facilities among staff to those
dependent on differences in employment markets or job requirements.
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 timely 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
organization, so that it can be communicated to and validated by those who must implement the
strategy
HR METRICS
•
Develop a set of HR metrics that is relevant to the HR and business strategy and that can be readily
gathered periodically to permit trend analysis
ORGANIZATIONAL DESIGN
•
Periodically review the current organizational design and evaluate opportunities for changes that will
promote the implementation of the business strategy
•
In evaluating organizational design, consider informal as well as formal structures, particularly in
relation to promotion of knowledge management objectives
CHANGE MANAGEMENT
•
•
Undertake significant changes in the form of planned change projects
Incorporate attention to cultural components in major change management projects
DIVERSITY MANAGEMENT
•
Evaluate HR policies and procedures from the perspective of encouraging and getting the most out
of having a diverse workforce
•
Monitor Center performance in terms of creating a supportive environment for and achieving a
diverse workforce flexibility to move across projects and product lines. As Peak Technologies grew bigger they started getting bigger projects and they had more complex product demands. The have started international operations from their 18Houston office. Now as the organization grew bigger they had more roles than the basic software developer role. They have more specialized roles like user 19interface designers, content publishers, and code testers. Sandhya is now looking forward to her next challenge to design similar career stage descriptions for the new roles. Abhinav and Varun stood behind her firmly seeing the initial success to her approach to job descriptions.
Founded in 1948 by Richard "Dick" Stack at the age of 18, the chain has expanded enormously since the 1990s, in part through acquisitions, and is now one of the largest in the world.
The phrase "talent management" is fairly new and usually refers to the activities to attract, develop and retain employees. Some people and organizations use the phrase to refer especially to talented and/or high-potential employees. The phrase often is used interchangeably with the field of Human Resource Management -- although as the field of talent management continues to mature, it's very likely there will be an increasing number of people who will strongly disagree about the interchange of these fields. At least for now, this Free Management Library considers the topic of Talent Management to be similar to Human Resources Management. Thus, the various aspects and subtopics of Talent Management are those listed in the topic of Human Resources and Talent Management. The links immediately below provide more overviews of talent management.
According to Beach (1996) each decision maker possesses values that define how things should be and how people ought to behave. These values together with individual morals and ethics and so on are collectively known as principles, self-evident truths about what he or she (or the group) stands for, about the goals that are therefore worthy of pursuit, and about what are and what are not acceptable ways of pursuing those goals.
Values are believed to have a significant impact on managerial decision-making on HR issues at deeper more personal levels (McGuire et al 2006). In terms of decision-making, there is an increasing consensus that a good decision maker is not just someone who can rationally assess choices, or make the most logical decision given for that moment, but someone who can arrive at a decision through balancing competing values and goals (Hartmann and Patrickson 1998; Cohen 1993). Contemporary perspectives on decision-making increasingly acknowledge a socially constructed reality that emphasizes the contextual nature of decision-making and the important role played by values in driving decision-making process (Tacconi 1996).
Organizational Factors and Decision-Making
Wilcocks (1998) argues that managerial decision-making is not the result of impersonal, deterministic and objective forces, but rather is socially constructed and created by human agency. An organization’s culture affect how decision-making happens within that organization. An organization’s culture consists of the organizationally relevant beliefs and values that are mutually understood and subscribed to by its members (Schneider 1990; Trice and Beyer 1993). As such the culture prescribes what is true, necessary, and desirable and, therefore, the goals one ought to pursue and how one ought to go about pursuing them (Campbell and Nash 1992). The organization’s culture is the beliefs and values that are shared, to one degree or other, by the members of the organization. Like the
Her first task at Peak Technologies was to design a job description which provided the employees a description of their role and the scope of their jobs while simultaneously facilitating the culture of flexibility to employees so that they do not get pigeon holed in a very specific job description. She gave it hard thought and thought of an approach she had read of a few years ago called the career stage approach to job descriptions.
The basic idea of the approach was to study a job and then write broad descriptions of the broad job elements a job involved. These jobs and job elements would evolve as one’s seniority in an organization grew. For example the job of a software developer could broadly be divided into the following job elements: Software design and architecture, ensuring 14code quality and 15customer partner engagement.
The various levels of impact of these job elements for various seniority levels are given in detail in Exhibit 2.
This approach ensured that while employees had an idea of what their role and responsibilities broadly were, while not being too specific so that they had the flexibility to move from one project or product to another seamlessly as per their interests. She designed these career stages interacting with the employees to know what their jobs looked like at various seniority levels conducting focus groups throughout the organization. She then developed the career stage description draft and got it verified from the employees themselves and made the appropriate changes.
SUMMARY
A Center’s operations are crucially dependent on its human resources, and how these are managed can
have important impacts on the Center’s risk profile. The CGIAR Internal Auditing Unit’s medium-term
work programs for Centers include a review of human resource management.
The initiation of the CGIAR Strategic Advisory Service on Human Resources (SAS-HR) and the
development of an HR community of practice within the CGIAR system provide a good opportunity for
Internal Audit to engage with CGIAR HR professionals in establishing some benchmarks against which
current practice in a Center can be evaluated. The purpose of this Good Practice Note is to
•
document consensus on the relevant benchmarks applicable to CGIAR Center, to aid in the planning
of internal audits and other reviews of HR management in the Centers (including those jointly
conducted with SAS-HR); and
•
contribute thinking to the agenda of SAS-HR and the CGIAR’s HR community of practice for
development of HR practices in the Centers.
The following good practices are discussed in this Note
VALUES, PRINCIPLES, AND POLICIES
•
•
Publish the values and principles of the organization regarding human resource management.
Make human resource policies, job requirements, and performance criteria readily available to all
staff. Changes are made in a transparent manner and are adequately explained to the staff.
•
Minimize variations in policies, benefits, and rights of access to facilities among staff to those
dependent on differences in employment markets or job requirements.
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 timely 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
organization, so that it can be communicated to and validated by those who must implement the
strategy
HR METRICS
•
Develop a set of HR metrics that is relevant to the HR and business strategy and that can be readily
gathered periodically to permit trend analysis
ORGANIZATIONAL DESIGN
•
Periodically review the current organizational design and evaluate opportunities for changes that will
promote the implementation of the business strategy
•
In evaluating organizational design, consider informal as well as formal structures, particularly in
relation to promotion of knowledge management objectives
CHANGE MANAGEMENT
•
•
Undertake significant changes in the form of planned change projects
Incorporate attention to cultural components in major change management projects
DIVERSITY MANAGEMENT
•
Evaluate HR policies and procedures from the perspective of encouraging and getting the most out
of having a diverse workforce
•
Monitor Center performance in terms of creating a supportive environment for and achieving a
diverse workforce flexibility to move across projects and product lines. As Peak Technologies grew bigger they started getting bigger projects and they had more complex product demands. The have started international operations from their 18Houston office. Now as the organization grew bigger they had more roles than the basic software developer role. They have more specialized roles like user 19interface designers, content publishers, and code testers. Sandhya is now looking forward to her next challenge to design similar career stage descriptions for the new roles. Abhinav and Varun stood behind her firmly seeing the initial success to her approach to job descriptions.
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