abhishreshthaa
Abhijeet S
Diebold, Inc. (NYSE: DBD) (pronounced /ˈdiːboʊld/, DEE-bold) is a United States-based security systems corporation that is engaged primarily in the sale, manufacture, installation and service of self-service transaction systems (such as ATMs), electronic and physical security products (including vaults and currency processing systems), and software and integrated systems for global financial and commercial markets. Diebold is the largest U.S. manufacturer of ATMs.[1]
Diebold was incorporated under the laws of the State of Ohio in August 1876, and is headquartered in the Akron-Canton area; its mailing address is the city of North Canton,[2] but its physical address is located in the city of Green
1. Strategic Partner – by having a strategic partner who clearly focuses ob strategic issues, HR is able to tackle them. As strategic partners, HR managers understand the critical factors affecting organizational competitiveness and communicate benefits that change strategies and interventions provide to the firm. Strategic partners thoroughly understand business fundamentals, core processes, operations and procedures (Gilley and Maycunich 2000).
2. Administrative Expert – through an administrative expert, the HR function is able to demonstrate it is supporting financial goals of the company by focusing on having efficient and high quality service.
3. Employee Champion – through the employee champion role, the HR function is able to focus on the employee relationship and improving employee capability. Human resource managers, according to Ulrich (1997), are in a unique position to serve as employee champions. As such, they reveal the correct balance between work demands and resources, identifying legitimate demands on employees and helping these workers focus by setting priorities. Employee champions also distinguish creative ways of leveraging resources so that employees do not feel overwhelmed by what is expected of them.
4. Change Agent – the change agent role allows the function to meet the challenges of the changing business environment and positioning the business to execute strategy. In the role of change agent, HR managers exercise the greatest organizational impact and influence. When HR managers act as change agents, they establish high credibility within the organization and great influence with key decision makers, line managers, and employees
A Center’s operations are crucially dependent on its human resources, and how these are managed can
have important impact on the Center’s risk profile. Fundamental to the effectiveness of the enterprise
are its human assets – the collective knowledge, understanding, competence, and expertise of staff–and
how they are managed and motivated to apply this in the best interest of the organization. The CGIAR
Internal Auditing Unit’s medium-term work programs for Centers include 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 provide a good opportunity for Internal Audit to engage
CGIAR HR professionals, in coming up with some benchmarks of good practice. The purpose of this
Good Practice Note is to
document consensus on the appropriate benchmarks applicable to CGIAR Center, to aid in the
planning of internal audits and other reviews of HR management in the Centers (including those that
may be jointly conducted with SAS-HR); and
contribute thinking to SAS-HR and the CGIAR’s HR community of practice on potential areas for
development of the HR function in the CGIAR system.
THE EVOLUTION OF HR MANAGEMENT
The role of human resource management has evolved in recent decades. HRM no longer just
encompasses a supportive administrative function, relating to the organization’s human resource
transactions that are essential to its day-to-day operations. HRM is also, in many organizations, a
strategic function, where human capital is explicitly and prominently factored into the organization’s
corporate planning and strategy decision-making processes. With this comes increasing recognition that
senior HR professionals need to engage in corporate strategic discussions, as advisor and partner of the
executive management team.
At the same time, it behaves HR professionals to ensure that human resource transactions are completed
competently and efficiently, in accordance with organizational policies.
Ulrich identifies four roles in a modern and service-oriented HR function, whereby HR professionals
ensure that
Good Practice Note –Human Resource Management 5
Line manager-friendly systems and procedures are available to help management staff execute their
people management role (i.e., technical-professional and service role of HR);
Line management is equipped to work within the various labor relation laws and codes of conduct
that govern the relationship between staff and management in the workplace (compliance role of
HR);
Each business unit has an overall people management (HR) strategy in place that increases the value
of staff in meeting the overall objectives of the institute (strategic role of HR);
HR systems and procedures are run at optimal cost (financial management role of HR).
For analytical purposes, this Good Practice Note groups these various HR roles into the following
functions or activities:
HR strategic planning
HR metrics
Organizational design
Change management
Diversity management
Recruitment, hiring and orientation
Performance management
Staff development
Codes of conduct
Remuneration and rewards
Benefits administration
Exit procedures
RISKS AND OPPORTUNITIES IN HUMAN RESOURCES
Taking a broader view of HR management that encompasses strategic issues facilitates the consideration
of people as a key element to be considered in the management of a Center’s risks and opportunities.
The key objectives of human resource management are pursued to achieve the following;
That right skills are brought to bear at the right time to implement the Center’s business plans
That Center staff stay motivated and committed to the Center’s mission
That Center effectively taps the talent of its diverse human resources
HR as a function has undergone drastic changes. Both, companies that have built empires over a period of time and those that have recently surfaced, owe their success to their people. Hence, companies are working really hard on their human resources management practices. Few have stuck to their age-old practices, while some others have blended them with some modern day techniques.
Hero Honda Ltd. exemplifies an ideal blend of family values, partner values and modern day practices. A joint venture company between Honda Japan and Hero Group India, Hero Honda Ltd. has come a long way from being a two-wheeler manufacturer to being synonymous with two-wheelers!
People management practices at Hero Honda are a reflection of those of their Japanese partner, Honda Motors, although they differ in implementation. These differences could be attributed to the diverse cultural backgrounds of their employees.
The ‘fill it, shut it, forget it ’mantra for its CD 100 model holds true for Hero Honda’s HR practices!
Fill it Hiring
No, not filling fuel in a bike but filling in organisational fuel-its people! The foremost requirement for any organisation’s success is its employee fitment vis-à-vis its goals. Filling in positions with employees that best suit the requirement governs the recruitment policy at Hero Honda.
The recruitment process is an annual affair at Hero Honda carried out in two phases. Phase one comprises hiring managerial and engineering recruits under the supervision of corporate HR, in addition to a plant representative (either the HR head or a General Manager). Campus recruitments and advertisements are main sources of hiring these people.
Phase two involves shop floor hiring, for which the plant’s HR is solely responsible. Hero Honda has put in considerable effort to drive its recruitment process at the plant level. Pre-requisites have been laid down for positions at the plants. A diploma from Industrial Training Institutes (ITIs) and experience determine a candidate’s rank in the organisation. Prior to the interview process, a written exam is held to assess candidates’ technical / professional knowledge, IQ and general aptitude. Traits like honesty, earnestness and integrity are assessed during the interview. The company’s internal sources are exercised for filling in senior level hiring needs. Employees from company competitors are also considered seriously.
Shut it Training
Having filled the positions, it’s time to equip employees with relevant information and training. Hero Honda has a formalised induction programme at the plant and the corporate levels. The duration of the programme varies for different recruits. Engineering recruits, for instance, have a month-long induction programme, unlike managerial recruits who spend comparatively less time. The difference is largely because the engineering hires need more time on the production floor than the managerial and other function recruits.
The induction programme begins with classroom lectures on the company’s vision, mission, goals, culture and values. Interspersed with these are lectures by the top management officials about their experiences in the company. Classroom sessions lasting a couple of days are followed up by orientation to various functional areas. During the induction process, employees are expected to maintain a record of their learning and daily activities. This helps while providing feedback. Apart from the knowledge of business operations, the five golden rules of work at Hero Honda- punctuality, cleanliness, and quality of work, maintenance of equipment and courteousness and helpfulness towards both external and internal customers are emphasised.
The employee development programmes at Hero Honda include areas like team building, quality control, stress management, time management etc. Star performers are given an opportunity to pursue correspondence courses in Japanese management techniques, like 5 Sigma, TPM, TQC Kaizen and business process management. Employees also have an option of taking ILO sponsored courses on labour management.
Diebold was incorporated under the laws of the State of Ohio in August 1876, and is headquartered in the Akron-Canton area; its mailing address is the city of North Canton,[2] but its physical address is located in the city of Green
1. Strategic Partner – by having a strategic partner who clearly focuses ob strategic issues, HR is able to tackle them. As strategic partners, HR managers understand the critical factors affecting organizational competitiveness and communicate benefits that change strategies and interventions provide to the firm. Strategic partners thoroughly understand business fundamentals, core processes, operations and procedures (Gilley and Maycunich 2000).
2. Administrative Expert – through an administrative expert, the HR function is able to demonstrate it is supporting financial goals of the company by focusing on having efficient and high quality service.
3. Employee Champion – through the employee champion role, the HR function is able to focus on the employee relationship and improving employee capability. Human resource managers, according to Ulrich (1997), are in a unique position to serve as employee champions. As such, they reveal the correct balance between work demands and resources, identifying legitimate demands on employees and helping these workers focus by setting priorities. Employee champions also distinguish creative ways of leveraging resources so that employees do not feel overwhelmed by what is expected of them.
4. Change Agent – the change agent role allows the function to meet the challenges of the changing business environment and positioning the business to execute strategy. In the role of change agent, HR managers exercise the greatest organizational impact and influence. When HR managers act as change agents, they establish high credibility within the organization and great influence with key decision makers, line managers, and employees
A Center’s operations are crucially dependent on its human resources, and how these are managed can
have important impact on the Center’s risk profile. Fundamental to the effectiveness of the enterprise
are its human assets – the collective knowledge, understanding, competence, and expertise of staff–and
how they are managed and motivated to apply this in the best interest of the organization. The CGIAR
Internal Auditing Unit’s medium-term work programs for Centers include 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 provide a good opportunity for Internal Audit to engage
CGIAR HR professionals, in coming up with some benchmarks of good practice. The purpose of this
Good Practice Note is to
document consensus on the appropriate benchmarks applicable to CGIAR Center, to aid in the
planning of internal audits and other reviews of HR management in the Centers (including those that
may be jointly conducted with SAS-HR); and
contribute thinking to SAS-HR and the CGIAR’s HR community of practice on potential areas for
development of the HR function in the CGIAR system.
THE EVOLUTION OF HR MANAGEMENT
The role of human resource management has evolved in recent decades. HRM no longer just
encompasses a supportive administrative function, relating to the organization’s human resource
transactions that are essential to its day-to-day operations. HRM is also, in many organizations, a
strategic function, where human capital is explicitly and prominently factored into the organization’s
corporate planning and strategy decision-making processes. With this comes increasing recognition that
senior HR professionals need to engage in corporate strategic discussions, as advisor and partner of the
executive management team.
At the same time, it behaves HR professionals to ensure that human resource transactions are completed
competently and efficiently, in accordance with organizational policies.
Ulrich identifies four roles in a modern and service-oriented HR function, whereby HR professionals
ensure that
Good Practice Note –Human Resource Management 5
Line manager-friendly systems and procedures are available to help management staff execute their
people management role (i.e., technical-professional and service role of HR);
Line management is equipped to work within the various labor relation laws and codes of conduct
that govern the relationship between staff and management in the workplace (compliance role of
HR);
Each business unit has an overall people management (HR) strategy in place that increases the value
of staff in meeting the overall objectives of the institute (strategic role of HR);
HR systems and procedures are run at optimal cost (financial management role of HR).
For analytical purposes, this Good Practice Note groups these various HR roles into the following
functions or activities:
HR strategic planning
HR metrics
Organizational design
Change management
Diversity management
Recruitment, hiring and orientation
Performance management
Staff development
Codes of conduct
Remuneration and rewards
Benefits administration
Exit procedures
RISKS AND OPPORTUNITIES IN HUMAN RESOURCES
Taking a broader view of HR management that encompasses strategic issues facilitates the consideration
of people as a key element to be considered in the management of a Center’s risks and opportunities.
The key objectives of human resource management are pursued to achieve the following;
That right skills are brought to bear at the right time to implement the Center’s business plans
That Center staff stay motivated and committed to the Center’s mission
That Center effectively taps the talent of its diverse human resources
HR as a function has undergone drastic changes. Both, companies that have built empires over a period of time and those that have recently surfaced, owe their success to their people. Hence, companies are working really hard on their human resources management practices. Few have stuck to their age-old practices, while some others have blended them with some modern day techniques.
Hero Honda Ltd. exemplifies an ideal blend of family values, partner values and modern day practices. A joint venture company between Honda Japan and Hero Group India, Hero Honda Ltd. has come a long way from being a two-wheeler manufacturer to being synonymous with two-wheelers!
People management practices at Hero Honda are a reflection of those of their Japanese partner, Honda Motors, although they differ in implementation. These differences could be attributed to the diverse cultural backgrounds of their employees.
The ‘fill it, shut it, forget it ’mantra for its CD 100 model holds true for Hero Honda’s HR practices!
Fill it Hiring
No, not filling fuel in a bike but filling in organisational fuel-its people! The foremost requirement for any organisation’s success is its employee fitment vis-à-vis its goals. Filling in positions with employees that best suit the requirement governs the recruitment policy at Hero Honda.
The recruitment process is an annual affair at Hero Honda carried out in two phases. Phase one comprises hiring managerial and engineering recruits under the supervision of corporate HR, in addition to a plant representative (either the HR head or a General Manager). Campus recruitments and advertisements are main sources of hiring these people.
Phase two involves shop floor hiring, for which the plant’s HR is solely responsible. Hero Honda has put in considerable effort to drive its recruitment process at the plant level. Pre-requisites have been laid down for positions at the plants. A diploma from Industrial Training Institutes (ITIs) and experience determine a candidate’s rank in the organisation. Prior to the interview process, a written exam is held to assess candidates’ technical / professional knowledge, IQ and general aptitude. Traits like honesty, earnestness and integrity are assessed during the interview. The company’s internal sources are exercised for filling in senior level hiring needs. Employees from company competitors are also considered seriously.
Shut it Training
Having filled the positions, it’s time to equip employees with relevant information and training. Hero Honda has a formalised induction programme at the plant and the corporate levels. The duration of the programme varies for different recruits. Engineering recruits, for instance, have a month-long induction programme, unlike managerial recruits who spend comparatively less time. The difference is largely because the engineering hires need more time on the production floor than the managerial and other function recruits.
The induction programme begins with classroom lectures on the company’s vision, mission, goals, culture and values. Interspersed with these are lectures by the top management officials about their experiences in the company. Classroom sessions lasting a couple of days are followed up by orientation to various functional areas. During the induction process, employees are expected to maintain a record of their learning and daily activities. This helps while providing feedback. Apart from the knowledge of business operations, the five golden rules of work at Hero Honda- punctuality, cleanliness, and quality of work, maintenance of equipment and courteousness and helpfulness towards both external and internal customers are emphasised.
The employee development programmes at Hero Honda include areas like team building, quality control, stress management, time management etc. Star performers are given an opportunity to pursue correspondence courses in Japanese management techniques, like 5 Sigma, TPM, TQC Kaizen and business process management. Employees also have an option of taking ILO sponsored courses on labour management.
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