netrashetty
Netra Shetty
Esselte is privately held company headquartered in Stamford, Connecticut, USA. It is a holding company, specializing in office products. It owns several companies, including Pendaflex, Leitz, Oxford, Xyron, Rapid, and an operating company also called Esselte
The name Esselte is derived from the original thirteen graphics companies in Sweden that joined together in 1913 to form SLT (Sveriges Litografiska Tryckerier), later renamed Esselte (reflecting the pronunciation of the abbreviation).
* In November 2005, Esselte sold Dymo to Newell Rubbermaid, for $730 Million USD
* In December 2005, Gary J. Brooks was named President and CEO of Esselte
* In March 2010, Esselte acquired Isaberg Rapid AB, Sweden. One of the world's leading companies in stapling.
* In July 2010, Esselte acquired Ampad, manufacturer of branded and private label office and stationery products.
he company holds performance discussions at least once a year, particularly at the end of each year. The aim of the performance discussion is to review the employee’s performance and to encourage the employee to participate in the review process. The performance discussion is a one-to-one activity in which the employee meets with his manager to discuss the results of the performance appraisal. The aim of the company’s performance discussion is to involve employees in the assessment of their performance and incorporate their suggestions as to how that performance might be changed or improved.
Personal Experience: Performance Discussion
The manager informed me about the schedule of the performance discussion and asked me to prepare for it. The performance discussion was done at the meeting room wherein employees are called one by one to meet with the manager. The performance discussion started with greetings and then the manager explained the objectives of the performance discussion. Then he asked me to talk about my job and my current responsibilities. He then asked me questions about my job. After that, we reviewed the performance goals that we set during the previous job discussions and then we explored whether these goals proved to be appropriate and attainable. Then we discussed my accomplishments and contributions. Then we identified the problem areas and we made a plan on how to improve existing performance and overcome problems or barriers. The manager assessed my performance and contributions.
Selection is the process of choosing the most suitable persons out of all the applicants.
Selection is a process of matching the qualifications of applicants with the job requirements.
It is the process of weeding out unsuitable candidates and finally identify the most suitable candidate.
The purpose of Selection is to pick up the right person for every job.
Selection is negative process as it rejects a large number of unsuitable applicants from the pool.
Methods of Selection
(a) Tests:
1. Aptitude Tests:
Mental or Intelligence test
Mechanical test
Psycho-motor test
2. Achievement Tests:
- Job Knowledge test
- Work sample test
3. Personality Tests:
Objective test
Projective test
Situation test
4. Interest Tests:
Continued…
Methods of Selection
(b) Interviews
Informal Interview
Formal Interview
Patterned or Structured Interview
Non-Directed or Unstructured Interview
Depth Interview
Group Interview
Stress Interview
Panel or Board Interview
Selection Process
1. Preliminary Interview
2. Application Blank
3. Selection Test
4. Employment Interview
5.Medical Examination
6.Reference Checks
7. Final Approval
HR’s role is evolving. Therefore, HRM measures need to evolve as well. As HR becomes more
involved in broader organizational activities, HRM measures should evaluate the impact these
activities have on the organization as a whole. At this point, measures typically focus on outputs
and processes and are generally internalized to the HR function or office. The data are used
mostly to make improvements to HR-specific policies and procedures. While this kind of
measurement is important, measures should also focus on organizational outcomes. Information
from these measures should then be used to inform agencywide decisions and find solutions to
agencywide concerns.
Advance the collaborative working environment between HR and management.
To facilitate all of the changes recommended above, HR has to have a strong, collaborative
working relationship with top agency and line management. Since there is no tradition in most
agencies of HR as strategic partner, much depends on personal relationships established by HR
officials with top managers and key line managers. Meanwhile, HR and agency management need
each other more than ever. Authorities are being delegated to line managers, HR staffs are being
downsized, and top agency management is being asked to show how its resources are being used
to support mission accomplishment. HR must be able to make the case that everyone in the
agency, from the agency leader down to the HR function, must share accountability for ensuring
that the use of human resources not only complies with Federal laws, rules, and regulations, but
adds to the success of the agency.
This shared accountability is beginning to occur. HR management is beginning to earn a seat at
the table. HR line offices are becoming more consultative and involved in day to day manage-
ment activities. Nevertheless, there is still a long way to go in becoming strategic partners. First,
HR needs to build its own internal competencies to deal with organizational issues, change, and
strategizing. Further, it needs to educate itself on agency and program missions in order to
understand what is important to those organizations and be able to offer creative and innovative
alternatives and solutions to organizationwide issues. Finally, it must continually assert the
absolute criticality of effective HRM to organizational success.
The name Esselte is derived from the original thirteen graphics companies in Sweden that joined together in 1913 to form SLT (Sveriges Litografiska Tryckerier), later renamed Esselte (reflecting the pronunciation of the abbreviation).
* In November 2005, Esselte sold Dymo to Newell Rubbermaid, for $730 Million USD
* In December 2005, Gary J. Brooks was named President and CEO of Esselte
* In March 2010, Esselte acquired Isaberg Rapid AB, Sweden. One of the world's leading companies in stapling.
* In July 2010, Esselte acquired Ampad, manufacturer of branded and private label office and stationery products.
he company holds performance discussions at least once a year, particularly at the end of each year. The aim of the performance discussion is to review the employee’s performance and to encourage the employee to participate in the review process. The performance discussion is a one-to-one activity in which the employee meets with his manager to discuss the results of the performance appraisal. The aim of the company’s performance discussion is to involve employees in the assessment of their performance and incorporate their suggestions as to how that performance might be changed or improved.
Personal Experience: Performance Discussion
The manager informed me about the schedule of the performance discussion and asked me to prepare for it. The performance discussion was done at the meeting room wherein employees are called one by one to meet with the manager. The performance discussion started with greetings and then the manager explained the objectives of the performance discussion. Then he asked me to talk about my job and my current responsibilities. He then asked me questions about my job. After that, we reviewed the performance goals that we set during the previous job discussions and then we explored whether these goals proved to be appropriate and attainable. Then we discussed my accomplishments and contributions. Then we identified the problem areas and we made a plan on how to improve existing performance and overcome problems or barriers. The manager assessed my performance and contributions.
Selection is the process of choosing the most suitable persons out of all the applicants.
Selection is a process of matching the qualifications of applicants with the job requirements.
It is the process of weeding out unsuitable candidates and finally identify the most suitable candidate.
The purpose of Selection is to pick up the right person for every job.
Selection is negative process as it rejects a large number of unsuitable applicants from the pool.
Methods of Selection
(a) Tests:
1. Aptitude Tests:
Mental or Intelligence test
Mechanical test
Psycho-motor test
2. Achievement Tests:
- Job Knowledge test
- Work sample test
3. Personality Tests:
Objective test
Projective test
Situation test
4. Interest Tests:
Continued…
Methods of Selection
(b) Interviews
Informal Interview
Formal Interview
Patterned or Structured Interview
Non-Directed or Unstructured Interview
Depth Interview
Group Interview
Stress Interview
Panel or Board Interview
Selection Process
1. Preliminary Interview
2. Application Blank
3. Selection Test
4. Employment Interview
5.Medical Examination
6.Reference Checks
7. Final Approval
HR’s role is evolving. Therefore, HRM measures need to evolve as well. As HR becomes more
involved in broader organizational activities, HRM measures should evaluate the impact these
activities have on the organization as a whole. At this point, measures typically focus on outputs
and processes and are generally internalized to the HR function or office. The data are used
mostly to make improvements to HR-specific policies and procedures. While this kind of
measurement is important, measures should also focus on organizational outcomes. Information
from these measures should then be used to inform agencywide decisions and find solutions to
agencywide concerns.
Advance the collaborative working environment between HR and management.
To facilitate all of the changes recommended above, HR has to have a strong, collaborative
working relationship with top agency and line management. Since there is no tradition in most
agencies of HR as strategic partner, much depends on personal relationships established by HR
officials with top managers and key line managers. Meanwhile, HR and agency management need
each other more than ever. Authorities are being delegated to line managers, HR staffs are being
downsized, and top agency management is being asked to show how its resources are being used
to support mission accomplishment. HR must be able to make the case that everyone in the
agency, from the agency leader down to the HR function, must share accountability for ensuring
that the use of human resources not only complies with Federal laws, rules, and regulations, but
adds to the success of the agency.
This shared accountability is beginning to occur. HR management is beginning to earn a seat at
the table. HR line offices are becoming more consultative and involved in day to day manage-
ment activities. Nevertheless, there is still a long way to go in becoming strategic partners. First,
HR needs to build its own internal competencies to deal with organizational issues, change, and
strategizing. Further, it needs to educate itself on agency and program missions in order to
understand what is important to those organizations and be able to offer creative and innovative
alternatives and solutions to organizationwide issues. Finally, it must continually assert the
absolute criticality of effective HRM to organizational success.
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