netrashetty
Netra Shetty
General Mills, Inc. (NYSE: GIS) is an American Fortune 500 corporation, primarily concerned with food products, which is headquartered in Golden Valley, Minnesota, a suburb of Minneapolis. The company markets many well-known brands, such as Betty Crocker, Yoplait, Colombo, Totinos, Jeno's, Pillsbury, Green Giant, Old El Paso, Häagen-Dazs, Cheerios, Lucky Charms and Wanchai Ferry. Their brand portfolio includes more than 100 leading U.S. brands and numerous category leaders around the world
recruited staff categories, and within these categories, there may be sub-categories. Over time,
differences in the terms and conditions of employment for these categories create class differences,
manifested in rigidly stratified professional (and sometimes social) environments. The resulting
Good Practice Note –Human Resource Management 10
perceived and real inequities could promote dysfunctional behavior ranging from a lack of motivation to
antagonistic attitudes between different groups. This can impact on the attractiveness of the Center in
competitive employment markets and negatively affect teamwork within the Center–ever more critical
as Centers must do more with less staff and rely increasingly on multi disciplinary teams drawn from
across staff groups (Rajasekharan 2004).
SAS-HR notes (Rajasekharan, 2004) the following steps to manage such risks:
Having a single policy applicable to all staff, supported by small attachments that describe additional
conditions or differences applicable to different employment categories
Developing a compensation system and packages that do not have any explicit or inherent bias based
on non professional considerations
Providing the same compensation to staff members with the same competencies doing the same jobs
Emphasizing similarities in policies and practices that apply to all staff, rather than on few
differences in conditions of employment
Progressively standardizing social benefits such as insurance and occupational health programs
Making available to all staff benefits that are not dependent on differences in employment markets
or job requirements
Providing equal access to social and welfare services
HR STRATEGIC PLANNING
HR strategic planning is the process by which, an organization as it develops, ensures that it has the right
number of people with the right skills in the right positions at the right time to meet its operational and
business needs.
It deals with strategic choices associated with the use of labor in an organization. Making choices about
the levels and type of staffing, remuneration and benefit policies, and recruitment efforts to be initiated
will be guided by such issues as
the need to maintain a sufficient core intellectual capital within the Center
opportunities and risks related to donor-seconded or-sponsored staff; postdoctoral, visiting scientist
or fellowship assignments; and short-term consultants
changes in the Center’s business strategy e.g., expansion or contraction of particular research lines;
greater geographic decentralization of staff, development of business in certain geographic zones
changes in the Center’s operating modes, in response to quality improvement efforts or
recommendations from external and internal reviews
attracting staff (and families) to locations with security problems and/or amenity issues;
Competitive Differentials
A Competitive Differential is an extension to the maximum salary in
an existing pay band and is used for select jobs based on local market
conditions. Competitive Differentials allow agencies to pay higher salaries
where justified. The Department of Human Resource Management (DHRM)
must approve Competitive Differentials. Competitive Differentials may
apply to specific positions, Roles, Standard Occupational Classifications
(SOC Codes), locations, and/or pay areas within any agency.
• Northern Virginia Differentials
Northern Virginia Differentials vary from 9% to 30% based on
market data. They are applied in much the same way as Competitive
Differentials . However, they are not agency specific. Rather, they are
available to all agencies with positions in northern Virginia. For this
reason, separate pay band ranges are maintained on PMIS for the northern
Virginia (FP) pay area.
Sub-Bands
A Sub-Band is an identified segment of an existing pay band with a
specified minimum and maximum salary within that pay band. In some
situations agencies may establish Sub-Bands to manage employees’ salaries
within their pay bands. Sub-Bands are not intended for application to most
employees. Law enforcement ranks are an example of where using Sub-Bands
may be appropriate.
As with all other functional areas, HRM activities will be expected to demonstrate how they contribute to value-creation, create organizational capabilities that enable the firm to thrive in a fluid economy, and leverage the other activities and resources of the organization. HRM in the knowledge economy includes activities that overlap with other traditional business functions. HRM in the knowledge economy also includes new activities, such as knowledge management, that do not fit into one of the previous functional areas of HR concern (Lee & Stewart 2004).HRM poses challenges to a knowledge economy company. It includes additional cost to adjust to changes, wide range of reorganization that leads to reduced motivation and forced engagement to employees. HRM creates a need for a knowledge economy company in recession to introduce changes that they think may benefit the knowledge economy company as a whole. This will generate additional cost for a company during a difficult time of recession. Having such challenge can be more complex if the firm has limited knowledge of recession and its fundamentals. Since a company needs to plan for recession and its effects, having limited knowledge of recession would give more problems to a firm that has been having problems with introducing needed changes. Another challenge of HRM to a knowledge economy company in recession is a wide range of reorganization. Recession will force a company to reorganize to create savings. Reorganization will then lead to reduced motivation. Reorganization will lower the morale of the personnel and will lessen their motivation to work. Lastly a challenge of HRM to a knowledge economy company in recession is forced engagement to the personnel. Recession will create the need for the personnel to work harder for the firm. It forces the personnel to engage in things that he/she might not be comfortable but has to do so that the goals of the company can be met.
recruited staff categories, and within these categories, there may be sub-categories. Over time,
differences in the terms and conditions of employment for these categories create class differences,
manifested in rigidly stratified professional (and sometimes social) environments. The resulting
Good Practice Note –Human Resource Management 10
perceived and real inequities could promote dysfunctional behavior ranging from a lack of motivation to
antagonistic attitudes between different groups. This can impact on the attractiveness of the Center in
competitive employment markets and negatively affect teamwork within the Center–ever more critical
as Centers must do more with less staff and rely increasingly on multi disciplinary teams drawn from
across staff groups (Rajasekharan 2004).
SAS-HR notes (Rajasekharan, 2004) the following steps to manage such risks:
Having a single policy applicable to all staff, supported by small attachments that describe additional
conditions or differences applicable to different employment categories
Developing a compensation system and packages that do not have any explicit or inherent bias based
on non professional considerations
Providing the same compensation to staff members with the same competencies doing the same jobs
Emphasizing similarities in policies and practices that apply to all staff, rather than on few
differences in conditions of employment
Progressively standardizing social benefits such as insurance and occupational health programs
Making available to all staff benefits that are not dependent on differences in employment markets
or job requirements
Providing equal access to social and welfare services
HR STRATEGIC PLANNING
HR strategic planning is the process by which, an organization as it develops, ensures that it has the right
number of people with the right skills in the right positions at the right time to meet its operational and
business needs.
It deals with strategic choices associated with the use of labor in an organization. Making choices about
the levels and type of staffing, remuneration and benefit policies, and recruitment efforts to be initiated
will be guided by such issues as
the need to maintain a sufficient core intellectual capital within the Center
opportunities and risks related to donor-seconded or-sponsored staff; postdoctoral, visiting scientist
or fellowship assignments; and short-term consultants
changes in the Center’s business strategy e.g., expansion or contraction of particular research lines;
greater geographic decentralization of staff, development of business in certain geographic zones
changes in the Center’s operating modes, in response to quality improvement efforts or
recommendations from external and internal reviews
attracting staff (and families) to locations with security problems and/or amenity issues;
Competitive Differentials
A Competitive Differential is an extension to the maximum salary in
an existing pay band and is used for select jobs based on local market
conditions. Competitive Differentials allow agencies to pay higher salaries
where justified. The Department of Human Resource Management (DHRM)
must approve Competitive Differentials. Competitive Differentials may
apply to specific positions, Roles, Standard Occupational Classifications
(SOC Codes), locations, and/or pay areas within any agency.
• Northern Virginia Differentials
Northern Virginia Differentials vary from 9% to 30% based on
market data. They are applied in much the same way as Competitive
Differentials . However, they are not agency specific. Rather, they are
available to all agencies with positions in northern Virginia. For this
reason, separate pay band ranges are maintained on PMIS for the northern
Virginia (FP) pay area.
Sub-Bands
A Sub-Band is an identified segment of an existing pay band with a
specified minimum and maximum salary within that pay band. In some
situations agencies may establish Sub-Bands to manage employees’ salaries
within their pay bands. Sub-Bands are not intended for application to most
employees. Law enforcement ranks are an example of where using Sub-Bands
may be appropriate.
As with all other functional areas, HRM activities will be expected to demonstrate how they contribute to value-creation, create organizational capabilities that enable the firm to thrive in a fluid economy, and leverage the other activities and resources of the organization. HRM in the knowledge economy includes activities that overlap with other traditional business functions. HRM in the knowledge economy also includes new activities, such as knowledge management, that do not fit into one of the previous functional areas of HR concern (Lee & Stewart 2004).HRM poses challenges to a knowledge economy company. It includes additional cost to adjust to changes, wide range of reorganization that leads to reduced motivation and forced engagement to employees. HRM creates a need for a knowledge economy company in recession to introduce changes that they think may benefit the knowledge economy company as a whole. This will generate additional cost for a company during a difficult time of recession. Having such challenge can be more complex if the firm has limited knowledge of recession and its fundamentals. Since a company needs to plan for recession and its effects, having limited knowledge of recession would give more problems to a firm that has been having problems with introducing needed changes. Another challenge of HRM to a knowledge economy company in recession is a wide range of reorganization. Recession will force a company to reorganize to create savings. Reorganization will then lead to reduced motivation. Reorganization will lower the morale of the personnel and will lessen their motivation to work. Lastly a challenge of HRM to a knowledge economy company in recession is forced engagement to the personnel. Recession will create the need for the personnel to work harder for the firm. It forces the personnel to engage in things that he/she might not be comfortable but has to do so that the goals of the company can be met.
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