netrashetty
Netra Shetty
Lowe's Companies, Inc. (NYSE: LOW) is a U.S.-based chain of retail home improvement and appliance stores. Founded in 1946 in North Wilkesboro, North Carolina, the chain now serves more than 14 million customers a week in its 1,710 stores in the United States and 20 in Canada. Expansion into Canada began in 2007, with the opening of a store in Hamilton, Ontario, in early 2008. Lowe's started the construction of two stores in the Mexican city of Monterrey officially entering the Mexican market.[2] Lowe's Companies, Inc. is 43 on the Fortune 500[3] list. As of 2010, the chain is based in Wilkesboro, North Carolina, about 2 hours north of uptown Charlotte. Lowe's is the second-largest hardware chain[4] in the U.S. behind The Home Depot and ahead of Menards. Globally, Lowe's is also the second-largest hardware chain, again behind The Home Depot and ahead of the European stores B&Q and OBI.
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
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
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
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
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