netrashetty
Netra Shetty
Martin Marietta Materials (NYSE: MLM) is in the aggregate, chemical, and composite material business. It is the second largest producer of crushed stone, sand, and gravel in the United States behind Vulcan Materials Company. It is a leading U.S. producer of magnesia-based chemical products used as additives in applications including ceramics, paper, sugar, animal feed, and water treatment. It produces domolitic lime used as a fluxing agent by the steel industry. It is a supplier of fiber-reinforced polymer products for use in infrastructure such as panels and bridge decks and transportation components such as truck trailers and railroad cars.
It was established as an independent company in 1996, spun off from the newly created Lockheed Martin after having been part of Martin Marietta since 1961. It dates its origins back to 1939, when Superior Stone, an aggregates company in Raleigh, North Carolina, was founded. The company's corporate headquarters is located in Raleigh.
As of 2008[update] it employed 4,900 people and had sales of $2.1 billion.
Outcomes of Career Planning
1. Broad Life Planning
In broad life planning, interests, abilities, experiences, aptitudes, and values are analyzed, resulting in improved self-concept and projected self as related to careers. The HRD practitioners can help formulate this process by providing employees with career information and by utilizing appropriate evaluation instruments and personality assessment tools.
2. Development Planning
Developmental planning focuses on a realistic evaluation of future career options and opportunities and the creation of activities that will prepare individuals for future jobs and future career decisions. There is a natural relationship here between the employee and the organization; both work collaboratively in the successful identification and realization of career development. At this point the HRD practitioner intervenes as change agent, actively designing development activities and providing necessary career information to help employees make career decisions.
3. Performance Planning
Performance planning centers around the identification of specific job demand goals and priorities and the reward expectations of current job assignments. Specific training needs, performance activities, priorities, and explanations, as well as financial compensation, are identified, and the result is successful completion of stated objectives and goals. In this stage of career planning, the employee must rely primarily on the organization for effective performance planning, which becomes an HRD activity. However, some HRD practitioners lack the skill, and employees as well as organizations must then assume responsibilities that are inappropriate. The result is inadequate long-range life planning and serious shortages of qualified human resources within the organization.
The Role of Government
The government’s primary role in training and developing employees, is making sure that every employee is entitled to equal training and development opportunities. In order to make sure that every employee is entitled to training and development, most governments have equal opportunity policies. Equal Opportunity calls for individuals having access to training and development programs in a nondiscriminatory fashion. Equal opportunity regulations and anti-discrimination laws apply to the training and development process. Organizational training programs may be required for promotions, job bidding, or for salary increases. Under any of these situations, the organization is responsible for ensuring that training selection criteria are related to the job. Equal training opportunities must be accessible for all employees.
The employer must ensure that employees have access to training and development programs in a nondiscriminatory fashion. Equal opportunity regulations and anti-discrimination laws apply to the training and development process. Determining whether a training program has unfavorable impact is a primary means of deciding if a process id discriminatory. If relatively few women and minorities are given training opportunities, it would appear that there is discrimination in terms of development offered to different groups of employees. Organizational training programs may be required for promotions, job bidding, or for salary increases. Under any of these scenarios, it is the responsibility of the employer to ensure that training selection criteria are related to the job. Equal training opportunities must exist for all employees (Sims, 2002).
Among the more relevant examples for CGIAR Centers of topics that could be considered for inclusion
in conduct guidelines per the EOA are:
•
•
•
•
•
•
•
•
•
•
Accuracy of business records
Alcohol and substance abuse
Bribery and improper payments
Compliance with laws, regulations, and organizational policies
Conflicts of interest
Employee privacy
Environmental compliance
Equal employment opportunity
Gifts, favors, and entertainment
Harassment
•
•
•
•
•
•
•
•
Outside business activities
Political activities
Protection of confidential information
Ownership and use of intellectual property
Purchasing practices and supplier relations
Reporting violations
Use of computer networks and facilities
Use of corporate assets, including vehicles
Benefit transactions (salaries, allowances, leave) must be timely and accurate, and the interface between
human resources and financial systems should work smoothly. Systems should ensure compliance with
host country laws in relation to nationally recruited staff e.g., tax and social security payment
withholding. Potential cost-savings and control improvements in Centers may accrue from
•
Implementing automated workflows for such transactions as leave applications and approvals, and
changes in personal data
•
•
Bringing spreadsheet-based calculations under HR applications with programmed controls
Automating links between HR databases, payroll, and financial systems – though experience to date
It was established as an independent company in 1996, spun off from the newly created Lockheed Martin after having been part of Martin Marietta since 1961. It dates its origins back to 1939, when Superior Stone, an aggregates company in Raleigh, North Carolina, was founded. The company's corporate headquarters is located in Raleigh.
As of 2008[update] it employed 4,900 people and had sales of $2.1 billion.
Outcomes of Career Planning
1. Broad Life Planning
In broad life planning, interests, abilities, experiences, aptitudes, and values are analyzed, resulting in improved self-concept and projected self as related to careers. The HRD practitioners can help formulate this process by providing employees with career information and by utilizing appropriate evaluation instruments and personality assessment tools.
2. Development Planning
Developmental planning focuses on a realistic evaluation of future career options and opportunities and the creation of activities that will prepare individuals for future jobs and future career decisions. There is a natural relationship here between the employee and the organization; both work collaboratively in the successful identification and realization of career development. At this point the HRD practitioner intervenes as change agent, actively designing development activities and providing necessary career information to help employees make career decisions.
3. Performance Planning
Performance planning centers around the identification of specific job demand goals and priorities and the reward expectations of current job assignments. Specific training needs, performance activities, priorities, and explanations, as well as financial compensation, are identified, and the result is successful completion of stated objectives and goals. In this stage of career planning, the employee must rely primarily on the organization for effective performance planning, which becomes an HRD activity. However, some HRD practitioners lack the skill, and employees as well as organizations must then assume responsibilities that are inappropriate. The result is inadequate long-range life planning and serious shortages of qualified human resources within the organization.
The Role of Government
The government’s primary role in training and developing employees, is making sure that every employee is entitled to equal training and development opportunities. In order to make sure that every employee is entitled to training and development, most governments have equal opportunity policies. Equal Opportunity calls for individuals having access to training and development programs in a nondiscriminatory fashion. Equal opportunity regulations and anti-discrimination laws apply to the training and development process. Organizational training programs may be required for promotions, job bidding, or for salary increases. Under any of these situations, the organization is responsible for ensuring that training selection criteria are related to the job. Equal training opportunities must be accessible for all employees.
The employer must ensure that employees have access to training and development programs in a nondiscriminatory fashion. Equal opportunity regulations and anti-discrimination laws apply to the training and development process. Determining whether a training program has unfavorable impact is a primary means of deciding if a process id discriminatory. If relatively few women and minorities are given training opportunities, it would appear that there is discrimination in terms of development offered to different groups of employees. Organizational training programs may be required for promotions, job bidding, or for salary increases. Under any of these scenarios, it is the responsibility of the employer to ensure that training selection criteria are related to the job. Equal training opportunities must exist for all employees (Sims, 2002).
Among the more relevant examples for CGIAR Centers of topics that could be considered for inclusion
in conduct guidelines per the EOA are:
•
•
•
•
•
•
•
•
•
•
Accuracy of business records
Alcohol and substance abuse
Bribery and improper payments
Compliance with laws, regulations, and organizational policies
Conflicts of interest
Employee privacy
Environmental compliance
Equal employment opportunity
Gifts, favors, and entertainment
Harassment
•
•
•
•
•
•
•
•
Outside business activities
Political activities
Protection of confidential information
Ownership and use of intellectual property
Purchasing practices and supplier relations
Reporting violations
Use of computer networks and facilities
Use of corporate assets, including vehicles
Benefit transactions (salaries, allowances, leave) must be timely and accurate, and the interface between
human resources and financial systems should work smoothly. Systems should ensure compliance with
host country laws in relation to nationally recruited staff e.g., tax and social security payment
withholding. Potential cost-savings and control improvements in Centers may accrue from
•
Implementing automated workflows for such transactions as leave applications and approvals, and
changes in personal data
•
•
Bringing spreadsheet-based calculations under HR applications with programmed controls
Automating links between HR databases, payroll, and financial systems – though experience to date