netrashetty
Netra Shetty
RR Donnelley (NASDAQ: RRD) is a Fortune 500 company based in Chicago, Illinois, that provides print and related services. Corporate headquarters are located at 111 S. Wacker Drive.
STAFF DEVELOPMENT
The National Center for Vocational and Educational Research Ltd, in its report “Research at a Glance:
Returns on Investment in Training” (2001), draws a number of conclusions regarding the returns to
training investments 2 :
•
Returns on training are nearly always positive and can be very high, depending on the nature of the
training and its relevance to the business needs of the organization;
•
Returns come in many forms, not just labor productivity and profitability, but also value-added
activities, which may arise as a result of greater employee skills, increased flexibility, reduced
overhead and a greater ability to innovate;
•
The immediate returns from training are highest when the training is highly focused on a clear
business problem;
•
Measuring returns is not always an easy task and may be achieved through productivity studies or
cost-benefit analysis:
•
Training acts as a mechanism for other changes in the organization. It does not act alone to improve
the performance of an organization, but allows the organization, to introduce change more
successfully;
•
returns from training can be enhanced by other human resource policies that encourage employees to
remain with the organization after training.
International assignees’ performance depends on the role they are given to. The main goal of any expatriate is to contribute towards the achievement of the organisation’s strategic objectives through coordination and control. Further, expatriates assume additional roles of facilitating an open communication between the foreign operation and at the home country. Expatriation also serves as means of personnel development and knowledge transfer and transmitter of corporate culture. Overcoming lack of qualified host country nationals is also possible with expatriation. However, expatriation conforms to culture shocks for the individuals and costs, failure rates and repatriation for the home office (Mossler, 2003). In 2004, Shell launched the New Generation Expatriation program to facilitate and accommodate the needs of the business and the expatiate staff including family issues. The program is intended to sustain and further how expatriate members create values for Shell. These are to move critical skills to places where they are required and develop careers which will supply Shell with globally competent leaders (Hofmeister, 2004).
Poorly managed international assignment has its consequences as the expatriate could contribute in negating the business of a maximum return on investment (ROI); productivity of the expatriates is directly equated with expatriate’s ROI. If management assignments proved to be delinquent, the performance and effectiveness of the expatriates will be lessened. Career uncertainties will be also possible due to poor management of the expatriate’s career development and failures of appreciating the international experience. Downward job mobility, increased financial pressures and lack of expectations communications are other consequences (McNutty, 2005). Shell is known for its reliability in terms of expatriation employment. Shell as a company and as a brand contributes to the motivation as well as other intrinsic and extrinsic motivations about expatriation (Hofmeister, 2004).
As such, the global PMS directly impacts the performance of expatriates and foreign managers which in turn impacts the value of foreign experience and expatriation. In general, PMSs are intended for evaluation and for development. The purposes of domestic and international PMSs are technically the same except that the implementation of the system is much more difficult for the latter. The evaluation goals of the performance management in the international environment, including Shell, are consists of providing feedbacks to managers so that they will know where they stand, developing valid data for pay, promotion, job assignment decisions and providing means of communication of decisions, helping management in making discharge and retention decisions, and providing means of warning employees regarding poor performance
•
clear organizational objectives to which staff can orient their efforts and development activities can
be linked
•
•
•
managers are equipped to support staff development
development activities have clear learning outcomes
the impact of development activities are assessed
In the context of CGIAR Centers, a staff development framework for a Center might usefully include
•
articulation of the philosophy of the Center with regard to staff development and the respective
responsibilities of the Center, managers, and individual staff
•
the manner in which resources are allocated within the Center for staff development, at
organizational, unit, and individual levels
•
•
•
•
how equality of opportunity for development is managed
whether and how managers are evaluated on staff development
guidelines for on-the-job competency development activities and rotations within the organization
guidelines for Center support for staff development activities leading to academic or professional
qualifications or to the maintenance of professional accreditations
•
•
guidelines on sabbaticals and secondments to other organizations for development purposes
reporting and evaluation of staff development activities
1) Recruiting and Hiringit all starts with this
2) Provide a Career /Skill Path
3) Employee Development and Training
4) Strong Supervisors / Good Coaching
5) Work Environment / Company Culture
6) Rewarding work / empowering employees.
7) Recognition (first) and Reward (second)
How to keep Employees Engaged and Happy?
.Strengthen work environment
.Make improvements to mould the company as an employer of choice
.Treat employees as an important part of the organisation
.Encourage participation in various planning and decision-making aspects
.Offer meaningful work and challenging assignments to effectively utilise
staff skills .Empower employees and ensure them of job security. .Provide legitimate feedback, genuinely listen to staff concerns and make their interests a management priority Role of Employee Satisfaction & Morale Boosting
STAFF DEVELOPMENT
The National Center for Vocational and Educational Research Ltd, in its report “Research at a Glance:
Returns on Investment in Training” (2001), draws a number of conclusions regarding the returns to
training investments 2 :
•
Returns on training are nearly always positive and can be very high, depending on the nature of the
training and its relevance to the business needs of the organization;
•
Returns come in many forms, not just labor productivity and profitability, but also value-added
activities, which may arise as a result of greater employee skills, increased flexibility, reduced
overhead and a greater ability to innovate;
•
The immediate returns from training are highest when the training is highly focused on a clear
business problem;
•
Measuring returns is not always an easy task and may be achieved through productivity studies or
cost-benefit analysis:
•
Training acts as a mechanism for other changes in the organization. It does not act alone to improve
the performance of an organization, but allows the organization, to introduce change more
successfully;
•
returns from training can be enhanced by other human resource policies that encourage employees to
remain with the organization after training.
International assignees’ performance depends on the role they are given to. The main goal of any expatriate is to contribute towards the achievement of the organisation’s strategic objectives through coordination and control. Further, expatriates assume additional roles of facilitating an open communication between the foreign operation and at the home country. Expatriation also serves as means of personnel development and knowledge transfer and transmitter of corporate culture. Overcoming lack of qualified host country nationals is also possible with expatriation. However, expatriation conforms to culture shocks for the individuals and costs, failure rates and repatriation for the home office (Mossler, 2003). In 2004, Shell launched the New Generation Expatriation program to facilitate and accommodate the needs of the business and the expatiate staff including family issues. The program is intended to sustain and further how expatriate members create values for Shell. These are to move critical skills to places where they are required and develop careers which will supply Shell with globally competent leaders (Hofmeister, 2004).
Poorly managed international assignment has its consequences as the expatriate could contribute in negating the business of a maximum return on investment (ROI); productivity of the expatriates is directly equated with expatriate’s ROI. If management assignments proved to be delinquent, the performance and effectiveness of the expatriates will be lessened. Career uncertainties will be also possible due to poor management of the expatriate’s career development and failures of appreciating the international experience. Downward job mobility, increased financial pressures and lack of expectations communications are other consequences (McNutty, 2005). Shell is known for its reliability in terms of expatriation employment. Shell as a company and as a brand contributes to the motivation as well as other intrinsic and extrinsic motivations about expatriation (Hofmeister, 2004).
As such, the global PMS directly impacts the performance of expatriates and foreign managers which in turn impacts the value of foreign experience and expatriation. In general, PMSs are intended for evaluation and for development. The purposes of domestic and international PMSs are technically the same except that the implementation of the system is much more difficult for the latter. The evaluation goals of the performance management in the international environment, including Shell, are consists of providing feedbacks to managers so that they will know where they stand, developing valid data for pay, promotion, job assignment decisions and providing means of communication of decisions, helping management in making discharge and retention decisions, and providing means of warning employees regarding poor performance
•
clear organizational objectives to which staff can orient their efforts and development activities can
be linked
•
•
•
managers are equipped to support staff development
development activities have clear learning outcomes
the impact of development activities are assessed
In the context of CGIAR Centers, a staff development framework for a Center might usefully include
•
articulation of the philosophy of the Center with regard to staff development and the respective
responsibilities of the Center, managers, and individual staff
•
the manner in which resources are allocated within the Center for staff development, at
organizational, unit, and individual levels
•
•
•
•
how equality of opportunity for development is managed
whether and how managers are evaluated on staff development
guidelines for on-the-job competency development activities and rotations within the organization
guidelines for Center support for staff development activities leading to academic or professional
qualifications or to the maintenance of professional accreditations
•
•
guidelines on sabbaticals and secondments to other organizations for development purposes
reporting and evaluation of staff development activities
1) Recruiting and Hiringit all starts with this
2) Provide a Career /Skill Path
3) Employee Development and Training
4) Strong Supervisors / Good Coaching
5) Work Environment / Company Culture
6) Rewarding work / empowering employees.
7) Recognition (first) and Reward (second)
How to keep Employees Engaged and Happy?
.Strengthen work environment
.Make improvements to mould the company as an employer of choice
.Treat employees as an important part of the organisation
.Encourage participation in various planning and decision-making aspects
.Offer meaningful work and challenging assignments to effectively utilise
staff skills .Empower employees and ensure them of job security. .Provide legitimate feedback, genuinely listen to staff concerns and make their interests a management priority Role of Employee Satisfaction & Morale Boosting
Last edited: