netrashetty
Netra Shetty
SanDisk Corporation (NASDAQ: SNDK) is an American multinational corporation that designs and manufactures flash memory card products. SanDisk was founded in 1988 by Dr. Eli Harari and Sanjay Mehrotra, non-volatile memory technology experts. SanDisk became a publicly traded company on NASDAQ in November 1995. In October 2010 its market capitalization was US$8.9 billion. SanDisk produces many different types of flash memory, including various memory cards and a series of USB removable drives. SanDisk markets to both the high-end and low-end sector demand for premium quality flash memory, and markets to other equipment makers as well as direct to consumers.
The company is headquartered in Milpitas, California, with offices or manufacturing facilities in 10 locations in Asia (including Taiwan, China and Japan), 6 locations in Europe (including the UK, Ireland and Spain), and 3 locations in Israel (Kfar Sava, Tefen and Omer).
SanDisk is the global leader in flash memory cards, from research, manufacturing and product design to consumer branding and retail distribution. SanDisk's product portfolio includes flash memory cards for mobile phones, digital cameras and camcorders; digital audio/video players; USB flash drives for consumers and the enterprise; embedded memory for mobile devices; and solid state drives for computers. SanDisk is a Silicon Valley-based S&P 500 company, with more than half its sales outside the United States
he relation between management and union is very conducive. The company is managed under a unique union management partnership agreement, which gives workers a voice in all planning and operating decisions. The President of union participates in all decisions.
PM USA was known for its low employee turnover. However, they had a large number of layoffs in the early 90s. As a result of increased layoffs the number of lawsuits on the company greatly increased. To minimize the cost of expensive litigation, Alternative Dispute Resolution was introduced. As part of corporate policy Philip Morris provides aggrieved employees with up to $3500 in financial assistance to help them prepare their case. This was done to assure the employees that their rights were respected and that they got fair hearings in the process.
Philip Morris has worked to diminish the boundaries between union and management.
Organizational Objectives:
Employee Training and Development:
Training and development opportunities at PM have played a significant role in spreading the word in the general media in order to build its image as an employer that develops and rewards its people. Training and development opportunities have also had a major impact on potential applicants by providing them directly with job specific information on the excellent training, learning and development opportunities being offered by PM.
The absolute commitment to excellence and growth is reflected in the way PM do business, in their dynamic work environments, and in the following principles that guide their approach to employee development. Philip Morris USA:
* Utilize job assignments to drive both business and employee growth;
* Develop their people based on company-wide standards;
* Know their people, their capabilities and aspirations;
* Provide development on a career-long, company-wide basis;
* Provide feedback and rewards to reinforce performance and development; and
* Hold managers accountable for the vitality, diversity and depth of their workforce.
These principles - a component of their business strategy - form the foundation of their people development efforts, which are designed to serve the changing needs of their employees throughout their entire careers. The result is an organization of talented, engaged and committed employees who rank among the world's top business professionals.
A mission and a set of core values guide Philip Morris USA, including a passion to succeed. PM USA believes in developing the leadership potential of their employees, providing them with opportunities for training, development and advancement. Philip Morris believes in providing and supporting training, and expanding employees' work experience on an ongoing basis. PM USA uses a vestibule-training program so that training can be imparted to employees without disrupting normal operations.
For training programs, the organization continually broadens their employees' knowledge and skills through hands-on experience and by promoting many forms of training such as, classroom instructions, lectures, presentations, case study analysis, etc. Employees from various functions are sent to different training sessions throughout the year.
Compensation:
PM USA employees enjoy competitive salaries and a generous package of benefits that has been named #1 by Money magazine in 1999, 2000 and 2001. Attractive salaries are one of the key strengths of Philip Morris USA.
“The areas where we feel we are particularly strong are our career development programs, our competitive salaries and benefits, and the challenging working environment we provide.”
(Senior Vice President HR)
Philip Morris USA offers a competitive base salary commensurate with experience and educational background. Philip Morris USA aims to provide market competitive rewards to their employees through a structure, which addresses the needs for flexibility, personalization, empowerment and commitment. The key components of this philosophy are:
* Total compensation approach
* Pay for performance
* Annual performance and salary reviews
PM USA rewards employees for good performance, skills and competence development and for overall company success. These rewards come in a variety of ways, including regular salary, various kinds of incentives, bonuses, career advancement opportunities and other kinds of benefits mentioned earlier.
The compensation plan includes
· Annual Incentive Awards
· Long Term Performance Awards
· Stock Options
· Stock Appreciation Rights
•
Training requirements needed specifically for the project, for example in a new
technology.
Office and materiel requirements
Plans for team-building activities.(Motivation management)
•
•
The following column shows a sample portion of the Human resource plan for a project.
o Human resource category
o Number of staff
o Cost assumptions
o When needed
o Till what date the staff is needed
o Special skills, if any
o Special needs, if any
o Training needs, if any
o Office and material equipment
The Human resource plan supports staff planning, staff acquisition, allocating resources to staff,
and supervising project specific training activities. A summary Human resource plan is created
for the entire project and managed by the project manager.
The formality with which the Human resource plan is created and documented is a reflection of
the size and complexity of the project. Typically, small projects do not require a formal plan. On
the other hand, large, multiyear, multilevel projects with many participants may require multiple
formal plans. The HRM plan is based on the project schedule.
The Project management schedule includes a summary of the effort by human resource
category (expressed in person hours, person days, etc.) that will be required to perform defined
work units, as well as the time frames during which the work units will be performed. For
example, the Project management schedule might indicate that 2000 hours of application
programmer skills are needed between 2 February and 31 December.
The Human resource plan uses the requirement for human resources to develop a plan for staff
acquisition. There is usually iteration between the development of the Project management
schedule and the Human resource plan as “reality” is applied during development of the Human
resource plan during the different phases of the project. For example, for a very large project, it
may be known that it is impossible to obtain the 200 programmers specified in the Project
management schedule during a particular time period. Therefore, the Project management
schedule will need to be changed to reflect this.
The company is headquartered in Milpitas, California, with offices or manufacturing facilities in 10 locations in Asia (including Taiwan, China and Japan), 6 locations in Europe (including the UK, Ireland and Spain), and 3 locations in Israel (Kfar Sava, Tefen and Omer).
SanDisk is the global leader in flash memory cards, from research, manufacturing and product design to consumer branding and retail distribution. SanDisk's product portfolio includes flash memory cards for mobile phones, digital cameras and camcorders; digital audio/video players; USB flash drives for consumers and the enterprise; embedded memory for mobile devices; and solid state drives for computers. SanDisk is a Silicon Valley-based S&P 500 company, with more than half its sales outside the United States
he relation between management and union is very conducive. The company is managed under a unique union management partnership agreement, which gives workers a voice in all planning and operating decisions. The President of union participates in all decisions.
PM USA was known for its low employee turnover. However, they had a large number of layoffs in the early 90s. As a result of increased layoffs the number of lawsuits on the company greatly increased. To minimize the cost of expensive litigation, Alternative Dispute Resolution was introduced. As part of corporate policy Philip Morris provides aggrieved employees with up to $3500 in financial assistance to help them prepare their case. This was done to assure the employees that their rights were respected and that they got fair hearings in the process.
Philip Morris has worked to diminish the boundaries between union and management.
Organizational Objectives:
Employee Training and Development:
Training and development opportunities at PM have played a significant role in spreading the word in the general media in order to build its image as an employer that develops and rewards its people. Training and development opportunities have also had a major impact on potential applicants by providing them directly with job specific information on the excellent training, learning and development opportunities being offered by PM.
The absolute commitment to excellence and growth is reflected in the way PM do business, in their dynamic work environments, and in the following principles that guide their approach to employee development. Philip Morris USA:
* Utilize job assignments to drive both business and employee growth;
* Develop their people based on company-wide standards;
* Know their people, their capabilities and aspirations;
* Provide development on a career-long, company-wide basis;
* Provide feedback and rewards to reinforce performance and development; and
* Hold managers accountable for the vitality, diversity and depth of their workforce.
These principles - a component of their business strategy - form the foundation of their people development efforts, which are designed to serve the changing needs of their employees throughout their entire careers. The result is an organization of talented, engaged and committed employees who rank among the world's top business professionals.
A mission and a set of core values guide Philip Morris USA, including a passion to succeed. PM USA believes in developing the leadership potential of their employees, providing them with opportunities for training, development and advancement. Philip Morris believes in providing and supporting training, and expanding employees' work experience on an ongoing basis. PM USA uses a vestibule-training program so that training can be imparted to employees without disrupting normal operations.
For training programs, the organization continually broadens their employees' knowledge and skills through hands-on experience and by promoting many forms of training such as, classroom instructions, lectures, presentations, case study analysis, etc. Employees from various functions are sent to different training sessions throughout the year.
Compensation:
PM USA employees enjoy competitive salaries and a generous package of benefits that has been named #1 by Money magazine in 1999, 2000 and 2001. Attractive salaries are one of the key strengths of Philip Morris USA.
“The areas where we feel we are particularly strong are our career development programs, our competitive salaries and benefits, and the challenging working environment we provide.”
(Senior Vice President HR)
Philip Morris USA offers a competitive base salary commensurate with experience and educational background. Philip Morris USA aims to provide market competitive rewards to their employees through a structure, which addresses the needs for flexibility, personalization, empowerment and commitment. The key components of this philosophy are:
* Total compensation approach
* Pay for performance
* Annual performance and salary reviews
PM USA rewards employees for good performance, skills and competence development and for overall company success. These rewards come in a variety of ways, including regular salary, various kinds of incentives, bonuses, career advancement opportunities and other kinds of benefits mentioned earlier.
The compensation plan includes
· Annual Incentive Awards
· Long Term Performance Awards
· Stock Options
· Stock Appreciation Rights
•
Training requirements needed specifically for the project, for example in a new
technology.
Office and materiel requirements
Plans for team-building activities.(Motivation management)
•
•
The following column shows a sample portion of the Human resource plan for a project.
o Human resource category
o Number of staff
o Cost assumptions
o When needed
o Till what date the staff is needed
o Special skills, if any
o Special needs, if any
o Training needs, if any
o Office and material equipment
The Human resource plan supports staff planning, staff acquisition, allocating resources to staff,
and supervising project specific training activities. A summary Human resource plan is created
for the entire project and managed by the project manager.
The formality with which the Human resource plan is created and documented is a reflection of
the size and complexity of the project. Typically, small projects do not require a formal plan. On
the other hand, large, multiyear, multilevel projects with many participants may require multiple
formal plans. The HRM plan is based on the project schedule.
The Project management schedule includes a summary of the effort by human resource
category (expressed in person hours, person days, etc.) that will be required to perform defined
work units, as well as the time frames during which the work units will be performed. For
example, the Project management schedule might indicate that 2000 hours of application
programmer skills are needed between 2 February and 31 December.
The Human resource plan uses the requirement for human resources to develop a plan for staff
acquisition. There is usually iteration between the development of the Project management
schedule and the Human resource plan as “reality” is applied during development of the Human
resource plan during the different phases of the project. For example, for a very large project, it
may be known that it is impossible to obtain the 200 programmers specified in the Project
management schedule during a particular time period. Therefore, the Project management
schedule will need to be changed to reflect this.
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