netrashetty
Netra Shetty
Schoep's Ice Cream is an ice cream manufacturing company based in Madison, Wisconsin
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
Recruitment and Selection at Philip Morris USA:
Philip Morris USA recruits around the world. It actively participates in university recruitment fairs, independently run recruitment events, and specialist events such as IT job fairs.
It runs Want Ads that attract potential employees, these ads describe the job its benefits and the organization in detail to the potential applicants. Job openings are also posted on the Internet. Having an online presence has presented an opportunity to attract talented applicants providing PM USA with a large pool of applicants to choose from.
PM USA intends to be the employer of choice, both in attracting new high caliber recruits, and in retaining their existing people. To do this, it offers an employment package that is attractive and meets the diverse requirements of the talented people that it needs to ensure Philip Morris continued success.
GE is a services, technology and manufacturing company operating in more than 100 countries and employs 313,000 people worldwide. Thomas Edison established Edison Electric Light Company in 1878. Edison’s company later formed a merger with Thomson-Houston Electric Company in 1882, giving birth to General Electric Company. GE is among the largest and most diversified industrial corporations in the world (Blacconiere and Hopkins, 2002).
One major challenge to the HRD process of General Electric surfaced when the company was in a period of massive downsizing and delayering. Downsizing and Delayering mean that many employees need to be trained to take on expanded responsibilities as organizations have created internal environments of ‘doing more with less’. HRD must be an out growth of the organization’s overall strategy. Today, training must be tailored to fit the organization’s strategy and structure. When strategy changes, training and development have to change and equip employees with the Knowledge, Skills and Abilities necessary to meet new demands.
When Jack Welch took over GE, he started to abolish most of the bureaucratic structure of the company. He stripped out layer after layer of management and making nearly a quarter of GE’s workforce redundant in a matter of a few years. Welch wanted a much leaner and flexible organization which concentrated on its core strengths and markets and could respond quickly to new events. Welch delayering of the organizational hierarchy has caused tension and unrest among the managers and employees. Delayering has negative effects on employee motivation. Because of delayering many employees and managers lost their jobs. The initial result was chaotic. The employees were suspicious of Welch’s strategies. Motivation is an important factor in human resource development. Because HRD aims to develop, train and educate employees to fulfill their present jobs and be prepared for future assignments, the lack of motivation affects the success of the training programs.
In order to counter the negative effects of downsizing and delayering, the top management led by the CEO showed the managers and employees that it is dedicated to employee development and career advancement. Several strategies were implemented to ensure that the employees are properly trained and given opportunities for development and career advancement. According to Witzel (2003), GE invested heavily on employee training. By 1998 the training center had trained over 15,000 managers. Welch set up an in-house management training center in New York and personally oversaw its development. He put in personal appearance during almost every programme and spoke to the managers involved. By some estimates, GE spends half a billion dollars a year on training, making it one of the largest investors in management in the USA (308). The top management shows dedication to training and development. This has countered the employee insecurity that was produced by delayering. The employees are given opportunities to upgrade their skills and knowledge. Let us look at the various strategies that GE employed to ensure human resource development.
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
Recruitment and Selection at Philip Morris USA:
Philip Morris USA recruits around the world. It actively participates in university recruitment fairs, independently run recruitment events, and specialist events such as IT job fairs.
It runs Want Ads that attract potential employees, these ads describe the job its benefits and the organization in detail to the potential applicants. Job openings are also posted on the Internet. Having an online presence has presented an opportunity to attract talented applicants providing PM USA with a large pool of applicants to choose from.
PM USA intends to be the employer of choice, both in attracting new high caliber recruits, and in retaining their existing people. To do this, it offers an employment package that is attractive and meets the diverse requirements of the talented people that it needs to ensure Philip Morris continued success.
GE is a services, technology and manufacturing company operating in more than 100 countries and employs 313,000 people worldwide. Thomas Edison established Edison Electric Light Company in 1878. Edison’s company later formed a merger with Thomson-Houston Electric Company in 1882, giving birth to General Electric Company. GE is among the largest and most diversified industrial corporations in the world (Blacconiere and Hopkins, 2002).
One major challenge to the HRD process of General Electric surfaced when the company was in a period of massive downsizing and delayering. Downsizing and Delayering mean that many employees need to be trained to take on expanded responsibilities as organizations have created internal environments of ‘doing more with less’. HRD must be an out growth of the organization’s overall strategy. Today, training must be tailored to fit the organization’s strategy and structure. When strategy changes, training and development have to change and equip employees with the Knowledge, Skills and Abilities necessary to meet new demands.
When Jack Welch took over GE, he started to abolish most of the bureaucratic structure of the company. He stripped out layer after layer of management and making nearly a quarter of GE’s workforce redundant in a matter of a few years. Welch wanted a much leaner and flexible organization which concentrated on its core strengths and markets and could respond quickly to new events. Welch delayering of the organizational hierarchy has caused tension and unrest among the managers and employees. Delayering has negative effects on employee motivation. Because of delayering many employees and managers lost their jobs. The initial result was chaotic. The employees were suspicious of Welch’s strategies. Motivation is an important factor in human resource development. Because HRD aims to develop, train and educate employees to fulfill their present jobs and be prepared for future assignments, the lack of motivation affects the success of the training programs.
In order to counter the negative effects of downsizing and delayering, the top management led by the CEO showed the managers and employees that it is dedicated to employee development and career advancement. Several strategies were implemented to ensure that the employees are properly trained and given opportunities for development and career advancement. According to Witzel (2003), GE invested heavily on employee training. By 1998 the training center had trained over 15,000 managers. Welch set up an in-house management training center in New York and personally oversaw its development. He put in personal appearance during almost every programme and spoke to the managers involved. By some estimates, GE spends half a billion dollars a year on training, making it one of the largest investors in management in the USA (308). The top management shows dedication to training and development. This has countered the employee insecurity that was produced by delayering. The employees are given opportunities to upgrade their skills and knowledge. Let us look at the various strategies that GE employed to ensure human resource development.
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