The document outlines a company's HR philosophy, policies, programs, practices, and processes. The HR strategy aims to develop leadership in people, brands, marketing, and operations. It emphasizes building a supportive culture that serves customers and copes with future challenges. HR will establish new roles to align with business needs, change the culture, and develop leadership programs for all levels of management. The roles of HR are to guide change, act with integrity, and assist in formulating, modeling, and communicating the cultural shift throughout the organization.
The document outlines a company's HR philosophy, policies, programs, practices, and processes. The HR strategy aims to develop leadership in people, brands, marketing, and operations. It emphasizes building a supportive culture that serves customers and copes with future challenges. HR will establish new roles to align with business needs, change the culture, and develop leadership programs for all levels of management. The roles of HR are to guide change, act with integrity, and assist in formulating, modeling, and communicating the cultural shift throughout the organization.
The document outlines a company's HR philosophy, policies, programs, practices, and processes. The HR strategy aims to develop leadership in people, brands, marketing, and operations. It emphasizes building a supportive culture that serves customers and copes with future challenges. HR will establish new roles to align with business needs, change the culture, and develop leadership programs for all levels of management. The roles of HR are to guide change, act with integrity, and assist in formulating, modeling, and communicating the cultural shift throughout the organization.
Leadership in People opportunities, and retraining as needed. Leadership in Our Brands sell the best quality products HR - having a deli section PCI - expanded fresh fruit section Philosophy Leadership in Marketing - having ethnic food booths - having a pastry shop Build excellence from input to output Leadership in Operations operations employees helped to analyze and define the new roles they would play vis-a-vis the HR Policies PCI "Instant feedback" strategic business needs. HR management then developed practices to cue and reinforce role behaviors Questions to identify the fundamental issues for set the programs: • What is the nature of the corporate culture? Is it supportive of the business? • Will the organization be able to cope with future - Change the culture of the firm to challenges in its current emphasize listening to and serving form? customers. • What kind of people and - Establishing a senior HR council and HR how many will be required? executive operating committee FPC Program • Are performance levels - Mounting major activities to rally all high enough to meet employees to the change demands for increased - Developing a leadership program to profitability, innovation, ensure that the change clearly includes higher productivity, better top management quality, and improved customer service? • What is the level of commitment to the company? • Are there any potential constraints such as skill shortages or HR problems?
- Show a high degree of personal
HR FPC Leadership Roles integrity in dealing with others Practice - Demonstrate confidence as a leader - Assist senior managers in formulating change - Become a model of change - Develop and guide divisional HR Managerial Roles - Change organizational structure - Serve as clearing house - Serve as trainer for other HR personnel - Do benchmark analysis - Audit competencies
• Human Resource Planning Longer term
focus Tie to the needs of the business • Staffing More socialization More opportunities • Training and Development More skill Operational Roles training Customer service training • Performance Appraisal Customer service measures Feedback • Compensation Relate to performance appraisal Awards and celebration the roles are shared between corporate and divisional HR staffs, in the extreme HR case, many of these roles could be FPC Process performed by the line managers with or without the assistance of others.