留学生assignment作业结构:Human Resources Evaluation and Proposal for Leybold

发布时间:2022-03-25 16:07:11 论文编辑:zhenzhen1116

本文是留学生assignment范例,题目是“Human Resources Evaluation and Proposal for Leybold(Leybold公司人力资源评估与建议)”,Leybold是一家私营的营利性组织,考虑客户、员工和利益相关者的价值,以确保继续成为行业的领导者,并继续保持其愿景声明:“思想第一,选择第一®(莱宝公司,2018,Leybold已被证明是真空行业的领导者,为客户提供最好的销售、服务和制成品。该公司的使命宣言写道:“……实现可持续的、盈利的增长。

assignment代写

Abstract 摘要

Leybold is a private, for-profit organization that considers the value of customers, employees, and stakeholders to ensure continue to be the industry leader and remain as the vision statement reads to continue to be “First in Mind—First in Choice® (Leybold GmbH, 2018, p. 6). Leybold has proven to be a vacuum industry leader in providing its customers with the best sales, service, and manufactured products. The mission statement reads: “…to achieve sustainable, profitable growth.

By achieving sustainable profitable growth for our customers and for ourselves, we will be an attractive brand to our stakeholders” (Leybold GmbH, 2018, p. 6). The mission and vision statement of Leybold is a statement of its purpose and considers all customers should have the same options of quality sales, service, and products to remain the one company that they will choose.

实现可持续的利润增长,为我们的客户和我们自己,我们将一个有吸引力的品牌利益相关者”(Leybold GmbH, 2018, p. 6)。Leybold的使命和愿景陈述声明的目的,认为所有客户应该有相同的选择高质量的销售,服务,以及他们会选择的唯一公司的产品。

英文作业代写

1.Vision and Mission愿景和使命

Leybold is guided by core values as well: interaction, commitment, and innovation. The strategic HRM plan must consider the vision, mission, and core values to hire a diverse labor force that will not only acknowledge different cultural needs and design an organizational atmosphere that will be sympathetic to all members of the business, but as well as to result in a successful global business.

Leybold的核心价值观也是:互动、承诺和创新。战略人力资源管理计划必须考虑到愿景,使命,核心价值观和雇佣一个多样化的劳动力,不仅承认不同文化需求和设计一个组织气氛,将同情所有成员的业务,但也导致一个成功的全球业务。

Every year Leybold sets a strategic framework that identifies what is to be accomplished for that year and what is required to reach those goals. According to Brockmeyer (2019), the focus in 2019 is to exceed $106.9 million in revenue within customer service, contribute to 39.6% of the industry market, and 31.2% in net working capital. In addition to these strategic goals, Leybold also sets a focus on how to reach these goals, including increasing the talent available in several departments, entry into new industries, and becoming the central location for sales and service for our customers.

Leadership must be committed to and be the example of the vision, mission, and core values. The guiding team of the organization, including human resource must develop a vision, clarify how the future will differ from the past, and remove any barriers to make the vision a reality (Kotter & Rathgeber, 2017, p. 132, 133). With leadership and the human resource department upholding the vision, mission, and values of Leybold through recruiting, talent development, and succession planning. Our vision and mission will continue to guide us to provide the best service, sales, and supplies within the challenging vacuum academy.

2.Global Outlook全球经济前景

Leybold has a strong global outlook and vision of a cross-cultural approach this will play an important role in the continued organizational growth. With a focus on continuing our global growth, Leybold has a strong global outlook and vision of a cross-cultural approach. This will require us to create an awareness of sensitivity to that that we employ and support. There must also be a developed understanding of the trends and needs of current and future customers in different market areas.

Leybold拥有强大的全球视野和跨文化的视野,这将在公司的持续发展中发挥重要作用。莱宝专注于持续全球增长,拥有强大的全球视野和跨文化的视野。这将要求我们对我们所使用和支持的东西建立一种敏感的意识。还必须对不同市场领域的当前和未来客户的趋势和需求有充分的了解。

The management team and human resources will hire employees from diverse cultures using methods to guarantee that talent is organized and supports the mission of the business.

With Leybold operating in over 15 countries worldwide, the first step to take would be to conduct a PESTLE analysis. Though the information is not related to culture and diversity, it will give a quick overview of the whole environment from different aspects and cultures (PESTLE Analysis, 2015). This will allow us to better understand our current and potential market to assist in realigning hiring, developing, and succeeding procedures to our vision and mission.

By using leading indicators, trend analysis, and transitional matrices the human resource department and plan to forecast labor supply and demand. This will include studying recession statistics, current and three-year employment and unemployment trends, and the recruiting rates of specialized educational background including design and sales engineers, marketing, and manufacturing. Using the political and social aspects of the analysis, we can determine demographic and cultural trends that will help determine the best talent that aligns the best with business and individual objectives from the commencement of his or her tenure.

Leybold will also use a performance management method to support current employee abilities that encourage teamwork and create a succession plan.

3.Analysis and Decision Making分析与决策

To continue to develop and meet the goals for the future, the human resource department must control the needs to recruit, train, and develop a succession plan. Controlling the decisions of the workforce, a competency mapping must be completed to identify gaps in individual strengths and weaknesses. A complete understanding that will require us to continually look at policies, procedures, job descriptions, and labor laws to ensure that they align with regulations within the areas we will be present in.

为了继续开发和实现未来的目标,人力资源部门必须控制招聘、培训和开发继任计划的需求。控制劳动力的决策,必须完成能力映射,以识别个人的优势和劣势的差距。一个完整的理解将需要我们不断地关注政策、程序、职位描述和劳动法,以确保它们与我们将参与的领域的法规相一致。

Competency mapping will help us determine what strengths and weaknesses individual employees have in order to ensure he or she has been placed in proper positions based on job descriptions, determine the training required to develop skills of those employees that show the most gaps, understand the top performers and prepare him or her for leadership, and any opportunities that may exist within the organization to develop a retention and succession strategy.

While many times organizations overlook powerful tools because their competitors have implemented, competency is not one of those tools and will allow stakeholders to see long-term growth with significant value to leadership, management, and the organization as a whole (Janagama, 2017, p. 20).

4.Risk Management风险管理

Leybold is a geocentric organization with 1600 employees’ worldwide (Leybold GmbH, 2018, p. 2). Within the heart of the human resource department, we are responsible for ensuring the organization is operating ethically and legally as well as overseeing the well-being of all. There is not only a need to perform ethically, but there will be many difficult decisions to be made that could affect the veracity of the business.

Leybold是一家地心性组织,在全球拥有1600名员工Leybold GmbH, 2018, p. 2)。在人力资源部门的核心,我们负责确保组织在道德和法律上运营,并监督所有人的福祉。这不仅需要遵守道德规范,而且还需要做出许多困难的决定,这些决定可能影响业务的准确性。

Consideration must be made to ensure that all areas of the organization are studied to examine how risk can be eliminated or reduced. Some of the areas that will be reviewed are hiring and talent development techniques, compensation programs, employee behavior, and terminations.

In the area of hiring and talent development techniques, we must minimize risk by ensuring that labor and discrimination laws are adapted in all countries in which we recruit and promote in. It is also crucial that we recruit the best talent that will align with individual and organizational goals from the start of his or her tenure. This alignment will require a 30-60-90 day performance review to be implemented for all new hires and promotions to ensure that he or she is meeting the requirements and expectancies of the job within the provisional period.

The 30-day review will critique the employee on the required job duties and he or she understands the policies and procedures of the organization. In 60-days, another review will occur to ensure that the employee is now meeting the expectancies of the positions and will develop goals that he or she must meet to succeed in the position.

In 90-days, the employee will be reevaluated to verify that the employee was the best talent choice. If gaps are determined, training may be considered or if the employee could be on the fast track to a management position; if this is not a suitable position for the employee, termination will occur. Once the determination has been made, SMART goals will be set for him or her to work on to achieve for the remainder of the calendar year.

5.Customer Service and Negotiations客户服务及谈判

For an organization to be successful, a strong and motivated team must work together. Though, employees receive merit increases based on his or her performance evaluations, commissions through sales goals, and bonuses through the achievement of organizational companies; however, not all employees are offered the same opportunities. To encourage creativity and motivation, salary increases will be offered with a bonus reward to all employees who maintain their support and contribution in keeping the Leybold vision of First in Mind—First in Choice® throughout the geocentric organization.

一个组织要想成功,一个强大而有动力的团队必须一起工作。但是,以业绩评价为基础,通过销售目标获得提成,通过组织企业的业绩获得奖金。然而,并不是所有的员工都有同样的机会。为了鼓励员工的创造力和积极性,我们将为所有支持和贡献莱宝公司理念的员工提供加薪和奖金奖励。

Though the General Manager fosters a transparent workplace, many Leybold managers have not adapted to this philosophy which has discouraged many employees. To restore a culture of trust, we must continue to build transparency with open and honest lines of communication. When leaders share information regularly and include employees in the operation of the business and employees keep leaders informed about problems or decisions that need to be made, trust begins to happen within the organization (Reina & Reina, 2006, p. 34, 35). To maintain a transparent environment, we will develop and transmit an all-employee survey once a quarter.

After gathering the results of the survey, human resource and the leadership team will discuss the results and identify programs that are found to be most important to our employees and will discuss the results and actions we will take to address the concerns and the timeline in which they will be completed. Though the survey will be just a starting point, this will begin the process to rebuilding the trust the organization needs and the employees require.

6.Data Analysis数据分析

Studying data is not just about the statistics driven by the common metrics provided by the human resource department based on turnover, recruiting, and promotion rates. When human resource management practices are merged with business tactics the performance of the organization is improved, creating an efficient operation increasing success (Yao-Sheng, 2005). With the newly adapted and implemented HR:Link, the HRIS can assist in creating a strategic plan that align with the business decisions.

研究数据不仅仅是由人力资源部门提供的基于流动率、招聘和晋升率的通用指标驱动的统计数据。当人力资源管理实践与商业策略相结合,组织的绩效得到改善,创造了一个有效的运营增加成功(姚生,2005)。通过新调整和实施的HR:Link, HRIS可以帮助创建与业务决策相一致的战略计划。

This includes accurate forecasting of labor needs and costs based on termination and retention rates, promotions, and risks. The manual processes of present must be altered so that data can be collected instantly and precisely.

With most employment decisions being made in the human resource department, there is a need to use calculated methods to forecast the future likelihood of actions happening. This will include better forecasting of where talent will be plentiful or reduced and will determine how employees will be reassign between positions as well as predict when employees will leave the organization. Leybold has recently proven with prior data statistics that employees whom are not promoted within two years have a higher probability of leaving the company; it has also been found that those individuals being hired based on the schooling received, references, and feelings about the candidate have a less successful rate of retention.

There is an immediate need to increase how data is collected, determine the ideal questions to be asked, and determine the answers. While this can be costly, once the HRIS is fully integrated and the analytics are able to be used, the company will begin to save money on hiring and termination costs.

Using the data from the HRIS will help in analyzing recruitment needs, talent development needs and retention, risk mitigation, and strategic decisions that will help to increase the overall revenues of the business and help us continue to attain our goals while still expanding our global markets.

Although our senior leaders and employees believe that the long standing processes are working, as Leybold continues to expand our organization globally, there is a needed to hire a more diverse workforce to support the vision, mission, and core values of the organization and requires statistical data from which a fully integrated HRIS will provide to help us move in the direction we have set forth as an organization.

尽管我们的高层领导和员工都相信长期的工作流程正在发挥作用,但随着莱宝在全球范围内不断扩大我们的组织,我们需要雇佣更多样化的员工来支持我们的愿景、使命、和组织的核心价值观,并需要统计数据,充分整合的人力资源信息系统将提供这些数据,以帮助我们朝着我们作为一个组织制定的方向前进。

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