Hi all,
I prepared a case study during the 3rd SEM of MBA. Have given example of a real case study.
It actually shows how strategic HRM can can act as a turnaround strategy for any organization.
Let me know if it helped u in any way.
From India, Mumbai
5I prepared a case study during the 3rd SEM of MBA. Have given example of a real case study.
It actually shows how strategic HRM can can act as a turnaround strategy for any organization.
Let me know if it helped u in any way.
From India, Mumbai
PPT was very useful and i am currently in my 3rd semester MBA.
For the next semester i have to do a project which need to
be commenced from the month of jan 2009 - apr 2009.
Please suggest me some topics to do the project.
From India, Madurai
For the next semester i have to do a project which need to
be commenced from the month of jan 2009 - apr 2009.
Please suggest me some topics to do the project.
From India, Madurai
Dear Shweta.. Is it possible to do project in the same topic "SHRM" in any organisation. ??
From India, Madurai
From India, Madurai
Dear Shweta, This greeshu.... Very well done. good job! We expect such presentations from u in future too....
From India
From India
Dear Shweta,
I have checked your ppt and following are my observations:
a) Your slide No 9 and 10 gives reference of what happened in the year 1999. Slide No 11 jumps to the year 2005 right away. How "innovation" as competency was executed is not mentioned.
b) In the year 2000 company decided to embed "innovation" as core competency. How was it done? What kind of training was imparted to the staff? How many innovative ideas were generated thereafter? How many could be implemented? How the product range was changed? Where are the facts and figures?
c) When company thought to bring in innovation culture, what resistance did the management face? How it was handled? Were any changes made in recruitment policy and emphasis was given to recruit more innovative staff?
d) If I replace the word "HR" with "Marketing", the whole presentation can be passed off for strategic marketing as well. I say this because the presentation claims it to be for HRM but people issues are not mentioned (except a mention of downsizing the workforce by 10% in the year 1999). The facts and figures mentioned in the presentation fit more for marketing than HR.
Ok...
Dinesh V Divekar
bangalore - 560 094
From India, Bangalore
I have checked your ppt and following are my observations:
a) Your slide No 9 and 10 gives reference of what happened in the year 1999. Slide No 11 jumps to the year 2005 right away. How "innovation" as competency was executed is not mentioned.
b) In the year 2000 company decided to embed "innovation" as core competency. How was it done? What kind of training was imparted to the staff? How many innovative ideas were generated thereafter? How many could be implemented? How the product range was changed? Where are the facts and figures?
c) When company thought to bring in innovation culture, what resistance did the management face? How it was handled? Were any changes made in recruitment policy and emphasis was given to recruit more innovative staff?
d) If I replace the word "HR" with "Marketing", the whole presentation can be passed off for strategic marketing as well. I say this because the presentation claims it to be for HRM but people issues are not mentioned (except a mention of downsizing the workforce by 10% in the year 1999). The facts and figures mentioned in the presentation fit more for marketing than HR.
Ok...
Dinesh V Divekar
bangalore - 560 094
From India, Bangalore
absolutely corret question askd by Mr.Dinesh,when I read this article,I felt the same,wat Mr.Dinesh is asking here!!............I think PPT maker dont want to reveal exact strategy here on public places,but she want to motivate to others without strategy........even this is not the mkt strategy also,
my question is also same,where and wat efforts they put for reaching this level......how they able to recognise the best talent /performance
did they change their recruitment process??
did they change their PMS syetem?
Did they implement various training programmes for skill enhancement and able to achieve targets???
how many innovative ideas they received ???
how many was useful for company and implemented ???
which dept. role became imp????
how management was able to handle all resistance ???
did they use new technology ??
did they increase manpower ??
wat was the risk factor ?? and how it was handled ???
there are so many quest ???? which must be resolved,
waiting for the answer of Thread starter
From India, Pune
my question is also same,where and wat efforts they put for reaching this level......how they able to recognise the best talent /performance
did they change their recruitment process??
did they change their PMS syetem?
Did they implement various training programmes for skill enhancement and able to achieve targets???
how many innovative ideas they received ???
how many was useful for company and implemented ???
which dept. role became imp????
how management was able to handle all resistance ???
did they use new technology ??
did they increase manpower ??
wat was the risk factor ?? and how it was handled ???
there are so many quest ???? which must be resolved,
waiting for the answer of Thread starter
From India, Pune
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Case study of hrm-shrm.ppt