In today’s ultra-competitive market, companies must remain proficient at all levels of operation to achieve their vision of success for the future. An excellent measure of performance is the efficiency of the Human Resources (HR) department. To remain agile and quick in a global marketplace, a multinational company must manage human resources as cleverly as every other division or department. GKN is a leader, with a strong human resources approach that combines active recruitment, performance monitoring, and effective administration. They serve as an exemplary model for other aerospace companies to compare human resource strategies.
Human assets bring value, technical skill, and customers to organizations, management of these assets is …show more content…
The company achieves this strategy through being selective in product choice, focusing on work and activities, and employees that function inside a high-performance culture. With a lean enterprise model, aiming to improve processes and minimize the non-value adding and waste activities across an entire value stream, GKN has built a culture that questions norms and recognizes opportunities to further surpass …show more content…
This growth has included the acquisition of Stellex Aerostructures, Filton, Sheets Manufacturing, Volvo Aero, and Chem-tronics, El Cajon. With competitors like LMI Aerospace and Synchronous Aerospace Group, GKN continues to be a leader in fabricates components for both military and commercial aircraft (Hoovers, 2016).
Unlike most large companies, GKN focuses on unlocking the talents of employees through “people excellence” who are encouraged through active engagement, training, and a management team that believes in the approach enough to commit time and resources to daily continuous improvement activities (GKN, 2016). Human resources departments are locally staffed, employees typically serve in multiple roles of staffing, learning and development, compensation and benefits, organizational development, and other
Human assets bring value, technical skill, and customers to organizations, management of these assets is …show more content…
The company achieves this strategy through being selective in product choice, focusing on work and activities, and employees that function inside a high-performance culture. With a lean enterprise model, aiming to improve processes and minimize the non-value adding and waste activities across an entire value stream, GKN has built a culture that questions norms and recognizes opportunities to further surpass …show more content…
This growth has included the acquisition of Stellex Aerostructures, Filton, Sheets Manufacturing, Volvo Aero, and Chem-tronics, El Cajon. With competitors like LMI Aerospace and Synchronous Aerospace Group, GKN continues to be a leader in fabricates components for both military and commercial aircraft (Hoovers, 2016).
Unlike most large companies, GKN focuses on unlocking the talents of employees through “people excellence” who are encouraged through active engagement, training, and a management team that believes in the approach enough to commit time and resources to daily continuous improvement activities (GKN, 2016). Human resources departments are locally staffed, employees typically serve in multiple roles of staffing, learning and development, compensation and benefits, organizational development, and other