For a company to be successful it needs to have a good HR that is aligned with the company’s strategic plan. Once the company has created it’s plan and goal they feel will make their company successful they need their HR department on board to fulfill the adequate requirements to meet these demands. HR will perform their job descriptions regarding hiring, firing, training, and many other employee matters. I feel that in order for accompany to succeed it needs to meet the owners goals and strategic plan as well as keeping their employees satisfied. I feel that Maersk’s HR function was properly aligned. When Maersk’s company was small the HR was asked to hire employees to a family oriented company. Many were hired right out of college or high
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Their training produced employees that were taught the company’s job objectives from scratch and enabled them to feel as if they were all part of a family. They had a good focus on leadership and values, along with a passion for the company. Then when the company went global it relied on HR to change their hiring policies to meet their new strategic plans and goals of keeping up with the increasingly fast-pasted global growth of the twenty first century. HR was now responsible to switch their function from administrative to strategic. Allen, the head of Group HR, was helping to shift the “HR function from administrative to strategic, and to position the company for the 21st century” (Boris & Sarah, 2013). They needed to get the right people into the right jobs. I feel HR was able to successfully do this by bringing diversity into the company and making everyone more accountable for their own job responsibilities. The culture, climate, and type of people an organization or company has will restrict whatever that firm is capable of performing strategically (Snell, Morris, & Bohlander, 2016). The success of the company can be seen by their ability to grow …show more content…
These new employees could bring some new insights and talents to the job. It is always nice to have a fresh pair of eyes to evaluate the workplace. HR was able to pick the best of the best through implementing a new talent management process. This included attraction, identification, development, deployment, and scenario planning. This process focused on finding people who were right for the job, had the necessary talents, providing training programs, combining external and internal management, and selecting people who aligned with the organization’s visions and goals through observations. Maersk’s recruitment process worked but was not totally effective. Outsiders were not brought into the company and trained to know other employees, they were just trained to do the job. I would have another training program where the external employees get to train and work with the internal employees so they can all get to know each other. I would implement different job analysis methods if I were in management. I believe observation is a great method to see how the hire would work to get “a realistic view of the job’s daily tasks and activities” (Society for Human Resource Management, 2013), but I would also add an interview to personally get to know the hire. I feel that as a company becomes global it is much harder to keep up with the necessary responsibilities. Maersk’s industry showed how the
Their training produced employees that were taught the company’s job objectives from scratch and enabled them to feel as if they were all part of a family. They had a good focus on leadership and values, along with a passion for the company. Then when the company went global it relied on HR to change their hiring policies to meet their new strategic plans and goals of keeping up with the increasingly fast-pasted global growth of the twenty first century. HR was now responsible to switch their function from administrative to strategic. Allen, the head of Group HR, was helping to shift the “HR function from administrative to strategic, and to position the company for the 21st century” (Boris & Sarah, 2013). They needed to get the right people into the right jobs. I feel HR was able to successfully do this by bringing diversity into the company and making everyone more accountable for their own job responsibilities. The culture, climate, and type of people an organization or company has will restrict whatever that firm is capable of performing strategically (Snell, Morris, & Bohlander, 2016). The success of the company can be seen by their ability to grow …show more content…
These new employees could bring some new insights and talents to the job. It is always nice to have a fresh pair of eyes to evaluate the workplace. HR was able to pick the best of the best through implementing a new talent management process. This included attraction, identification, development, deployment, and scenario planning. This process focused on finding people who were right for the job, had the necessary talents, providing training programs, combining external and internal management, and selecting people who aligned with the organization’s visions and goals through observations. Maersk’s recruitment process worked but was not totally effective. Outsiders were not brought into the company and trained to know other employees, they were just trained to do the job. I would have another training program where the external employees get to train and work with the internal employees so they can all get to know each other. I would implement different job analysis methods if I were in management. I believe observation is a great method to see how the hire would work to get “a realistic view of the job’s daily tasks and activities” (Society for Human Resource Management, 2013), but I would also add an interview to personally get to know the hire. I feel that as a company becomes global it is much harder to keep up with the necessary responsibilities. Maersk’s industry showed how the