Expert answer:can you do presentation for me please make it simp

Expert answer:HRM Marketplace Interviews (3). This will afford you the opportunity to interview managers who have HRM/HRD, as part of their principal areas of responsibility. These interviews also will afford you the opportunity to gain some insight into how HRM/HRD contributes strategically to organizations. (Duplicate the attached handout). Interview presentation using LMS (Prezi, emaze) is due Friday on 12/01/2017 The presentation should be a summary based on the 3 interviews that I already did. I’ll upload it down here if you have any question please let me know thanks
interview1.docx

interview2.docx

interview3.docx

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1. What is your name, your title, and the official
name of your company?
Chris Jordan President and Chief Steward.
2. How long have you been with your company and
what was your initial assignment?
33 years 8 months
3. What did you do prior to coming to your current
place of employment?
Design, installation, and service of professional audio, video, and theatrical
lighting systems for sports facilities, houses of worship, performance
venues, corporations, and civic centers.
4. Would you please describe for me your company’s
mission?
Electro Acoustics and Video.
5. What HRM functions does your HRM
organization perform?
•
•
•
•
•
Recruitment And Selection
Orientation
Maintaining Good Working Conditions
Managing Employee Relations
Training And Development
6. What is the HRD emphasis within your
department?
Many large organizations including governments, institutions,
manufacturing companies, and service firms organize HRM employee
development functions around various clusters of workers they conduct
recruiting, administrative, and other duties in a central location. Different
employee development groups for each department are necessary to train
and develop employees in specialized areas, such as sales, engineering,
marketing, or executive education. In contrast, some HRM departments are
completely independent and are organized purely by function. The same
training department, for example, serves all divisions of the organization.
7. What have been the issues/challenges in attracting
and retaining high performance employees?
The HRM department is charged with managing the productivity and
development of workers at all levels; the top HRM manager ideally has
access to, and the support of, key decision makers. In addition, the HRM
department should be situated in such a way that it has horizontal access,
or is able to communicate effectively with all divisions within the company.
Horizontal access allows HRM to integrate, educate, and train the
workforce, and to facilitate changes that affect one division and indirectly
influence other segments of the company or institution.
8. How does your company develop its strategic
HRM plan?
It never hurts to show that you keep up with the latest industry research
and findings. Cite information from your favorite HR newsletters, trade
magazines or conferences. A few trends that are supposed to be
particularly important in 2017 competitive hiring, more tech roles at
traditional companies and a bigger push for pay transparency.
9.Would you address the issue of succession planning
and what you are doing to address the issues likely to
face your company as the “baby boomers” plan to
retire—or delay retirement indefinitely?
The problem won’t just be a lack of bodies. Skills, knowledge, experience,
and relationships walk out the door every time somebody retires—and they
take time and money to replace. Given the inevitable time lag between the
demand for skills and the ability of the educational system to provide them,
we’ll see a particularly pronounced skill shortage in fast-growing technical
fields such as health care. What’s more, employees are your face to the
marketplace. It’s good business to have employees who reflect the ethnic,
gender, and, yes, age composition of your customer base—especially when
those customers are well off. Baby boomers will be the most financially
powerful generation of mature consumers ever todays mature adult’s
control.
As the population at large ages, and ever-more spending power is
concentrated in the hands of older customers, companies will want to show
a mature face to their clientele—and yet those faces will be in high
demand.
10. What are your strategies for minimizing the
impact of the possible loss of intellectual capital?
• Relationship Capital: All business relationships a company entertains
with external parties, such as suppliers, partners, clients, and
vendors.
• Human Capital: Knowledge and competencies residing with the
company’s employees.
• Organizational Capital: The collective know how, beyond the
capabilities of individual employees.
1. What is your name, your title, and the official
name of your company?
Laurie Knafo , Regional Vice President and the Tri-State Regions, SNI
COMPANY.
2. How long have you been with your company and
what was your initial assignment?
Over 30 years.
3. What did you do prior to coming to your current
place of employment?
She started her career as a permanent placement recruiter for Dunhill
Staffing and was consistently one of the organizations top producers.
4. Would you please describe for me your
company’s mission?
Business development and retention, staff training and motivation and
area management. Her career success has been built on long-term
relationships with both clients and candidates, a laser focus on providing
value and superior delivery of skills and service. She joined SNI Companies.
in 2001 and is responsible for 6 offices from Philadelphia, PA to Springfield,
MA. Laurie holds a Bachelor of Arts degree from Brooklyn College.
5. What HRM functions does your HRM
organization perform?
• Training And Development
• Orientation
6. What is the HRD emphasis within your
department?
Helping employees develop their personal and organizational skills,
knowledge, and abilities.
7. What have been the issues/challenges in attracting
and retaining high performance employees?
Provide a Positive Working Environment.
Recognize, Reward and Reinforce the Right Behavior.
8. How does your company develop its strategic
HRM plan?
• Develop training.
• Determine compensation.
• Appraise performance.
9. Would you address the issue of succession
planning and what you are doing to address the
issues likely to face your company as the “baby
boomers” plan to retire—or delay retirement
indefinitely?
Leadership across all levels is what is needed across all levels – and missed
most – in our organizations today. Consequently, having a leadership
pipeline that aligns with strategic imperatives is absolutely essential given
the pace of internal and external change facing today’s organizations. It is
evident that succession planning has never been more important. A strong
succession planning process should focus on developing a pool of
individuals with critical, adaptable skills who are ready to lead when called
upon.
10. What are your strategies for minimizing the
impact of the possible loss of intellectual capital?
Organizational Capital: The collective know how, beyond the capabilities of
individual employees.
1. What is your name, your title, and the official
name of your company?
Brandy Kerby, Regional Vice President, SNI COMPANY.
2. How long have you been with your company and
what was your initial assignment?
over 10 years.
3. What did you do prior to coming to your current
place of employment?
She began her staffing career at Robert Half Technology in their
Jacksonville, FL contract placement division. Prior to her tenure with
Robert Half Technology, she worked as an analyst, project manager and
led a development team at a professional services firm.
4. Would you please describe for me your
company’s mission?
Business development, technical recruiting, on-site vendor management
and progressive leadership.
5. What HRM functions does your HRM
organization perform?
• Managing Employee Relations
• Training And Development
6. What is the HRD emphasis within your
department?
Basic information about human resources including Career planning, a
career outlook and more.
7. What have been the issues/challenges in attracting
and retaining high performance employees?
• Involve and Engage.
• Develop Skills and Potential.
• Evaluate and Measure.
8. How does your company develop its strategic
HRM plan?
• Determine human resource needs.
• Determine recruiting strategy.
• Select employees.
9. Would you address the issue of succession
planning and what you are doing to address the
issues likely to face your company as the “baby
boomers” plan to retire—or delay retirement
indefinitely?
While everyone was distracted by the aging of our clients, another
phenomenon was quietly developing: the aging of our adviser population.
Unlike an adviser in the warehouse space, an independent adviser has
many more considerations when undergoing a succession planning
exercise. To begin with, they must determine which succession option
makes the most sense.
10. What are your strategies for minimizing the
impact of the possible loss of intellectual capital?
• Human Capital: Knowledge and competencies residing with the
company’s employees.
…
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