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    HRM Motorola Case Study

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    Abhishek Goel
    The document discusses talent acquisition and retention. Acquiring and assimilating top talent is crucial and linked to engagement and productivity. Retaining employees through initiatives like training programs is important. Examples are given of companies like Google, Philips and HCL that have innovative talent management strategies like project opportunities, unique philosophies, and recognition programs that aid in attraction and retention.

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    HRM Motorola Case Study

    Uploaded by

    Abhishek Goel
    402 views37 pages
    The document discusses talent acquisition and retention. Acquiring and assimilating top talent is crucial and linked to engagement and productivity. Retaining employees through initiatives like training programs is important. Examples are given of companies like Google, Philips and HCL that have innovative talent management strategies like project opportunities, unique philosophies, and recognition programs that aid in attraction and retention.

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    The document discusses talent acquisition and retention. Acquiring and assimilating top talent is crucial and linked to engagement and productivity. Retaining employees through initiatives like training programs is important. Examples are given of companies like Google, Philips and HCL that have innovative talent management strategies like project opportunities, unique philosophies, and recognition programs that aid in attraction and retention.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    402 views37 pages

    HRM Motorola Case Study

    Uploaded by

    Abhishek Goel
    The document discusses talent acquisition and retention. Acquiring and assimilating top talent is crucial and linked to engagement and productivity. Retaining employees through initiatives like training programs is important. Examples are given of companies like Google, Philips and HCL that have innovative talent management strategies like project opportunities, unique philosophies, and recognition programs that aid in attraction and retention.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    of 37

    What is TALENT ?

    Change in employment patterns leading to intense competition

    Competitive advantage
    Scarcity of talent in the market

    TALENT ACQUISITION
    EPL

    IPL

    Acquiring and assimilating the best HR plays a crucial role Linked to employee engagement and productivity Not only recruiting but also retaining employees through due diligence.

    Do you know which are top 10 Best Global Brands in the world (Interbrand 2010)?

    Or which are the 10 most Admired companies in the world (Fortune 2010)? Or which are the top MBA Employers in the world?

    Best Global Brands

    Worlds most admired Companies 1 - Apple 2 - Google 3 - Berkshire Hathaway 4 - Johnson & Johnson 5 - Amazon.com 6 - Procter & Gamble 7 - Toyota Motor 8 - Goldman Sachs 9 - Wal-Mart 10 - Coca-Cola

    1 Coca Cola 2 IBM 3 Microsoft 4 Google 5 GE 6 Mc Donald's 7 Intel 8 Nokia 9 Disney 10 HP

    Improving the external and internal communication Providing the employees with the knowledge and skills, rewards and recognition , security. Amenities like gymnasiums , Paid sabbaticals , sending employees to management programmes, etc. Networking Personality profiling

    Google : 20% rule Philips Software Center : dream project HCL : Unique philosophy of Employee First
    HCL has got world-wide recognition for its Employee First philosophy Leader of Human Capital Development by Global Services 100 Survey for 2009 Optimas Award for HR Innovation in the US, Readers Award at FT Arcelor Mittal Boldness in Business Award in Europe and CRF Award for Top Employers UK 2008. Global HR Excellence awards 2008 and recognized for its contribution in Global Training and Development at 2008

    Employer Branding Awards.

    Brand strength Employer Brand


    The unique and differentiating promise a business makes to its employees and potential candidates

    Employee experience

    Actual delivery of the promise throughout the employee lifecycle

    Attraction of the right candidates Employee engagement and retention Differentiation from competitors Customer engagement and retention

    Human Capital Theory (Romer-1990)


    Human Capital brings the following traits to the job:
    Intelligence Fulfilling work energy

    Positive attitude
    Reliability Commitment

    Staffing : Process of attracting, selecting and retaining competent individuals to achieve organizational goals.
    Great staffing means imagining about how to get the absolute best people on the bus. A famous sayingPeople are the most important asset for any growing company

    What is EVP? -- EVP is an employees

    perspective on whats in it for me to work here? and an employers communicated promise to its employees.

    Key Components of an EVP :

    Ask for employee, or even customer referrals; provide incentives and contests for the referral of productive new hires. 2. Consider offering positions as telecommuting, job sharing or part-time work to tap into a more diverse candidate selection. 3. Publicity is grand! Create interest in your company with press coverage and project your company in a unique format to attract the types of professionals you seek.
    1.
    cont.

    Utilize web-based resources offered; job boards and distribution services, as well as internet newspaper listings. These days people are far more apt to relocate for the right opportunity. 5. Spice up your website; highlight your need for new talent with an "Our Team" page and advertise your company
    4.

    High employee engagement has been defined as when employees feel positive emotions toward their work, find their work to be personally meaningful, consider their workload to be manageable, and have hope about the future of their work

    Can be achieved with the help of


    Job design Support and resources Working Conditions Leadership style

    Has a positive impact on employee productivity, customer satisfaction, reduces the employee turnover and ultimately contributes to the profits of the company

    Survey conducted at American Automobile Association Employee engagement scores were positively related with customer service satisfaction ratings A 5% rise in employee engagement was associated with a potential gain $47 mn. through more sales

    Launched in 1995 Extinct by 2002

    Motorola Phones in India (1995)

    Concerns: Market share Reasons: Improper product portfolio. Non-focus on people management strategy. An ill-equipped team.

    Strategic HR Changes: Ed Zander. India headquarters - high growth markets (HGM). A new team for the turnaround.

    Innovative HR strategies: Buy rather than build the right people. Leave out people from No.1 player. Look for people who have worked in turnaround situations and had the experience of beating No.1 players. Culture fit. Hai Dum-I and Hai Dum-II. iMOTO campaign.

    Innovative HR Strategies: Bravo and on the spot recognition awards to star employees.

    Results: Attracted employees to Motorola and kept them fully engaged. Rewards: Best Business Team in Motorola Global Mobile Devices Sales Conference. Among top five brands in India. Eight fold growth of about 14 per cent market share.

    Turnaround due to:

    Current Challenges: How to keep the acquired talent constantly engaged? How to provide challenges to sustain their passion and energy? How to prevent employees being poached by competitors?

    Merger between Daimler-Chrysler in 1998

    Chysler was the most profitable American auto maker Daimler, the German company, was the maker of the Mercedes-Benz Post Merger, the performance was entirely different

    In 2010, around 65% of new employees recruited quit

    Lack of job enrichment & enlargement result in Managers quitting RBI during last decade

    Highly successful in Pepsi, John Scullery joins Apple as the CEO in 1983. The Apple Board forced him out in 1993 as he could not effectively manage Apple's product line and engineering department.

    So in spite of being a talented person, John Scullery was the wrong Talent acquired by Apple

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