4 Dep

In: Business and Management

Submitted By Meggyb12
Words 310
Pages 2
Developing Yourself as an Effective HR/L&D Practitioner

Activity A

The HR Professional Map
It is the map that directs the HR Professionals at each level (generalist or specialist) to figure out what they need to do so as to deliver correct output at whichever stage of the career they are working at. The map is a threshold set for the individuals exhibiting HR excellence. It describes the knowledge and activities as well as the behaviours that are absolutely needed for smooth functioning of the HR activities currently and also in future. The map is ever-evolving so as to combat the ever increasing needs of this profession.
The HR Professional Map is divided as follows:
Core Professional Areas: The centre of the map enfolds two main professional areas which are relevant and related to all the people in the HR profession irrespective of the position or the level these people work at. These two are, namely,
1. Insights,Solutions and Strategy
2. Leading HR
Specialist Professional Areas: Apart from two core profession areas, there are 8 special profession areas which states that there is a need of understanding what is to be done at each band of competence from beginner competence to an advanced one. These are 8 areas, namely,
1. Organisation Design
2. Organisation Development
3. Resource and Talent Planning
4. Learning and Talent Development
5. Performance and Reward
6. Employee Engagement
7. Employee Relations
8. Service, Delivery and Information
Behaviours: Perfection and efficiency in carrying out the activities described in the professional areas are governed by certain behaviours which need to be incorporated while carrying out these activities for their successful accomplishment. These behaviours include,
1. Curious
2. Decisive Thinker
3. Skilled Influencer
4. Personally Credible
5. Collaborative
6. Driven to Deliver
7. Courage…...

Similar Documents

It Dep

...Vela Dhana Bheel Vela Dhana Bheel sings Bhajans- hindu devotional songs set to the music of Santaar, Manjira and Ghada Ghamela. The Bheels are a tribal community indigenous to many parts of India. Traditionally they were hunters and gatherers and lived a semi-nomadic lifestyle but in the present take up daily wage labor or work as farm hands. They espouse a unique culture of music evolved over years of social bonding and improvising instruments from materials in their immediate ecology. Bhajans are sung to celebrate the lives of famed saints and heroes and are eulogical in nature. Almost every village or community in India has a Bhajan mandali- a group of spiritual singers and instrumentalists. Vela Dhana Bheel belongs to a village called Gadhada, at Khadir Bhachau in Gujarat. He plays the Santaar along with an accompaniment of local percussions and his songs manifest philosophic notions and carry spiritual messages. One of the oft sung compositions revolves around an avowal made by King Ramdev Pir, an incarnation of lord Vishnu, at the time of his Samadhi- attainment of oneness with reality and eventual release from the mortal body. The king warns about evil begetting evil, thereby stressing the need to sow seeds in the form of good deeds. In rural Gujarati and strung to emotive local folk tunes his calling out to the divine is as sonorous as it is warm and simple. Information * Genres: Bhajan, Folk Instrumental * Instruments: Ghada Ghamela, Manjeera, Santaar ...

Words: 825 - Pages: 4

Integrated Logistic for Dep/Gard

...Case 1 – Integrated Logistics for DEP/GARD Question 1 Company Name: Company 1 Company 2 Company 3 Company 4 Company 5 Company 6 Chemical compound: (A,B,E,F) (A,B,C,D) (A,B,E,F) (C,D) (E,F) (C,D) % of business: (60,60,15,15) (25,25,15,15) (15,15,25,25) (60,60) (60,60) (25,25) Stages that are adding Value: - Sorting of materials received into specific sections or regions for production. - The delivery of the materials by the different companies. - Delivery strategy used by DEP. - Time taken to deliver the shipment over 200 miles. - Time taken to produce received orders. Stages that are not adding Value: - The inventory lying in the warehouse before being transported to the client. - The time spent of inventory lying in the warehouse before being used. - Counting of received stock against the order placed. - Receiving of materials. Question 2 Minimum performance cycle – Maximum performance cycle – Question 3 Question 4 The first thing that I would do is to determine the feasibility of trying to change from a 5 day service window to a 3 day service window and what impact this would have on DEP’s manufacturing ability as well as the quality of the product being produced. If the impact is going to be negative, then DEP must not consider being a client of GARD as they will ruin......

Words: 520 - Pages: 3

4 Dep

...CIMA-funded (Chartered Institute of Management Accountants) research has discovered that the closer the co-operation between finance departments and human resources (HR) departments on areas like bonus schemes, the better the organisational performance will be.  The research was carried out by John Innes, University of Dundee; Reza Kouhy, Glasgow Caledonian University; Rishma Vedd, California State University, Northridge; and Takeo Yoshikawa, Yokohama National University on a CIMA grant. The project examines the relationship between HR management, management accounting and organisational performance. Six case studies covering the UK, Canada and Japan were analysed with the results tested in a series of 100 telephone interviews. Top level findings show that HR and finance teams need to work closely with one-another on HR policies to ensure better performance across the entire business. Where the tone is set at the top, with HR Directors and Finance Directors being seen to liaise on bonus schemes and benchmarking exercises, it is generally felt that a better working relationship between HR and finance can be achieved. Researcher John Innes, explains further: 'It was commonly considered that while HR can benefit from getting financial input on how to structure bonus schemes and strategies, that finance can equally benefit from working with HR to understand how viewing employees as 'assets' rather than 'costs' can lead to a net positive effect on an organisation's long-term......

Words: 1232 - Pages: 5

Dep Effective Practitioner

...open-minded and actively seeking ways to develop an understanding of organisational issues and developments. I can be very analytical, challenging and inquisitorial. I constantly have a thirst for knowledge. 2. Decisive Thinker - Demonstrates the ability to analyse and understand data and information quickly. A decisive thinker uses information, insights and knowledge in a structured way to identify options, make recommendations and make robust, defendable decisions. 3. Skilled Influencer – Demonstrates the ability to influence to gain the necessary commitment and support from diverse stakeholders in pursuit of organisation value. I feel strongly about the points I raise and I am confident in communicating with senior management. 4. Personally Credible – Builds and delivers professionalism through combining commercial and HR expertise to bring value to the organisation, stakeholders and peers . This can only be attained through gaining experience in career and proving to peers, managers and customers that I am constantly professional, delivering excellence and adding value to my organisation. 5. Collaborative – Works effectively and inclusively with a range of people, both within and outside of the organisation. This is my strongest asset as I am very adaptable and able to work in a small or large group whether it is in or outside of work. 6. Driven to Deliver – Demonstrates determination, resourcefulness and purpose to deliver the best results for the......

Words: 2551 - Pages: 11

4-8a

...Complete Problem 4-8A. P4-8A Dana La Fontsee opened Pro Window Washing Inc. on July 1, 2012. During July the following transactions were comple July 1 Issued 12,000 shares of common stock for $12,000 cash. 1 Purchased used truck for $8,000, paying $2,000 cash and the balance on account. 3 Purchased cleaning supplies for $900 on account. 5 Paid $1,800 cash on 1-year insurance policy effective July 1. 12 Billed customers $3,700 for cleaning services. 18 Paid $1,000 cash on amount owed on truck and $500 on amount owed on cleaning supplies. 20 Paid $2,000 cash for employee salaries. 21 Collected $1,600 cash from customers billed on July 12. 25 Billed customers $2,500 for cleaning services. 31 Paid $290 for maintenance of the truck during month. 31 Declared and paid $600 cash dividend. The chart of accounts for Pro Window Washing contains the following accounts: Cash, Accounts Receivable, Supplies, Prepaid Insurance, Equipment, Accumulated Depreciation— Equipment, Accounts Payable, Salaries and Wages Payable, Common Stock, Retained Earnings, Dividends, Income Summary, Service Revenue, Maintenance and Repairs Expense, Supplies Expense, Depreciation Expense, Insurance Expense, Salaries and Wages Expense. Date 2012 July 1 Cash Pro-Window Washing Inc. General Journal Account Titles and Explanation Debit 12,000 Credit Common Stock (issued stock for cash) 12,000 July 1 Equipment 8,000 Cash 2000 Accounts Payable 6000 (to record equipment purchase on......

Words: 1335 - Pages: 6

Case 1:  Integrated Logistics for Dep/Gard

...Case 1:  Integrated Logistics for DEP/GARD MGT 309 March 7, 2015 Dr. Williams Background Gard Automotive Manufacturing’s purchasing agent Mike O’Leary has announced his retirement and his predecessor, Richard Binish, has been announced. One of Gards long term suppliers, Tom Lippet, of DuPont Engineering Polymers (DEP) is coming in to negotiate a new contract. DEP’s polymer is a critical feedstock of the GARD’s manufacturing process. DEP’s supplies have always met Mike’s standards and he’s had few production problems reported from his production managers. Tom’s approach to supplying the business is different than Mike’s. Tom has and MBA with a concentration in purchasing and logistics. Prior to be announced as Mike’s predecessor, Tom worked in inventory management. While in this position Tom used the 80/20 rule to eliminate suppliers and products that were not profitable. Tom’s company is award a one year contract. After the contract signing Mike explains to Tom what Richard is looking for in delivery and options moving forward. Mike reviews with Tom that his company’s product no longer stands out from the pack and that its delivery standards are below Richards expectations. He also explains that Richard’s expectations for delivery will only increase in the coming years. The conversation Mike has had with Tom gives him time to review the competition and his company’s standards. Tom can use this as an opportunity to reevaluate how his company compares......

Words: 1099 - Pages: 5

Integrated Logistics for Dep/Gard

... 1.a. DEP/GARD DIAGRAM: (1) SUPPLIERS (six) to (2) DEP receiving to (3) DEP manufacturing to (4) DEP warehouse to (5) DEP/commercial transportation to (6) GARD 1.b. The stages adding value are: the performance criteria of the suppliers (product quality and timeliness in delivery); DEP’s advanced manufacturing equipment and ability to quickly change the manufacturing process; product packaging and prep for shipment; DEP’s internal transportation for delivery. 1.c The stages not adding value are: all of the time the compounds sit in the warehouse; the seven day inventory; the antiquated way (manual) they match manufacturing ticket with the purchase order and prepare shipping documents; possibly the use of common carriers and 6+ days of shipment (max). 2.Minimum order cycle time: 2 days shortest lead time for suppliers+ 6 days orders produced+ 3 days from manufacturing to shipment + 1 day shipping = 8 days minimum. Maximum order cycle time: 9 days longest lead time for suppliers + 8 days orders produced+6 days from manufacturing to shipment + 6 days shipping = 25 days maximum 3. Yes, the performance cycle can be improved using the 25/15% suppliers. The trade-offs are: the compounds may cost more vs. more reliability in filling orders; more cost vs. better service levels; greater reliability in filling orders vs. requirement to maintain high inventory levels; lower inventory levels = lower total costs. 4.a. ......

Words: 1406 - Pages: 6

Case Study 1: Integrated Logistics for Dep/Gard

...Case Study 1: Integrated Logistics for DEP/GARD Bobby Norton Saint Leo University Abstract The winds of change brings about new and while fading the old away. This is true with life and it was also true for Tom Lippert, a sale representative for Dupont Engineering Polymers (DEP). DEP is faced with change as their long time GARD contact, Mike O’Leary turns over his responsibilities with his predecessor, Richard Binish. Richard trust the relationship that Mike has developed with DEP over the years however, he plans to verify DEP’s performance to his own standard. Diagram the DEP/GARD supply chain. What stages are adding value? What stages are not? The DEP/GARD supply chain is a follows: * DEP receives ?? of their materials needs to produce polymers. * DEP maintains a 7 day supply of each compound needed to manufacture polymers. * The Manufacturing department is linked to the procurement, marketing, and sales departments. Sales are received via phone or fax then, orders are entered into an information system. Using the system in place, most customer’s orders are produced in 6 to 8 days. * Once production is complete, orders are moved to a nearby warehouse by * At the warehouse the order is verified and prepped for shipping. Typically 3 to 6 day elapse from the time an order leaves manufacturing to the times it leaves the warehouse. * DEP fleet trucks deliver orders twice per week to customers within a 200 mile radius. ......

Words: 756 - Pages: 4

Cipd Level 3 Dep

...and solutions 2) Leading HR 3) Organisation Design 4) Organisation Development 5) Resourcing and Talent planning 6) Learning and Development 7) Performance and Reward 8) Employee Engagement 9) Employee Relations 10) Service Delivery & Information This describes what you need to do (the activities) and what you need to know for each area of HR profession at four bands of professional competence, as well as outlining the behaviours that you need to display when carrying out the activities. Two of these are considered the core professional areas Leading HR and Insights Strategy and Solutions. Leading HR acts as a role model leader which maximises the contribution that HR makes throughout the organisation. Insights Strategy and Solutions develops understanding of the business and its context and uses these insights to tailor strategy and solutions for now and in the future. These are applicable to all HR professionals, regardless of role or stage of career. The Behaviours: 1) Curious – Inquisitive and open minded. Future focused seeking out innovative ways to add value to the business. 2) Decisive Thinker – Ability to analyse and understand data and information quickly uses information to make recommendations and robust defendable decisions. 3) Skilled Influencer – Ability to influence to gain the commitment and support in pursuit of the business values. 4) Personally Credible – Builds and delivers professionalism......

Words: 2090 - Pages: 9

Dep Gard Plan

...finds Tom Lippert, sales representative for DuPont Engineering Polymers (DEP), in a situation common to today’s competitive sales environment. His company, as a supplier to a major manufacturer (GARD), is faced with changing times. GARD is in the midst of a “changing of the guard” as Mr. Lippert’s long-time contact, Mike O’Leary, retires. O’Leary’s successor, Richard Binish, brings a new set of supplier expectations to the fore of GARD’s purchasing strategy. Over the years, the quality of competitors’ products began to match DEP’s. Firms now compete based on logistics quality. To keep the GARD business, DEP must improve its logistical performance to meet the customer’s rising expectations. The textbook illustrates a concept called the “shrinking service window.” The idea behind the shrinking service window is that customers have begun to expect higher levels of service (higher fill rates) in less time (shorter order cycles). In GARD’s case, a change in leadership is responsible for the new, higher expectations. The change, however, is indicative of the realization that logistics has become a strategic weapon. The case illustrates that DEP must either match competitors’ service or face losing a major customer. Solutions to Questions 1. A diagram of the DEP-GARD supply chain is provided on the next page. Stages that are adding value: • Inbound transportation from the suppliers • DEP packaging • manufacturing • product delivery Stages that are not......

Words: 648 - Pages: 3

Ac312 Project 4

...AC312 Project 4 Click Link Below To Buy: http://hwcampus.com/shop/ac312-project-4/ This project should be completed using Excel (with formulas and linked data). Below are the deliverables: 1. Prepare a Multi-Step Income Statement for the year ended 2016. This statement should be flexibly designed (formulas in cells). To the right of your dollars in this statement, show common-sized percentages based on sales (vertical analysis). 2. Show journal entries, adjusting entries and closing entries for the below additional information…none of the journal entries for 2016 have been posted to the ledger. 1. Prepare a Statement of Retained Earnings for the year ended 2016. This statement should be flexibly designed. 2. Prepare a Classified Balance Sheet dated Dec. 31, 2016. Again, a flexible design is required so any changes will automatically update the balance sheet. 3. Prepare a Statement of Cash Flows using the indirect method for the year ended 2016. The Statement of Cash Flows (operating section) should automatically change when assumptions are changed. Your Name, Inc. Balance Sheet 12/31/2015 Current Assets Cash $18,000 Marketable Securities (Short-term) 2,000 Accounts Receivable 14,000 Allowance for Bad Debt (2,000) Inventory 15,000 Prepaid Insurance 5,000 Total Current Assets $52,000 Property, Plant, and Equipment Land $30,000 Building 150,000 Accumulated Dep. – Building (45,000) Equipment 100,000 Accumulated Dep. - Equipment (20,000) Total......

Words: 810 - Pages: 4

Dep Aasignment

...Employee Research and Measurement, Royal Bank of Scotland Group Ron Collard, Partner, PricewaterhouseCoopers Andrew Mayo, Director, Mayo Learning International Tim Miller, Group Head of Human Resources, Standard Chartered Bank Tony Palmer, Head of the Marple Partnership Vicky Wright, Partner, Human Capital, Ernst & Young Human capital reporting Human capital reporting: an internal perspective 3 Human capital reprting Contents Preface 4 Introduction 6 Step 1 – Setting human capital management in context 10 Step 2 – Getting started: gathering and collating the data 21 Step 3 – Measuring human capital: tools and methodologies 27 Step 4 – Reporting the data: from internal to external reporting 34 Step 5 – Developing a route map to human capital reporting 40 Case Studies 1 Engaging employees to drive business performance – Standard Chartered 44 2 The service–profit chain – Nationwide 48 3 Reporting a 'People P & L’ – RAC 51 4 Building a people strategy – MultiCo 54 5 Linking people to business results – Royal Bank of Scotland 57 6 Measuring the ROI on training – National City 60 7 The link between human resource management and patient mortality – NHS 63 8 Managing diversity – TechnoCo 67 9 What gets measured gets managed – Tesco 70 References 73 Preface The issue of human capital reporting has risen up the management......

Words: 19595 - Pages: 79

Case 1: Integrated Logistics for Dep/Gard Analysis

...Case 1: Integrated Logistics for DEP/GARD Analysis   Introduction Having attended the Veteran Affairs Acquisition Academy as an intern to become a contract officer for the government, I was immediately intrigued at the way business was being conducted without fair and open competition. As we begin to break down the analysis of Case 1, supply management with be the focal point of discussion. Supply Chain As we take a look at where each company falls in the supply chain we can ascertain that GARD is the customer and DEP the supplier. The following diagram will attempt to break it down further: As we look at the stages in this supply chain, we can see that procurement is the most important. However, in this case the procurement team had it very easy, as Tom Lippet from DEP established a relationship with Mike O’Leary from GARD. In any other business setting, the procurement team is the most important. They are the ones that write the bids proposals for a company. Without them, there would be no work. DEP is highly dependent on its suppliers of raw materials. I find it interesting that they would go with the lowest bidder for their raw materials. If they want to ensure timely delivery, a trade-off analysis of what is important to them for the upcoming year to keep their current contract with GARD. In this supply chain I would put the marketing sales, human resources, and warehouse departments as not have much impact on the......

Words: 942 - Pages: 4

Case-1-Dep-Gard

...his or her view of the key generic processes that met the six previously agreed-on process criteria. The data were fed back to this group, and a detailed discussion followed to help confirm our understanding of the process categories. As a result of this interactive method, five CRM processes that met the selection criteria were identified; all five were agreed on as important generic processes by more than two-thirds of the group in the first iteration. Subsequently, we received strong confirmation of these as key generic CRM processes by several of the other groups of managers. The resultant five generic processes were (1) the strategy development process, (2) the value creation process, (3) the multichannel integration process, (4) the information management process, and (5) the performance assessment process. We then incorporated these five key generic CRM processes into a preliminary conceptual framework. This initial framework and the development of subsequent versions were both informed by and further refined by our interactions with two primary executive groups: mangers from the previously noted companies and executives from three CRM consulting firms. Participants at several academic conferences on CRM and relationship marketing also assisted with comments and criticisms of previous versions. With evolving versions of the framework, we combined a synthesis of relevant literature with field-based interactions involving the groups. The framework......

Words: 7859 - Pages: 32

Cipd Dep Section2

...|NAME |Candice Burger |STUDENT NO. |73830116 | |DATE |17/06/2016 | |INSTITUTE |Distance Leaning College and training | |COURSE |Human Resources | |UNIT TITLE |CIPD4 DEP | |TOPIC |Section 2 | |TASK REF |Effective Human Resource Service | |THE TASK | | Please type the question here before you provide us your answer. a. Identify a minimum of 3 users of HR services b. For each of these users identify at least 2 key needs and explain how conflicting needs can be prioritised effectively c. Identify at least three methods of communication, and explain the advantages and disadvantages of each. Ensure that the three methods are appropriate to......

Words: 1070 - Pages: 5