OL 211 Final.docx - Mario Garcia II OL-211 OL 211 Human...

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Mario Garcia II OL-211 10/08/16 OL 211: Human Resource Management Review By: Mario Garcia II
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Mario Garcia II OL-211 10/08/16 I think that human resources and the strategic plan need to align because the changing economy, as well as domestic and global changes demand it. The need for talent and the acquisition of that talent is key in achieving the strategic plan. Human resources will assist in recruiting, acquiring and training which are all crucial in the success of the plan overall. When the global conditions changed for Maersk they had the option to either reevaluate the strategic plan and make some changes or risk going under completely. By implementing benchmarks and identifying successful and struggling positions, job descriptions and responsibilities were quickly established. The alignment within Maersk initially was not there, managers were apprehensive about letting go of anyone and it was common knowledge that once you got in to the company it was very difficult to be asked to leave. With that being said it is very important that HR understand both the short and long term repercussions of any changes made and to plan for and anticipate these changes before new policies are put into place. In order for the two to truly become aligned, any previous negative ideas about this function. The current global markets affected the company because Maersk was forced to grow substantially in a short period of time in order to remain competitive. The old view of conflict avoidance was simply not going to work anymore. Conflict resolution was a key component if the business was going to stay afloat. The Human Resource department for Maersk had traditionally been in a heavy administrative roll for many years, as a result of global markets changing they had to make a swift change to a strategic roll. The department was downsized and operational duties were given to the business units themselves. The historically low turnover rates also took a hit as the new program was rolled out. Performance evaluations were also used to gauge where an employee was excelling and where coaching or further training was needed.
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Mario Garcia II OL-211 10/08/16 A “Development Shop” was created online for employees and consisted of many training and learning tools from schools across the globe. The database is available to all employees and extensive training is offered for the highest performing groups. Recruiting and hiring talented outside help has become a mainstay in the hiring process for Maersk. Continuously hiring from within does not allow the company to have someone new come in and see the picture. A second set eyes are always good when you are trying implement changes. The idea of “build, buy, or borrow” was also set forth, in which a more mixed bag of recruitment was used. New hires being brought in, current employees being promoted and “boomerang” employees coming back. The downside to bringing in outside experienced help was that there were no programs in place to assist the hires in moving forward in the company.
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