Introduction
Heidrick & Struggles was founded in 1953, by 1957 it was serving national clients and in 1968 they had expanded to serve international clients and opened up an office in London (Eccles & Lane, 2009). By 2008, Heidrick was known as the “the world’s premier provider of senior- level executive search and leadership consulting services” (Eccles & Lane, 2009, p.4). At Heidrick & Struggles, there appear to be a commitment to the employees; this is demonstrated by a focus on its cultural factors such as improving cooperation, refining decision making processes, and effective communication systems which resulted in a more competitive marketplace.
Strategic Recruitment
Heidrick & Struggles’ part of interviewing process involves an internal and external search and many of their consultants are from other elite search firms. The organization only recruits C –suite executives and this is done usually face to face but this has posed a challenge to the organization because the clients are more sophisticated and have become more demanding over the years (Eccles & Lane, 2009). In addition to this, the human resource management capabilities of their clients improved and many of them developed their own in-house trainings such as succession planning and leadership development. Heidrick had to change the way they interviewed and hired people. In response to the internal and external challenges, Heidrick built a more stable global account to improve their portfolio; they invested in technology to improve productivity and joint ventures with such organizations such as NASDAQ. This helped the organization to find board candidates. Its compensation package, fac...
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...orld Economic Forum, Economist Intelligence and NASDAQ. These ventures gave Heidrick an extensive global coverage.
The need for organizations to train and develop their employees in order to remain competitive in the business world is even greater today. Heidrick & Struggles seized this opportunity and used it to their advantage; developing employees is a difficult and expensive task for companies. According to Nebezahl “Companies must be wiser about how they capture a market" (Nebezahl 2005). Heidrick provides its clients the tools they need to succeed.
References
Eccles, R.G. & Lane, D. (2009). Heidrick & Struggles International, Inc. Harvard Business
School.
Nebezahl, D (2005). Want a better bottom line? The Vancouver Sun: Vancouver BC. Retrieved
on March 16, 2010 from ProQuest database. Kaplan University Library.
Wong, L., Bliese, P. & McGurk, D. (2003), The Leadership Quarterly, PA: Strategic Studies Institute.
Training and development is essential to employee’s retention, loyalty and overall satisfaction. When employees feel there is opportunity within a company and diversity leading the way employees pride and productivity is enhanced.
Furthermore, I learned that creating an environment where employee can development is crucial to the long-term success of any organization. Moreover, this project taught me that employees must supported by the leadership of the organization and provided the necessary resources to develop their abilities. Leah Richards (Chron) stated: “Employee development involves providing employees with the information, tools, training, resources and support needed to learn and grow on the job. Effective employee development benefits the employee, the department, the manager and, ultimately, the company as a whole”.
Ward, A. (2003). The Leadership Lifecycle: Matching Leaders to Evolving Organizations. New York: Palgrave Macmillan.
On the medium term, the key questions, the Human Resources department needs to answer, are following ones, in order to align its strategy with the company’s one:
The company has goal and strategic choices which include expanding and becoming a global organization. This will apparently facilitate and enhance the company’s ability to reach and help more underprivileged people. Furthermore, DDD require its rank-and-file staff to have business-specific skills like business etiquette, keyboard skill, email composition skill, and English proficiency. These skills are essential for a staff working in an IT organization. The skill DDD needs from its management staff is human resources (HR) management experience which covers every aspect of employments. Finally, DDD organization is finding it difficult to recruit the management staff it needs due to the scarcity of local talents and the organization has seen an advantage for entering into a joint venture with a partner organization. The partner organization could have the management talent that DDD does not
Target’s core employee development strategy is to embrace, teach, and model concrete behaviors that will lead to higher levels of individual and system performance and excellence. Some of these objectives include teaching employees to perform at the highest level in a current position, manage internal and external environmental changes, increase promotability, and contribute directly through all outputs towards to common company goal. Each position in the company has a set list of guidelines for core behaviors and expectations. This set of guidelines are used to measure each individual employee and the achievement of these goals can help these employees progress their careers at Target. Linkage to performance plans also help in the development of employees. In these performance management training sessions, HR staff help employees develop a sense of understanding about the core values associated with striving for excellence, obtaining results, and other characteristics of high-performing organizations. Employees learn to communicate these core behaviors, and this gives all employees a clear understanding to what it takes to be a high performer. Another very important aspect for Target leadership is to identify and develop future positions. This creates back-ups for each position in the store to ensure seamless transitions if a current employee leaves or is terminated. Performance management is measured not only on individual employee basis, but also by the company as a whole. We will observe the company’s performance compared to its biggest rival Walmart. Based on recent stats we were able to compare the two companies in several aspects as
Ulrich, D., Younger, J., and Brockbank, W. 2008. “The twenty-first century HR organization.” Human Resource Management, 47, pp.829-850.
To compete in a global economy, organizations of all types are focusing on improving productivity, quality, and service. In each of these areas it is important to tap the talents of the available human resources in these organizations. Effective leaders must understand and depend on the interrelationship among organizational structure such as power, authority, influence and leadership. In addition how it abides in organizations and how it move others to accomplish the organization goals.
Source: CIPD. (2003) HR Survey: Where We Are, Where We’re Heading. Survey Report. Issued: October 2003, Reference: 2872, London: Chartered Institute of Personnel and Development
Whether or not a company is attains acclaimed success lies not in the fact that it spends huge amounts of money on Research and Development, rather, and as stated by Bauer and Erdogan (2010), success is determined principally by the people within hat specific organization; they are the assets whose output resonates wit he company’s success. However, while this is an established fact, it is also important to state that both the organization and the people who constitute it mutual impact arriving at collective success. Therefore, as Bauer & Erdogan (2010) continue to assert, it is necessary to understand how people relate at work both at the individual and group levels, and how the organization is impacted by this interrelationship. This is what Bauer & Erdogan (2010), define as organizational behavior. It informs on what is wrong, and what is correct; essentially assisting one as an employee become ore engaged in work. Leadership or governance is one of the constituent components of organizational behavior. More often than not, it is usually associated with power, ethos, and cultural inclinations of the organization. This paper seeks to examine in-depth, management problems associated with leadership and governance at Hewlett-Packard and how it impacts on the company’s organizational culture and behavior.
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