Human Resource Management

TABLE OF CONTENTS

Part A: ESSAY
Introduction…………………………………………………………………………………………………………………3
Construction/main body………………………………………………………………………………………………3
Conclusion…………………………………………………………………………………………………………………..7

Part B: REPORT
Abstract……………………………………………………………………………………………………………………..8
Introduction……………………………………………………………………………………………………………….8
Discussion/literature review: A. The current recruitment strategy. The advantages/disadvantages, suggesting the need for change………………………………………………………………………………………………..9 B. A definition and identification of the major advantages and disadvantages of Talent Management Programmes…………………………………………………………………10
Conclusion…………………………………………………………………………………………………………………10
References…………………………………………………………………………………………………………………11

Part A:
INTRODUCTION
In response to harsh competition in a rapidly changing world managers and executives at the beginning following the hierarchical theory of business, built on equity and driven by profit were seeking ways to improve the competitiveness by dismissing people, selling enterprises and demanding more from those who remained. Though, for companies to get out of their problems using the chosen strategy was getting harder and harder. The universal competition has made the traditional model of management obsolete. In contrast to the old model of management, the new one focuses on not how much we produce, but on how we satisfy the demand of consumers. The key points that have high priority for improving competitiveness are customer orientation, corporate thinking, integration and team work. The new model of management is nothing more than to be able to see the organization as a whole: the relationship of people and processes that determine the success, examples of changes that require special attention. The core of the new management model has become such criterion of quality that can be defined as “meet and exceed customer expectation”.

The model is driven by customer requests and is aimed to satisfy the customer needs. The management and information affect all parts of the organization. The Management directs the activities of everyone within the company into the customer satisfaction through continuous improvements, information is collected from all important points to evaluate and correct the current operations and help people make decisions based on the facts. The planning process involves managers, directors, employees, consumers and suppliers in the development of action plans which each department, team and an employee can bring to everyday’s work.

THE MAIN BODY
All companies are looking for the best way to improve the quality, overcome the growing pressure of the world competition, to achieve greater efficiency and performance and respond to the results of fast changes. To be able to compete companies must produce the high quality product or service at the best possible low price, within the shortest period of time and be ready for a change in any part of this equation on the first demand. Successful companies believe that the only way to competitiveness goes through the participation of employees.
They have: a) The most advantageous position to provide and improve the quality, b) The best opportunities to cut the expenses by reducing the production costs c) The best opportunities to accelerate the production processes, they are ideal agents of change participating directly in the production process if they are trained and experienced, and authorized to decisive actions.

Thus the involvement of employees to the managerial processes is the key measure for continuous improvement. The culture of a company that understands it will be significantly different from the culture of a company that still refers to its employees as to lifeless things. Attraction of employees begins with a change of management position. Management must be ready to give its employees the right to control their