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Human resource refers to the general body of knowledge on talent, creativity, innovations, past-experiences, and enthusiasms that exists in an organization’s workforce. HRM details a set of goals, strategy, functions, and practices that focus on the organization’s workforce such as training, staffing, time, competency, and compensation and performance appraisals and amongst others. This paper reviews the human management experience through Maersk Oil’s lense. Table of Contents TOC o "1-3" h z u EXECUTIVE SUMMARY PAGEREF _Toc463849258 h 11.0.Introduction PAGEREF _Toc463849259 h 12.0.HRM Functions and Practices PAGEREF _Toc463849260 h 22.1.Aligning HR function with Organization Strategic Plan PAGEREF _Toc463849261 h 22.2.How Global Conditions have affected MERSK Oil HRM practices PAGEREF _Toc463849262 h 23.0.Staffing PAGEREF _Toc463849263 h 23.1.Recruitment and Selection of New Employees PAGEREF _Toc463849264 h 23.2.Internal Versus External Candidates PAGEREF _Toc463849265 h 54.0.Training PAGEREF _Toc463849266 h 54.1.Components of a Need Assessment PAGEREF _Toc463849267 h 54.2.Value of Training Needs Assessment PAGEREF _Toc463849268 h 54.3.Importance of Creating SMART objectives for a training plan PAGEREF _Toc463849269 h 55.0.Compensation PAGEREF _Toc463849270 h 55.1.Compensation Philosophy PAGEREF _Toc463849271 h 55.2.Value of Salary Surveys PAGEREF _Toc463849272 h 76.0.Evaluation PAGEREF _Toc463849273 h 86.1.HRM’s role in the Performance Management Process PAGEREF _Toc463849274 h 86.2.Differences PAGEREF _Toc463849275 h 86.3.Best-suited Appraisals PAGEREF _Toc463849276 h 96.4.Performance Rating Scales PAGEREF _Toc463849277 h 97.0. Conclusion PAGEREF
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