Human Resources System Comparison
ENPC – ENIMAH
EMBA PROGRAM
HUMAN RESOURCES MANAGEMENT
Professor: Zakia Robin
Written by: Amane HIBI
Since 1999, Telecom Company followed a new approach in dealing with the Human Resources issues, considered to be the relevant pillar for business development, in a way to meet with the upcoming competition standards in a yet locally opened market and also to comply with the requirements of an internationally globalized one.
I have been working for Telecom Company for more than 12 years, among which the best and the most part of my career was spent in management positions through which I was able to closely experience different aspects of an ancient HR system and the new adopted one, ranging from training, individual performance assessment, individual efficiency assessment, team performance assessment, development of competencies and evaluation, personnel new classification, mobility & promotion, to involvement in training actions design and purchase projects, trainers assessment and central hiring commission, in Customer Offering field.
Therefore, through this memorandum I wish firstly to enlighten you about the HR former system based on my own Knowledge, and also according to my practice of different tools that had been in usage at the time and the various experiments or trials I underwent.
Secondly, I will obviously include a sight from the modern and recent HR system used to be in practice till recently with a thorough analysis about some crucial pillars like job profiling, performance management, competencies development and assessment, and identification and development of talents, altogether in contrast with the HR integrated approach.
Finally, I will highlight some recommendations to address to my former employer, so as to guide the HR team towards building a perfect HR strategy which mobilizes the human capital all around a productive and sustainable value creation.
Before 2000, Telecom Company didn’t dispose
EMBA PROGRAM
HUMAN RESOURCES MANAGEMENT
Professor: Zakia Robin
Written by: Amane HIBI
Since 1999, Telecom Company followed a new approach in dealing with the Human Resources issues, considered to be the relevant pillar for business development, in a way to meet with the upcoming competition standards in a yet locally opened market and also to comply with the requirements of an internationally globalized one.
I have been working for Telecom Company for more than 12 years, among which the best and the most part of my career was spent in management positions through which I was able to closely experience different aspects of an ancient HR system and the new adopted one, ranging from training, individual performance assessment, individual efficiency assessment, team performance assessment, development of competencies and evaluation, personnel new classification, mobility & promotion, to involvement in training actions design and purchase projects, trainers assessment and central hiring commission, in Customer Offering field.
Therefore, through this memorandum I wish firstly to enlighten you about the HR former system based on my own Knowledge, and also according to my practice of different tools that had been in usage at the time and the various experiments or trials I underwent.
Secondly, I will obviously include a sight from the modern and recent HR system used to be in practice till recently with a thorough analysis about some crucial pillars like job profiling, performance management, competencies development and assessment, and identification and development of talents, altogether in contrast with the HR integrated approach.
Finally, I will highlight some recommendations to address to my former employer, so as to guide the HR team towards building a perfect HR strategy which mobilizes the human capital all around a productive and sustainable value creation.
Before 2000, Telecom Company didn’t dispose