Case Study of IBM: Employee Training through E-Learning By Admin Tuesday‚ February 15‚ 2011 0 comments Tweet “E-learning is a technology area that often has both first-tier benefits‚ such as reduced travel costs‚ and second-tier benefits‚ such as increased employee performance that directly impacts profitability.” – Rebecca Wettemann‚ research director for Nucleus Research In 2002‚ the International Business Machines Corporation (IBM) was ranked fourth by the Training magazine on it’s “The
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| 2 | Overview of project | 9 | | 2.1. Literature review | 9 | | 2.2. Background of the study | 15 | | 2.3. Objective | 17 | | 2.4. Research Methodology | 17 | | | | 3 | Data analysis and findings | 18 | 4 | Conclusion | 33 | 5 | Bibliography | 34 | EXECUTIVE SUMMARY An alarmingly high employee turnover level is hurting the India based business process outsourcing (BPO) industry and is negatively
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Navin AGM materials‚ is fuming and fretting. He bumped into Kiran‚ GM Materials‚ threw the resignation letter on his table‚ shouted and walked out of the room swiftly. Navin has reason for his sudden outburst. He has been driven to the wall. Perhaps details of the story will tell the reasons for Navin’s bile and why he put in his papers‚ barely four months after he took up his assignment. The year was 2005 when Navin quit the prestigious Sail plant at Mumbai. As a manager material Navin
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1: EMPLOYEE ACKNOWLEDGEMENT FORM I understand that this HR Manual provides vital information about Hindustan Composites Limited (HCL). If any of my queries are unanswered by this manual‚ I will consult the HR department for the same. It is rightly said that ’Nothing is constant except change.’ As the information‚ policies and benefits described here are subject to changes‚ I acknowledge that revisions to the handbook may occur over a period of time. I understand that revised information may
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performance‚ we found that most traditional HR metrics—such as employee turnover rate‚ average time to fill open positions‚ and total hours of training provided—don’t predict organizational performance. (One important exception is training expenditure per employee‚ as we described in our Forethought article “How’s Your Return on People?” HBR March 2004.) After selecting the HCM best practices that had been previously identified in organizational-development‚ HR‚ and economics
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changes by scheduling a mandatory company meeting. At the meeting‚ JetPack employees should be given a copy of the new policy. The new policy should be explained in detail and any questions from employees should be answered by company managers or the HR department. 2. What effect will a pay-per-performance salary policy have on employees? Explain. The Pay-per-performance salary policy will raise productivity among the employees at JetPack Electronics. It will also lower the labor costs at JetPack
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Core competencies an essential method for the company. It helps to develop the competitive advantage over other companies. The actual sources of advantage are to be found in the management’s capability to combine business varied technologies and production skills onto competencies that authorize and enable individual businesses to adapt rapidly to shifting opportunities. In short‚ core competencies are the combined learning in the organization‚ particularly how to organize various production skills
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Sales Manager as it applies to the client at hand. 6. Responsible for the appropriate and timely set up of all functions and meetings while maintaining standards of food‚ beverage and meeting specifications. 7. Communicate all daily activities‚ in person or by log‚ to the other banquet personnel (set up) to ensure smooth transition and follow-up from one function to another. 8. Develop and maintain all policies‚ procedures and quality standards within the department‚ utilizing
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What priorities should the HR team have for the first six months? In the first six months HR teams should have major priorities; these are to perform the functions of the HRM: * Manpower Planning * Recruitment and Selection * Training and Development * Employer/Employee Relationship Manpower Planning – means making sure that the business has enough workers with the right skills to do the job in the business. HRM should forecast future demand and calculate existing supply. The
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United Parcel Service - Question Page 69 1. UPS achieve competitive business strategy via internal promotions and assignment of broad job duties. Their employees are more than employees and as a result of internal promotions‚ loyalty of the employees’ (Loyal Soldier Strategy) increases. Assignment of broad job duties affects teamwork positively. 2. Employer/employee relationship is critical for UPS‚ connection is the key word for them. Connection inside the company builds the teamwork. 3. Successfully
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