TITLE: HSBC HUMAN RESOURCE MNAGEMENT PRACTICES AND POLICIES IN EAST ASIA FROM: AYANTAYO IBRAHIM ID NUMBER: 1230070 ADDRESSED TO: PAULINE LOEWENBERGER DATE: 5th April‚ 2013 CONTENT PAGE Title page Content page Executive Summary Introduction Literature Review: * Recruitment and Selection * Global talent management * Training and development * High performance work practices * Reward Rewards References EXECUTIVE SUMMARY The main focus of implementing human
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About HSBC Hongkong Shanghai Banking Corporation (HSBC) is one of the largest banking and financial services organizations in the world. We are the world’s local bank. Headquarter: London Network: HSBC’s international network comprises around 8‚000 offices in 88 countries and territories in Europe‚ the Asia-Pacific region‚ the Americas‚ the Middle East and Africa. Shareholders: With listings on the London‚ Hong Kong‚ New York‚ Paris and Bermuda stock exchanges‚ shares in HSBC Holdings plc are held
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STATEMENT ANALYSIS Group Coursework Assignment Presented by: Swati Arora Table of Contents 1. Company Overview : 3 1.1. Standard Chartered Bank: 3 1.2. HSBC Bank: 3 1.3. Barclays Bank: 4 1.4. Country Evaluation: 5 1.4.1. UK GDP Growth 5 1.4.2. Exchange Rate: 6 1.4.3. Balance of Trade: 6 1.4.4. Consumer Confidence: 7 1.4.5. Business Confidence: 8 1.4.6. Interest Rate: 8 1.4.7. Employment Rate: 9 1.4.8. Industrial Production 10 1.4.9. Stock Market 9 1.5. UK Banking Industry Analysis: 11
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Changes in Staff Morale and Burnout at Community Health Centers Participating in the Health Disparities Collaboratives Jessica E. Graber‚ Elbert S. Huang‚ Melinda L. Drum‚ Marshall H. Chin‚ Amy E. Walters‚ Loretta Heuer‚ Hui Tang‚ Cynthia T. Schaefer‚ and Michael T. Quinn Objective. To identify predictors of changes in staff morale and burnout associated with participation in a quality improvement (QI) initiative at community health centers (HCs). Data Sources. Surveys of staff at 145 HCs
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The term ‘training’ indicates the process involved in improving the aptitudes‚ skills and abilities of the employees to perform specific jobs. Training helps in updating old talents and developing new ones. ‘Successful candidates placed on the jobs need training to perform their duties effectively’. (Aswathappa‚ 2000). “Training is systematic development of the knowledge‚ skills and attitudes required by an individual to perform adequately a given task or job” (Michel Armstrong‚ 2001 and Olaniyan
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Training Needs Analysis For Bakery Department Student : Le Nguyen Hoai Viet Student ID : UIT00791 Abstract: Training needs analysis process is a series of activities conducted to identify problems or other issues in the workplace‚ and to determine whether training is an appropriate response. In Bakery Department‚ TNA is an ongoing process of gathering data to determine what training needs exist so training can be developed to help Bakery Department to accomplish its objectives that include
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Axia Material Annualizing Staff Consult Ch. 9 of Health Care Finance and other outside sources to complete the worksheet. Part I: Taking information for the following scenario‚ complete the table accordingly by listing the number of days next to each category. Remember‚ a business year is divided into quarters. Therefore‚ when calculating a business year‚ you must divide the year into 52 weeks‚ which creates 13 months of 28 days‚ or 4 weeks. This translates into 4 quarters of 91 days‚ as
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TRAINING EFFECTIVENESS ANALYSIS The process of training evaluation has been defined as “any attempt to obtain information on the effects of training performance and to assess the value of training in the light of that information.” Evaluation leads to controlling and correcting the training programme. Measuring Training Effectiveness: The training costs are significant for any business. The employers mostly incur these costs because they expect and anticipate their business to benefit from
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Describe four stages of training needs analysis and organisational best practise. The training needs Analysis is a monitoring technique used to examine and review learning‚ training and development within an organisation. These needs can be in relation for an individual‚ department / team or to the organisation as a whole. It is sometimes seen as a health check on the skills talent and capabilities of the organisation. This process should flow from business organisation to sustain business performance
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responsibility for delivering a team briefing or a recipient of a briefing. While these guidelines try to cover most points‚ there may be issues relevant to your area of work or specific responsibility as a manager that are not covered here. If you feel you need further information or advice‚ you should approach your line manager for clarification. If you have any general questions about team briefing or any of the points raised in this guide‚ please contact the Human Resources Division by emailing Valerie
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