Sioux Falls small business employee handbook

Sioux Falls small business employee handbook 

Operating managers and HR professionals wrestling with these issues must create new ways of thinking about organizations. The global organization will be less concerned with geographic proximity (going to the same office every day) than with the virtual leveraging of global Sioux Falls small business employee handbook  resources.

Challenge Two: Value Chain for Business Competitiveness and HR Services

A consistent theme for the competitive future is building and operating organizations that will be more customer responsive. Responsiveness includes innovation, faster decision-making, leading an industry in price or value, and effectively linking with suppliers and Sioux Falls small business employee handbook  vendors to build a value chain for customers. To support the value-chain argument, research indicates that employee attitude correlates highly with customer attitude.

Refocusing HR practices more on the value chain (suppliers and customers) and less on activities within the firm has profound implications. For years, HR Sioux Falls small business employee handbook  professionals and theorists have emphasized building HR practices within the firm. The shift to a customer focus redirects attention from the firm to the value chain in which it is embedded. HR practices within a firm should consequently be applied to suppliers and customers outside the firm. Training with a value-chain perspective weaves suppliers, employees, and customers into value-chain teams. Value-chain compensation programs focus on using suppliers and customers as evaluators and distributors of economic value within the firm. BY shifting the focus from firm to value chain, all HR Sioux Falls small business employee handbook  activities are rigorously redefined according to customer criteria.

On Motorola University’s sixteen campuses worldwide, 50 percent of those trained are suppliers or customers. Motorola executives claim that their remarkable success in the Chinese market is due, in part, to their ability to train Chinese managers at Motorola University before they had Sioux Falls small business employee handbook  product in the country. General electric’s Crotonville courses also have a strong supplier and customer bent. By removing boundaries between GE and those in its value chain, win/win relationships are forged, resulting in reduced costs, higher service, and better performance for both groups.

Relationships outside a firm go beyond its value chain to its value network. The complex of interrelationships among firms forms a value network. Motorola executives, for example, found that in one of their alliances with Intel, it was a supplier; in another, it was a competitor; and in third, it was a customer. What are the HR implications of these complex networks of organization relationships? Which issues require collaboration and which competition? What types of organization reporting make sense in these relationships? What types of policies and practices on hiring, careers, training, rewards, and other HR practices?

…Continued in Sioux Falls small business group health insurance