Go Back   ManagementParadise.com | Management & Business Education Learning Platform PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT > Human Resources Management (H.R)

Human Resource Management of Elizabeth Arden

Discuss Human Resource Management of Elizabeth Arden within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Florence Nightingale Graham (December 31, 1884 – October 18, 1966), who went by the business name Elizabeth Arden, was a ...

Reply

 

Thread Tools Display Modes
Human Resource Management of Elizabeth Arden
Old
 (1 (permalink))
Netra Shetty
netrashetty is on a distinguished road
 
netrashetty
Student of PGDM at Mats Institute of Management and Entrepreneurship
Bangalore, Karnataka
Management Paradise Guru
 
Status: Offline
Posts: 4,857
Join Date: Dec 2010
Location: Bangalore, Karnataka
Human Resource Management of Elizabeth Arden - January 25th, 2011

Florence Nightingale Graham (December 31, 1884 – October 18, 1966), who went by the business name Elizabeth Arden, was a Canadian-American businesswoman who built a cosmetics empire in the United States. At the peak of her career, she was one of the wealthiest women in the world.

In addition to reviewing strategic plans, we also reviewed 28 agency annual performance plans to
see how HRM is addressed. As mentioned earlier, performance plans are the yearly operational
plans defining what the agency will accomplish in that fiscal year that will contribute to the
longer-term strategic goals, and how they will measure accomplishment of these performance
goals. Seventy-five percent of the reviewed plans contain both HRM performance goals and
measures. This is not surprising because these operational plans tend to be more process and
budget focused than strategic plans and therefore contain more detail about the resources needed
to accomplish the performance goals. Therefore, administrative functions, in general, are
represented more fully than in the strategic plan.

The development of the performance plan is invariably more functional than overall strategic
planning. At most agencies, each program and administrative function is responsible for defining
its own goals and measures which it then forwards to the planning office for coordination into the
annual performance plan. As with the strategic plans, the HRM goals, strategies, and measures
identified by HR offices tend to focus more on processes or activities than on overall outcomes.
These process measures can be helpful, but because operational goals, strategies, and measures

Approximately half of the agencies we talked to
have developed separate Human Resources stra-
tegic plans. These plans generally serve one of two
purposes. Either they provide direction for those
agencies that have not integrated HRM into the
agency strategic plan, or they are used as imple-
mentation plans which support agencywide HRM
goals, strategies, and measures.

These plans are particularly important to those
agencies that do not integrate HRM into the
agencywide plan because it helps them map out
where they want the HR program to go. They
seem less important to many of the agencies that
have thoroughly integrated HRM into the agency
plan. For example, the Social Security Admini-
stration (SSA) has not developed a specific HR
strategic plan because HR’s goals and measures are
part of the agencywide approach. Then, there are
some agencies that integrate HR extensively into
the agency plan, but still prefer to have a separate
HR operational plan supporting the agencywide
plan, as is often done by other corporate functions
such as information technology and financial
management.

Most of these plans focus on internal HR office
program activities, rather than on agencywide
accountability for the effective use of human
resources in accomplishing the mission. Therefore,
ownership of the plan belongs to the HR office, not
the agency. The Health Care Financing Admini-
stration (a sub-component of the Department of
Health and Human Services) is an interesting
exception to this, as seen in the inset.

Re-Engineering the Human Capital (Attitudinal Change):
Focus on individual to inspire them and provide them with tools to pursue personal
excellence without getting bogged down through self-imposed limitation in thinking and
actions. Supporting people to learn from mistakes in pursuit of business excellence.
Encourage people to think differently.
5. Performance Appraisal and Development Activities:
Encourage managers to read “Accelerating Growth” on the intranet to self learn the new
process. Drive to transfer the ownership for learning and development to individuals –no
spoon-feeding .train managers on “Self Service” .top team to fully subscribe to the
philosophy and encourage the managers to use the new tool as a “Business Tool” instead
of “HR Tool”.
6. Learning And Knowledge Management:
To nurture an environment where all people are allowed and encouraged to develop
themselves and give willingly their very best without fear. Provide the necessary platform
to develop and inspire individuals and teams to share rapidly and effectively their
knowledge /success and failure to enhance team potential and competence. Develop
Advertisements


Last edited by netrashetty; January 25th, 2011 at 03:24 PM..
   
Friends: (0)
Reply With Quote
Re: Human Resource Management of Elizabeth Arden
Old
 (2 (permalink))
James Cord
jamescord is an unknown quantity at this point
 
jamescord
Management Paradise Guru
 
Status: Offline
Posts: 2,112
Join Date: Mar 2016
Re: Human Resource Management of Elizabeth Arden - March 29th, 2016

Quote:
Originally Posted by netrashetty View Post
Florence Nightingale Graham (December 31, 1884 – October 18, 1966), who went by the business name Elizabeth Arden, was a Canadian-American businesswoman who built a cosmetics empire in the United States. At the peak of her career, she was one of the wealthiest women in the world.

In addition to reviewing strategic plans, we also reviewed 28 agency annual performance plans to
see how HRM is addressed. As mentioned earlier, performance plans are the yearly operational
plans defining what the agency will accomplish in that fiscal year that will contribute to the
longer-term strategic goals, and how they will measure accomplishment of these performance
goals. Seventy-five percent of the reviewed plans contain both HRM performance goals and
measures. This is not surprising because these operational plans tend to be more process and
budget focused than strategic plans and therefore contain more detail about the resources needed
to accomplish the performance goals. Therefore, administrative functions, in general, are
represented more fully than in the strategic plan.

The development of the performance plan is invariably more functional than overall strategic
planning. At most agencies, each program and administrative function is responsible for defining
its own goals and measures which it then forwards to the planning office for coordination into the
annual performance plan. As with the strategic plans, the HRM goals, strategies, and measures
identified by HR offices tend to focus more on processes or activities than on overall outcomes.
These process measures can be helpful, but because operational goals, strategies, and measures

Approximately half of the agencies we talked to
have developed separate Human Resources stra-
tegic plans. These plans generally serve one of two
purposes. Either they provide direction for those
agencies that have not integrated HRM into the
agency strategic plan, or they are used as imple-
mentation plans which support agencywide HRM
goals, strategies, and measures.

These plans are particularly important to those
agencies that do not integrate HRM into the
agencywide plan because it helps them map out
where they want the HR program to go. They
seem less important to many of the agencies that
have thoroughly integrated HRM into the agency
plan. For example, the Social Security Admini-
stration (SSA) has not developed a specific HR
strategic plan because HR’s goals and measures are
part of the agencywide approach. Then, there are
some agencies that integrate HR extensively into
the agency plan, but still prefer to have a separate
HR operational plan supporting the agencywide
plan, as is often done by other corporate functions
such as information technology and financial
management.

Most of these plans focus on internal HR office
program activities, rather than on agencywide
accountability for the effective use of human
resources in accomplishing the mission. Therefore,
ownership of the plan belongs to the HR office, not
the agency. The Health Care Financing Admini-
stration (a sub-component of the Department of
Health and Human Services) is an interesting
exception to this, as seen in the inset.

Re-Engineering the Human Capital (Attitudinal Change):
Focus on individual to inspire them and provide them with tools to pursue personal
excellence without getting bogged down through self-imposed limitation in thinking and
actions. Supporting people to learn from mistakes in pursuit of business excellence.
Encourage people to think differently.
5. Performance Appraisal and Development Activities:
Encourage managers to read “Accelerating Growth” on the intranet to self learn the new
process. Drive to transfer the ownership for learning and development to individuals –no
spoon-feeding .train managers on “Self Service” .top team to fully subscribe to the
philosophy and encourage the managers to use the new tool as a “Business Tool” instead
of “HR Tool”.
6. Learning And Knowledge Management:
To nurture an environment where all people are allowed and encouraged to develop
themselves and give willingly their very best without fear. Provide the necessary platform
to develop and inspire individuals and teams to share rapidly and effectively their
knowledge /success and failure to enhance team potential and competence. Develop
hello friend,

Here i am sharing Annual Report of Elizabeth Arden, so please download and check it.
Attached Files
File Type: pdf Annual Report of Elizabeth Arden.pdf (2.01 MB, 0 views)
Friends: (0)
Reply With Quote
Reply

Bookmarks

Tags
arden, area of hrm, career development, career management, career path, career planning, company in us, elizabeth, fringe benefits, hrm of us company, hrm practices, human, human resource management, induction process, job evaluation, job rotation, management, orientation process, performance appraisal, personnel management, recruitment process, resource, staffing process, strategic hrm, training development
Related to Human Resource Management of Elizabeth Arden
 

Similar Threads

Thread Thread Starter Forum Replies Last Post
Customer Relationship Management of Elizabeth Arden Anjali Khurana Marketing Management 1 August 14th, 2017 08:21 PM
Human-Resource-Management-Chapter-Human Capital management rpatel748 Human Resources Management (H.R) 2 March 15th, 2016 03:26 PM
Supply Chain Management of Elizabeth Arden, Inc. Netra Shetty Elements Of Logistics 0 December 30th, 2010 06:40 PM
Supply Chain Management of Elizabeth Arden Co. Netra Shetty Elements Of Logistics 0 December 30th, 2010 06:40 PM
human resource practises in different banking sectors- human resource management proj neha_1385 Human Resources Management 10 August 3rd, 2009 04:14 PM
 


Thread Tools
Display Modes

Posting Rules
You may not post new threads
You may not post replies
You may not post attachments
You may not edit your posts

BB code is On
Smilies are On
[IMG] code is On
HTML code is On
Trackbacks are On
Pingbacks are On
Refbacks are Off


ManagementParadise.com is not responsible for the views and opinion of the posters. The posters and only posters shall be liable for any copyright infringement.



Search Engine Optimization by vBSEO ©2011, Crawlability, Inc.