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Human Resource Management of H. J. Heinz Company

Human Resource Management of H. J. Heinz Company

Discuss Human Resource Management of H. J. Heinz Company within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; H. J. Heinz Company (NYSE: HNZ), commonly known as Heinz and famous for its "57 Varieties" slogan and its ketchup, ...

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Human Resource Management of H. J. Heinz Company
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Netra Shetty
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netrashetty
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Human Resource Management of H. J. Heinz Company - January 27th, 2011

H. J. Heinz Company (NYSE: HNZ), commonly known as Heinz and famous for its "57 Varieties" slogan and its ketchup, is an American food company with world headquarters in Pittsburgh, Pennsylvania.

Perhaps best known for its ketchup, the H.J. Heinz Company manufactures thousands of food products in plants on six continents and markets these products in more than 200 countries and territories. Heinz ranked first in ketchup in the United States with a market share in excess of 50%. Moreover, its Ore-Ida label held more than 50% of the frozen-potato sector. Overall, the company claims to have 150 number one or number two brands worldwide.



 Changing workforce demographics
 Competing in global economy
 Eliminating the skills gap
 Need for lifelong learning
 Need for organizational learning


A Framework for the HRD Process

HRD efforts should use the following four phases (or stages):
1. Needs assessment
2. Design
3. Implementation
4. Evaluation
Training & HRD Process Model

1.Needs Assessment Phase:

 Establishing HRD priorities
 Defining specific training and objectives
 Establishing evaluation criteria

2.Design Phase:

 Selecting who delivers program
 Selecting and developing program content
 Scheduling the training program

3. Implementation Phase:

 Implementing or delivering the program

4. Evaluation Phase:

Determining program effectiveness –
e.g.,
 Keep or change providers?
 Offer it again?
 What are the true costs?
 Can we do it another way?

HRD is too important to be left to amateurs. HRD should be a revenue producer, not a revenue user. HRD should be a central part of company. You need to be able to talk MONEY.



In fact in the face of enornous and the rapid changes in the business environment in India backed by liberalisation of economy, globalisation of business, modernisation of technology and large scale employment, a need exist for a fresh look at the human resources. Multinationals, foreign investors and NRIs entering the Indian business in a big way communist countris adopting the path of capitalism and large scale technology transfer, all such factors necessitate a wider perspective of human resoures in the days to come.some of the factors,which pose grater challagenes to the HRM in future are :
1.A larger, faster and greater growth of industrialization is expected in the next decade.
2.There is a possibility for more takeovers, acquisations and mergers in future in India.
3.With the presence and influence of more multinational and tranationals, as well as higher standards and competitions, there is a possibility for many small indigenous units to be sick
4.There is a possibility for the emergence of many large and giand enterprises havening economies of scale, leading the units without the merits of economies of scale and large scale production to wind up.

HRM practice as such that discusses about selection, training and development down to career development do help improve Kuwait in lieu to business performance including employee productivity and firm’s flexibility. However, such HRM system does not gradually influence business performance and the value of known culture practices is essential to manifest. Therefore, through recognizing certain Western HRM practices together into Kuwait organizations will have strong influence on operations and to certain business within the strategic alliances that if there adopts to appropriate HRM practices and improve business value and avoid an alarming issues of the field. The Kuwait organizations are allowing Anglo-American HR practices to come into the business picture as the one good reason for this can be there outcomes for the management practices in organizations becoming similar due to the influence of globalization and Western management theories and practices that dominate Kuwait human management practices. Another reason for the similarity could be because the respondents work in organizations where Western management practices, including HRM practices, are primarily used. The key to the future of Kuwaiti’s HRM is working with line managers, top management, government agencies and all stakeholders, to root out corruption, nepotism and favoritism, to invest in technology, engage in ongoing training and development and above all formulate realistic and meaningful productivity improvement programs that will boost employee morale, confidence and gain the trust of management. Therefore, the analysis indicate that significant factors associated with Kuwaiti organizations successfully adopting HRM practices are foreign ownership and there might have more progressive HR practices
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