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Human Resource Management of KPMG
Human Resource Management of KPMG - January 27th, 2011
KPMG is one of the largest professional services firms in the world and one of the Big Four auditors, along with Deloitte, Ernst & Young (EY) and PwC. Its global headquarters is located in Amstelveen, Netherlands.
KPMG employs 138,000 people and has three lines of services: audit, tax, and advisory.
The business and market environment had indeed gone through various transitions. The rises of different opportunities as well as innovations enable various companies to extent and expand their operations in the international market. The changes in the external environment of local firms also led to transition in the business approaches and strategies. To be able to adapt to the demands of the global business operations, specifically the diversity of the people, the management of international companies should modify their business approach. Accordingly, this modern management approach is made of approaches which enable industries to gain foreign market entry and operate effectively alongside with other multinational and international industries. One of the most important factors of international management is the human resources.
Various studies have shown that to be able to manage the employees utilising the international strategy, the management of the company must be involved in empowering their culturally diverse human resources. Different human resource management approach is available for international operations. In this regard, businesses must be able to achieve a considerable level of organisational culture, IHRM issues and globalisation effects. The main goal of this paper is to determine how to improve employee hiring, retaining and promotion in the IHRM of international businesses were affected by globalisation.
Human resources management involves several processes. Together they are supposed to achieve the above mentioned goal. These processes can be performed in an HR department, but some tasks can also be outsourced or performed by line-managers or other departments. When effectively integrated they provide significant economic benefit to the company.
Recruitment (sometimes separated into attraction and selection)
Induction, Orientation and Onboarding
Training and development
Compensation in wage or salary
Travel management (sometimes assigned to accounting rather than HRM)
Payroll (sometimes assigned to accounting rather than HRM)
Employee benefits administration
Personnel cost planning
An HRM strategy pertains to the means as to how to implement the specific functions of HRM. An organization's HR function may possess recruitment and selection policies, disciplinary procedures, reward/recognition policies, an HR plan, or learning and development policies, however all of these functional areas of HRM need to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is an overall plan, concerning the implementation of specific HRM functional areas.
An HRM strategy typically consists of the following factors:-
"Best fit" and "best practice" - meaning that there is correlation between the HRM strategy and the overall corporate strategy. As HRM as a field seeks to manage human resources in order to achieve properly organizational goals, an organization's HRM strategy seeks to accomplish such management by applying a firm's personnel needs with the goals/objectives of the organisation. As an example, a firm selling cars could have a corporate strategy of increasing car sales by 10% over a five year period. Accordingly, the HRM strategy would seek to facilitate how exactly to manage personnel in order to achieve the 10% figure. Specific HRM functions, such as recruitment and selection, reward/recognition, an HR plan, or learning and development policies, would be tailored to achieve the corporate objectives.
Close co-operation (at least in theory) between HR and the top/senior management, in the development of the corporate strategy. Theoretically, a senior HR representative should be present when an organization's corporate objectives are devised. This is so, since it is a firm's personnel who actually construct a good, or provide a service. The personnel's proper management is vital in the firm being successful, or even existing as a going concern. Thus, HR can be seen as one of the critical departments within the functional area of an organization.
Continual monitoring of the strategy, via employee feedback, surveys, etc.
The implementation of an HR strategy is not always required, and may depend on a number of factors, namely the size of the firm, the organizational culture within the firm or the industry that the firm operates in and also the people in the firm.
An HRM strategy can be divided, in general, into two facets - the people strategy and the HR functional strategy. The people strategy pertains to the point listed in the first paragraph, namely the careful correlation of HRM policies/actions to attain the goals laid down in the corporate strategy. The HR functional strategy relates to the policies employed within the HR functional area itself, regarding the management of persons internal to it, to ensure its own departmental goals are met.
Last edited by netrashetty; January 27th, 2011 at 11:04 AM..
Re: Human Resource Management of KPMG
Re: Human Resource Management of KPMG - March 30th, 2016
I am also uploading a document which will give more detailed explanation on Human resources and social media - KPMG.
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