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Human Resource Management of Lumencraft

Human Resource Management of Lumencraft

Discuss Human Resource Management of Lumencraft within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Lumencraft Inc. is a flashlight manufacturer producing LED flashlights. Lumencraft lights are Swiss designed and US built and target the ...

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Netra Shetty
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Human Resource Management of Lumencraft - January 27th, 2011

Lumencraft Inc. is a flashlight manufacturer producing LED flashlights. Lumencraft lights are Swiss designed and US built and target the luxury/high end market of the flashlight industry, with prices as high as $370 for a single flashlight [1].

Popular Mechanics has referred to Lumencraft as the Rolex of Flashlights[2].

The nature of Lumencraft products can be seen in the use of materials such as titanium and carbon fiber and aerospace manufacturing processes and technologies[3]. Some of Lumencraft's products, such as the GatLight, have up to 80 individual parts, including custom machined metal parts. Lumencraft uses computer-aided design as well as photon and thermal simulation technologies.

Lumencraft lights are typically pre-ordered with individual serial numbers assigned to each light.

The company was founded by an American aerospace engineer and a Swiss designer in 2006 and is incorporated in the state of California.



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.[15]
 Workforce planning
 Recruitment (sometimes separated into attraction and selection)
 Induction, Orientation and Onboarding
 Skills management
 Training and development
 Personnel administration
 Compensation in wage or salary
 Time management
 Travel management (sometimes assigned to accounting rather than HRM)
 Payroll (sometimes assigned to accounting rather than HRM)
 Employee benefits administration
 Personnel cost planning
 Performance appraisal
 Labor relations

HRM strategy
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.

RECRUITMENT, SELECTION, AND ORIENTATION


Implement sourcing strategies that attract applications from a diverse range of high-performing
candidates


Implement a transparent selection process that ensures objective selection using relevant criteria

Implement orientation processes that ensure that new staff are aware of Center values, key policies,
and procedures

PERFORMANCE MANAGEMENT


Implement a cyclical performance management system in which performance targets are agreed
between staff and supervisors and evaluated and reset at least annually


Align research staff performance appraisal criteria with agreed research success factors

STAFF DEVELOPMENT

Establish an overall framework for staff development

Link staff development with performance management processes and track this through
development plans

CODES OF CONDUCT


Implement a framework to guide staff on expected personal and business conduct in the workplace

Publish guidelines on various aspects of personal and business conduct

REMUNERATION AND REWARDS

Implement a professional job evaluation system to determine job levels and compensation

Clearly define, communicate, and apply in selection processes the knowledge, skills, attitudes, and
performance levels required for career progression

ADMINISTRATION OF BENEFITS


Implement systems to streamline the management of benefit transactions

Maintain effective filing systems to support administration of benefits

Good Practice Note –Human Resource Management 3

EXIT PROCEDURES


Conduct exit interviews with departing staff

Implement sign-off procedures for departing staff with respect to handover of Center equipment and
resources in their custody and research data for their projects
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Last edited by netrashetty; January 27th, 2011 at 12:49 PM..
   
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