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 Miller Brewing

Discuss Human Resource Management of Miller Brewing within the Human Resources Management (H.R) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; The Miller Brewing Company is an American beer brewing company. Its headquarters are located in Milwaukee, Wisconsin and the company ...

Reply

 

Thread Tools Display Modes
Human Resource Management of Miller Brewing
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 Miller Brewing - January 27th, 2011

The Miller Brewing Company is an American beer brewing company. Its headquarters are located in Milwaukee, Wisconsin and the company has brewing facilities in Albany, Georgia, Chippewa Falls, Wisconsin, Eden, North Carolina, Fort Worth, Texas, Irwindale, California, Milwaukee, Wisconsin, and Trenton, Ohio. On 1 July 2008 the MillerCoors company was formed as a joint venture with rival Molson Coors to consolidate the production and distribution of its products in the United States with each parent company's corporate operations and international operations remaining separate and independent of the joint venture.


In all facets of the business, recognizes that putting people before products is as effective as placing core values at every aspect of the operation. In terms of staffing, each location has one manager, an assistant manager and 16 partners. The benefits package includes health, dental and vision care, stock options, or 401(k) for employees who work an average of 20 hours per week for over three months, free shift drinks and a free pound of coffee or tea each week that continue despite temporary disability or familial leave. Moreover, raises are based on semi-annual performance evaluations with raises that range from 0-5%. Though bonuses are not utilized, for each location the company gives away non-monetary rewards. As such, employees are given 30% discount on all merchandise.

There are also programs that recognize individual contribution of Starbucks partners. For instance, unique to the company is the Green Apron recognition program that serves as both brand behaviors guide and non-monetary reward. Every partner receives the Green Apron book that is consists of company values and desired on-brand behaviors as well as peer recognition cards that are used by virtually all the employees from top management to recognizing even the smallest behavior on the spot stressing the importance of sense of ownership. More than the monetary rewards, focuses on ‘team contribution’ to recognize how their performance and contributions make a difference.

The Recruitment and Selection Policy

In terms of recruitment and selection, is hiring about 200 employees per day to compensate with the growth rate of 5 stores per day. Recruitment practices include interviews that incorporate coffee tasting sessions; candidate bill of rights developed that emphasizing the use of phone calls and handwritten notes rather than form response letters. The goal of such is to determine how quickly applicants should hear back. Also, the company encourages recruiters to send out Starbucks gift card whether the applicant is hired or not for the purpose of treating job applicants like customers. The hiring process is strategically aligned to the vacant positions. lives by its mission to embrace diversity, develop and nurture employee and provide them with exceptional benefits. Application can be picked from any store. There are phone and personal interviews with highly-situational questionnaires. Before being extended an offer, Starbucks trained the applicants first after passing the interviews.

The Development Policy

’ development framework centers two broad concerns. The first is the use of different IT systems and the second is the ‘Third Place’ environment. Presently, Starbucks is using the corporate headquarters to exercise controls over individual sites and that Total Quality Management is specifically built into its processes. In addition, the company utilizes a large amount of IT for the purpose of managerial control of information-based determinants. Further, the company envisions each outlet as a place to unwind apart from home and work/school. The purpose is to connect and to create communities inside the confines of each outlet.

many agencies are using to translate strategy
into operational terms by measuring a full
range of perspectives: financial, customer,
internal, and learning and growth. Vice
President Gore advocated the use of this type
of balanced set of results to evaluate agency
performance at the Global Forum on
Reinventing Government, January 1999. The
scorecard is generally used at the business
unit level, as with the Veterans Benefits
Administration (see insert). To date, most
agencies are in the beginning stages of
implementing balanced measurement
approaches.

Activity Based Costing (ABC) is a method
of cost management that determines the true
cost, including overhead, for a service or
product. Finding the true cost allows
agencies to discover cost improvement
opportunities, prepare and actualize strategic
and operational plans, and improve strategic
decision-making. This cost management
methodology involves identifying activities,
determining activity costs, determining cost
drivers, collecting activity data, and
calculating the service cost.

ABC is being explored by a number of agencies. The Patent and Trademark Office is using
ABC agencywide, and the General Services

Both the General Services Administration (GSA) and the Department of Commerce’s Patent and
Trademark Office (PTO) have successfully used Activity Based Costing (ABC) to determine the
true cost of human resources management services.

The General Services Administration began tracking HR costs due to customer complaints that
services were too expensive. The problem was that no one, including HR, knew the actual cost
of HR services. By using Activity Based Costing, GSA was able to compute the HR activity
costs and make comparisons to other Government and private sector organi-zations using the
Hackett Benchmarking Study data. HR demonstrated to managers that its costs were actually
relatively low, and it had the data to prove it.

The Patent and Trademark Office (PTO) has engaged in agencywide Activity Based Costing.
All senior managers were trained in the process, and each functional area, including HR, formed
teams to identify activities, activity-based drivers, and primary products. PTO has used the
information to close out fiscal year 1998 financial activities and to plan the fiscal year 2000
budget. ABC has helped determine the full cost of agency activities, the proper distribution of
costs, and has even influenced service rates. An additional benefit to the system is that it has
encouraged strategic thinking. Managers see how much a function, such as HR, costs and starts
asking what value that function really adds to the program. This challenges HR to show its
value and return on investment.
Advertisements


Last edited by netrashetty; January 27th, 2011 at 02:25 PM..
   
Friends: (0)
Reply With Quote
Re: Human Resource Management of Miller Brewing
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 Miller Brewing - March 29th, 2016

Quote:
Originally Posted by netrashetty View Post
The Miller Brewing Company is an American beer brewing company. Its headquarters are located in Milwaukee, Wisconsin and the company has brewing facilities in Albany, Georgia, Chippewa Falls, Wisconsin, Eden, North Carolina, Fort Worth, Texas, Irwindale, California, Milwaukee, Wisconsin, and Trenton, Ohio. On 1 July 2008 the MillerCoors company was formed as a joint venture with rival Molson Coors to consolidate the production and distribution of its products in the United States with each parent company's corporate operations and international operations remaining separate and independent of the joint venture.


In all facets of the business, recognizes that putting people before products is as effective as placing core values at every aspect of the operation. In terms of staffing, each location has one manager, an assistant manager and 16 partners. The benefits package includes health, dental and vision care, stock options, or 401(k) for employees who work an average of 20 hours per week for over three months, free shift drinks and a free pound of coffee or tea each week that continue despite temporary disability or familial leave. Moreover, raises are based on semi-annual performance evaluations with raises that range from 0-5%. Though bonuses are not utilized, for each location the company gives away non-monetary rewards. As such, employees are given 30% discount on all merchandise.

There are also programs that recognize individual contribution of Starbucks partners. For instance, unique to the company is the Green Apron recognition program that serves as both brand behaviors guide and non-monetary reward. Every partner receives the Green Apron book that is consists of company values and desired on-brand behaviors as well as peer recognition cards that are used by virtually all the employees from top management to recognizing even the smallest behavior on the spot stressing the importance of sense of ownership. More than the monetary rewards, focuses on team contribution to recognize how their performance and contributions make a difference.

The Recruitment and Selection Policy

In terms of recruitment and selection, is hiring about 200 employees per day to compensate with the growth rate of 5 stores per day. Recruitment practices include interviews that incorporate coffee tasting sessions; candidate bill of rights developed that emphasizing the use of phone calls and handwritten notes rather than form response letters. The goal of such is to determine how quickly applicants should hear back. Also, the company encourages recruiters to send out Starbucks gift card whether the applicant is hired or not for the purpose of treating job applicants like customers. The hiring process is strategically aligned to the vacant positions. lives by its mission to embrace diversity, develop and nurture employee and provide them with exceptional benefits. Application can be picked from any store. There are phone and personal interviews with highly-situational questionnaires. Before being extended an offer, Starbucks trained the applicants first after passing the interviews.

The Development Policy

development framework centers two broad concerns. The first is the use of different IT systems and the second is the Third Place environment. Presently, Starbucks is using the corporate headquarters to exercise controls over individual sites and that Total Quality Management is specifically built into its processes. In addition, the company utilizes a large amount of IT for the purpose of managerial control of information-based determinants. Further, the company envisions each outlet as a place to unwind apart from home and work/school. The purpose is to connect and to create communities inside the confines of each outlet.

many agencies are using to translate strategy
into operational terms by measuring a full
range of perspectives: financial, customer,
internal, and learning and growth. Vice
President Gore advocated the use of this type
of balanced set of results to evaluate agency
performance at the Global Forum on
Reinventing Government, January 1999. The
scorecard is generally used at the business
unit level, as with the Veterans Benefits
Administration (see insert). To date, most
agencies are in the beginning stages of
implementing balanced measurement
approaches.

Activity Based Costing (ABC) is a method
of cost management that determines the true
cost, including overhead, for a service or
product. Finding the true cost allows
agencies to discover cost improvement
opportunities, prepare and actualize strategic
and operational plans, and improve strategic
decision-making. This cost management
methodology involves identifying activities,
determining activity costs, determining cost
drivers, collecting activity data, and
calculating the service cost.

ABC is being explored by a number of agencies. The Patent and Trademark Office is using
ABC agencywide, and the General Services

Both the General Services Administration (GSA) and the Department of Commerces Patent and
Trademark Office (PTO) have successfully used Activity Based Costing (ABC) to determine the
true cost of human resources management services.

The General Services Administration began tracking HR costs due to customer complaints that
services were too expensive. The problem was that no one, including HR, knew the actual cost
of HR services. By using Activity Based Costing, GSA was able to compute the HR activity
costs and make comparisons to other Government and private sector organi-zations using the
Hackett Benchmarking Study data. HR demonstrated to managers that its costs were actually
relatively low, and it had the data to prove it.

The Patent and Trademark Office (PTO) has engaged in agencywide Activity Based Costing.
All senior managers were trained in the process, and each functional area, including HR, formed
teams to identify activities, activity-based drivers, and primary products. PTO has used the
information to close out fiscal year 1998 financial activities and to plan the fiscal year 2000
budget. ABC has helped determine the full cost of agency activities, the proper distribution of
costs, and has even influenced service rates. An additional benefit to the system is that it has
encouraged strategic thinking. Managers see how much a function, such as HR, costs and starts
asking what value that function really adds to the program. This challenges HR to show its
value and return on investment.
hello buddy,

Please check attachment for Annual Report of Miller plc, so please download and check it.
Attached Files
File Type: zip Annual Report of Miller.zip (5.53 MB, 0 views)
Friends: (0)
Reply With Quote
Reply

Bookmarks

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

Similar Threads

Thread Thread Starter Forum Replies Last Post
Customer Relationship Management of Miller Brewing Company Anjali Khurana Marketing Management 1 August 22nd, 2017 04:50 PM
Human-Resource-Management-Chapter-Human Capital management rpatel748 Human Resources Management (H.R) 2 March 15th, 2016 03:26 PM
SWOT ANALYSIS ON Miller Brewing Company Abhijeet S Principles of Management ( P.O.M) 1 June 23rd, 2015 09:38 PM
Concepts of Personnel Management, Industrial Relations and Human Resource Management kanodia.pooja Human Resources Management (H.R) 17 June 10th, 2015 06:13 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.