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Netra Shetty
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Human Resource Management of Seagate Technology - January 28th, 2011

Seagate Technology (NASDAQ: STX) is one of the world's largest hard drives[2] and storage solutions manufacturer. Incorporated in 1978[3] as Shugart Technology,[4] Seagate is currently incorporated in Dublin, Ireland[5] and has its principal executive offices in Scotts Valley, California.

ecruitment and Selection at Philip Morris USA:

Philip Morris USA recruits around the world. It actively participates in university recruitment fairs, independently run recruitment events, and specialist events such as IT job fairs.



It runs Want Ads that attract potential employees, these ads describe the job its benefits and the organization in detail to the potential applicants. Job openings are also posted on the Internet. Having an online presence has presented an opportunity to attract talented applicants providing PM USA with a large pool of applicants to choose from.



PM USA intends to be the employer of choice, both in attracting new high caliber recruits, and in retaining their existing people. To do this, it offers an employment package that is attractive and meets the diverse requirements of the talented people that it needs to ensure Philip Morris continued success.



Selection Procedure:

An organization is only as strong as the people who make it up, so at Philip Morris decisions about whom to select and whom to reject for organizational membership are critical to the company’s ability to derive competitive advantage through its human resource.



The qualities that Philip Morris USA looks for in employment candidates are:

· Leadership, and a willingness to take responsibility

· Problem-solving and decision-making ability

· Creativity and innovation

· Strong oral and written communication skills

· Broad, cross-functional business knowledge

· Technical and organizational ability

· Honesty, integrity, trustworthiness and dependability

· Team players

· Self-motivated and action-oriented people

· People who are flexible, able to adapt to change

· People with a passion for winning

As PM is an organization driven by people, applicants go through a rigorous procedure of selection.

Psychological and Personality Tests:

At PM USA different types of psychological tests are adopted for selection at different levels like Watson-Glaser Critical Thinking Appraisal, Minnesota Multiphasic Personality inventory is used for selection of executives. Myers Briggs Type Indicator is used to determine personality components.

The Panel Interview:

At PM USA HRM specialists use the panel interview method in which three to five interviewers take turn in asking questions and make their observations. The panel interview has higher validity as compares to traditional one-to-one interviews because of multiple inputs, greater acceptance of the decision and shorter decision time.

Performance Management:

To ensure that employee efforts are match with the strategic objectives of the organization. PM USA places great emphasis on performance management of employees.

When hiring new employees, jobs are carefully assessed so that the organizational expectations are clearly communicated to the employees. Job analysis is carried out via questionnaires. Workers at all levels including shop floor employees to managers are made fully aware of their job requirements.

To implement the corporate goals, the company commits resources, institutes appropriate management systems, accountabilities, monitoring processes and regular reviews to assure progress against the set objectives and to establish mechanisms for problem identification and remediation where appropriate.

Many employees face the difficult challenge of managing their job responsibilities while handling a wide range of personal obligations. The Philip Morris Company recognizes this and has developed five simple principles to guide them in their work/life efforts:

* Hold open and continual communication between employees and their supervisors.
* Implement practical solutions locally while developing flexibility to match the needs of their employees and their businesses.
* Conduct regular on-going reviews of the work/life programs to reflect the changes in employee and business needs.
* As the search for best work/life solutions for their people goes on, business needs remains a top priority for the organization
* Make optimal use of their size and scope so they can make quality services available to as many employees as possible.

Employees are given elaborate, regular feedback to help develop in their careers and personal life.

Philip Morris USA uses state of the art applications for performance management, “Mercury Interactive Enterprise Testing and Application Performance Management System”. This application is being used in Philip Morris for performance management of employees.

Each project organizational unit that has a responsibility for staffing, controlling and allocating
staff related resources may create a Human resource plan.

Steps



Review the Project definition, the Organizational breakdown structure (OBS), and the
Technical environment plan to understand the situation for which the Human resource
plan will be created
Review the project documentation describing procedures for recruiting and staffing to
determine the human resource categories to be used and expected utilization factor for
the project.



Estimates are usually focused on project productive work and do not account for the overheads
that, to some extent, depend on the constituency. The utilization factor is used to take overhead
due to meetings, administration tasks etc. into account. Care should be taken to keep the scope
of the utilization factor consistent with what is defined as “availability” in the Human resource
plan.

Identify special skills that may be needed, beyond those defined for the human resource
category.
• For example, language-specific programming skills may be required for people in the
“programmer” class.
• For each human resource category in the Project management schedule, validate the
number of resources needed.
• Identify training requirements and add the training effort to the effort defined in the
Project management schedule for each human resource category.
• Validate the number of available resources used in the Project management schedule
and adjust as necessary.

Here is an example of validation:
• The effort defined in the Project management schedule is 980 person days and the
training effort required is 20 person days. The total effort, therefore, is 980 + 20 = 1000
person days.

PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net

Published in PM World Today - July 2007 (Vol. IX, Issue VII)







The utilization factor for the performing organization is 75% (or 0.75).
The adjusted effort is 1000 / 0.75 = 1333 person days.
The required elapsed time is 195 days (9 months).
The number of staff becomes 1333 / 195 = 7 (approximately).
Human resource category description should be developed to have an understanding of
the resources that are needed.
Judge how feasible it will be to obtain the required resources in the required time frame,
based on this understanding of the human resource category and the work to be
performed. Consider:
o The feasibility of acquiring the required numbers of people from the organization
or vendors.
o The feasibility of providing them with all the facilities such as technical
environment items, and workspace and of getting them up to speed.
o Pl note the minimum duration of the work given the total effort. For example, if
one person can write a 100 page document in 20 days, it does not mean that 5
people can write the same document in 4 days.



If necessary, revise the number of resources required by reworking the Project management
schedule to arrive at an acceptable staffing level. Identify cost assumptions for the human
resource category. Make initial determinations of where resources will be sourced.
o
Internally in the organization
o
Through an external source.




For internally-sourced resources, identify the desired skill level.
For externally-sourced resources, estimate a cost range for the human resource
category.
Establish office and materiel needs for each human resource category.
Identify the specific office and materiel needs for each human resource category.
Review the physical office space that is to be provided, and determine whether the
space meets the anticipated needs of the team in terms of capacity and the physical
work environment.
Ensure that there is a balance between individual work space and group space for team
meetings and work sessions.
Finalize office and materiel requirements such as Desktop, network etc for each human
resource category, negotiating with the sponsor as required. Pl define what is to be
provided by the customer and what will be provided by the organization.









Identify any team-building activities that are already under consideration in this stage of
planning. Develop an initial list of those that are considered critical to the development of the
team such as providing for effective communications. (For example, establishing a “war room”)

PM World Today is a free monthly eJournal. Free subscriptions available at: http://www.pmworldtoday.net

Published in PM World Today - July 2007 (Vol. IX, Issue VII)

Outline the steps in team building for the project such as: develop the plan, conduct a kickoff
meeting. Assess the cost associated with the key activities and add this to the Cost plan.

Include the sponsor, contractors, customer staff, in team-building activities when appropriate.
Consider cost and the sensitivity of information shared as such activities when deciding who can
be included. Consolidate Human resource plans from each project organizational unit to create
the top-level Human resource plan for the entire project. Identify potential staffing conflicts or
difficulties.

Rework individual project organizational unit plans as required in order to smooth and balance
staffing across all levels within the project.
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Last edited by netrashetty; January 28th, 2011 at 11:56 AM..
   
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Re: Human Resource Management of Seagate Technology
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James Cord
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Re: Human Resource Management of Seagate Technology - March 30th, 2016

Quote:
Originally Posted by netrashetty View Post
Seagate Technology (NASDAQ: STX) is one of the world's largest hard drives[2] and storage solutions manufacturer. Incorporated in 1978[3] as Shugart Technology,[4] Seagate is currently incorporated in Dublin, Ireland[5] and has its principal executive offices in Scotts Valley, California.

ecruitment and Selection at Philip Morris USA:

Philip Morris USA recruits around the world. It actively participates in university recruitment fairs, independently run recruitment events, and specialist events such as IT job fairs.



It runs Want Ads that attract potential employees, these ads describe the job its benefits and the organization in detail to the potential applicants. Job openings are also posted on the Internet. Having an online presence has presented an opportunity to attract talented applicants providing PM USA with a large pool of applicants to choose from.



PM USA intends to be the employer of choice, both in attracting new high caliber recruits, and in retaining their existing people. To do this, it offers an employment package that is attractive and meets the diverse requirements of the talented people that it needs to ensure Philip Morris continued success.



Selection Procedure:

An organization is only as strong as the people who make it up, so at Philip Morris decisions about whom to select and whom to reject for organizational membership are critical to the company’s ability to derive competitive advantage through its human resource.



The qualities that Philip Morris USA looks for in employment candidates are:

· Leadership, and a willingness to take responsibility

· Problem-solving and decision-making ability

· Creativity and innovation

· Strong oral and written communication skills

· Broad, cross-functional business knowledge

· Technical and organizational ability

· Honesty, integrity, trustworthiness and dependability

· Team players

· Self-motivated and action-oriented people

· People who are flexible, able to adapt to change

· People with a passion for winning

As PM is an organization driven by people, applicants go through a rigorous procedure of selection.

Psychological and Personality Tests:

At PM USA different types of psychological tests are adopted for selection at different levels like Watson-Glaser Critical Thinking Appraisal, Minnesota Multiphasic Personality inventory is used for selection of executives. Myers Briggs Type Indicator is used to determine personality components.

The Panel Interview:

At PM USA HRM specialists use the panel interview method in which three to five interviewers take turn in asking questions and make their observations. The panel interview has higher validity as compares to traditional one-to-one interviews because of multiple inputs, greater acceptance of the decision and shorter decision time.

Performance Management:

To ensure that employee efforts are match with the strategic objectives of the organization. PM USA places great emphasis on performance management of employees.

When hiring new employees, jobs are carefully assessed so that the organizational expectations are clearly communicated to the employees. Job analysis is carried out via questionnaires. Workers at all levels including shop floor employees to managers are made fully aware of their job requirements.

To implement the corporate goals, the company commits resources, institutes appropriate management systems, accountabilities, monitoring processes and regular reviews to assure progress against the set objectives and to establish mechanisms for problem identification and remediation where appropriate.

Many employees face the difficult challenge of managing their job responsibilities while handling a wide range of personal obligations. The Philip Morris Company recognizes this and has developed five simple principles to guide them in their work/life efforts:

* Hold open and continual communication between employees and their supervisors.
* Implement practical solutions locally while developing flexibility to match the needs of their employees and their businesses.
* Conduct regular on-going reviews of the work/life programs to reflect the changes in employee and business needs.
* As the search for best work/life solutions for their people goes on, business needs remains a top priority for the organization
* Make optimal use of their size and scope so they can make quality services available to as many employees as possible.

Employees are given elaborate, regular feedback to help develop in their careers and personal life.

Philip Morris USA uses state of the art applications for performance management, “Mercury Interactive Enterprise Testing and Application Performance Management System”. This application is being used in Philip Morris for performance management of employees.

Each project organizational unit that has a responsibility for staffing, controlling and allocating
staff related resources may create a Human resource plan.

Steps



Review the Project definition, the Organizational breakdown structure (OBS), and the
Technical environment plan to understand the situation for which the Human resource
plan will be created
Review the project documentation describing procedures for recruiting and staffing to
determine the human resource categories to be used and expected utilization factor for
the project.



Estimates are usually focused on project productive work and do not account for the overheads
that, to some extent, depend on the constituency. The utilization factor is used to take overhead
due to meetings, administration tasks etc. into account. Care should be taken to keep the scope
of the utilization factor consistent with what is defined as “availability” in the Human resource
plan.

Identify special skills that may be needed, beyond those defined for the human resource
category.
• For example, language-specific programming skills may be required for people in the
“programmer” class.
• For each human resource category in the Project management schedule, validate the
number of resources needed.
• Identify training requirements and add the training effort to the effort defined in the
Project management schedule for each human resource category.
• Validate the number of available resources used in the Project management schedule
and adjust as necessary.

Here is an example of validation:
• The effort defined in the Project management schedule is 980 person days and the
training effort required is 20 person days. The total effort, therefore, is 980 + 20 = 1000
person days.

PM World Today is a free monthly eJournal. Free subscriptions available at: pmworldtoday.net

Published in PM World Today - July 2007 (Vol. IX, Issue VII)







The utilization factor for the performing organization is 75% (or 0.75).
The adjusted effort is 1000 / 0.75 = 1333 person days.
The required elapsed time is 195 days (9 months).
The number of staff becomes 1333 / 195 = 7 (approximately).
Human resource category description should be developed to have an understanding of
the resources that are needed.
Judge how feasible it will be to obtain the required resources in the required time frame,
based on this understanding of the human resource category and the work to be
performed. Consider:
o The feasibility of acquiring the required numbers of people from the organization
or vendors.
o The feasibility of providing them with all the facilities such as technical
environment items, and workspace and of getting them up to speed.
o Pl note the minimum duration of the work given the total effort. For example, if
one person can write a 100 page document in 20 days, it does not mean that 5
people can write the same document in 4 days.



If necessary, revise the number of resources required by reworking the Project management
schedule to arrive at an acceptable staffing level. Identify cost assumptions for the human
resource category. Make initial determinations of where resources will be sourced.
o
Internally in the organization
o
Through an external source.




For internally-sourced resources, identify the desired skill level.
For externally-sourced resources, estimate a cost range for the human resource
category.
Establish office and materiel needs for each human resource category.
Identify the specific office and materiel needs for each human resource category.
Review the physical office space that is to be provided, and determine whether the
space meets the anticipated needs of the team in terms of capacity and the physical
work environment.
Ensure that there is a balance between individual work space and group space for team
meetings and work sessions.
Finalize office and materiel requirements such as Desktop, network etc for each human
resource category, negotiating with the sponsor as required. Pl define what is to be
provided by the customer and what will be provided by the organization.









Identify any team-building activities that are already under consideration in this stage of
planning. Develop an initial list of those that are considered critical to the development of the
team such as providing for effective communications. (For example, establishing a “war room”)

PM World Today is a free monthly eJournal. Free subscriptions available at: pmworldtoday.net

Published in PM World Today - July 2007 (Vol. IX, Issue VII)

Outline the steps in team building for the project such as: develop the plan, conduct a kickoff
meeting. Assess the cost associated with the key activities and add this to the Cost plan.

Include the sponsor, contractors, customer staff, in team-building activities when appropriate.
Consider cost and the sensitivity of information shared as such activities when deciding who can
be included. Consolidate Human resource plans from each project organizational unit to create
the top-level Human resource plan for the entire project. Identify potential staffing conflicts or
difficulties.

Rework individual project organizational unit plans as required in order to smooth and balance
staffing across all levels within the project.
Hey netra,

Please check attachment for Labour and Human Rights at Seagate, so please download and check it.
Attached Files
File Type: docx Labour and Human Rights at Seagate.docx (19.6 KB, 0 views)
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