Vision and Mission
Leybold is a private, for-profit organization that considers the value of customers, employees, and stakeholders to ensure continue to be the industry leader and remain as the vision statement reads to continue to be “First in Mind—First in Choice® (Leybold GmbH, 2018, p. 6). Leybold has proven to be a vacuum industry leader in providing its customers with the best sales, service, and manufactured products. The mission statement reads: “…to achieve sustainable, profitable growth. By achieving sustainable profitable growth for our customers and for ourselves, we will be an attractive brand to our stakeholders” (Leybold GmbH, 2018, p. 6). The mission and vision statement of Leybold is a statement of its purpose and considers all customers should have the same options of quality sales, service, and products to remain the one company that they will choose.
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Leybold is guided by core values as well: interaction, commitment, and innovation. The strategic HRM plan must consider the vision, mission, and core values to hire a diverse labor force that will not only acknowledge different cultural needs and design an organizational atmosphere that will be sympathetic to all members of the business, but as well as to result in a successful global business.
Every year Leybold sets a strategic framework that identifies what is to be accomplished for that year and what is required to reach those goals. According to Brockmeyer (2019), the focus in 2019 is to exceed $106.9 million in revenue within customer service, contribute to 39.6% of the industry market, and 31.2% in net working capital. In addition to these strategic goals, Leybold also sets a focus on how to reach these goals, including increasing the talent available in several departments, entry into new industries, and becoming the central location for sales and service for our customers.
Leadership must be committed to and be the example of the vision, mission, and core values. The guiding team of the organization, including human resource must develop a vision, clarify how the future will differ from the past, and remove any barriers to make the vision a reality (Kotter & Rathgeber, 2017, p. 132, 133). With leadership and the human resource department upholding the vision, mission, and values of Leybold through recruiting, talent development, and succession planning. Our vision and mission will continue to guide us to provide the best service, sales, and supplies within the challenging vacuum academy.
Outlook and Approach
Leybold has a strong global outlook and vision of a cross-cultural approach this will play an important role in the continued organizational growth. With a focus on continuing our global growth, Leybold has a strong global outlook and vision of a cross-cultural approach. This will require us to create an awareness of sensitivity to that that we employ and support. There must also be a developed understanding of the trends and needs of current and future customers in different market areas. The management team and human resources will hire employees from diverse cultures using methods to guarantee that talent is organized and supports the mission of the business.
With Leybold operating in over 15 countries worldwide, the first step to take would be to conduct a PESTLE analysis. Though the information is not related to culture and diversity, it will give a quick overview of the whole environment from different aspects and cultures (PESTLE Analysis, 2015). This will allow us to better understand our current and potential market to assist in realigning hiring, developing, and succeeding procedures to our vision and mission. By using leading indicators, trend analysis, and transitional matrices the human resource department and plan to forecast labor supply and demand. This will include studying recession statistics, current and three-year employment and unemployment trends, and the recruiting rates of specialized educational background including design and sales engineers, marketing, and manufacturing. Using the political and social aspects of the analysis, we can determine demographic and cultural trends that will help determine the best talent that aligns the best with business and individual objectives from the commencement of his or her tenure. Leybold will also use a performance management method to support current employee abilities that encourage teamwork and create a succession plan.
As we continue to approach recruiting high talent, develop our current talent, and develop a succession plan, technology will become a significant player. With the HR Link, Learning Link, and recruiting system, it will give us a system to track strong new hires, performance evaluations as it pertains to aligning current talent with the vision and mission of the organization, tracking training hours, and help to create a needed succession plan to progress top talent to future managers and ultimately global leaders.
One of the top priorities of the human resource department will be to obtain moral procedures and laws to certify employees’ perform obligations with truthfulness and expand on ethical laws including affirmative action and EEO principles both domestically and internationally. With an inclusive culture established, the tone of the organization must be set by displaying commitment and being directly involved with the inclusive plans (Groysberg & Connolly, 2013, p. 76). Human resource will also need develop cultural diversity groups at each of the 15 locations worldwide. This will allow each supervisor and manager to be provided with topics to be discussed with his or her team in relation to cultural diversity and change. Policies and procedures will be updated regularly to minimize the risk of unethical behavior and celebrate the differences within the organization to encourage discussion of global differences.
Analysis and Decision Making
To continue to develop and meet the goals for the future, the human resource department must control the needs to recruit, train, and develop a succession plan. Controlling the decisions of the workforce, a competency mapping must be completed to identify gaps in individual strengths and weaknesses. A complete understanding that will require us to continually look at policies, procedures, job descriptions, and labor laws to ensure that they align with regulations within the areas we will be present in.
Competency mapping will help us determine what strengths and weaknesses individual employees have in order to ensure he or she has been placed in proper positions based on job descriptions, determine the training required to develop skills of those employees that show the most gaps, understand the top performers and prepare him or her for leadership, and any opportunities that may exist within the organization to develop a retention and succession strategy. While many times organizations overlook powerful tools because their competitors have implemented, competency is not one of those tools and will allow stakeholders to see long-term growth with significant value to leadership, management, and the organization as a whole (Janagama, 2017, p. 20).
Leybold is a geocentric organization with 1600 employees’ worldwide (Leybold GmbH, 2018, p. 2). Within the heart of the human resource department, we are responsible for ensuring the organization is operating ethically and legally as well as overseeing the well-being of all. There is not only a need to perform ethically, but there will be many difficult decisions to be made that could affect the veracity of the business. Consideration must be made to ensure that all areas of the organization are studied to examine how risk can be eliminated or reduced. Some of the areas that will be reviewed are hiring and talent development techniques, compensation programs, employee behavior, and terminations.
In the area of hiring and talent development techniques, we must minimize risk by ensuring that labor and discrimination laws are adapted in all countries in which we recruit and promote in. It is also crucial that we recruit the best talent that will align with individual and organizational goals from the start of his or her tenure. This alignment will require a 30-60-90 day performance review to be implemented for all new hires and promotions to ensure that he or she is meeting the requirements and expectancies of the job within the provisional period. The 30-day review will critique the employee on the required job duties and he or she understands the policies and procedures of the organization. In 60-days, another review will occur to ensure that the employee is now meeting the expectancies of the positions and will develop goals that he or she must meet to succeed in the position. In 90-days, the employee will be reevaluated to verify that the employee was the best talent choice. If gaps are determined, training may be considered or if the employee could be on the fast track to a management position; if this is not a suitable position for the employee, termination will occur. Once the determination has been made, SMART goals will be set for him or her to work on to achieve for the remainder of the calendar year.
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In the area of the compensation program, performance reviews will be completed that will not only reflect on the requirements of the position, but employees will also be required to meet goals that he or she established at the beginning of the year or after 90-days of employment. The performance review will be created based on job performance, ethical practices, followed safety procedures, teamwork, and communication. With SMART goals, incentives for the employee can be studied and developed to ensure they are beneficially and financially sound for the organization. There must not only be assurance that incentives are based on the financial stability of the organization but also to nurture teamwork and accountability.
When it comes to employee behaviors, this becomes a bit more of a difficult task to tackle in terms of risk management. Many times, employees are not only dealing with employment issues, but personal issues; and can affect performance and conduct all the same. When employees start his or her tenure with Leybold, we will ensure that he or she signs the internal memorandum stating that policies and procedures were read and are understood. Upon hire, employees will be assigned to new hire training on LearningLink, these will be required to be finished by day 31 of employment and will state that employees understand ethical procedures and business practices; once completed this will act as a signed copy of the company handbook. LearningLink and LinkedIn Learning will provide ongoing training to achieve the annually required 40-hours of training and will help managers to align employee skills with the future vision of the organization. If the employee’s behavior requires corrective action, opportunity will be given to do so; unless he or she warrants a behavior that requires immediate termination. Coaching plans will also be developed to help improve the performance of employees, set goals, and understand the expectations to help assist him or her correct the behavior.
Leybold must also minimize the risk by maintaining a process for the employees that leave the organization. When employees resign, an exit interview will occur on the last day of his or her employment. This exit interview will be designed with specific open-ended questions to give the exiting employee the chance to discuss issues within the department, the workplace, or the organization that may have been the consideration to his or her withdrawal. This information will be used to improve procedures and address the issues that may be uncovered. A checklist will be used to collect company property including keys, computer passwords, security fobs, company phones, and parking passes. This checklist will also ensure that he or she is immediately removed from the company server, emails, Facebook page, and HR Link. Once termination is completed, employees will receive a final pay, including any unused and available vacation time and all hours worked based on the employment laws of where the home state of the employee exists.
Finally, succession planning must be considered in risk mitigation as well. Using a 9-grid box, talent and career development can be aligned. This will determine top performers in which can be moved into the global Leadership Program to prepare for future management roles in one of the 15 countries that Leybold exists. With a succession plan in place, key employees can be replaced with minimal interruption, and a decrease in turnover and recruiting costs. When candidates are determined to be high performers, the human resource department will communicate with the leadership team, put in place a mentoring procedure, and trainings to develop internal talent to grow and develop into future management roles.
Risk management requires continual assessment as our employees, customers, and stakeholders remain our greatest risk. This will enable us to monitor what needs to be avoided, what can be accepted to stay ethically and legally compliant, and make any adjustments required to mitigate the risk within the organization.
Customer Service and Negotiations
For an organization to be successful, a strong and motivated team must work together. Though, employees receive merit increases based on his or her performance evaluations, commissions through sales goals, and bonuses through the achievement of organizational companies; however, not all employees are offered the same opportunities. To encourage creativity and motivation, salary increases will be offered with a bonus reward to all employees who maintain their support and contribution in keeping the Leybold vision of First in Mind—First in Choice® throughout the geocentric organization.
Though the General Manager fosters a transparent workplace, many Leybold managers have not adapted to this philosophy which has discouraged many employees. To restore a culture of trust, we must continue to build transparency with open and honest lines of communication. When leaders share information regularly and include employees in the operation of the business and employees keep leaders informed about problems or decisions that need to be made, trust begins to happen within the organization (Reina & Reina, 2006, p. 34, 35). To maintain a transparent environment, we will develop and transmit an all-employee survey once a quarter. After gathering the results of the survey, human resource and the leadership team will discuss the results and identify programs that are found to be most important to our employees and will discuss the results and actions we will take to address the concerns and the timeline in which they will be completed. Though the survey will be just a starting point, this will begin the process to rebuilding the trust the organization needs and the employees require.
Open and honest communication, though it seems a simple process, there is a need to ensure that employees are heard and changes are made to continue brand attractiveness and employee dedication for the organization to stay resilient. Two-way communication requires disclosure and feedback. Disclosure is needed to ensure that all parties involved in the communication understand the expectations and presumptions of one another; feedback is needed to gather evidence from the other party on how the communication was perceived (Wienclaw, 2019). This would include leaders and management effectively communicating to his or her staff and allowing them to be part of strategic goal planning and encourage the promotion of the goals. Feedback and disclosure offer ways for the employees to present what is working and what is not to management as well as management opening discussion to include positive and negatives within the organization.
Studying data is not just about the statistics driven by the common metrics provided by the human resource department based on turnover, recruiting, and promotion rates. When human resource management practices are merged with business tactics the performance of the organization is improved, creating an efficient operation increasing success (Yao-Sheng, 2005). With the newly adapted and implemented HR:Link, the HRIS can assist in creating a strategic plan that align with the business decisions. This includes accurate forecasting of labor needs and costs based on termination and retention rates, promotions, and risks. The manual processes of present must be altered so that data can be collected instantly and precisely.
With most employment decisions being made in the human resource department, there is a need to use calculated methods to forecast the future likelihood of actions happening. This will include better forecasting of where talent will be plentiful or reduced and will determine how employees will be reassign between positions as well as predict when employees will leave the organization. Leybold has recently proven with prior data statistics that employees whom are not promoted within two years have a higher probability of leaving the company; it has also been found that those individuals being hired based on the schooling received, references, and feelings about the candidate have a less successful rate of retention. There is an immediate need to increase how data is collected, determine the ideal questions to be asked, and determine the answers. While this can be costly, once the HRIS is fully integrated and the analytics are able to be used, the company will begin to save money on hiring and termination costs.
Using the data from the HRIS will help in analyzing recruitment needs, talent development needs and retention, risk mitigation, and strategic decisions that will help to increase the overall revenues of the business and help us continue to attain our goals while still expanding our global markets. Although our senior leaders and employees believe that the long standing processes are working, as Leybold continues to expand our organization globally, there is a needed to hire a more diverse workforce to support the vision, mission, and core values of the organization and requires statistical data from which a fully integrated HRIS will provide to help us move in the direction we have set forth as an organization.
- Brockmeyer, C. (2019, February 8). Leybold North America All Hands February 2019 [PPT].
- Groysberg, B., & Connolly, K. (2013). Great leaders who make the mix work: twenty-four CEOs on creating diverse and inclusive organizations. Harvard Business Review, (9), 68. Retrieved from https://search-ebscohost-com.ezproxy.snhu.edu/login.aspx?direct=true&db=edsgbc&AN=edsgcl.340351204&site=eds-live&scope=site
- Janagama, S. (2017). An Overview on Competency Mapping. ITIHAS - The Journal of Indian Management, 7(2), 15–20. Retrieved from https://search-ebscohost-com.ezproxy.snhu.edu/login.aspx?direct=true&db=bsu&AN=127339398&site=eds-live&scope=site
- Leybold GmbH. (2018). SHEQ Manual [Brochure]. Cologne: Germany
- PESTEL Analysis (2015). What is PESTLE Analysis? A tool For Business Analysis. Retrieved from https://pestleanalysis.com/what-is-pestle-analysis/
- Wienclaw, R. A. (2019). Communications in the Workplace. Salem Press Encyclopedia. Retrieved from https://search-ebscohost-com.ezproxy.snhu.edu/login.aspx?direct=true&db=ers&AN=89163589&site=eds-live&scope=site
- Yao-Sheng, L. (2005). Business strategy and performance: The role of human resource management control. Personnel Review, 34(3), 294-309,384. doi:http://dx.doi.org.ezproxy.snhu.edu/10.1108/00483480510591444
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