Human Resource Management
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The demand for talents especially in technical jobs such as Software developers or IT experts has significantly increased within the last few years. Many companies try to face both, the challenges on the German labor market and the so called “War for Talents” for these professions through becoming more active in Recruitment.
The theoretical part shows some of the issues companies have to deal with and presents possible Active Recruiting approaches which could be implemented. In order to do so, it is necessary to gain job-specific insights directly from this target group. For this matter, data was collected from 41 IT and Software experts by means of an executed employee survey at IDS. This survey should, inter alia, find out which incentives are valued the most for selecting an employer. Furthermore it should give an overview about the activity of each respondent in Social Media and business-related platforms and whether the employees would be willing to help recruiting talents.
The objective of this empirical research is to develop recommendations for actions for IDS in order to make the Recruitment of IT and Software experts more efficient.
On the basis of the above it was identified, that the Recruiting requires the inclusion of the specialist departments. The expansion of relations- and recommendation Management from employees to potential applicants could represent a supportive tool. Furthermore, Active Sourcing applied as a strategic component should find a more intense use since many of the respondents are actively using business platforms.
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Experts who acquired extensive knowledge and skills through practising and studying over many years, are becoming increasingly important for companies. As in today’s world the products are getting ever more complex and technical driven. Therefore, it is important for Quality functions to have the best experts and develop them that they can actively shape the new product requirements.
The aim of this study is to investigate how to develop and design a Dual Career Ladder in the Q&R organisation in making the case for the HealthTech company Philips. The research intend is to explore the present state of the Dual Career Ladder in the HealthTech industry and recommending how to develop and design a Dual Career Ladder for the Q&R organization at Philips to increase the organisational effectiveness through winning, retain and develop Q&R experts.
The research adopted secondary data from academic journals, books, press articles and study reports. As well as primary data, interviews were undertaken with experts of companies that are operating in industries related to the health-technology industry. Through these succeeding interviews best practice examples could be evaluated. Afterwards the findings were translated into a Dual Career Ladder design for the Q&R function in Philips primary data was analysed and compared with secondary data.
A successful development and design of a Dual Career Ladder is based on a a diverse project team, clear requirements of the different levels of the Dual Career Ladder, definition of the new created roles and how the differentiate. Furthermore, it is important to have clear nomination and promotion procedure that are transparent. A well thought concept can help organizations attracting critical talents and keeping them by offering them development perspectives and attractive jobs.
The conclusion drawn describes possible outcomes for employee’s development and the organisations effectiveness to reach their desired business results. Followed by a recommendation on further action and closing with the limitation of this study
Selbstnominierung bedeutet, dass sich Mitarbeiter eigenständig für vakante Stellen oder ein Talentprogramm innerhalb des eigenen Unternehmens vorschlagen. Die vorliegende Arbeit beschäftigt sich mit der Fragestellung, ob es lukrativ ist, diesen innovativen Ansatz der internen Talentidentifikation als Alternative zur klassischen Nominierung durch den Vorgesetzten zu nutzen. Hierzu werden zunächst die Schwachstellen des klassischen Ansatzes der Nominierung herausgearbeitet. Als mögliche innovative Alternative wird im Folgenden die Selbstnominierung erläutert und analysiert. Unterstützt wird die Theorie durch Praxisbeispiele von Unternehmen, welche Selbstnominierung ausprobiert haben. Abschließend wird zudem auf mögliche Lösungsansätze hingewiesen, um eine gelungene Integration der neuen Alternative zu gewährleisten.
Die Besetzung von Schlüsselpositionen in der IT-Branche, erfordert durch den akuten Fachkräftemangel eine aktive Herangehensweise in der Personalbeschaffung. Für das Herausfiltern aktuell vakanter Schlüsselpositionen der IBsolution GmbH, wurde diesbezüglich eine Schlüsselfunktions-Engpass-Matrix erstellt. Die daraufhin definierte Zielgruppe, wurde mithilfe von Experteninterviews anschließend analysiert. Aufbauend darauf, ergaben sich bezüglich den Faktoren Vorbereiten, Finden und Gewinnen konkrete Handlungsempfehlungen. Die Steigerung der Recruiter IT-Affinität, die Integration der Fachbereiche, das Nutzen ausgewählter Online Plattformen und die zielgruppenspezifische Förderung der Arbeitgebermarke stellen dabei die wesentlichen Aspekte dar.
Even though women and men have entered the managerial ranks of organizations
to the almost same numbers, women still remain drastically underrepresented. Of
the Fortune 500 CEO positions only 5.2% and about 21.2% (Catalyst 2018) of the
board seats are held by female leaders. For women of color the numbers are
shockingly low. These women are almost absent on most Fortune 500 companies
and only hold 3.1% of board seats in this category (Catalyst 2015). In Europe
however, the percentage of female director at STOXX 600 companies has
increased constantly over the past years and therefore resulted in slightly better
numbers. By 2015 almost 25% of directors were female and the average
percentage of female holding board seats made 2.8% (EWoB 2015). Research of
Carter, N.M. and Silva, C. (2010) shows, that even if women are graduating from
global leading business schools their career progress lags in comparison to their
male counterparts. This means that despite the organizations efforts of
implementing gender discrimination policies and focusing on gender equality, they
have not been able to fuel women´s career development (Ely et al. 2011).
But why do organizations still struggle to increase the number of female leaders
today? This report will elaborate possible factors that are causing failing attempts
of organizations in general to then conclude a strategic solution for Philips to
successfully change their people strategy towards gender equality. Research
shifted from the assumption of intentional gender discrimination within companies
towards invisible barriers that cause thriving women not to reach the top (Ely et al.
2011). Those barriers are deeply rooted assumptions about gender that have a
long history in the evolution of our society. Starting with how society is influencing
how people think about women being leaders and the assumptions they make
about the ability one being a leader based on gender (Anderson et al. 2006; Eagly,
Carli 2003). The key to success might be a shift in people´s mindset. Here fore, this report will introduce the reader to the problematic of the unconscious bias
(Cheryl Staats 2014). Speaking of invisible barriers this theory might be the most
important factor for organizations to make a difference. However, the question of
why so many women get stuck in the c-suite remains unanswered. One answer to
this question repeatedly pops up in research reports and papers which is “Glass
Ceiling” (Susan Chira 2017).
Because gender equality becomes more and more important for organizations in
order to stay competitive, Philips decided to shift its people strategy towards
“Inclusion & Diversity” in 2017 (Jong, de 2017). The reason for this shift also lies
within the innovative aspect. Diversity fosters creativity and therefor innovation
which is a differentiator for Philips. However, this report tries to answer the
question on how Philips can actually increase the number of senior female leaders.
It will identify possible barriers that need to be removed in order to support the
development of female employees to the top ranks of management.
The structure or this report is as followed. Chapter 1 will introduce the reader to the
research structure to set expectations and give an overview about how the content
has been created. Chapter 2 will introduce Philips as an organization after the split
of Philips Lighting in 2012. Showing how the function of Human Resource
Management is structured and what parts of it are directly influenced by the set
KPI. To give an overview on the literature that has been conducted and therefore
methodology, chapter 3 will offer explanation on basic concepts that have a direct
impact on women in leadership. Here the report will start to focus on gender
diversity and two major obstacles women have to overcome in today’s workplace in
order to be successful. Chapter 4 will provide a deep dive into the internal talent
management processes of Philips and identify possible improvement areas.
Chapter 5 will then analyze common concepts on how to support the development
senior female leaders and show opportunities as well as limitations for Philips.
Moreover it will be discussed how to best merge external concepts with internal processes in order to build a framework for the organization and its workforce.
Finally, the importance of engaging men into the discussion of gender diversity will
be underlined. Analyzing possible barriers men experience to determine what
prevented them in the past to join the gender discussion. Possible solutions will be
identified on how to remove those barriers. Chapter 6 will summarize the findings
of this report. It will be discussed how the new approach can be realized for Philips
as an organization.
There was an increased in the number of high-skilled Spaniards that decided to leave their home country. The economic situation and the high unemployment rate have complicated the chances to find a well-paid job and responsibilities according to their level of education. Therefore, Spaniards with a tertiary education find new opportunities in foreign countries like Germany with a robust and stable labour market.
This issue is gaining importance and must be deeply analysed. Thus, the purpose of this thesis is, by the use of secondary and primary data, to describe what are the push and pull factors, and what are the consequences of the Spanish brain drain for Germany and Spain. The conclusion, will confirm and give possible recommendations that the Spanish government may apply in the future.
Im Rahmen dieser Bachelorarbeit wird untersucht, ob ein Outsourcing der Rekrutierungsprozesse unter Zugrundelegung der Annahmen der Transaktionskostentheorie und des Resource-based View eine geeignete Alternative zur internen Leistungserbringung ist. Hierbei werden die Aspekte Kosten, Leistung, Qualität und Außenwirkung näher beleuchtet, um darauf aufbauend einen theoriebasierten Entscheidungsrahmen in Bezug auf ein sinnvolles Recruitment Process Outsourcing (RPO) abzuleiten.
Mit Hilfe gezielter Literaturrecherche konnten einige Faktoren identifiziert werden, die einen starken Einfluss auf den Erfolg eines kompletten Recruitment Process Outsourcings besitzen. Wichtige Faktoren sind hierbei der Personalbedarf, die Arbeitgebermarke, der Ruf des RPO-Anbieters und der Einsatz detaillierter Kooperationsvereinbarungen. Ebenso zeigte die Untersuchung unter welchen Voraussetzungen eine selektive Auslagerung der Rekrutierungsprozesse erfolgsversprechend ist.
In times of talent shortage and increasing competition, companies are constantly
looking for methods to recruit better fits in a more time and cost-efficient manner. One
such method, which an increasing number of companies turn towards, are so called
“Robot Recruiters”, or more specifically, artificial intelligence enhanced digital
recruiting tools. However, the impact of the associated automation and dehumanization
of parts of the recruitment process on the candidate experience, remains unclear. In order to assess the potential influence of mentioned tools, candidate experience influencing factors are elaborated, to then analyze how these factors are affected in an artificial intelligence supported recruiting process.
The analysis has shown, that AI recruiting tools do have the potential to satisfy
candidates’ needs by automating simple, yet time consuming tasks like scheduling or initial communication. However, candidates are likely to show adverse reaction to their
usage in later stages of the recruitment process, which are traditionally characterized
by personal interaction.
Due to the globalization and talent shortage in Germany, companies are starting to recruit their new employees from abroad. These skilled professionals are relocating from abroad to Germany to live and work, leaving everything behind. Therefore, a successful integration into the company and into the community is essential.
This bachelor thesis is dealing with the different ways of how foreign professionals can be and should be integrated into the German workplace to be considered as successfully integrated. The aim of this thesis is to have a set of suggestions, a roadmap for companies to use as a guide to integrate foreign professionals in Germany.
To gain an inside into the current integration techniques of German companies, that are at the same time recruiting internationally, in-depth interviews have been conducted. On the other hand, to get an inside into the integrated employees minds and their experience with the German integration techniques, an online survey has been executed. Based on the findings, a set of recommendations have been made for companies.
The results of the empirical research have shown that there are already techniques and procedures that are more or less successfully used in integrating foreign professionals, but those techniques are general and not tailored towards the needs of an international. Hence, there is still a need for improvements. Furthermore, personnel and time, both two of the main reason for the missing structure, are scarce.
This research explores the efficiency or effectiveness of video interviewing. It checked the effectiveness of video interviewing in the assessment of skills and the prediction of future performances. The research was comparative, meaning that video interviewing was compared to the other media of interviewing. This was done in terms of their advantages, innovativeness, efficiency and practicality. It describes what video interviewing is all about, what qualities and benefits it possesses and what downsides does have. 6 Recruitment Specialists and HR experts [Industry experts] took part in a survey. Results show that video interviewing has many benefits that emulate the basic characteristics of a face to face interview. However, video interviewing has even more advantages that make it more practical than face to face interviews at some stages of the recruitment process. All these observations led to the conclusion that video interviewing is a very effective interviewing media.