1 Human Resource Management Courtney Roberts Southern New Hampshire University Human Resource Management 09/11/2022 2 Human Resource Management Section 1: Answering Questions The human resource function should be integrated with an organization's strategic strategy since it ensures that the organization has the appropriate people in the right place at the right time. The human resource function must know the organization's goals and objectives and the skills and competencies necessary to achieve them (Zhang & Lam, 2015). By aligning the human resource function with the firm's strategic plan, the organization can ensure that it is making the greatest use of its human capital and that its personnel is aligned with its overall goals and objectives. The present worldwide conditions in Maersk's sector considerably influence human resource management techniques inside the firm. The most significant circumstance is the present global economic slump. As a result of the recession, several businesses have been forced to reduce their personnel or declare bankruptcy. This has put a lot of pressure on human resource managers to find methods to cut expenses while maintaining a high productivity level (Groysberg & Abbott, 2013). Maersk has responded to this difficulty by establishing a lean management system. This technique is intended to remove waste and cut expenses while maintaining high levels of quality and production (Zhang & Lam, 2015). In addition, Maersk has undertaken a variety of other cost-cutting initiatives, such as outsourcing and personnel downsizing. These strategies enabled Maersk to stay profitable during the crisis and have positioned the business to be much more successful when the economy rebounds. Section 2: Discussions There are a few important distinctions between internal and external candidate recruitment and selection. When a firm recruits internally, it already has a decent notion of the 3 candidate's talents, competencies, and work ethic. This is because the candidate already works for the firm; hence the employer has firsthand knowledge of the individual. When recruiting externally, the organization must rely on the candidate's résumé and interview to determine their talents, abilities, and work ethic. Furthermore, because they are already aware of the company's culture and principles, internally recruited candidates may easily adjust to them. External candidates, on the other hand, may require some adjustment time to the company's culture and values (Groysberg & Abbott, 2013). Another significant distinction is that internal candidates are often less expensive than externally recruited ones. This is because internally recruited individuals do not need the firm paying for things like recruiting fees, sign-on incentives, and relocation expenses (Zhang & Lam, 2015). Finally, because they are already a part of the organization, internally recruited candidates may have an easier time gaining support from other employees. Because they are unfamiliar with the organization, external candidates may have difficulty gaining buy-in from other employees. Maersk has been a global leader in the marine business since its inception. With a fleet of over 700 boats, the firm has risen to become the world's largest container shipping operator, operating in 130 countries (Groysberg & Abbott, 2013). Maersk is well-known for its creative business style, devotion to safety and environmental sustainability, and emphasis on customer service. Maersk has had to attract and choose new personnel aligned with the organization's vision and aims to preserve its position as a leading maritime firm. The organization has succeeded in this attempt by employing various recruitment strategies, such as online job ads, employee recommendations, and campus recruiting. Maersk has also successfully screened and chosen people with the requisite abilities and traits for success in the organization. 4 The Maersk recruiting process is excellent in attracting and hiring qualified people. However, there are certain things that might be better. Maersk, for example, should give candidates additional information about the company's culture and principles (Groysberg & Abbott, 2013). Furthermore, the corporation might better orient new workers to the organization and assist them in understanding their role's requirements. The Maersk recruiting process may be even more effective in attracting and keeping top talent with a few small changes. 5 References Groysberg, B., & Abbott, S., (2013). A.P. Møller - Maersk Group: Evaluating Strategic Talent Management Initiatives: https://www.hbs.edu/faculty/Pages/item.aspx?num=42713 Zhang, A., & Lam, J. S. L. (2015). Daily Maersk’s impacts on shipper’s supply chain inventories and implications for the liner shipping industry. Maritime Policy & Management, 42(3), 246-262. 1 Comprehensive Review on Management Functions Courtney Roberts Southern New Hampshire University OL 211 October 15, 2022 2 Comprehensive Review on Management Functions Introduction The A.P. Moller-Maersk Group is a sizable, multifaceted corporation with a broad range of activities and interests. The group's long-term strategic objective is to top the global integrated logistics market. This objective is significant since it shows the company's dedication to dominating the worldwide market. A.P. Moller-Maersk Group must have efficient and effective HR operations and practices to accomplish this goal (Lima, 2021). The HR department significantly influences the company's capacity to draw in, nurture, and keep elite talent. The department is in charge of developing and putting into action policies and plans that support the business's strategic objectives (Khan, 2017). For instance, the HR division might create initiatives to draw in and keep personnel with the qualifications and practical experience required to support the company's strategic objective (Khan, 2017). The division may also design training and development programs to assist staff in acquiring the abilities and understanding required for success in their positions. A.P. Moller-Maersk Group will be better positioned to realize its strategic aim of becoming the top integrated logistics provider in the world by having efficient and effective HR operations and practices. This document explains a thorough analysis of the HR strategy that integrates staffing, training, compensation, and employee evaluation with the strategic objectives of the A.P. Moller-Maersk Group. Training The role of training in achieving A.P. Moller-Maersk Group's strategic goals The Organization offers a wide range of training programs for its employees, from onboarding programs for new hires to specialized programs for individuals working in particular 3 sectors (Lima, 2021). These initiatives seek to give staff members the tools they need to succeed in their jobs and contribute to the business's overall success. One of the company's main objectives is to be the dominant force in the international shipping sector. The business needs a team that is highly competent and aware of the shipping sector to do this (Mulang, 2015). The Organization offers training programs to assist employees in learning about the shipping industry and acquiring the skills necessary to succeed in their positions. The business also wants to improve its Sustainability. The company needs staff members who are knowledgeable about sustainable practices and can assist the company in putting these principles into effect to accomplish this (Malik, 2018). Thanks to the company's training programs, employees can learn about sustainable practices and get the skills necessary to aid the business in being more sustainable. The benefits of training for employees and Organizations There are numerous advantages to employee training for the Organization and the individuals. Employees who have received the necessary training may do their duties more quickly and effectively. The Organization consequently saves time and money as a result. Additionally, trained staff members are more likely to enjoy their work and be in the company longer. Turnover is lessened, which saves money and causes disruption in the workplace. Other types of staff training are also advantageous to businesses. Employees that have received training, for instance, are better able to deal with demanding situations or difficult customers (Mulang, 2015). This may enhance the reputation of the company. Additionally, training can increase employees' feelings of value from the company, improving motivation and morale. 4 The challenges of training in a global organization When developing and delivering training in a global organization, several obstacles exist (Malik, 2018). The training material must, first and foremost, apply to all personnel, regardless of location. This cannot be easy because employees may have various job duties, levels of expertise, and roles. The cultural context in which the training will be provided must also be taken into account. It is crucial that the training is created to be culturally responsive because different cultures have distinct values, beliefs, and methods of doing things. Making sure the training is offered in a way accessible to all staff presents another problem (Malik, 2018). This may entail offering training in various languages or employing various delivery modalities (such as face-to-face, webinars, and e-learning) to accommodate various learning styles. In order to organize training at times convenient for the employees, it is also crucial to consider the various time zones in which they are situated. The future of training at A.P. Moller-Maersk Group The corporation will probably continue investing in training and development to ensure that its staff has the skills they need to succeed. The future focus for the company is likely to include digitization (Mulang, 2015). The A.P. Moller-Maersk Group is already a leader in this field, becoming more significant in the commercial world. The corporation will likely continue investing in digitalization training for its staff to be at the forefront of this significant movement. Sustainability is another issue that the business is expected to prioritize in the future. The A.P. Moller-Maersk Group is already a leader in this field, another taking on greater significance (Lima, 2021). The corporation will likely continue investing in sustainability training for its staff to be at the forefront of this significant movement. Staffing 5 The role of staffing in HR In HR, staffing plays a crucial role in any company's performance, but the A.P. Moller-Maersk Group is one exception. A.P. Moller-Maersk Group, one of the most extensive and varied transportation firms in the world, employs people worldwide (McGlashan, 2018). The business needs a strong HR team to locate and hire the best individuals to manage this workforce efficiently. The A.P. Moller-Maersk Group's staffing team determines the qualifications needed for each position inside the Organization. They collaborate closely with the hiring managers to fully grasp the unique requirements of each department before identifying the most qualified applicants to fill these positions (Greer, Carr & Hipp, 2016). The hiring team is responsible for finding applicants and executing the selection and interview processes. The A.P. Moller-Maersk Group's success depends on the role that staffing plays in human resources. The business keeps its position as a top transportation provider by locating and hiring the best employees. The benefits of staffing Having a dedicated human resources team has many advantages. First, it gives the business more control over the hiring procedure (Greer, Carr & Hipp, 2016). They can ensure they are only hiring the best applicants and weed out those who would not be a good fit for the business. It also offers staff a more excellent caliber of service. They expect their worries to be promptly addressed and their questions to be answered more rapidly. Finally, it can aid in the quicker resolution of any potential problems. For instance, the human resources team can attempt to find a speedy solution if there is a problem with an employee's benefits. The advantages of staffing in human resources are evident overall (McGlashan, 2018). The A.P. Moller-Maersk Group has discovered that keeping these 6 operations in-house is more advantageous and offers a number of benefits for the business and its employees. The challenges of staffing When it comes to hiring its HR department, the corporation has a variety of difficulties. The first step for the business is to identify HR specialists with the training and expertise required to function in a big, complicated organization. Additionally, the Organization needs to locate HR specialists knowledgeable about its numerous businesses and can support staff there. To satisfy the demands of its workers, the business must also make sure that its HR department is adequately staffed. The business must also ensure that its HR division is adequately staffed to address employee needs. The department must have the skills and resources required to assist staff members in advancing their careers and resolving workplace conflicts (McGlashan, 2018). Third, the business needs to develop an efficient and successful HR structure. The department must be able to manage the company's employee data, offer assistance to workers, and handle benefits administration. The future of staffing The A.P. Moller-Maersk Group's hiring prospects are pretty favorable. The business has a solid reputation and brand and can draw in and keep top people (Lima, 2021). The business is also continually innovating and taking a proactive approach to its HR policies and practices. For instance, among the first businesses to adopt flexible working arrangements, A.P. Moller-Maersk Group is now a strong proponent of the concept. A.P. Moller-Maersk Group will continue to participate significantly in the shipping and energy sectors in the future (McGlashan, 2018). The business will continue to invest its human 7 resources and innovate in this field. The A.P. Moller-Maersk Group's staffing future appears to be highly promising, and the business is well-positioned to maintain its success in the future. Employee Evaluation Job satisfaction One way the group has done this is by using work satisfaction as a means of employee evaluation. This indicates that employees are additionally asked to rate their job satisfaction on a scale of 1 to 5, in addition to the regular performance reports (Kaur & Sood, 2015). The results of these evaluations are then used to identify the employees' problems and make the necessary modifications. The results so far have been positive, and employees have shown more job satisfaction (Rodriguez & Walters, 2017). Additionally, the group has seen a turnover decline, a critical cost-cutting measure. Overall, embracing job satisfaction as a technique of employee evaluation is advantageous to the business and the employees. Engagement One of the ways the A.P. Moller-Maersk Group assesses its personnel is through employee engagement (Lima, 2021). The group uses employee engagement questionnaires as a starting point before determining employee satisfaction. The group looks at employee engagement statistics to discover where employees are most and least engaged. These data identify areas that require improvement (Rodriguez & Walters, 2017). Third, the team creates plans of action to increase employee engagement using data on employee engagement. The team's dedicated HR specialists create and implement these action plans in collaboration with managers. 8 Fourth, the team continually evaluates employee engagement levels to ensure that improvements are being made. Focus groups, questionnaires, and exit interviews are just a few of the team's methods to monitor employee engagement (Kaur & Sood, 2015). The employee engagement rate has increased at the A.P. Moller-Maersk Group. The group has adopted employee engagement as a form of employee evaluation, which has increased employee satisfaction and motivation. Turnover The company's shipping division has a high turnover rate and uses turnover as a method of employee evaluation. A high turnover rate in a corporation indicates that workers are leaving at a faster rate than typical. Poor working conditions, low pay, or a lack of career progression opportunities are only a few causes. A high turnover rate can be expensive for a business because it costs time and money to train new hires (Kaur & Sood, 2015). Because it enables the business to determine which employees are dissatisfied with their existing circumstances, A.P. MollerMaersk Group employs turnover as a method of employee evaluation (Lima, 2021). If a person is leaving the Organization, they are likely dissatisfied with their current role. The Organization can use this information to make changes to increase employee happiness and lower turnover. Although it is not the only instrument that should be used, turnover can be an effective tool for HR activities (Rodriguez & Walters, 2017). Other employee happiness measures, like surveys and performance evaluations, should be kept track of. Investigating the causes of turnover is also essential because it can reveal necessary information about the business. Performance 9 The A.P. Moller-Maersk Group has a long tradition of evaluating employees based on performance. The Organization has utilized this evaluation method for a long time and successfully gauges worker performance (Kaur & Sood, 2015). A more up-to-date and helpful way to gauge employee performance is the new performance management system the company has put in place. Performance measures for both individuals and teams are included in this system. The new method is intended to encourage employee collaboration and knowledge exchange. The A.P. Moller-Maersk Group is committed to evaluating employees based on performance. This evaluation approach has been used by the Organization for a long time and has successfully gauged worker performance (Rodriguez & Walters, 2017). A more up-to-date and helpful way to gauge employee performance is the new performance management system the company has put in place (Lima, 2021). Performance measures for both individuals and teams are included in this system. The new method is intended to encourage employee collaboration and knowledge exchange. Compensation Types of compensation and benefits Organizations can provide their employees with a wide variety of different forms of compensation and perks. Wages, salaries, bonuses, and commissions are all examples of monetary compensation, which is the most frequent payment for work. In addition to monetary payment, employees may also receive paid vacation time, company automobiles, and stock options (Fulmer & Li, 2022). Health insurance, retirement programs, and child care are some examples of the benefits that may be provided. Structuring Compensation and Benefits within an Organization 10 Compensation and benefits are generally organized according to job status in most cases (Kadir, AlHosani & Fadillah Ismail, 2019). As an illustration, the salary and benefits associated with entry-level roles are likely lower than those associated with managerial positions. This is because entry-level positions often demand less education and experience than higher-level positions (Fulmer & Li, 2022). Management jobs often involve a greater level of education and expertise; as a result, they typically pay more and come with additional benefits. Challenges with compensation and benefits It is possible for there to be a significant number of difficulties connected to compensation and benefits. For instance, finding a method that adequately compensates employees for their work may be challenging (Kadir, AlHosani & Fadillah Ismail, 2019) may be challenging. In addition, the provision of benefits by firms can be pricey, and restrictions may be placed on the kinds of benefits that can be made available to employees. Tips for designing and administering a compensation and benefits program It is essential to consider the workforce requirements and the company's requirements while developing and managing a compensation and benefits program (Fulmer & Li, 2022). For instance, the program ought to be developed so that it recruits and keeps the top staff. In addition, the program should not put an undue financial burden on the business and should be simple to manage. Conclusion HR functions and practices play an essential role in achieving an organization's strategic goals. They help attract, develop, and retain the essential human resources for the Organization. The HR functions and practices also help create a positive work environment and culture necessary for the employees to be productive and motivated. The A.P. Moller-Maersk Group 11 company has a solid commitment to its people and has a long history of investing in its development. The company's HR functions and practices are aligned with its strategic goals, which include becoming the world's most efficient logistics company and being the employer of choice in the shipping industry. The company has several initiatives to attract and retain the best talent. These include a global leadership development program, a robust performance management system, and a range of career development opportunities. The company also offers a competitive benefits package and promotes a healthy work-life balance. These HR practices have helped the company to achieve its strategic goals and have made it an employer of choice in the shipping industry. 12 References Fulmer, I. S., & Li, J. (2022). Compensation, Benefits, and Total Rewards: A Bird's-Eye (Re) View. Annual Review of Organizational Psychology and Organizational Behavior, 9, 147-169. Greer, C. R., Carr, J. C., & Hipp, L. (2016). Strategic staffing and small‐firm performance. Human resource management, 55(4), 741–764. Kadir, A. A., AlHosani, A. A. H. H., & Fadillah Ismail, N. (2019). The effect of compensation and benefits on employee performance. ACHITS 2019: Proceedings of the 1st Asian Conference on Humanities, Industry, and Technology for Society, ACHITS 2019, p. 30-31 July 2019, Surabaya, Indonesia (p. 171). European Alliance for Innovation. Kaur, N., & Sood, S. K. (2015). A game theoretic approach for an IoT-based automated employee performance evaluation. IEEE Systems Journal, 11(3), 1385-1394. Khan, M. (2017). The practice of essential HR functions in garments industry in Bangladesh: Focus group finding. J. Mgmt. & Sustainability, pp. 7, 120. Lima, J. D. (2021). Equity research-AP Moller Maersk (Doctoral dissertation, Instituto Superior de Economia e Gestão). Malik, S. (2018). Importance of training and development in the tourism industry. International Refereed Journal of Reviews and Research, 6(1). McGlashan, G. K. (2018). A strategic model of temporary staffing. Routledge. Mulang, A. (2015). The importance of training for human resource development in an Organization. Journal of Public Administration and Governance, 5(1), 190–197. 13 Rodriguez, J., & Walters, K. (2017). The importance of training and development in employee performance and evaluation. World Wide Journal of Multidisciplinary Research and Development, 3(10), 206-212. 1 Maersk Case Study Courtney Roberts Southern New Hampshire University OL 211 Karissa Weight 9/18/2022 2 Maersk Case Study The components of a needs assessment used to determine the training requirements of a Customer Service – CARE Business Partner at Maersk would include elements such as job analysis, task analysis, and a skills gap analysis. A job analysis would examine the specific duties and responsibilities of the Customer Service – CARE Business Partner role to identify the necessary skills and knowledge required for the job (Deck, 2015). Task analysis would break down the job into smaller tasks to identify the specific steps required to perform the job and the associated skills and knowledge needed for each task. A skills gap analysis would compare the skills and knowledge required for the job with the current skills and knowledge of the employees in the role to identify any gaps. The Maersk Customer Service – CARE Business Partner training program is important for several reasons. First, it helps employees learn about the company's products and services. Second, it helps employees learn how to provide excellent customer service (Deck, 2015). Third, it helps employees learn how to use Maersk's systems and processes. Finally, it helps employees learn how to troubleshoot and resolve customer issues. The adult learning principles and experiential learning methods that could be incorporated into the Maersk Customer Service – CARE Business Partner training program include learner-centeredness, relevance, and authenticity. Learner-centeredness focuses on the learner's needs and ensuring that the content is presented in a meaningful way (Deck, 2015). Relevance focuses on ensuring that the content applies to the learner's current situation and that they can see how it will help them in their job. Authenticity focuses on making sure that the content is realistic and that the learners have the opportunity to practice what they have learned in a safe environment. 3 A training needs assessment can be extremely valuable for an organization. Firstly, it can help identify any training or development needs that employees may have to improve their performance in their role (Deck, 2015). This can then lead to the implementation of targeted training and development programs which can help to improve employee productivity and performance. Secondly, a training needs assessment can also help to identify any potential skills gaps within an organization. This information can be used to inform future recruitment and selection decisions, as well as to design targeted training and development programs to help close any identified skills gaps. Finally, a training needs assessment can also help to improve communication and understanding between employees and managers (Deck, 2015). By identifying any training or development needs, employees can feel that their managers are taking an active interest in their development and are committed to helping them improve their skills and performance. This can lead to increased employee engagement and motivation, which can, in turn, improve organizational performance. Creating SMART objectives for a training plan is important to ensure that the training is focused and effective. SMART objectives are specific, measurable, achievable, realistic, and time-oriented. This means that the objectives should be clear and achievable and that there should be a way to measure the success of the training (Deck, 2015). Having SMART objectives for a training plan will help ensure that the training is successful and meets the organization's needs. 4 References Deck, J., (2015). OL 211: Customer Service – CARE Business Partner Job Posting: Maersk Case: http://snhumedia.snhu.edu/files/course_repository/undergraduate/ol/ol211/ol_211_customer_service _care_business_partner_job_posting.pdf 1 Courtney Roberts Southern New Hampshire University OL 211 September 25, 2022 2 360-degree appraisal In performance management, human resources management, also known as HRM, plays a crucial role. HRM ensures that the process is in line with the strategic strategy of the firm. To accomplish this, HRM needs to determine the aims and objectives of the firm first (Stone & Dulebohn, 2013). After the goals and objectives have been outlined, HRM can work on developing a performance management system that will assist the firm in accomplishing its objectives. The performance management system ought to be developed to assist workers in improving their performance (Stone & Dulebohn, 2013). It should also be able to identify problems that may impede employee performance and address such difficulties. The system needs to be unprejudiced, in addition to being founded on the aims and purposes of the organization. HRM must also monitor the performance management process to verify that it is functioning as planned. If faults are found, HRM must take the necessary steps to resolve them as soon as possible (Stone & Dulebohn, 2013). In addition, HRM should perform system reviews regularly to ensure that the system is still meeting the organization's goals and objectives. HRM can help ensure that the performance management process is effective and in line with the firm's strategic plan if it takes an active part in the process. Several distinct methods can be used to evaluate an employee's performance, including trait, behavioral, and results-based performance assessment systems (Dizon et al., 2018). A person's personal qualities, observable actions, and work outcomes are evaluated by the trait system, the behavioral system, and the results-based system, respectively. The characteristic system is most useful when considering an employee's potential for advancement over time (Dizon et al., 2018). For instance, if you are contemplating whether or not to promote an 3 employee, you might look at the employee's personal attributes to determine whether or not they possess the qualities required for the position. When attempting to discover specific habits one wishes to change or enhance, the behavioral system might be most helpful. For instance, if an employee is chronically late for their shift, you may try to address the issue using the behavioral system you have in place. When looking at an employee's actual results, the results-based system can be applied most effectively (Dizon et al., 2018). For instance, if you are debating whether to provide a staff member with a pay increase, one way to determine whether or not they have been living up to your expectations is to examine the results of their job. A 360-degree appraisal is a performance appraisal in which employees are evaluated not only by their superiors but also by their peers and those who work under them (Mohapatra, 2015). This form of evaluation can be good for call center representatives because it provides input from various sources and can assist in identifying areas where employees may benefit from improvements. However, there are also some possible disadvantages to employing a 360-degree appraisal for call center personnel (Mohapatra, 2015). These disadvantages include: For instance, if it is not managed correctly, the performance review process can be very time-consuming and cause friction among the staff. In addition, employees in contact centers could be hesitant to provide truthful feedback if they believe doing so might jeopardize their jobs. It is necessary to provide enough training to employees and supervisors to ensure that a 360-degree appraisal process with call center staff is effective. This training should focus on providing and accepting feedback, and it should be given to both parties (Mohapatra, 2015). In addition, the performance review procedure ought to be designed to give workers the option of providing feedback in a manner that protects their privacy 4 if they so desire. Last but not least, it is essential to cultivate a culture of open communication and feedback within the call center (Mohapatra, 2015). This will allow staff to feel at ease while delivering their candid comments. One can choose from several rating scales in Maersk Company to assess work performance. Graphical scales are just one of the many types of rating systems available. A graph is used to illustrate how well an employee is performing on a graphical scale. A letter scale is yet another rating system that can be used for performance. An employee's performance can be rated using letters on a letter scale (Brookhart, 2013). The letters often run from "A" up to "F." A numeric scale is the final sort of scale that can be used to rate performance. When evaluating an employee's performance, a numeric scale uses numbers. Typically, the numbers vary from one to five. The Maersk Company has the option of utilizing any one of these various performance evaluation scales for evaluating its workforce. The requirements and preferences of Maersk Company will determine the performance evaluation scale the company will choose to implement. 5 References Mohapatra, M. (2015). 360-degree feedback: a review of the literature. Research Scholar of Management KIIT University Bhubaneswar Orissa, 2(1), 112-116. Brookhart, S. M. (2013). How to create and use rubrics for formative assessment and grading. Ascd. Stone, D. L., & Dulebohn, J. H. (2013). Emerging issues in theory and research on electronic, human resource management (eHRM). Human Resource Management Review, 23(1), 15. Dizon, A. D., San Pedro, A. B., Munsayac, M. M., Padilla, J., & Pascual, M. C. G. (2018). Level of implementation of the results-based performance management system in the Department of Education division of japan city, Philippines. International Journal of Research-GRANTHAALAYAH, 6(1), 484-503.