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TNT case study

Extracts from this document...

Introduction

TNT TNT is the European market leader in global express distribution, logistics and international mail. Wherever a company operates TNT will make sure that their documents, consignments and business mail are delivered safely and on time using their integrated air and road networks. Their international operations are focused on the key areas of world trade in Europe, Asia, North and South America. They also have strong domestic networks in Australia and Europe. Their operational networks are supported by sophisticated technology which as well as ensuring service reliability provides real-time, on-line information on the status of the consignment. Their central philosophy is to put the customer at the heart of their business. They aim to be companies' business partner devising solutions for all their customers' distribution needs by combining their core capabilities to create new products and services. The HRM of TNT empower employees to provide the fastest and most reliable service which involves upholding the quality principles for the benefit of all stakeholders involved with the organisation thereby enabling them to achieve the vision. The quality principles of TNT are: customer care, leadership, people, communication, resources, suppliers, processes and the impact on society. For each of this principles the HRM makes sure and show how its needs to be carried out: * Customer Care: Always listening to and building first class relationships with their customers to help TNT provide excellent standards of service and client satisfaction. * Leadership: Inspiring all members of the TNT team to be outstanding achievers and building on their make it happen policy through clear direction, support and accountability. * People: Recognising individual and team achievements, promoting from within wherever possible and encouraging everyone to enjoy rewarding careers that provide security and job satisfaction. * Communication: Working hard at all times to encourage clear and honest two-way communications which foster teamwork, they must get through attitude and staff involvement through an open management style. ...read more.

Middle

Managers at all levels understand what they need to do to support the development of their employees. Managers can describe specific actions that they have taken and are currently taking to support the development of their employees. Employees can confirm that the specific strategies and actions described by top management and managers take place. Employees of TNT believe the organisation is genuinely committed to supporting development. At TNT the employees are encourage to improve there own and other employees performance. A way of doing this is by letting the employees give examples of how they have been encourage to improve their own performance and by letting them also give examples of how they have been encourage to improve other employee's performance. Because of those strategies the employees can describe how their contribution to the organisation is recognised and they'll receive appropriate and constructive feedback on a timely and regular basis. The strategies that top management of TNT have put are to ensure quality of opportunity in the development of their employees and the organisation. Employees confirm that the specific strategies and actions described by top management and managers take place and recognise the needs of all internal and external stakeholders. E5 Identification of any possible areas of conflict between the Human Resources functions. The areas of the Human Resource function helps to examine the way the organisation decide on the size and structure of the workforce, it makes sure that the organisation has the right type of employees needed to make the organisation work efficiently and it makes sure that the training and development of all the employees of the organisation is vital to the competitiveness of the organisation. The four areas of Human Resource functions are: Planning Recruitment Training &Development Performance management Between those functions exist different types of conflicts. Here are some examples of the conflicts that those functions can have: Recruitment vs. ...read more.

Conclusion

This gives the employee insight into what senior managers have to do, and is often used to groom very able people to move rapidly into a top job. Mentoring: this means that an experienced senior manager is allocated to a young employee in order to help them to structure their career development within the organisation. The mentor passes on the benefits of their experience, insight and wisdom. They will advice the young employee how to deal with a wide variety of managerial problems but hey are not there to help them to improve specific skills. Performance appraisal: Employees and teams are evaluated to determine how well they are performing their assigned tasks. This task is carried out by the performance manager or by the job holder's superior. The performance appraisal gives the managers the chance to reward employees and to thank them for doing a good job. Appraisal normally takes place once or twice a year. In some organisations it happens every month every three months. The more often it is done the better. At TNT appraisals happens every six months. The benefits of performance appraisal for the organisation are: * It helps employees to identify training needs. * It may reveal other problems - for example, there may be workplace difficulties with other staff (eg it might be caused by sexual or racial harassment). * It may untap useful new skills. * It improves communications between employees and managers - a few words of encouragement and praise for doing a good job are often highly motivating. * It provides disciplinary documentation - if the employer needs to dismiss somebody, the existence of through appraisal records, which identify the person's inabilities, or lack of effort will be very useful. * It helps to fix pay rises - increasingly people get performance related pay which is based upon the appraisal interview. For more information about the performance manager and its appraisal please see 'purpose of the performance manager' at page, 9. ?? ?? ?? ?? 1 ...read more.

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