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Human Resource Planning and Development

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Introduction

Table of Contents LVMH Introduction 1 Structure and Operations of LVMH 1 Introduction to Task 1 1 Identification of HRM Activities 1 1. Recruitment and Selection (R & S) 2 2. Career Development and International Mobility (T & D) 2 3. Employees Appraisal System 3 Which HRM Model LVMH deploys 3 Justification of using Best Fit model 3 Introduction to Task 2 4 Training and Development 4 How LVMH ensure their employees T & D 4 International Mobility 4 Career Management (Organisational Management Review OMR) 5 Inter Cultural training 5 Recommendation for LVMH Board of Directors 5 Introduction to Task 3 6 What is Balance Scorecard 6 Balance Scorecard for LVMH 6 How can LVMH improve their HR performance? 10 References 11 LVMH Introduction LVMH is a luxury brand based in Paris. The company employees are about 56,000 people from all over the world in which just 33 % are from France. The company was established in 1987 with 50 prestigious luxury brands. LVMH is a decentralized organisation, growing, evolving and constantly acquiring new businesses. The core values of the company are "being creative and innovative", "aiming for product excellence", "promoting our brands with passion", and "acting as entrepreneurship and striving to be the best in all we do" As LVMH is French company with all its main offices and headquarter in France but yet the management of company is multi-culture. The group is structured into five groups while each group is a collection of several strong brands. Structure and Operations of LVMH LVMH is made up of 50 companies managing 450 subsidiaries, each company has its president and executive committee, and each company has its subsidiaries which directly or indirectly report to the president. LVMH carry out its HR activities in five main world zones (i.e. France, Europe, America, Pacific Asia and Japan). The company believe in development of their employees and management staff, for that they use different approaches in which the mostly adapted for the growth of managers is International Mobility; instead of giving training to employees they believe in mobility which include vertical, horizontal and geographical moves within organisation. ...read more.

Middle

Introduction to Task 2 The requirement from this task is to provide information on the key approaches that how LVMH manages its employees training and development. What are the strengths and weaknesses of their system and provide recommendations to LVMH board of Directors on how to improve its strategy towards T&D of its staff management. Training and Development Training is the process of "altering employee behaviour and attitudes in a way that increase the probability of goal attainment" [1] or we can define training as "the formal and systematic modification of behaviour through learning which occurs as a result of education, instruction, development and planned experience" [2]. Development is "any learning activity which is directed toward future needs rather than present needs, and which is concerned more with growth than immediate performance" [2]. How LVMH ensure their employees T & D To ensure their employees skill development and equipped them with latest skills and knowledge of management LVMH has a variety of training and development programs. The main focus of all these activities is on to prepare their employees to meet the high market challenges and to ensure the achievement of their organisational goals and objectives through proper utilization of human resources. Following are the key approaches which LVMH use for their employees training and development. * International Mobility * Career Management (Organisational Management Review OMR) * Inter Cultural training International Mobility At LVMH international mobility is an activity for gaining high career mile stones, and develop manager to take the global management positions and enable them to work at a multi cultural and out of their home countries. International mobility is likely to entail a radical functional move. Through international mobility the managers are put into new situations to help them develop new skills and prove their courage. Through international mobility LVMH try to identify the potential individuals who are ready to go for an international assignment and have capabilities to carry out the duties of expatriates. ...read more.

Conclusion

* Continue developing process documentation * Streamline HR processes and add automation where appropriate * Annually review and enhance existing process documentation * Implement Remedy for all of HR * Customer Satisfaction Survey items * % of the process documented and updated * Select Staff Opinion Survey items from HR staff * Completed Actions How can LVMH improve their HR performance? As LVMH is a global giant doing operation in different countries with a group of 50 companies and 450 subsidiaries, they have very good approach to manage their employees all over the world, and ensure the personal and professional growth throw different activities arranged by the HR department of LVMH. After studying the case study there are some HR activities and operations which can be make much more influential in achieving the organizational goals and objectives. * The HR department may start management courses for their middle level and primary level management team, to ensure their growth to take over the future top level management positions * Employees ready for international mobility should be given proper training before they go on assignment, though LVMH provide some pre departure and post arrival training but it is needed to have a very structured training program which provide complete knowledge and information on how to work as expatriate. * The process of inter-cultural training has much more potential, so the training should be extended to subsidiaries level to make a pool of employees aware of the different cultural values and available for any cross cultural assignments. * LVMH needs extend their recruitment and selection process not just to those countries where the company is in operation, to global recruitment and selection in order to get a big pool of potential candidates from all over the world and then select the appropriate individuals on the basis of merit which best suit the organizational goals and strategy. ...read more.

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