Human Resource Management at Hsbc
TITLE: HSBC HUMAN RESOURCE MNAGEMENT PRACTICES AND POLICIES IN EAST ASIA
FROM: AYANTAYO IBRAHIM
ID NUMBER: 1230070
ADDRESSED TO: PAULINE LOEWENBERGER
DATE: 5th April, 2013
CONTENT PAGE
Title page
Content page
Executive Summary
Introduction
Literature Review: * Recruitment and Selection * Global talent management * Training and development * High performance work practices * Reward
Rewards
References
EXECUTIVE SUMMARY
The main focus of implementing human resource management practices and policies is to attract, motivate and retain employees. This report discusses the various Human resource policies adopted by HSBC after entering East Asia to successfully attract, motivate and retain employees. The various human resource management practices to be discussed are: 1. Recruitment and selection: This involves getting the right person for the right job but this wasn’t the case for HSBC. The lack of skilled and talented people in East Asia has led HSBC to adopt global talent management. Armstrong M. in 2003 stated the three stages of Recruitment and selection. This are: * Identifying the job description and requirement * Attracting people * Selecting the candidates 2. Training and development: In a market where new ideas emerge and various opportunities and competitions improvise, it is highly recommended that a firm invest in training and developing its employees. In locations where skills, knowledge and ability falls short of what a firm requires, training and development has been used as a means to further improve on the talent and skills available and at the same time increases the firm’s appeal as an employer thereby improving the performance of the organization and enhances competitive advantage (Schuler R. et al, 2010). 3. Global talent management: Global talent management is one of the strategic opportunities benefited from the competition in the global marketplace. Schuler R. et al elaborated
FROM: AYANTAYO IBRAHIM
ID NUMBER: 1230070
ADDRESSED TO: PAULINE LOEWENBERGER
DATE: 5th April, 2013
CONTENT PAGE
Title page
Content page
Executive Summary
Introduction
Literature Review: * Recruitment and Selection * Global talent management * Training and development * High performance work practices * Reward
Rewards
References
EXECUTIVE SUMMARY
The main focus of implementing human resource management practices and policies is to attract, motivate and retain employees. This report discusses the various Human resource policies adopted by HSBC after entering East Asia to successfully attract, motivate and retain employees. The various human resource management practices to be discussed are: 1. Recruitment and selection: This involves getting the right person for the right job but this wasn’t the case for HSBC. The lack of skilled and talented people in East Asia has led HSBC to adopt global talent management. Armstrong M. in 2003 stated the three stages of Recruitment and selection. This are: * Identifying the job description and requirement * Attracting people * Selecting the candidates 2. Training and development: In a market where new ideas emerge and various opportunities and competitions improvise, it is highly recommended that a firm invest in training and developing its employees. In locations where skills, knowledge and ability falls short of what a firm requires, training and development has been used as a means to further improve on the talent and skills available and at the same time increases the firm’s appeal as an employer thereby improving the performance of the organization and enhances competitive advantage (Schuler R. et al, 2010). 3. Global talent management: Global talent management is one of the strategic opportunities benefited from the competition in the global marketplace. Schuler R. et al elaborated
References: DISADVANTAGES (ARMSTRONG M. 2003) The disadvantages of using such methods are: (Barney’s theory in 1991) HSBC invested huge amount of money in the training and development of its employee Armstrong, M. 2003, The Handbook of Human Resource Management practices. 9th edn. London: Kogan page Limited Barney J Clegg R., Kornberger M., Pitsis T. (2011), Managing and organizations. 3rd Edn: SAGE Fombrum, Tichy and Devanna, 1984