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Human Resources in GlaxoSmithKline2
Transcript of Human Resources in GlaxoSmithKline2
•History of GlaxoSmithKline
•Brief intro about Hr Management
•The company's needs
•Selecting candidates (Applications)
•Interview with Dr. Asmaa
•Choosing final candidates and make final contract
•Training "Types and Methods"
History of GlaxoSmithKline: GlaxoSmithKline’s company has a rich history that goes back to the early eighteenth century.
Challenging and inspiring mission; to improve the quality of human life.
Developed some of the leading global medicines in HIV/AIDS, tuberculosis and malaria.
One of the industry leaders, with an estimated seven percent of the world's pharmaceutical market.
Leader in the important area of vaccines and are developing new treatments for cancer. Brief Intro about HR Management: What Is (HRM)?
Importance of HR Department in the Organization.
Job analysis What Is (HRM)?
The policies and practices involved in carrying out the "people" or human resource aspects of a management position, including recruiting, training, rewarding, and appraising.
Importance of HR Department in the Organization:
•Conducting job analyses
•Planning labor needs and recruiting job candidates
•Selecting job candidates
•Orienting and training new employees
•Managing wages and salaries
•Providing incentives and benefits
•Training and developing managers
•Building employee commitment
When we have lack in employees we start to make our Data base that is our first step is to know the needs of our company and to work on it.
Then, we make an announcement about our company’s needs and the departments we are asking for.
The company’s Needs:
The Selection Process: Initial selection: we start to filter the applications and the C.Vs
Substantive selection: in this step we reject the less qualified applicants
Contingent selection: : it’s the last level in the process which includes the interviews phase
Applicants go through two types of interviews: Suggested supplementary questions for interviewing the applicants: 1.How did you choose this line of work?
2.What did you enjoy most about your last job?
3.What did you like least about your last job?
4.What has been your greatest frustration or disappointment on your present job? Why?
5.What are some of the pluses and minuses of your last job?
6.What were the circumstances surrounding your leaving your last job?
7.Did you give notice?
8.Why should we be hiring you?
9.What do you expect from this employer?
10.What are three things you will not do in your next job?
11.What would your last supervisor say your three weaknesses are?
12.What are your major strengths?
13.How can your supervisor best help you obtain your goals?
14.How did your supervisor rate your job performance?
15.In what ways would you change your last supervisor?
16.What are your career goals during the next 1–3 years? 5–10 years?
17.How will working for this company help you reach those goals?
18.What did you do the last time you received instructions with which you disagreed?
19.What are some things about which you and your supervisor disagreed? What did you do?
20.Which do you prefer, working alone or working with groups?
21.What motivated you to do better at your last job?
Structured (Direct interview):
An interview which is following a set sequence of questions
Unstructured (indirect interview):
It’s an unstructured conversational style interview in which the interview pursues points of interest as they come up in response to questions
Training "Types and Methods":
Types of Training:
Basic Literacy Skills:
Organizations started to increase the training on basic literacy to make sure that the employees which are hired are enough qualified
Interpersonal skills help in learning how to be a good listener and how to communicate ideas more clearly and how to be effective team player
It is one of the most important types of training for two reasons; new technology and new structural designs in the organization
Problem solving training has become a basic part of almost every Organizational effort to introduce self-managed teams Methods of Training:
Formal: It’s planned in advance and has a structured format
Informal: 70% of all current training is of this type; on contrast it is unstructured, unplanned, and easily adaptable
On-the-Job: Includes job rotation, apprenticeships, understudy assignments, and formal mentoring programs. But the main drawback that it may be disruptive to the workplace
Off-the-Job: Classroom lectures, videotapes, seminars, self-study courses, Internet-based courses, role-plays, and case studies
Presented by: Ann Mohamed Maged 20080343
Mohamed Ahmed Hany 20080294
Nourhan Nabil Ibrahim 20080730
Passant Hisham El-Sherie 20080336
Vera Maged Louis 20080213