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Discovery Channel Case Study

Recruitment and Selection, Learning and Development, Reward Management

on 22 November 2012

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Transcript of Discovery Channel Case Study

Case Study Lilli Hey
Daniella Izakowicz
Elise Lim Table of Contents Introducing Discovery Channel

3 main topics:
- Recruitment and Selection
- Learning and Development
- Reward Management

Interrelation of the topics (Reward Management)


Q&A Q & A Recruitment
and Selection Interview:
Face to Face interview
Situational Questions Learning and Development Reward Management Employees want their work contribution to be rewarded and appreciated
Total Reward System:
Financial Rewards - bonuses, private medical, dental and pension scheme

Non-financial Rewards- learning and development opportunities, recognition Cafeteria / Tailored Benefits:
Provides a menu of benefit options
Core package and flexible package Attitude:
Express right attitude
Asking right questions
Integrated Approach:
Line-managers need to be integrated into R&S
increase motivation, profitability Summary List of References Systematic Training Cycle 1960 Anonymous
Take a few days to complete Qualitative Questionnaires "Blended Learning" Meeting-based and Activity-based
Job Shadowing and Job Rotation
Secondments (learning while working) "Prior to Training" Further Improvements of STC stages Both supervisor and trainee involved- analyse and design training programme Discovery Channel World’s leading nonfiction media company

Broadcasting- over 1.8 billion cumulative subscribers ( > 200 countries worldwide)

UK-based office
- 700 employees
- HR Department = 25 workers Globally recognised employer of choice
Extraordinary place to work
Healthy and inclusive work environment
- balance of flexibility and diverse perspectives
- employees reach full potential
- operate at best Armstrong, M, (2007), A Handbook of Employee Reward Management and Practice, Kogan Page, London

Bratton, J, Gold, J, (2007), Human Resource Management, theory and practice. Palgrave McMillan, New York

Cushway, B, (2010), The Employer’s Handbook: An essential guide to employment law, personnel policies and procedures, Kogan Page, London

Dessler, G, (2009), Fundamentals of Human Resource Management, Prentice Hall, Upper Saddle River

Dessler, G, (2012), Fundamentals of Human Resource Management, 2nd edition, Pearson Education, Boston

Gilmore, S, Williams S, (2009), Human Resource Management, Oxford University Press, Oxford

Hutchinson, P, (2004), Flexible Benefits, Chartered Institute of Personnel and Development, London

Manus, T, Graham, M, (2003), Creating a total rewards strategy: a toolkit for designing business-based plans, American Management Association, New York

Muller-Camen M. et al, (2008), Human Resource Management: Case Study Approach. Chartered Institute of Personnel and Development, London

Nieto, M, (2006), An Introduction to Human Resource Management; An Integrated Approach, Palgrave Macmillan, Basingstoke

Tyson, S, (2006), Essentials of Human Resource Management, Elsevier, Oxford

Willis, B, (2012), Bring them with you, Professional Manager. Autumn Issue, pp. 42-43 Who gets the job? Most Discovery Channel Practices = HR theories
Training of line-managers concerning HR skills
Consistency of interview methods
Conduct more in-house training to reduce cost
Introduce cafeteria benefits Work can be fun ! Armstrong, 2007
Cushway, 2010
Dessler, 2009
Hutchinson, 2004
Manus, Graham, 2003
Nieto, 2006
Tyson, 2006 Gilmore, S, Williams S, (2009) Dessler, 2009 Muller-Camen M. et al, (2008)
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