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MGX5551 Strategic Human Resource Management - Telstra
Transcript of MGX5551 Strategic Human Resource Management - Telstra
services company, with one of the best known brands in the country.
Telstra offers a full range of products and services to meet the needs of
our customers. Our telecommunications services provide vast geographical coverage through both our fixed and mobile network infrastructure - servicing many millions of Australian customers.
•Telstra employs more than 39,000 people around the world.
•In 2008-09: Telstra invested more than $104 million in learning and development representing an investment of around $2,800 per employee.
•Increased the number of executive women by 4.6% and increased Indigenous employment opportunities by 29%.
•Telstra is part of local communities throughout Australia.
•Telstra Country Wide operates out of 52 locations across Australia. Organizational SWOT Analysis SWOT Analysis of Telstra's HR System Telstra's Strategy Miles and Snow (1978; 1984) classify organisations as:
‘Prospectors’ - organisations whom prime capability is that of finding and exploring new products and market opportunities
‘Defenders’ - organizations that stress on operational efficiency and economics of scale
‘Analyzers’ - organisations that have a certain degree of stability in business, however are on the lookout for further possible opportunities
‘Reactors’ - businesses that typically respond to market conditions
Telstra’s business strategy is that of a defender. Analysis of the HR Strategies Service and Respect
Policies encouraging mutuality and making employees [and customers] feel they are being treated with respect, they are more likely to be committed to the organisation (Huber, 1980).
Integrity and Trust
Trust represents a significant variable that influences organisational productivity. Firms exhibited higher organisational performance when trust is high amongst employees and promotes positive work attitudes [integrity] (Tzafrir, 2005).
Family responsibilities and breaks for child raising can impact on women’s ability to meet these career “ideals” and their subsequent career development and progression (Nicolson, 2005). Telstra's HR Strategy and Polices Service: Caring and responsive in the way an employee provides service to customers and colleagues.
Respect for the Individual: Treat all people with dignity and respect.
Integrity: Being honest and ethical in all dealings with others. Compliance with the law is my minimum standard.
Trust: Trusting colleagues and relying on them in order to achieve business success.
Commitment and Accountability: Do as one says and accepting accountability for one’s own actions.
Leadership and Teamwork: Strive to be a member of a champion team. Being competitive demands leadership, teamwork and collaboration.
Diversity: Promoting and embracing diversity throughout the organisation. Develop a better employer-employee relationship to continue to retain needed talent and to build a better competitive edge.
Firm performance and improved organizational outcomes can be attributed an increased level of quality in employees (including more diversity), flexibility, administrative competence and productivity, and cost efficiency (Becker, Huselid & Ulrich, 2001).
•Highly regulated industry
•“Universal Service Obligation” in accordance with Commonwealth
•Australian Communications and Media Authority promotes competition
•Maintain economic viability by increasing customer service
•Corporate Social Responsibility
•Leading provider of telecommunications and information services
•Major change from copper network to optical fibre network
•Compliance & Corporate Ethics Frameworks
•Electronic waste from electronic products
•Ozone layer, greenhouse gas emissions and carbon emissions PESTEL Analysis Thank you for your
attention and for listening! Questions? Continue to move from short-term focused HR strategies to long-term focused HR strategies.
Short-term HR strategies can include flexible work staff, and the process of outsourcing are often used as HR strategies to meet fluctuating demands and growth. However these HR strateies were negatively correlated to improving quality and performance (Zheng, Rolfe & Di Milia, 2007). Recommendations
Develop a strategy to deal with downsizing and the survivors.
Downsizing often leaves a path of negativity, especially for the survivors as they are burdened with extra workload and responsibilities, change in workplace procedures and management, and are also faced with a sense of guilt (Wilkinson, 2004).
For the strategy to be successful, it must include: employee involvement, team work, clear communication channels, transparency, reward management, evaluations and appraisals, and employee support and training (Cameron, 1994).
Giving employees a better voice, which may potentially help strength the relationship with the Unions (Vernon & Brewster, 2013). Becker, B.E., Huselid, M.A., & Ulrich, D. 2001. Making HR a Strategic Asset. Financial Times, November, 2001.
Boxall, P., & Purcell, J. (2003). Strategy and Human Resource Management. Basingstoke, Palgrave: McMillan.
Cameron, K. S. (1994). Strategies for successful organizational downsizing. Human Resource Management, 33(2), 189-211.
Hyland, P., Di Milia, L., & Becker, K. L. (2005). The role of human resource development in continuous improvement: Facilitating learning and change. In Proceedings Australia and New Zealand Academy of Management Operations.
Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman Jr, H. J. (1978). Organisation Strategy, Structure, and Process. The Academy of Management Review , 3 (3).
Nicolson, D. (2005). Demography, discrimination and diversity: a new dawn for the British legal profession? International Journal of the Legal Profession, 12(2), 201-228.
Datamonitor. (2008). Telstra Corporation Limited- Company Profile. Datamonitor.
Telstra Corporation. (2013). Intranet. Retrieved May 26, 2013, from www.telstra.com.au: www.telstra.com.au
Vernon, G., & Brewster, C. (2013, April 30). Collective employee voice and the strategic integration of HR: International evidence. Retrieved May 17, 2013, from Monash University Business and Economics: Australian Centre for Research in Employment and Work (ACREW): http://www.buseco.monash.edu.au/mgt/research/acrew/brewster-seminar-paper.pdf
Tzafrir, S. S. (2005). The relationship between trust, HRM practices and firm performance. The International Journal of Human Resource Management, 16(9), 1600-1622.
Wilkinson, A. (2004). Downsizing, rightsizing, or dumbsizing? Quality and human resources, in the management of sustainability. TQM Journal, 1-18.
Zheng, C., Rolfe, J., & Di Milia, L. (2006). Keeping balance under change: A tough job for coal employees. 3rd International Conference for Contemporary Business, 21-22 September 2006, Blue Mountains, NSW, Australia. References