Human resource management at - Telekomunikacija polska

Résumé du document

Every company is different. What defines this difference beside the product or service provided, is the general mission of the company, strategy, organizational design, finance management and many other things. Even though all of those things can always be imitated by the competitors there is something within a company, what may never be copied. Their performance will be a main reason of the company's success or failure. TP Group is Poland's leading telecommunications provider. In our work we will try to analyze the way how the people of the TP Group are managed, motivated, trained. We will also present the main Human Resources practices of the company. We have chosen the TP Group, as it is one of the biggest polish corporations, with many years of tradition. HR practices were probably changed and developed many times over this period. We have decided to take a closer look at the current ones and try to understand why particular solutions were established and not others.

Extraits

[...] Unfortunately there is no available information how many people in total are involved in HR and how the structure looks like III. HR Management 1. HR strategy and values HR strategy is concerned with investing in human capital more than just cutting costs. HR managers are taking gradual steps towards instilling more of a pay for performance culture at TP Group. As presented in the official site of TP Group, they state that: "We are looking for ambitious, persistent and goal oriented people, the best specialists in their domain. [...]

[...] TP wants to be a fair employer which does not discriminate on grounds of disability, nationality or gender. They employ disabled people whenever their qualifications meet the requirements for the position. Where they cannot first find a Polish citizen with the necessary experience and skills to perform a role, they employ foreigners; but their aim is to recruit Polish nationals whenever they can. About 46% of all employees in TP are women, as are 37% of all managers. The recruitment process is not complicated. First selection of candidates is according to the CV and motivation letters. [...]

[...] through financing of their MBA studies. E-learning and Development Product Library (DPL) Electronic training delivered directly to one's own workstation plays an increasingly important role in TP personnel education The Development Product Library, integrated with the e-learning platform, offers an opportunity to develop and improve skills, as well as acquire additional knowledge. Health and safety at work TP is conscientious in observing all of the legal occupational safety and health duties which arise from its status as an employer. Employees regularly undertake safety and health training. [...]

[...] The amount of premium depends on a level of the goal achievement (in percentage). If the objective is realized in more then 100%, the employee gets more money as an award. Management by Tasks is the second evaluating system is about defining the tasks by the main supervisor and deadline for completing the task. Each employee should understand what he is responsible for and try to do the task as good as possible in the given time. We can see below the example of evaluating one task which is the level of satisfaction of the internal client. [...]

[...] However, not all which attracted our curiosity. Our main sources included: TP Group websites (official and unofficial) Annual Report from 2006 Personal knowledge Information given directly from one of the TP's employees What we will for sure benefit from this work, it is a broader knowledge, how the HR management system can look like. It differentiate from other companies that's why we need to treat it as an example. Also in other countries HRM will vary widely. But the most important thing is to understand what are the main responsibilities of HR people, what kind of practices we may face in our future jobs. [...]