Strategic analysis of Saint-Gobain PAM

Résumé du document

Nowadays, Human Resources Management is very important in a firm and it is an important key to succeed and achieve the company's goals. For international companies, human resources are vital and they have to pay attention to the mode of of recruitment, the consideration of different cultures and the skills of its employees.
Saint-Gobain PAM is the company headquarters of Saint-Gobain group for pipes and fittings. It is a multinational company whose main headquarters are present in Europe; this is why I chose this firm. Moreover, Saint-Gobain is very interesting company because ¾ of those employees work in Europe or other countries in the world. The main question is how Saint-Gobain PAM manages its employees around the world keeping in mind their objectives and strategies?
Firstly, we will study the global situation of the company with its mission and vision statement with an overview of Human Resources in the firm. Then, we will analyze the strategy and the HR planning with its organizational alignment and agility. We will also study its workforce engagement, its capabilities and capacities in order to effectively formulate the strategy. And then, we will examine the succession planning in the firm and its European and international management.

Extraits

[...] That will permit to determine objectives and performance for each job. In the firm, it is realized in two ways, first an individual interview each year and the second is Employee retention: That permits to avoid turnover and its cost for a firm. Saint-Gobain avoids it thanks to motivation and they always offer training for those employees. Moreover, with interview of the year the manager could know if the person does a good work and if finds problem in this job or not. [...]

[...] Then, we will analyze the strategy and the HR planning with its organizational alignment and agility. We will also study its workforce engagement, its capabilities and capacities in order to put in place the strategy. And then, we will see the succession planning in the firm and its European and international management. The company Saint-Gobain PAM is a part of the worldwide group Saint-Gobain which mains activities are: Building Distribution which represents 41% of their sales, Flat Glass which represent 12% of their sales, Packaging which represent 10% of their sales, High Performance Materiel which represent 12% of their sales and Construction products which represent 25% of their sales[1]. [...]

[...] We notice that since its creation SGPAM[4] constantly increase its presence in the entire world. The International Sales Management (D.C.I) which is located at Pont-à- Mousson produces and distributes iron ductile pipes in America, Asia, Africa and the Middle East Areas. Its product offer which always is in extension produce fittings, hydrants, pipes, valves, coupling but also street fixtures in order to complete is offer and realizing simple to most complex systems. Moreover, they also could deliver services like technical support in order to realize the most effective project The mission statement of the company According to Armand AJDARI[5], the mission statement of the company is “worldwide leadership in the construction market, offering innovative solutions to meet the challenges of our time: growth, energy, and environment.” 2 The vision statement of the company The vision statement of the company is to be the customer-preferred provider of innovative pipes solutions 3 Values Integrity Quality Effective teamwork Safety and industrial hygiene and environment Multi cultural awareness and acceptance Personnel and professional development An Overview of Human Resources in Saint-Gobain PAM Before seeing how is organize human resources in Saint-Gobain PAM, we have to know how is structure the company. [...]

[...] To resume, the organizational alignment and agility is a very important tool for company in order to put their company in good health but also to increase the effectiveness of its employees. Human resources in multinational firm are a key strategy and permit to give a support to a business in order to succeed. Organizational alignment permits to understand main goals of each job and these results which will be efficient for the firm. The firm will only measure the results and do not care how the person will succeed. [...]

[...] Succession planning in the company “Succession planning is a process for identifying and developing internal people with the potential to fill key leadership positions in the company. Succession planning increases the availability of experienced and capable employees that are prepared to assume these roles as they become available.”[11] Thanks to succession planning we could discover new talents and also provide to our employee new skills in order to improve their knowledge. We will see what Saint-Gobain did to put in place a succession planning. Sam Walton[13] said: “Outstanding leaders go out of the way to boost the self-esteem of their personnel. [...]