In today’s ultra-competitive market, companies must remain proficient at all levels of operation to achieve their vision of success for the future. An excellent measure of performance is the efficiency of the Human Resources (HR) department. To remain agile and quick in a global marketplace, a multinational company must manage human resources as cleverly as every other division or department. GKN is a leader, with a strong human resources approach that combines active recruitment, performance monitoring, and effective administration. They serve as an exemplary model for other aerospace companies to compare human resource strategies.
Human assets bring value, technical skill, and customers to organizations, management of these assets is a necessary investment ensuring strong returns (Mello, 2015). The human resources department must focus on how best to invest in its people, in turn benefiting from the ability to meet long-term performance goals. Human resource goals, strategies used, and management of the program are then used to determine appropriate measures performance or expectations of performance levels and the impact on the company’s success (Cania, 2014). GKN, a British multinational automotive and aerospace company, follows a strategy to “create long term and sustainable shareholder value in the form of steadily growing earnings and dividends through the delivery of growth in sales and profits, and a strong return on invested capital” (GKN, 2016). …show more content…
The company achieves this strategy through being selective in product choice, focusing on work and activities, and employees that function inside a high-performance culture. With a lean enterprise model, aiming to improve processes and minimize the non-value adding and waste activities across an entire value stream, GKN has built a culture that questions norms and recognizes opportunities to further surpass rivals. With over 100 years of experience, GKN Aerospace along with their motto of “Making things fly” has grown to include more than 62 locations and with over 17,000 employees for this division alone (GKN, 2016). …show more content…
This growth has included the acquisition of Stellex Aerostructures, Filton, Sheets Manufacturing, Volvo Aero, and Chem-tronics, El Cajon. With competitors like LMI Aerospace and Synchronous Aerospace Group, GKN continues to be a leader in fabricates components for both military and commercial aircraft (Hoovers, 2016).
Unlike most large companies, GKN focuses on unlocking the talents of employees through “people excellence” who are encouraged through active engagement, training, and a management team that believes in the approach enough to commit time and resources to daily continuous improvement activities (GKN, 2016). Human resources departments are locally staffed, employees typically serve in multiple roles of staffing, learning and development, compensation and benefits, organizational development, and other services. Employees who are can relate to organizational goals adopt workplace behaviors and ideals that are driven in support of the company’s branding and image. The more an employee identifies with a company and feels like a valued member of the team, the more he or she will pursue opportunities to add to the company performance. Serving the needs of customers is a crucial method employees can apply to help maintain and strengthen company relationships with those customers, GKN empowers employees to contribute their efforts of customer engagement towards long-term company success. Recruiting processes are a strategic and significant choice that the human resources department must carefully implement. Strong human resources departments should be able to efficiently manage hiring
Human assets bring value, technical skill, and customers to organizations, management of these assets is a necessary investment ensuring strong returns (Mello, 2015). The human resources department must focus on how best to invest in its people, in turn benefiting from the ability to meet long-term performance goals. Human resource goals, strategies used, and management of the program are then used to determine appropriate measures performance or expectations of performance levels and the impact on the company’s success (Cania, 2014). GKN, a British multinational automotive and aerospace company, follows a strategy to “create long term and sustainable shareholder value in the form of steadily growing earnings and dividends through the delivery of growth in sales and profits, and a strong return on invested capital” (GKN, 2016). …show more content…
The company achieves this strategy through being selective in product choice, focusing on work and activities, and employees that function inside a high-performance culture. With a lean enterprise model, aiming to improve processes and minimize the non-value adding and waste activities across an entire value stream, GKN has built a culture that questions norms and recognizes opportunities to further surpass rivals. With over 100 years of experience, GKN Aerospace along with their motto of “Making things fly” has grown to include more than 62 locations and with over 17,000 employees for this division alone (GKN, 2016). …show more content…
This growth has included the acquisition of Stellex Aerostructures, Filton, Sheets Manufacturing, Volvo Aero, and Chem-tronics, El Cajon. With competitors like LMI Aerospace and Synchronous Aerospace Group, GKN continues to be a leader in fabricates components for both military and commercial aircraft (Hoovers, 2016).
Unlike most large companies, GKN focuses on unlocking the talents of employees through “people excellence” who are encouraged through active engagement, training, and a management team that believes in the approach enough to commit time and resources to daily continuous improvement activities (GKN, 2016). Human resources departments are locally staffed, employees typically serve in multiple roles of staffing, learning and development, compensation and benefits, organizational development, and other services. Employees who are can relate to organizational goals adopt workplace behaviors and ideals that are driven in support of the company’s branding and image. The more an employee identifies with a company and feels like a valued member of the team, the more he or she will pursue opportunities to add to the company performance. Serving the needs of customers is a crucial method employees can apply to help maintain and strengthen company relationships with those customers, GKN empowers employees to contribute their efforts of customer engagement towards long-term company success. Recruiting processes are a strategic and significant choice that the human resources department must carefully implement. Strong human resources departments should be able to efficiently manage hiring