1 / 37

Contributors

Contributors. Name. BU/D. Name. BU/D. Reviewed by:. Name. BU/D. Name. BU/D. 88% of 30,500 openings in 1993 were filled with internal transfers. Strengths. HR feels 2-5 weeks can be cut out of the staffing process

catherine-contreras
Download Presentation

Contributors

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Contributors Name BU/D Name BU/D

  2. Reviewed by: Name BU/D Name BU/D

  3. 88% of 30,500 openings in 1993 were filled with internal transfers Strengths

  4. HR feels 2-5 weeks can be cut out of the staffing process Other companies have reduced transfer cost by reducing relocations and shortening learning curve Providing a higher level of HR service will increase hiring manager productivity Opportunities

  5. Productivity is lost while positions sit empty for 2-3 months The level of service provided by HR varies widely between business units Employees feel it is difficult to get a job using ECOS Transferring management employees each 3-5 years carries a hefty price tag Findings

  6. HR Executives consider financial, product, and market planning to be generally effective Corporate recognized the need for change and acted to improve the process for 1994 Strengths

  7. Developing and implementing integrated HR and business unit planning will improve performance Opportunities

  8. Findings • Workforce and Human Asset Planning is a small part of Business Planning Process • Our workforce plans and strategies are viewed as sensitive and restrictive in distribution • Where they exist, HR plans and forecasts are not integrated with business plans and each other • Forecasts (numbers) are considered inaccuratewed as an exercise versus adding value to the BU/D workforce planning

  9. AT&T Continues to Attract Interest from the Technical and Managerial Ranks AT&T Maintains an Active and On-Going Relationship with Top Universities Strengths

  10. By Addressing Four Areas of the Hiring Process, 2-6 Weeks Could Be Saved in Filling a Position A Streamlined Matching Process Could Improve Service and Lower Administration Costs A Strong Link to the Forecasting Process Will Help AT&T Attract Quality People in a Shorter Timeframe Opportunities

  11. The Time Required to Hire Someone Is Normally Between 6 Weeks and 6 Months The Process of Matching Candidates to Positions Is Done Manually and Is Fairly Subjective The Link Between the Hiring Process and the Forecasting Process Is Weak Findings

  12. Force Management Process (FMP) recognizes the need to minimize the effects of displacement Force management offers innovative options and opportunities for those in the process Strengths

  13. A streamlined FMP will reduce HR costs and increase customer satisfaction An effective workforce planning process will keep more people employed and increase BU/D performance Opportunities

  14. No one knows the true cost of HR involvement in the FMP BU/D leaders believe the process is cumbersome, time consuming and disruptive Force management decisions are not a part of an HR planning process Fewer and fewer AT&T employees are offered opportunities in other business units We don’t prepare our employees for the “Jobs of the Future” Findings

  15. Initiatives Initiative Name Contact

  16. Your Input Please! Strengths Opportunities Comments

  17. Do You Agree? (Give Us Your Comments)

  18. Management Staffing Process Brown Paper Corporate HR

  19. Management Employment ProcessBrown Paper Corporate HR

  20. Force Management Process Brown Paper Corporate HR

  21. Management Planning & Forecasting ProcessBrown Paper Corporate HR

  22. Position Filling System EffectivenessBrown Paper Corporate HR

  23. Findings Flags 1 2 3 4 7 8 6 5

  24. 2 Rectangles

  25. 2 Decision Diamonds

  26. Medium Cloud

  27. 3 4

  28. 1 2

  29. DAY 31 DAY 1

  30. DAY 90 DAY 75

  31. DAY Š335

  32. Our Common Bond Respect for Individuals Highest Standards of Integrity Teamwork Dedication to Helping Customers Innovation Human Resources Role • As members of the AT&T Human Resources community, we participate as equal partners in continuously revitalizing and transforming the organizations we support into environments in which AT&T people worldwide share in achieving the business mission. • We share a commitment with our partners to: • Develop competence within individuals, teams and organizations to accelerate change for success in a rapidly evolving global marketplace. • Foster a climate in which AT&T people live ‘Our Common Bond.” • And, we make a commitment to our partners to: • Maintain our professional and business knowledge at leading edge levels and provide world-class, high quality Human Resources programs and delivery systems that enable the people of AT&T to attain the highest levels of satisfaction and performance. • The ultimate measure of the contribution of the Human Resources Community is the progress made throughout AT&T in creating value for our people, our customers and our shareholders.

  33. Foundation Goal To keep as many people in this process employed as possible

More Related