tailieunhanh - Leading Edge Human Resource_8

Cuốn sách này rất hữu ích và thông tin mang đến cho các cuộc tranh luận về vai trò của các bang chức năng nhân sự cho đến nay. Vẽ từ một loạt các trường hợp và kiến thức nghiên cứu các tác giả cho thấy rõ ràng những gì nó cần cho các chức năng nhân sự để giành chiến thắng. Đầy với mệnh lệnh chiến lược, các vấn đề để suy nghĩ và ý tưởng để thực hiện nó cho thấy những gì nó cần cho nghề nghiệp thực sự ở trung tâm của chiến lược công ty | 192 Cooperative Financial Services . CFS Background This case study examines the issues associated with aligning ethics employee engagement and employer brand in CFS from 2002 until early 2009 in the run up to the subsequent merger with Britannia Building Society. Why is linking ethics engagement and brand so important The Cooperative is undoubtedly one of the best known and certainly one of the oldest brand names in the United Kingdom. Formed in 2002 CFS is the group of businesses that includes The Co-operative Insurance and The Co-operative Bank including Smile the online bank. In line with its origins in the cooperative movement CFS is prominent in its claims to operate ethically publishing for example an ethical stance whereby it clearly tells its customers who it will and will not do business Since launching its ethical positioning in May 1992 it has succeeded in attracting customers who are concerned by the kinds of businesses their bank invests in. The values-driven foundations of the cooperative movement have also been important for attracting and retaining its employees who have tended to be long-serving and loyal. Studies in the mid-1990s pointed to the differentiating aspect of the Cooperative Bank seeking to return to the values of its cooperative origins and the positive effects on both customer retention and employee In the last few years the organization has undergone major changes. CFS itself was created in 2002 bringing together insurance corporate retail and online banking. Since then change has been constant as these organizations previously sharing little except the cooperative tag but having widely diverse strategy processes culture and structure were merged into a recognizably coherent entity. The process was not conducted without pain as restructurings in 2003 and again in 2007 and 2008 resulted in large-scale reductions in workforce in the most recent 2 500 employees left the organization. The latter restructuring .