Developing HR processes at group level: Case Halton Group
Sorvari, Iina (2016)
Haaga-Helia ammattikorkeakoulu
2016
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-201604023774
https://urn.fi/URN:NBN:fi:amk-201604023774
Tiivistelmä
The case company, Halton Group, as many other global technology companies worldwide, is investigating the possibility of taking a global human resource information system into use globally. In order to have a successful implementation process for the project, it is essential to have human resource processes described at the group level.
This study aimed to develop the key HR processes in a global technology organization at the group level in order to enable modelling the group’s HR processes for further applications in Halton Group. This goal was approached from a managerial point of view, where the HRM function was seen through organization design elements. The study focused on three main areas: the structure, role and activities of the HRM function in Halton Group. HR processes are the ways in which activities of the HRM function are managed systematically and as a procedural reality. That is why the key HR processes, from HR planning and recruitment to exit management, were studied at the group level in all of Halton Group’s operating countries.
The topic was researched in three phases using qualitative methods mainly. The first phase included secondary data research and a mini survey, the second phase consisted of focus group interviews, and the third phase collected more detailed qualitative data through four semi-structured interviews. The data collected during phase one, two and three, was analyzed by using comparative and qualitative analysis methods. The development suggestions were based on the comparative analysis between the results and the theory.
The results indicated that the HR processes differ between units in Halton Group’s units and that the role and responsibilities of group level HRM are perceived as unclear. It appears that, in order to ensure their quality, HR processes should be harmonized at the unit level and the group should have a guiding, strategic role in human resource management activities globally. The roles and responsibilities at the other levels of the organization should also be clarified in order to have a clear, systematic implementation of the strategic guidelines of the group HR. The results also indicated that the communication among units and between the group and units should be improved.
The key areas for further development at group level were identified to be strategic human resource and human resource planning, talent management and international human resource management besides communication.
This study aimed to develop the key HR processes in a global technology organization at the group level in order to enable modelling the group’s HR processes for further applications in Halton Group. This goal was approached from a managerial point of view, where the HRM function was seen through organization design elements. The study focused on three main areas: the structure, role and activities of the HRM function in Halton Group. HR processes are the ways in which activities of the HRM function are managed systematically and as a procedural reality. That is why the key HR processes, from HR planning and recruitment to exit management, were studied at the group level in all of Halton Group’s operating countries.
The topic was researched in three phases using qualitative methods mainly. The first phase included secondary data research and a mini survey, the second phase consisted of focus group interviews, and the third phase collected more detailed qualitative data through four semi-structured interviews. The data collected during phase one, two and three, was analyzed by using comparative and qualitative analysis methods. The development suggestions were based on the comparative analysis between the results and the theory.
The results indicated that the HR processes differ between units in Halton Group’s units and that the role and responsibilities of group level HRM are perceived as unclear. It appears that, in order to ensure their quality, HR processes should be harmonized at the unit level and the group should have a guiding, strategic role in human resource management activities globally. The roles and responsibilities at the other levels of the organization should also be clarified in order to have a clear, systematic implementation of the strategic guidelines of the group HR. The results also indicated that the communication among units and between the group and units should be improved.
The key areas for further development at group level were identified to be strategic human resource and human resource planning, talent management and international human resource management besides communication.