can you do a summary about an interview I made only 2 pages , Thanks

  • What is your name, your title, and the official name of your company?

Chris Jordan President and Chief Steward.

2. How long have you been with your company and what was your initial assignment?

33 years 8 months

3. What did you do prior to coming to your current place of employment?

Design, installation, and service of professional audio, video, and theatrical lighting systems for sports facilities, houses of worship, performance venues, corporations, and civic centers.

4. Would you please describe for me your company’s mission?

Electro Acoustics and Video.

5. What HRM functions does your HRM organization perform?

  • Recruitment And Selection
  • Orientation
  • Maintaining Good Working Conditions
  • Managing Employee Relations
  • Training And Development

6. What is the HRD emphasis within your department?

Many large organizations including governments, institutions, manufacturing companies, and service firms organize HRM employee development functions around various clusters of workers they conduct recruiting, administrative, and other duties in a central location. Different employee development groups for each department are necessary to train and develop employees in specialized areas, such as sales, engineering, marketing, or executive education. In contrast, some HRM departments are completely independent and are organized purely by function. The same training department, for example, serves all divisions of the organization.

7. What have been the issues/challenges in attracting and retaining high performance employees?

The HRM department is charged with managing the productivity and development of workers at all levels; the top HRM manager ideally has access to, and the support of, key decision makers. In addition, the HRM department should be situated in such a way that it has horizontal access, or is able to communicate effectively with all divisions within the company. Horizontal access allows HRM to integrate, educate, and train the workforce, and to facilitate changes that affect one division and indirectly influence other segments of the company or institution.

8. How does your company develop its strategic HRM plan?

It never hurts to show that you keep up with the latest industry research and findings. Cite information from your favorite HR newsletters, trade magazines or conferences. A few trends that are supposed to be particularly important in 2017 competitive hiring, more tech roles at traditional companies and a bigger push for pay transparency.

9.Would you address the issue of succession planning and what you are doing to address the issues likely to face your company as the “baby boomers” plan to retire—or delay retirement indefinitely?

The problem won’t just be a lack of bodies. Skills, knowledge, experience, and relationships walk out the door every time somebody retires—and they take time and money to replace. Given the inevitable time lag between the demand for skills and the ability of the educational system to provide them, we’ll see a particularly pronounced skill shortage in fast-growing technical fields such as health care. What’s more, employees are your face to the marketplace. It’s good business to have employees who reflect the ethnic, gender, and, yes, age composition of your customer base—especially when those customers are well off. Baby boomers will be the most financially powerful generation of mature consumers ever todays mature adult’s control.

As the population at large ages, and ever-more spending power is concentrated in the hands of older customers, companies will want to show a mature face to their clientele—and yet those faces will be in high demand.

10. What are your strategies for minimizing the impact of the possible loss of intellectual capital?

  • Relationship Capital: All business relationships a company entertains with external parties, such as suppliers, partners, clients, and vendors.
  • Human Capital: Knowledge and competencies residing with the company’s employees.
  • Organizational Capital: The collective know how, beyond the capabilities of individual employees.
 
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