ASSIGNMENT 1 HTLV 5035

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management,2006). In order to make Target a wonderful place to work andentice high performers to join the company, stay, and contribute significantly, theHR department tries to incorporate the experience of fast, fun, and friendly intoevery facet of the workplace. Expectations of excellence are set during employeeprobationary periods. The standards for assessments, compensation, and otherHR managers are.StaffingDeveloping and retaining a workforce creates value for the company and itsstakeholders in the process of recruiting candidates with skills that align with theorganization's culture, and the company understands their expectations. At thesame time, it is possible to create and maintain a working system with highperformance, good working quality. To achieve these, the strategy will drive twoprocesses: recruitment and selection with the elements:Rent quality over quantityFill open positions in a short period of timeUse these options:Recruitment tools: Because there are more than 5 million candidate profiles sentto the company. Thanks to the application allows the applicant to quickly screenmany candidates and bring out the best candidates.College recruiting: About 10% of new revenue each year, Target uses to recruitcollege students to fill the talent pipeline for key positions within the company.Active recruitment on the campuses of top universities in the Midwest and acrossthe country for early access to the best new talent and expertise. Often collegeinternship programs help students gain experience while helping the companydiscover talent and foster students. From there, the students have better futurejob orientation.• Employee developmentAt the core of this development is to capture, model, and teach specific behaviorsthat will lead to higher individual and systemic performance as well asorganizational excellence (Target's HR management,2006). This helps employeesincrease their ability to promote the job promotion process; shown at the highestlevel at their current position. To support for employees, Target hasimplemented:10
✓ Linkage to performance: During management performance trainingsessions, HR support gives employees a clear vision of what it takes toperform at Target.✓ Bench strength: A manager's core responsibility is to identify and developemployees for future positions. Each position must have contingenciesfilled in when mistakes occur. New replacements have shortened orunlearned learning periods, the transition takes place simultaneously anddoes not cause disruption to other customers and employees.The success of the goalOn several occasions throughout the year, Target managers and executives willjointly assess the potential of employees to perform larger tasks, determinereadiness, and come up with a development plan for promotion preparation.(Target's annual report, 2022)• Employee retentionThis is the core HR strategy for building a team committed to excellence. Thecompany's reward system and channels for receiving feedback and employeeengagement are important mechanisms for demonstrating that the companyvalues employees. Target makes sure to conduct employee surveys every year.This contributes to their satisfaction and retention. (Target's Strategy,2006). Plus,the company pays for performance. Strongly reward outstanding performance,allowing the company to retain high-performing employees and reinforce itsperformance-based culture. Regular assessment of external levels in differentlabor markets ensures that Target offers competitive remuneration equal to orhigher than those in related markets. (Target’s Strategy,2006)11
Page 1: ASSIGNMENT 1 FRONT SHEETQualificati
Page 5 and 6: Summative Feedback:Resubmission Fee
Page 7 and 8: 4.4.1. Definition .................
Page 9 and 10: Figure2: Target's logo 1Figure2: Ta
Page 11: (HRM), in which the collective of a
Page 15 and 16: 3.2. DX of Target Company• Transf
Page 17 and 18: Because when applying supply chain
Page 19 and 20: The employee already knows theropes
Page 21 and 22: Companies can use structured interv
Page 23 and 24: 4.4.2. Onboarding planningFigure :
Page 25 and 26: Armstrong, M. and Taylor, S. (2020)

ASSIGNMENT 1 HTLV 5035

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