Case Study: Hunter Douglas Group

Case Study huntsman Douglas assemblyThis is a case study report to analyse how hunter Douglas concourse manages its gracious imaging plan and how the activities involved in the world resource prepargondness military operation contri simplyes to the success, as comfortably as to ensure future success, of this bad multi-national judicature in attract with its bodied vision, mission, core values, st pasturegic planning and objectives.Human resource planning provides the means to accomplish the desired outcomes of the system of rules and achieving objectives by ensuring that the organisation has the right number of flavor volume forthcoming to achieve objectives finished strategy implementation. This is based on a fold give-up the ghosting kindred between the human resource practitioners and cables length managers in to each one confederacy ( line of create unit) of its decentralised organisational structure. The human resource practitioners serve as consulta nts to line managers concerning the masses instruction implications of handicraft objectives and strategies. Line managers, in turn, throw away the responsibility to respond to the railway line implication of human resource objectives and strategies.We similarly see that the environmental and contextual budges present a number of competitory take exceptions to this organization which requires its human resource management to be involved in helping to induce and build new capabilities. The challenges take onGlobalisation the challenge is to move peoples ideas, products and information nigh the world to meet local anesthetic demand.engineering the challenge is to make engineering a vi adequate to(p), productive part of the figure coiffetingCompetition in order to confront matched and remain as a foodstuffplace leader, hunter Douglas is aw be of the importance of unceasing find of its people.Economics economic growth or lower concern rates ca use up the amplific ation in spending and often increase in business opportunities. Changes in the labour market has an impact on the organisations ability to find and keep employeesWorkforce changes and ability to cope with change these include resignations, terminations, leave of absences, death, change in employment status and hideawayThe success of a business is directly linked to the performance of those who work for that business and hunting watch Douglas Group is fully aw ar of this as it believes in the power of learning and providing its employees growth opportunities to come apart their skills. hunting watch Douglas Group acknowledges that its employees committal is the backbone ingredient to the Groups continued growth and success. huntsman Douglas Group prides on the diversity and strength of its corporate culture that empowers its employees to build and run the business like their own businesses. The Hunter Douglas Group acts like a partnership of entrepreneurial companies who think globally but act locally. The character and creativity of its 21,000 employees in 169 countries worldwide birth built the dynamic and entrepreneurial company that the Group is today. With numerous benefits encouraging wellness and a work-life balance, Hunter Douglas Group regards its employees as its most valuable resource which is the primaeval to the Groups success.Background bodily Mission and Core Values unified MissionHunter Douglas is the worlds market leader in manufacturing a wide range of innovative and quality architectural and windowpane covering products. Hunter Douglas provides on- clip delivery, reliable and friendly military service at a competitive hurt. Its aim is to offer ful bingement to its rung and to secure a reasonable return to its shareholders.Core Values node OrientedPutting customers firstProviding reliable and friendly service.Achieving on-time delivery intentionSeeking continuous improvement and new ideas to create value to our customers var. for creative ways of doing our work betterTeamworkWorking together harmoniously to achieve common goals and objectivesIntegrityHonouring commitments to customers, staff and organisationBeing naive and truthful dialogueShowing respect and understanding for each a nonher(prenominal)Being frank, open and receptiveStaff Well-BeingProviding continuous training and festeringRecognising good performance merged Structure jury of DirectorsHunter Douglas Group has a one-tier corporate structure. Under its Charter, the Board of Directors is responsible for the boilersuit management and control of the Company. The Board is appointed by the shareholders at the one-year General Meeting. The Board has four regular meetings per year and additional meetings as need. Board members may not be members of more than five boards of popular companies.IndependenceThe Board has six Members, of whom four are independent. It acts collectively by majority resolution.FunctionsThe Board reviews the overall stra tegy, financial objectives, budgets, acquisitions, divestments, capital expenditures, currency and aluminum hedging, portfolio composition and returns, results and risks in the Companys business.Audit and Compensation citizens committeesThe Board has an Audit and a Compensation Committee, whose members are independent. The Audit Committee reviews the Companys accounts, intrinsic controls and meets with the Companys external Auditors twice a year. The Compensation Committee reviews the Directors and Officers compensation and old-hat options.Chairman, President CEOMr. Ralph Sonnenberg is Chairman of the Board of Directors, President and Chief executive director Officer.OfficersThe Board annually appoints the Officers of the Company the President, the Co-Presidents, four characterally responsible wrong Presidents, two Staff Vice Presidents and a Corporate Secretary. The Vice Presidents and Corporate Secretary report to the President.Financial ReportingIn accordance with the re levant reporting principles, the consolidated financial statements give a true and blank view of the assets, liabilities, financial position and profit or loss of the Group. The annual report includes a fair review of the development and performance of the business and the position of the Group, together with a description of the principal opportunities and risks associated with the expected development of the Group.Major Business ProcessesA business process is a ingathering of structured, related tasks or activities which produce a specific product or service which serves a particular goal for customers. The main types of business processes discover in this case study report are heed Processes, running(a) Processes and Supporting Processes.Management processes processes which govern the operation of a system in an organisation. Typical management processes include Corporate government activity and Strategic Management.Corporate GovernanceThe Hunter Douglas Group is incorporat ed in The meshingherlands Antilles and has its statutory rat in Curaao. Hunter Douglas is therefore not subject to The Netherlands Corporate Governance Code. However, Hunter Douglas adheres to good Corporate Governance.The Group has the following key native controlsConflicts of Interest polityThe Conflicts of Interest Policy is applicable to all key employees covering relations with customers, providers and some separatewise third parties.Insider concern PolicyThe Insider Trading Policy, as prescribed by the Authority Financial Markets (AFM), restricts trading in the Companys shares by Directors, Officers, key employees and related persons.Internal Audit FunctionHunter Douglas principal Operating Companies subscribe an Internal Audit course of instruction.Authority Limits every(prenominal) Manager, including the Regional Vice Presidents, has clearly defined Authority Limits.Whistleblower PolicyHunter Douglas has a Whistleblower Policy in each and every Company within the G roup.CompensationCompensation is reviewed by the Compensation Committee of the Board. The Company also follows the outdo practicesStock optionsStock options are give for five years with vesting starting after two years.StockIt is not the Companys Policy to provide stock at no cost.LoansLoans to Directors, Officers or another(prenominal) employees bear market interest. There is no forgiveness of principal or interest.Investor RelationsHunter Douglas has an Investor Relations Website, regularly issues press releases and holds analysts and investor meetings.Strategic ManagementStrategic management is a process through which organizations analyse and learn from their internal and external environments, establish strategic direction, create strategies which are intend to move the organisation in that direction and implement those strategies, all in an effort to satisfy stakeholders, as illustrated in the diagram below outdoor(a) Analysis(External Environment)Strategic ControlsDirectio n SettingGenerate,AllocateBuild nonplusVisionEvaluate,andrelationshipsControlMissionandManageSystemsValuesSelect,ResourcesDesignStrategiesStructures nib andEvaluateperformanceInternal Analysis(Internal Environment) strategy Formulation system Implementation and EvaluationHunter Douglas Group has been successful over the bulky term because the Group has effectively acquired, develop and manage resources and capabilities that provide competitive wages. The Group has, over the years, achieved strong brand recognition such as the HunterDouglas in North America and Asia as well as for architectural harvest-feasts worldwide. Luxaflex for residential window coverings in the rest of the world.The Hunter Douglas Group, with its 21,000 employees in 169 countries worldwide, takes advantage of its organisational strengths and environmental opportunities. It continues to neutralise or overcome organisational weaknesses and environmental threats by managing its business processes well and app lies best practices.Operational processes processes which constitute the organisations core business and create the primary value stream. Typical operational processes include Purchasing, Manufacturing, Marketing, and Sales.As a highly decentralised organisation, each company in each region within the Hunter Douglas Group manages autonomous operations with minimum hobble and maximum accountability, growing their businesses within the groups entrepreneurial environment following the corporate governance, vision, mission and values.Supporting processes processes that condescend the organisations core processes. Examples in this category include Accounting, Recruitment, Technical support.Although highly decentralised, each company in each region within the Hunter Douglas Group has to follow an Internal Audit Program when it comes to financial and accounting matters.Recruitment and Human Resource matters are set in line with the business plan and strategies of each company in each re gion as well as in line with the directions and corporate governance, vision, mission and values of the Group.Business outlinePorters Generic Strategies stain ScopeAdvantageLow CostProduct UniquenessunsubtleCost LeadershipDifferentiation( assiduity Wide)StrategyStrategyNarrow pore StrategyFocus Strategy(Market Segment)(Low Cost)(Differentiation)Hunter Douglas Groups strategy is to grow the market and the Groups market share by continuing to introduce innovative and trademarked new products and by expanding its presence in key geographic markets.It was find that Hunter Douglas Group has been successful in using the Differentiation Strategy by having the following internal strengthsAccess to leading research and developmentHighly skilled and creative product development team plastered sales teams with the ability to successfully communicate the perceived strengths and benefits of the product.Corporate news report for quality and innovationDifferentiation StrategyA dissimilariatio n strategy calls for the development of a product or service that offers unique attributes that are valued by customers and that customers perceive to be better than or different from the products of the competition. The value added by the uniqueness of the product may allow the unbendable to charge a premium impairment for it. The firm hopes that the high equipment casualty will more than cover the extra costs incurred in pass the unique product. Because of the products unique attributes, if suppliers increase their prices the firm may be able to pass along the costs to its customers who postnot find substitute products easily.The risks associated with a eminence strategy include imitation by competitors and changes in customers tastes.Generic Strategies and Industry ForcesIndustryGeneric StrategiesForceCost LeadershipDifferentiation StrategyFocus StrategyStrategyEntryAbility to cut price inCustomer loyalty canFocusing develops coreBarriers retribution detersdiscourage poten tial make outncies that can actpotential entrantsentrantsas an launch barrierBuyerAbility to offer lowerLarge buyers have lessLarge buyers have less powerPowerprice to powerfulpower to negotiateto negotiate because of fewbuyersbecause of few clam upalternativesalternativesSupplierBetter insulated fromBetter able to pass onSuppliers have powerPowerpowerful supplierssupplier price increasesbecause of low volumes,to customersbut a differentiation-focusedfirm is better able to pass onsupplier price increases tocustomersThreats ofCan use low price toCustomers become specialise products coreSubstitutesdefend againstattached to differentiatingcompetency protectsubstitutesattributes, reducingagainst substitutesthreats of substitutes controversyBetter able toBrand loyalty to keepRivals cannot meetcompete on pricecustomers from rivalsdifferentiation-focusedcustomer takeRelationship With External EntitiesIn order to remain successful and continue to expand its market share, Hunter Douglas Group has learned to develop and manage relationships with wide range of organisations, groups and people that have a stake in their business. The emergence of a fiercely competitive global economy means that the companies within the Hunter Douglas Group have to expand their networks of relationships in their region and cooperate with each other to remain competitive.EducationHunter Douglas capital of Singapore team up with the national University of Singapores Department of architecture to organise the NUS-Hunter Douglas Award for the innovative use of technology in Architecture.Hunter Douglas Group has developed multi-level training and education programs for its fabricators, retail dealers, professional visualiseers and installers.It holds consumer seminars to help prospective buyers understand the importance of window coverings for home fashions and for light control and energy efficiency.It provides training seminars and hands-on workshops for retailers, designers and insta llers, which includes CD-Roms, videotapes and web-based instructions, throughout the world.It has created the industrys first and only formal Retail Alliance Program, whirl its very best dealers a choice of tiered partnership options that avenge their brand loyalty with lucrative business-building benefits, including financial incentives and exclusive products and programs.Through Hunter Douglas Group exclusive partnership with Archiprix International, it builds relationships with the next generation of architects as they undertake their careers after college. With Hunter Douglas Groups support, Archiprix organises a biennial international competition for the best graduation projects in architecture. Finalists travel to a host city with hundreds of architects from around the world where an independent jury evaluates the student entries and recognizes the most outstanding work with the Hunter Douglas award.Hunter Douglas Singapore was conferred the Singapore Institute of Architect s Friend of Architecture Award in recognition of the companys contribution to Architecture in Singapore and its continuous support for the Singapore Institute of Architects.Its Windows of Opportunity seminar on the use of window fashions in interior design reaches more than 2,500 design indoctrinate students and designers in major United States markets each year.At the Fashions Institute of applied science in New York and other leading design schools, Hunter Douglas provides design students with industry overviews and a business perspective through teaching opportunities.At the renowned Pratt School of Architecture, Hunter Douglas has sponsored design studio projects that challenge students to watch new and novel ways to integrate its products and materials into architectural structures.Corporate CitizenshipHunter Douglas Group actively supports the communities in which they live, work and do business. Decisions about which causes to support and the form that support takes are ma de locally by the management in each country.It provides window coverings to hospitals, research centres and healthcare facilities around the world.It supports educational opportunities for the families of its staff and less privileged members of our communities.In the United States and Canada, Hunter Douglas sponsors home ground for Humanity, donating custom window coverings for the homes Hunter Douglas has built for low-income families since 1993. Hunter Douglas employees have also contributed thousands of hours in sweat equity assisting with the building of these homes at the local level.Hunter Douglas stimulates students sureness of its products and encourage their creativity through competitions in which they are judged upon the innovative application of its products in their design projects.Hunter Green and discriminating on Green are important new company-wide environmental initiatives be undertaken by the Hunter Douglas branded companies to reduce energy consumption, wat er example and its overall carbon-footprint. It also includes an ongoing consumer marketing effort creating increased awareness of Hunter Douglas corporate commitment to the cause as well as the superior energy-saving benefits of its products.The Process of Human Resource supplying in the institutionManpower PlanningManpower planning is a process of getting the right number of qualified people into the right ancestry at the right time. It is a system of matching the supply of people internally, who are the existing employees, and externally, potential talents to be hired or searched for, with trading openings which the Group expects to have over a given time frame.This planning requires the human resource departments in the Group to prepare an inventory of skills and talents already visible(prenominal) as well as coordinating and controlling various activities in the Hunter Douglas Group. Manpower planning involves reviewing new work force resources, prodigy future requirem ents and availability as well as taking steps to ensure that the supply of people and skills meets demand. It utilises the concept of planning to visualise how the Hunter Douglas Group can go through the allocation and control of its manpower resources in a better manner. It is also a tool for higher management to equip themselves with the necessary data on its human resources available immediately within the Group and from outside, when the need arises to meet markets demand.Manpower Planning ModelForecast DemandForecast SupplyConsiderationsInternallyProduct/ Service demandStaffing tablesEconomicsBalance Supply and DemandMarkov analytic thinkingTechnologySkills inventoriesFinancial resources/ limitationsRecruitment (Shortage)Management inventoriesAbsenteeism/ turnoverFull-time replacement chartsOrganisational growthPart-timeSuccession planningManagement philosophyRecalls/ transfersextra timeExternallyTechniquesOutsourcingDemographic changesTrend analysisReductions (Surplus)Educat ion of workforcemanagerial estimateTerminationsLabour mobilityDelphi techniqueLayoffsGovernment policiesLeave without payUnemployment rateOutplacementDemotionsRetirementFactorsEconomicCompetitionGovernment actionOrganisationalDivisionalSkills and historical DataObjectivesDepartmentabilitiesNature of companyObjectivesrequiredSkillsInventoryNet human resourceTypes, numbers,requirementsHuman ResourcesNegativeLayoff, terminations,resignations, retirementManpower planning, as observed in the Hunter Douglas Group, consists of the following stepsIdentify the Groups objectives and strategies which are stipulated in the business plan and from the strategic planning processes of the companies within the Group. desexualise the impact of the organisations objectives on specific organisational units. For this purpose the cascade approach can be used, whereby the organisations long term strategies are translated into the shorter term performance objectives and time schedules per division and depa rtment.Define the skills, expertise and total number of employees (demand for human resources) required to achieve the organisation and department objectives by using the different statistical methods and managerial estimates.Perform an analysis of the Groups current human resources. By doing a skills inventory will shed light on the number of current employees in terms of their different competencies, skills, training levels, qualifications, work experience, etc. go steady the additional (net) human resource requirements in light of the Groups current human resources.Develop action plans to meet the anticipated human resource needs which may include a comprehensive succession plan for each department, resultant recruitment strategies, the design and implementation of managerial development and other training programs, making available bursary schemes for current participants who may eventually fill scarce positions, designing compensation packages to attract and retain quality staf f.The key activities of Human Resource Management carried out by both line managers and the Human Resource practitioners in the Hunter Douglas Group areOrganisationOrganisation structuring developing an organisation which caters for all the activities required, groups them together in a way which encourages integration and cooperation.Job design and role specification deciding on the contents of the jobs which involve the employees duties and responsibilities and the relationships that exist between job holders and other employees within the Hunter Douglas Group.Organisational development stimulating, planning and implementing programmes designed to improve the intensity level with which the organisation functions and adapts to change.The employment relationshipImproving the quality of the employment relationshipCreating a climate of trust and self propulsionDeveloping a more positive psychological contractAchieving a highly affiliated organisationResourcingHuman resource planning assessing future people requirements in terms of both numbers and all levels of skill and competence. Formulating and implementing plans to meet thoserequirements through recruitment, training, development, etc.Recruitment and selection obtaining the number and type of people the organisation needsPerformance managementGetting better results from the companies, teams and individuals by mensuration and managing performance within agreed frameworks of objectives and competence requirements assessing and improving performance.Human resource developmentOrganisational and individual learningSkill improvement through authoritative approach to trainingReward managementJob evaluation assessing the relation back size of jobs as a basis of determining internal relativities conciliate developing and administering pay structures and systemsNon-financial rewards providing employees with non-financial rewards e.g. recognition, increased responsibility and opportunity to achieve and grow.Emplo yee benefits providing benefits in addition to pay which cater for personnel security and personal needsEmployee relationsEmployee relations involving managing and maintaining formal and informal relationships with trade unions and their membersEmployee involvement and meshing which means sharing information with employee and consulting them on matters of mutual interestCommunication creating and transmitting information of interest to employees.Health, safe