Human resources ressources humaines renault strategy
In this document, we will implement a strategic analysis of Human Resources for the Renault Group. Renault is a French automobile manufacturer, linked to the Japanese automaker Nissan since 1999. This group has plants and subsidiaries around the world, and was founded by brothers Louis, Marcel and Fernand Renault in 1898. The company's growth was explosive owing to its innovations. Nationalized after the Second World War, largely because of suspected collaboration with the Nazi occupiers, the group re-privatized in the 1990s to restart after the disastrous decade of the 1980s. Renault utilizes international automobile forums such as the Formula 1 to promote its products and is diversified into many sectors. Its history is marked by many disputes that left an indelible mark on social relations in France. Today, the company is part of the Renault Group, which also includes various subsidiaries such as DIAC, Dacia, Renault Samsung Motors and Renault Sport. Renault owns 80.1% of Korean Samsung, from which it has founded the subsidiary Renault Samsung Motors (RSM); these cars are not imported into the French territory, but are reserved to the Middle East market. The Renault-Nissan alliance was established in early 2000 to cope with giants like General Motors or Toyota. This alliance has enabled both brands to keep their own identities while providing vehicles based on the same platforms. Renault is the eleventh largest automotive group (OICA 2008) in the world. The current CEO of Renault is Carlos Ghosn. This document deals with the strategic analysis of the Human Resources for the Renault Group. The first section contains an overview of Renault's Human Resources including the objectives of the HRM group in the group as well as its different activities. Subsequently, we shall examine the commitment of the work force including the management's participative innovation. Finally, we will study the integration of the employees in the group performance. In this part, we will study the skills management, the employment strategy, personal development and training. All these three parts will shed light on the human resources management in Europe and at the international level for the group.
[...] The organization of human resources ensures a strong presence, to help managers and be attentive to the employees. Quality management is a key lever of performance and commitment of staff. To develop it Renault is implementing a Group management system and devices of training and coaching associated. The group's performance are based on a management structure suited to rapid international deployment, and the ability of managers to set clear, measurable, achievable and monitored goals. Human Resources of Renault Group also provides coaching. [...]
[...] Renault Human Resources plans to continue deploying innovative participatory approach in new subsidiaries, including Russia and Iran. Gratitude system Renault Group Human Resources have developed a gratitude system in order to valorize the employee's performances. Human Resources of Renault set up every years, individual interviews of the employees with their manager. The employee's annual interview with his manager provides an objective measure of performance. To make it more coherent, the link between results and recognition system, decisions regarding evolution of the employee are taken after the interview. [...]
[...] Overview of Renault Group Human Resources In this first part we are going to make an overview of the Human Resources function within the Renault Group. We will see the function of Human Resources within the group and also the activities of this department in the Group. The Human Resources function is not just a support function. It is a strategic function because it is dedicated to ensuring the development of human resources. Human Resources is a very important element in the company, it is the wealth of the company. [...]
[...] About recruitement, Human Resources Establish recruitment teams in the different Group entities. And for example in 2007, more than 7,000 new employees joined the Group, including nearly 5,500 international workers. Some key numbers: The Renault group has over employees Share of women in the workforce = Share of blue collar workers in the workforce = 49% Personal development: The Human Resources of Renault group pursued a policy of career management which allows employees to enhance their careers. Before considering external recruitment, Renault prefers internal mobility opportunities. [...]
[...] These courses are intended primarily for managers and purpose is to promote and ensure a cross-culture common to all employees. More than 1200 employees done this Renault Management training each year. Human Reasources of Renault Group also provides coaching. To assist management in improving its practices, coaching activities for individuals or groups have been developed for the management committees who want to advance their managerial qualities. The work on developing cooperative relationships, or managing complex situations is achieved through management workshops. [...]
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