HR Practice in CyberSWIFT

HR Practice

The common HR Practices of our organization

Employment security

Employment security is different with job security. Employment security is fundamental to the implementation of most other high-performance management practices, such as selective hiring, extensive training and development, information sharing, and delegation.

Employment security assumes flexibility and means that the employees are not quickly laid-off for reasons such as economic downturns or the strategic mistakes of senior management, over which employees have no control. The policy focuses on maintaining total employment and not on protecting individuals from the consequences of their individual behavior or incompetence on the job.

Self-managed teams and decentralization of decision-making

We know workers in self-managed teams enjoy greater autonomy, flexibility and discretion. Employees have more opportunity to use their wider skills. This translates into intrinsic rewards and job satisfaction resulting in teams out-performing traditionally supervised work groups

Extensive training and development

Training is an essential component of high-performance work systems because these systems rely on front-line employee skill and initiative to identify and resolve problems, to initiate changes in work methods, and to take responsibility for quality. This requires a motivated work force that has the knowledge and capability to perform the core tasks.

Continuous improvement HR programs

Leveraging a range of systems and technology enhancement strategies aimed at cutting costs and increasing outputs. In our organizations, these efforts have been technologically and "bottom-line" driven.

Reduced status distinctions and barriers

The fundamental principle of high-performance management systems are that organization perform at a higher level when they are able to tap the ideas, skill and effort of all of their people.

Sharing of financial and performance information

The sharing of information on issues such as financial performance, strategy, and operational measures convey to the organization’s people are maintained periodically.

Trust between management and employees at all organizational levels

The first prerequisite of teamwork is trust. The delegation of operating authority and the sharing of sensitive performance and strategic information requires trust. It is important that if the work force is to provide quality service to its customers, then they must be given the opportunity to use their ideas, initiative and knowledge. This involves decentralizing decision-making and permitting people at all levels to exercise substantial influence over organizational decisions and processes. All this requires trust that is markedly different from hierarchical organizations where the emphasis is on control.

Communication in global markets

Rapidly changing developments in new information technologies have facilitated global communications. Increasingly, many organizations are embracing the new technologies such as email to communicate more effectively with self–managed work teams and problem solving groups assigned to addressing organizational problems on a global basis. The objective is that eventually all employees will have a close working relationship with the customer. Checking international Websites is a part of the daily routine as managers’ search for economic, political, social, or environmental events that may influence upon their business. The use of corporate intranets that contain critical and sensitive information about every aspect of an organization’s operations, transgress international boundaries and are now commonplace. Companies need global representation, people from multiple cultures who can work in multicultural teams talking about strategy, and that strategy has to be global in content.

Efficient and effective use of new information technologies

Technology and global communications make it possible to gather information instantaneously, to manage products, people and services like never before (Solomon, 1995). The transition from the industrial to the information age has forced us to use the new information technologies to search world wide to identify and manage all kind of human resource activities.