Prudential measures HR with a total-quality yardstick

Article Abstract:

Valhalla, NY-based Prudential Resources Management decided to restructure its HR systems to align them with the company's revised mission. The consulting firm realized that when it aligned its mission to its core values of Client Focus, Winning, Worthy of Trust and Respect for Each Other in 1993, it failed to make necessary changes to the HR function to make it supportive of the new corporate mission, vision and values. Chmn. and CEO Matthew Luca and Pres. and COO T. Stephen Gross set out to remedy this problem by forming a human relations assessment project team tasked with studying ways of revamping Prudential's personnel systems accordingly. The team classified the company's personnel services into six broad human relations systems: performance management, reward and recognition, personnel policy, compensation and benefits, communication, and career development. Prudential has already succeeded in restructuring the first two of these systems.

Case studies, Prudential Resources Management

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Put your job on the line

Article Abstract:

The human resource department is increasingly asked to participate in business management as companies recognize the value of having their functional experts working closely with one another. Top managers are starting to realize that many traditional HR concerns, such as intellectual capital, core competencies and organizational capabilities, are important determinants of business success. As business partners, HR practitioners are now finding themselves working directly with line managers and business operations directors to achieve common objectives. Many personnel departments are reorganizing to prepare themselves for their expanded role in the organization. However, making dramatic internal changes is not necessary to ensure a successful business partnership. HR professionals will make good business partners by simply keeping problems of others confidential, discouraging client dependence and participating in organizational politics.

Cover Story, Practice, Human resource directors

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Andersen is at employees' service

Article Abstract:

Andersen Consulting is successfully supporting its employees' efforts to balance their work and family lives by providing a concierge service. The decision to establish the 'Andersen ... At Your Service' program was prompted by the finding of a 1993 employee survey that revealed that not having enough time for personal errands is considered a serious problem by majority of Andersen employees. The company responded to this issue by providing concierges and errand runners who offer a wide variety of personal services that range from baby sitting to house painting, from making dinner reservations to picking up a car from the repair shop. The program is so well-received by employees that Andersen is planning to make it available to its entire US workforce comprising of 10,500 workers in 45 locations in the country.

Social aspects, Services, Andersen Consulting, Work and family, Concierge services

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