In this document, we focus on the analysis of the human resources function of a huge company, which is unique because it is in the perspective of a merger between Alcatel and Lucent. We have first presented an overview of the merger to position the sector, and concluded this part with a SWOT analysis, in order to identify the main opportunities to improve the human resources within the company. In a second part we positioned the human resources in the company with a summary and overview.
The main part deals with the strategic and HR planning with the different values and the strategic and HR goals in terms of capabilities and capacities needed to reach the objectives. We have also analyzed how the workforce is involved in order to achieve the mission statement and match with the corporate values.
Later, we analyze the HR plans and methods of hiring and succession planning. Finally, we conclude with an analysis of the differentiating factors of cultures between the French and American management.
Human resources represent a major department, which has an essential role in leading a company on the path to success. This is the basis of each company, because it is the guide of all the directions of the board, and allows the creation of the environment of the company, and the guidance of all the people who are going to work within the company. In fact, it is a way of controlling the internal and external environments of the company.
In our case, we chose to study the strategic analysis of the Human Resources of the company Alcatel-Lucent. Alcatel-Lucent is a very specific company and has a system which faces many issues related to the restructuring of the organizational alignment.
Through this analysis we are first going to present the company Alcatel and its merger with the company Lucent. It will be interesting to see why they decided to merge, and the reasons why it makes thing harder, as seen by the fact that both companies were in troubles as a result of it. We are also going also to identify the main strategic goals reached, and those formulated in order to be reached. Moreover, it will be necessary to pay attention to the workforce engagement of the company, it capability and its capacity.
In the second part, we will talk about the succession planning which plays a major part in the case of Alcatel-Lucent. In fact, is the main reason why I chose Alcatel-Lucent as the subject is that it is a merger in a very specific industry, and requires building a complicated Human Resources management, because of the need to deal with the HR department of each respective company. This is the factor which will bring us to an analysis of the cultures of Europe for Alcatel and America for Lucent.
[...] - Implement and select policies - Select the staff to meet the objectives - Promote equality and diversity in the company - Develop policies on issues of work conditions - Negotiate with the representative of the staff on issues related to payment - Analyze training needs with managers - Communicate on the values of long term loyalty - Prepare employees for future career opportunities - Focus the employees' attention on teams The profile has to respect different capabilities: - Increase capable and motivated leadership - Set up a strong and adapted organizational basis - Reinforce productivity and performance HR engagements & workforce philosophy - Opportunities of career evolution: There is a creation of online programs to continue learning and improve competencies. [...]
[...] Culture & international HR management The opposing French and American cultural models When the companies merged, the management was equally shared between Serge Tchuruk of the French company and Patricia Russo of the American one. However, in reality this was not the case. In fact, the management was influenced by the takeover of Alcatel by Lucent. The details of the annual report dedicated to Mr. Tchuruk were the signs of insistence on the main domination and position of Serge Tchuruk in the organization. [...]
[...] In fact, is the main reason why I chose Alcatel-Lucent as the subject is that it is a merger in a very specific industry, and requires building a complicated Human Resources management, because of the need to deal with the HR department of each respective company. This is the factor which will bring us to an analysis of the cultures of Europe for Alcatel and America for Lucent. Alcatel Lucent, a merger Alcatel & Lucent This is a company created in France, and its sector of activity is the conception and production of telecommunication equipments. [...]
[...] HR goals related to strategic goals: Goal Capacity Capability Basic goals Create global CFO, Paul Tufano Visionary: predict the needs of leadership in Marketing, strategy & customers network equipment communication department Knowledge in strategies and Tom Burns, Executive VP market competition awareness enterprise product group Building & mending relationships Reach the American Robert Vrij, Executive VP Knowledge of the market market Americas region Adaptability and efficiency to Marketers other cultures Strategy department, Helle Innovative capabilities Kristoffersen Acting with flexibility After the failure Conserve the market Marketing department, Kenneth Know how to hire the right shares Franck, executive VP solutions staff & marketing Sense of innovation HR department, Claire Pedini, Executive VP corporate human resources Financial department Refocus on the Marketing department “Telecommunication Hr department networks” activity. [...]
[...] - Give managers the power to take initiatives and adapt themselves to the changes of cultures III- Strategy and HR Planning Human resource planning is defined as a management tool to help a company ensure that its employees are doing the right job. This plan must be adapted to the strategy. Different steps make up the plan. We have already conducted a SWOT analysis, and must now get big picture” of the strategies, present the mission and vision statement, analyze the human resources function and suggest solutions. [...]
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