Talent Management as a Part of Sustainable Human Resources Management

The development of knowledge society and the conception of human capital stimulated creation of a different view to human resources. The key factors of company success are not just material and financial sources; greater attention is given to talents. Human resources present most important strategic assets of a company. Employees that can be marked as “talents” have the greatest importance. Organizations receive talents differently, which is caused by different environments and conditions. Implementation of talent management in practice is not yet distinct, since there is a lack of process idea. The chapter focuses on an overview of the opinions of experts on talent management in literature, identification and evaluation of career building of employees in an industrial company in Slovakia, with suggestions on the application of a talent management model.

Evaluation of the technical capacity of artisans to fabricate the animal-powered direct seeder super-eco in Sénégal.

This study focused on the ability of local Senegalese artisans to fabricate the animal-powered no-till (NT) direct seeder Super-Eco to reduce the expensive import of seeders. Technical specifications and design of the animal-powered direct seeder Super-Eco were first given to 90 heads of artisanal workshops in three regions of the Southern Peanut Basin for them to reproduce the machine. Detailed information on their workshop equipment was collected in advance. A principal component analysis (PCA) was then used to classify artisan workshops. The results showed that Class 3 was very well equipped and was able to fabricate the direct seeder. It was followed by Class 2 which was fairly well equipped, but was only able to develop 90% of the seeder parts. Because of a low level of equipment, the third class of artisans was only capable of fabricating very few pieces of the seeder. Artisans from Class 3 were able to fully construct the animal-powered direct seeder. However, it was noted that the other classes of artisans were able to reproduce some parts of the animal-powered direct seeder Super-Eco but they could not make the seeder box with its nested seed metering device due to their low level of equipment. They instead buy it from the Sahelian Industrial Company of Mechanics, Agricultural Materials and Representations or from traders. The need to evaluate the performance of the seeders developed by local artisans is also noted.

Horizontal innovation and ambidextrous organization: a new innovation model applied in a mature industrial company

Objective of the study: Analyze how Horizontal Innovation enables a company to produce radical and incremental innovations, making it ambidextrous.Methodology/approach: The research is a case study at a mature Brazilian company that puts Horizontal Innovation based on its Employee Suggestion System (ESS) into practice. A total of 18 interviews were conducted, including: all 4 directors and all 10 managers of the organization, in addition to 2 coordinators and 2 researchers.Originality/Relevance: The paper creates and defines the concept of Horizontal Innovation: a type of innovation that originates from all employees, usually stemming from an ESS. The study shows, based on continual ESS operations, how a company can achieve ambidexterity and systematically produce incremental, radical products and processes.Main results: ESS produces radical innovations as well as incremental ones, although the latter occur more frequently, and lead to Horizontal Innovations. The systematic search for Horizontal Innovations paves the way for a company to become ambidextrous, promoting, with the same competence, these two types of innovation.Theoretical/methodological contributions: The study contributes to the debate that defends the viability of innovative ambidexterity, and to new insights that clarify how a culture that stimulates ambidexterity can influence the ambidextrous behavior of employees through Horizontal InnovationPractical implications: A new type of innovation is proposed and described, reinforcing the value of an ESS as an important management tool. The case enables comparisons and contrasts with others for best practices benchmarking.

The impact of stress and lifestyle factors on short-term sickness absence in a large Danish industrial company

Objectives: Work-related stress and certain lifestyles have been associated with sickness absence among employees. We analysed relations between stress and lifestyles (as risk factors) and short-term sickness absence among employees of a large Danish industrial company. Moreover, we analysed the impact of risk factors on short-term sickness absence. Methods: A self-administered questionnaire was completed by 7753 employees (67% response rate). Relations between risk factors (dyssomnia, low physical activity, alcohol, smoking, unhealthy food habits, overweight and stress) and short-term sickness absence were analysed by calculating etiologic fractions and binary logistic regression. Relations between the number of risk factors and short-term sickness absence were also analysed. Finally, the cost of short-term sickness absence from risk factors was estimated to illustrate the potential savings in avoided loss of productivity that could be gained from intervention programmes. Results: Stress, overweight, smoking and dyssomnia are significantly related to short-term sickness absence. Etiologic fractions revealed that these factors were associated with between 29.8% and 37.8% of short-term sickness absence. The number of risk factors was also related to the risk and length of sickness absence. Conclusions: This study identified risk factors that could be addressed by intervention programmes to reduce short-term sickness absence. Based on the results, focus on the risk factors that account for most short-term sickness absence and reduction of the number of risk factors could potentially reduce short-term sickness absence. A 30% reduction is equivalent to an avoidance of a loss of productivity of 4.5%, corresponding to €9.4 million per year.

ANGGARAN SEBAGAI ALAT PERENCANAAN DAN PENGENDALIAN PADA PT FELIXINDO RUBBER BERKARYA

PT Felixindo Rubber Berkarya is a family industrial company that produces a wide variety of rubber products for various types of industries. The problem at the time of the preliminary survey was that the company's planning activities and the allocation of funds needed were only carried out by the owner, employees did not know how much the sales target per year was, the budget was only owned by the finance department, the budget was only made simply, the budget could be used as a control tool, the budget is fixed, and the company uses an incremental budget. The solution offered is that companies can implement activity-based budgets. Activity-based budgets can reflect the real state of the company and can be used as a planning and control tool in the company, where the company must determine whether the budget has been achieved or not. Companies in preparing the budget must be flexible which is adapted to changing situations. The company should involve all sections in preparing the budget, thus the process of communication and coordination between sections can be improved and a sense of ownership arises so that the performance of each employee can also increase. Make sure that this activity-based budget implementation framework and process is very suitable to be applied to PT Felixindo Rubber Berkarya because the company will get many benefits if it implements an activity-based budget. Benefits that can be obtained by the company, among others, can reduce the problems that have arisen in the company, the emergence of a sense of belonging among employees, and employees can be more responsible and improve their performance. The mandatory output of this PKM activity is in the form of articles that will be presented in a scientific meeting, namely SENAPENMAS. In addition to the mandatory outputs, there are also additional outputs from this PKM activity in the form of publications in the mass media, namely articles that are planned to be published in PINTAR.PT Felixindo Rubber Berkarya adalah perusahaan industri keluarga yang memproduksi berbagai variasi produk karet untuk berbagai jenis industri. Permasalahan yang ditemukan pada saat survei pendahuluan adalah semua kegiatan perencanaan perusahaan dan alokasi dana yang diperlukan hanya dilakukan oleh pemilik perusahaan, karyawan tidak mengetahui berapa besar target penjualan per tahun, tanggungjawab anggaran hanya dipegang oleh bagian keuangan, anggaran hanya dibuat dengan sederhana, anggaran tidak dapat dipakai sebagai alat pengendalian, anggaran bersifat fixed, dan perusahaan menggunakan anggaran incremental. Solusi yang ditawarkan adalah perusahaan dapat menerapkan anggaran berbasis aktivitas. Anggaran berbasis aktivitas dapat mencerminkan keadaan riil perusahaan dan dapat dipakai sebagai alat perencanaan dan pengendalian di perusahaan, dimana perusahaan harus mengevaluasi apakah anggaran telah tercapai atau tidak. Perusahaan dalam menyusun anggaran harus bersifat fleksibel yang disesuaikan dengan perubahaan situasi. Perusahaan sebaiknya melibatkan semua bagian di dalam perusahaan dalam menyusun anggaran, dengan demikian proses komunikasi dan koordinasi antar bagian dapat ditingkatkan dan muncul adanya rasa memiliki sehingga kinerja setiap karyawan juga dapat meningkat. Dosen yakin bahwa kerangka kerja dan proses implementasi anggaran yang berbasis aktivitas ini amat cocok diterapkan untuk PT Felixindo Rubber Berkarya karena perusahaan akan memperoleh banyak manfaat apabila menerapkan anggaran berbasis aktivitas. Manfaat yang dapat diperoleh perusahaan antara lain adalah dapat mengurangi masalah yang selama ini muncul di perusahaan, munculnya rasa memiliki di antara para karyawan, dan para karyawan dapat lebih bertanggungjawab serta meningkatkan kinerjanya. Luaran wajib dari kegiatan PKM ini adalah berupa artikel yang akan diseminarkan di dalam temu ilmiah, yaitu SENAPENMAS. Selain luaran wajib, juga terdapat luaran tambahan dari kegiatan PKM ini berupa publikasi di media massa, yaitu artikel yang direncanakan akan diterbitkan di PINTAR.

Sales capability creation during new product development – early involvement of sales

Purpose This study aims to focus on creating sales capability as part of new product development (NPD). The aim is to define generic requirements for building sales capability as a part of NPD and to propose a necessary process by defining key activities for sales readiness. Design/methodology/approach An inductive and qualitative research method was used to construct a sales capability creation process based on a current state analysis in seven companies. Findings The results indicate that the status of companies’ sales-related planning varies during the NPD, and the related activities are not systematically managed. Considering sales early is necessary to enable a smooth and cost-efficient start of sales, and to avoid unnecessary delays and problems in other functions. At the same time, the companies recognise the need for improvement. Originality/value This paper presents a potential process including systematic activities for creating sales capability in conjunction with product development, which is novel to the literature. The proposed process is applicable in aligning industrial company needs.

Human Resources in Russian Industry: why Do Employees Increasingly Quit Companies?

Voluntary dismissals are a problem that has long existed and is rapidly gaining momentum in the modern world. Almost any company has encountered it. The paper considers the case of one of the largest industrial companies in Russia which was also affected by increased staff turnover. Unlike many published studies on this topic, this paper is an organizational case-stage and is based on a mixed methodology that combines qualitative and quantitative analysis methods. Moreover, its uniqueness lies in the binding of the results to the theory of generations X and Y. The empirical basis is: a factor analysis which is based on the survey results of 51 employees from three departments; a series of 10 interviews of employees; a three-month included observation. The authors concluded there was a serious problem in the HR policy at the company, namely, voluntary dismissals and they gave recommendations for taking emergency measures for retaining employees. This research partially confirms conclusions of other Russian studies devoted to this topic. They consider the level of material remuneration is one of the main reasons that influence the desire to quit the company. Other important factors are satisfaction with the degree of independence in decision-making within their own competencies, as well as the career advancement possibility. The special feature of this work is the management recommendations which are focused on a comprehensive solution to the problem of the stuff turnover at the particular industrial company. They include a special approach to personnel control eliminating the reasons caused people to quit their current jobs. All above can be used by other industrial enterprises having the similar problem with the staff.

Sources for building intellectual potential of businesses during the transition to digital economy

During the period of digitalization and building the knowledge economy the conditions and nature of human labour (including people’s intellectual work) are significantly changing. The author analyzes a vast amount of publications on the topic and concludes that building intellectual potential is largely dependent on the effectiveness of models of crossfunctional and interpersonal coordination used, as well as on how various groups (hierarchy levels) of the company are prepared to cooperate with each other. Therefore, the author points out a vital role of social and cultural factors, following tradition and ensuring the continuity of development for success in enlarging intellectual potential. The article emphasizes the importance of preserving key social skills of the employees in the context of development of digital technology and remote interaction. The author points out the limited potential of “creative class” representatives in an industrial company which makes development of tools for internal entrepreneurship, implemented with the support of its own staff, even more acute. So, the new reality presupposes that the most important task of increasing intellectual potential of an industrial company and obtaining dynamic capabilities essential for its development should be solved with the consideration of the action of inertial forces. Thus the process will be of more uniform and stable character, and it will ensure the continuity of various social and historical practices which existed in Russia and the USSR. The institutional environment for reproduction of innovation formed at the corporate level should involve modern international models and methods of job organization and take into account cultural and historical peculiarities of development of the Russian society.

Peningkatan Efektivitas Mesin Susu Kental Manis dengan Metode Overall Equipment Effectiveness dan Diagram Ishikawa

PT. X is an industrial company that runs in milk processing which manufactured variety products of its derivative. The problem that PT. X has are the high rate of breakdown and planned downtime that happened in sweetened condensed milk sachet filling machine, resulting a low value of availability rate in 2020. These problems can be solved by using Overall Equipment Effectiveess (OEE) method as an identification of those problems and Ishikawa’s Diagram as a proposed further improvement. The average measurement result of OEE in sweetened condensed milk sachet filling machine in the year of 2020 is 71.90%. This result shows us that the percentage of OEE still hasn’t reached the company’s target which is 75%. That low achievement of OEE is caused by one dominated factor which is the value of availability rate. According to Ishikawa’s Diagram, the main cause of the low value of availability rate are preventive maintenance, autonomous maintenance and predictive maintenance which become the cause of the recent breakdown. In conclusion, if the maintenance is done properly and thoroughly, the breakdown will certainly happen rarely, so that the value of the availability rate will also rise. PT. X adalah perusahaan industri yang bergerak di bidang pengolahan susu yang memproduksi berbagai produk turunannya. Masalah yang terjadi di PT. X adalah tingginya tingkat kerusakan dan downtime terencana yang terjadi pada mesin pengisi sachet susu kental manis, sehingga mengakibatkan rendahnya nilai availability rate pada tahun 2020. Permasalahan tersebut dapat diatasi dengan menggunakan metode Overall Equipment Effectiveess (OEE) sebagai identifikasi permasalahan tersebut. Hasil pengukuran rata-rata OEE pada mesin pengisi susu kental manis sachet tahun 2020 adalah 71,90%. Hasil ini menunjukkan bahwa persentase OEE masih belum mencapai target perusahaan yaitu 75%. Rendahnya pencapaian OEE tersebut disebabkan oleh salah satu faktor yang mendominasi yaitu nilai availability rate. Menurut diagram Ishikawa, penyebab utama rendahnya nilai tingkat ketersediaan adalah maintenance preventive, maintenance otonom, dan maintenance prediktif yang menjadi penyebab kerusakan mesin.