Answer the question no 1:-

Turning Point is an arm of Catholic Charities of Steuben that “works to stabilize families in
economic crisis and support them as they strive for self-sufficiency.” Burd said Turning
Point will still maintain its Corning Senior Center satellite office at 1 Park Lane in Corning.

Developing and implementing human resources policies are essential HR responsibilities. The
importance of human resource policy development cannot be overlooked. Employers who design
policies that serve the interests of the company and its employees are highly regarded employers.

Answer the question no 2:-

Traditional HR Management vs Strategic HR Management:-

Traditional HR Management.

In a traditional HR management role, the HR professional is reactively working. They do not

educate workers about responsibilities or how their work will be done; they assume their
managers will go over their work and that the employee will pick up the training while on the
job. In general, they are working to solve employee problems, manage labor relations, and keep
their employees happy.
Examples of traditional HR management tasks:

 Placing ads for jobs when a department requests a role to be filled.

 Responding to questions employees have on benefits and payroll.
 Terminating employees.

Because this role is reactive, the tasks may sometimes need to be rushed or fragmented.

Strategic HR Management.

In contrast, strategic human resource management (SHRM) has a broader approach. A strategic
HR manager is focused on forming a long-term strategy. For example, when they are looking to
hire for a position, they are considering future growth projections and goals of the company.
While traditional HR managers work reactively, strategic HR managers work proactively.
Examples of strategic HR management tasks:-

 Recruiting employees based on long-term goals.

 Training employees.
 Creating the employee handbook.
 Developing ways to help employees reach the company’s goals.
The factors (initiatives) determine HR practice as strategic:-

HR Strategic initiatives.
One of the top discussions that create a lot of buzz in today’s HR world revolves around the
debate of where HR should focus more HR Strategic initiatives or HR tactical initiatives? As far
as I am concerned, there is not even an iota of doubt as to where the focus should be. But before
we delve more into this question and arrive at a conclusion, let us first understand what we
actually mean by Tactical and Strategic HR.

HR Strategic Initiatives.
HR Strategic initiatives are those initiatives / activities that consider people as its primary assets
and define plans in such a way that we use these assets in the most appropriate manner in order
to achieve the organizations’ business goals or objectives. Strategic HR takes a more proactive
stand and understands the organizations’ business plans well, and formulates HR plans such that
they are in alignment to the organizations’ business plans. Having said this, we all now know
that for HR to be effective and to have a business critical impact, the focus should be on strategic
HR.

HR Tactical Initiatives.
HR Tactical initiatives activities signify more routine and operational activities that enable
normal and smooth functioning of day to day operations in an organization. Such activities are
more focused internally and benefit specific individuals or groups of individuals within the
organization. However, if we lose focus on these essential activities, there is nothing but trouble
ahead. It is crucial that these activities function seamlessly for the organization to move forward
harmoniously every day.

The balancing act.

Although it is evident that the focus should be primarily on HR Strategic initiatives, the key is to
also not lose focus on the tactical activities of HR. A typical Strategic initiative would be to put
the necessary process and systems in place in order to ensure that the tactical activities happen
flawlessly so that HR can focus more on strategic planning.

Answer the question no 3:-

In today’s knowledge economy an organization’s most valuable asset are its human resources its
employees. Their skills and knowledge, as well as their relationships with key customers, can
often be irreplaceable and can determine an organization’s success. So much so, human resource
planning is now an integral part of an organization’s strategy.

The human resource planning is a four-step process that analyzes current human resources,
forecasts future requirements, identifies areas where there are gaps, and then implements a plan
to tighten up those gaps. Breaking it down, the objectives of human resource planning are to
make sure you have the right number of people in the right jobs at the right time.
The steps in the human resource planning process:-

Step 1: Assess your current human resource capacity.

Start by looking at your current human resources state of play. This will involve analyzing the
HR strength of your organization across factors including employee numbers, skills,
qualifications, experience, age, contracts, performance ratings, titles, and compensations. During
this phase, it’s a good idea to gather insight from your managers who can provide real-world
feedback on the human resource issues they face, as well as areas in which they think changes
are necessary.

Step 2: Forecast future HR requirements.

You will then need to look at the future HR needs of your organization and how human
resources will be applied to meet these organizational goals. HR managers will typically look at
the market or sect oral trends, new technologies that could automate certain processes, as well as
industry analysis in order to gauge future requirements. Of course, there are a number of factors
affecting human resource planning such as natural employee attrition, layoffs, likely vacancies,
retirements, promotions and end of contract terms. Above all of this, you will need to understand
the goals of the organization: are you entering a new market, launching new products or services,
expanding into new areas. Forecasting HR demand is a complex task based on several dynamics.
Being informed and having a seat, or at least an ear, at boardroom level is essential if you are to
make accurate HR projections.

Step 3: Identify HR gaps.

An effective human resource plan walks the fine line between supply and demand. By assessing
the current HR capacity and projecting future requirements you should have a clear picture of
any gaps that exist. Using your HR forecast you can better judge if there will be a skills gap, for
example. Should you up skill existing employees or recruit employees who are already qualified
in specific areas? Are all current employees being utilized in the right areas or would their skills
be better suited to different roles?

Step 4: Integrate the plan with your organization’s overall strategy.

After you’ve assessed your current human resources capacity, projected future HR demands and
identified the gaps, the final step is to integrate your human resources plan with your
organizational strategy. On a practical level, you will need a dedicated budget for human
resources recruiting, training or redundancies, and you will also need management buy-in across
the business. You will need cooperation and the necessary finances in order to implement the
plan and a collaborative approach from all departments to put it into practice. Learn about
the benefits of strategic human resource management.

In a rapidly growing technology company, strategic workforce planning helps to identify critical
talents. These are talents and skills needed for the growth of the company. Employees need to
adapt to dynamic technology and skills relevant. Strategic workforce planning helps equip the
employees with the relevant skills. A company planning on acquiring or merging with a key
competitor needs strategic workforce planning to identify its critical talents and those that the
competitor thus. After identifying, the mergers can plan on the talents missing and how to
acquire them.

Corning human resource planning process follows four steps as follows:-

1. The first step is identification of the type of talent that can impact the business strategy for a
period of 2-5 years or that will most be impacted by the business strategy. Four segments are
identified.

2. The second step is projecting the number and timing of talent that will be required in the
segments identified in the first step. It includes understanding of current capability of role
incumbents and quantitative consideration of workforce dynamics like retirement or turnover.

3. Identification and examination of employment gaps in segmented roles and development of

concrete plans to address excesses and deficits in the most effective and efficient manner.
4. The final step is aligning organization talent to obtain the highest and best use of each role in
business perspective and HR function perspective.

Other organization who wants to implement such a process will face some obstacles. First, the
needs of each organization differ. There is no similar formula that can be used for all
organizations. Moreover, the circumstances of the organization will differ from that of Corning.
This will make implementing the process difficult.

Answer the question no 4:-

Corning’s Values form the unwavering ethical compass that guides our business decisions and
our interactions with one another. Our Values are the key to our business success, a source of
pride and excitement for our employees, and the factor that ultimately sets us apart from our
competitors.

VALUES DEFINED.
Corning’s strong, visionary leadership has been guided by an enduring set of Values that define
our relationships with employees, customers, and the communities in which we operate around
the world. We have a decision-making culture that provides employees with a global network of
people who are dedicated to advancements in cutting-edge fields, working to produce
breakthrough technologies and quality products that out-perform the competition. Our continued
success begins with what drives us to do what we do every day. Our success begins with Our
Values.

 Quality.
Total Quality is the guiding principle of Corning's business life. It requires each of us,
individually and in teams, to understand, anticipate, and surpass the expectations of our
customers. Total Quality demands continuous improvement in all our processes, products, and
services. Our success depends on our ability to learn from experience, to embrace change, and to
achieve the full involvement of all our employees.

 Integrity.
Integrity is the foundation of Corning's reputation. We have earned the respect and trust of
people around the world through more than a century of behavior that is honest, decent, and fair.
Such behavior must continue to characterize all our relationships, both inside and outside the
Corning network.

 Performance.
Providing Corning shareholders a superior long-term return on their investment is a business
imperative. This requires that we allocate our resources to ensure profitable growth, maintain an
effective balance between today and tomorrow, deliver what we promise, and tie our own
rewards directly to our performance.

 Leadership.
Corning is a leader, not a follower. Our history and our culture impel us to seek a leadership role
in our markets, our multiple technologies, our manufacturing processes, our management
practices, and our financial performance. The goods and services we produce are never merely
ordinary and must always be truly useful.

 Innovation.
Corning leads primarily by technical innovation and shares a deep belief in the power of
technology. The company has a history of great contributions in science and technology, and it is
this same spirit of innovation that has enabled us to create new products and new markets, to
introduce new forms of corporate organization, and to seek new levels of employee participation.
We embrace the opportunities inherent in change, and we are confident in our ability to help
shape the future.

 Independence.
Corning cherishes and will defend its corporate freedom. That independence is our historic
foundation. It fosters the innovation and initiative that has made our company great, and will
continue to provide inspiration and energy to all parts of our network in the future.

 The Individual.
We know that in the end the commitment and contribution of all our employees will determine
our success. Corning believes in the fundamental dignity of the individual. Our network consists
of a rich mixture of people of diverse nationality, race, gender, and opinion, and this diversity
will continue to be a source of our strength. We value the unique ability of each individual to
contribute, and we intend that every employee shall have the opportunity to participate fully, to
grow professionally, and to develop to his or her highest potential.
Here are some innovative HR practices:-
 Keeping the job a secret.
Apple is well known for keeping their jobs a secret in order to prevent competitors from finding
out details about their next initiatives. Some candidates at Apple don’t even know about the
specific role or the job they are being recruited into throughout the hiring process. For some job
candidates, it can cause frustration, but for others, they find the mystery a great challenge and
thrilling.
 Using meet ups for recruitment.
PR firm Edelman combines social media and meet up events to attract and build relationships
with potential new hires. The firm uses employee social media contacts to invite candidates to
the meet ups held at popular restaurants where candidates get to mingle and build relationships
with senior executives.
 Allowing time for special staff projects.
Arrow Group of Companies gives their employees a few hours during the work week to work on
any project or task. They can work anywhere, at the office, at home or elsewhere, as long as the
project is related to Arrow’s business. According to CEO Sam Ibrahim, some of their best
innovations have come from their employees independent staff projects.
 Asking for feedback.
FedEx Corporation provides an annual survey and action program for their employees to provide
valuable feedback and management holds meetings to discuss the results. The program allows
for an assessment of the problems and creates opportunities for resolution.
 Providing free food.
Many tech and Internet companies like Airbnb, Facebook, Dropbox and Etsy provide creative in-
house food programs to their employees. At Dropbox, employees get to eat from a new menu
every day with extensive options from Asian, Mediterranean, Indian, American food, low calorie
and vegan options and so on. By providing in-house dining options, it is used as a recruitment
and retention tool. For these businesses, it is a way to draw people to their company and keep
them there. According to Gabriel Cole of Fare Resources, “it helps employees to be productive
and engaged.”
 Playing poker.
Susan Hailey, Harrah’s VP of Talent Acquisition launched the MBA Poker Championships in
2006, a successful charity poker and recruitment event. The annual event, held in Las Vegas,
invites business school students and alumni from top universities to mingle with recruiters from
companies like Google, Microsoft and Dell. Cash prizes are given and a portion is donated to the
Alzheimer’s Association. While playing, recruiters are observing the player, looking at their
analytical and risk-taking skills. There is also time set aside for potential candidates to meet with
recruiters, learn about job opportunities and submit their resumes.
 Giving nap time.
According to a study from the Journal of Sleep, lack of sleep costs American companies about
$63 billion annually in lost productivity. The best method to maintaining health and work ethic is
to get enough sleep by getting at least seven to nine hours or taking a nap during the day.
Napping helps to improve concentration, productivity and helps reduce anxiety. Many
companies encourage napping in the workplace. The Huffington Post, Google, Capital One and
Ben & Jerry’s provide nap rooms to their employees.
 Offering referral bonuses.
According to research by Jobsites, referrals are statistically higher for hiring better employees
with higher retention rates. Recruitment by referrals works well because employees at your
company are familiar with the work culture and values. High performing employees will be more
likely to refer candidates with similar qualities. At Hubspot, the company offers up to a $30,000
bonus for referring full-time software and designers who get hired. In addition, employees also
receive tuition reimbursement and unlimited vacation on top of the bonus.
 Showing genuine care.
Disney believes in consistently showing genuine care to employees makes them feel happier and
more engaged at work. One of the company’s tasks is to find out what is bothering the team.
Small things like replacing an uncomfortable office chair or playing music while at work helped
to show their employees that they care. At DevFacto Technologies, an employee was always late
to work, instead of punishing him, the company decided to explore the problem. They discovered
the employee had insomnia and sent him to a sleep institute that eventually cured him. Now, the
employee arrives to work before 9am every day.
 Offering money to leave.
Zappos, an online shoe store has an extensive hiring system that consists of telephone interviews
and lengthy personal interviews. Candidates who are selected must attend informal events such
as happy hours where they interact with company staff and learn about the work culture. Those
who are selected after the events are given on-board training and at the end of the training, the
candidates get a $3000 offer to leave. Approximately 3% of people take the offer, but those who
choose to stay are the ones who thoroughly understand the company’s culture and philosophy
and end up staying long-term. But of course, not matter what your HR policies are, it starts by
hiring the right people in the first place people who will fit with the work that’s waiting for them
there, and with your company, your culture, and your co-workers. To help hire for fit first, check
out Talent Sorter’s employee assessment tool.