Initital HR Presentation

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Initital HR Presentation
Amira, HR manager, Egypt

I need to make a presentation on how I will start my work in HR management. I'm thinking to start with
1- knowing the organization vision and make its organizational chart that meets that vision.
2- then I will work on job descriptions and job analysis;
3- then the salary scheme.
4- comparing between the status quo and the vision, with suggestions on how to change to achieve the vision.
Could you advice if it is OK or not, what can I add, how to present it and the estimated time

HR Planning Model
David Wilson, Manager, Canada
I have lead some projects involving large organizations, it takes time: (pessimestic timex3 + realistic timex2 + optimistic timex1) / 6.
What I thought was a 6 month project often turned into a 12-24 month project.
I would use: Vision - Strategy - Business goals - Structure - Resources - Analysis - Development - Review - Revise, etc. If you use Deming - you may look at a 4 phase model. If you use others (i.e. Stats of New York) there can be more phases. What you have is a good start. Also consider - Why are we doing this? Where are we today? Where have we come from? Where are we going? How will know when we get there? What's in it for me, you and us?

HR Presentation
rojan, Student (University), France
What you have is a good start. Also consider competence and competency.

HR Presentation
Ceferino Dulay, Jr., Other, Philippines
Since this is your initial presentation, it is good to start with broad strokes. Starting with the organization's vision is a good start. This vision shows where the organization wants to be. Then you can describe where the organization is now. And third, your ideas on how to get to your vision.
For example, how do you plan to support business strategy, improve performance through competencies, etc.
The details: salary, job descriptions can come later, since management would be more interested inititially on what you plan to do.

HR Presentation
Michael Cyrus, Analyst, Trinidad and Tobago
The 'existing' vision of the organisation may not accurately reflect the cumulative vision of its component units. The environment [internal and external] may have changed since the vision was first established. I suggest that instead of assuming that the vision is still supported, practical and attainable that it should be quickly revisited, taking on board the views of a representative slice of the organization.


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