21720: Human

Resource

Management

September 17

2009

DECLARATION

I declare that the work in this assignment is my own. All ideas, sources and

works are clearly acknowledged and accurately cited and referenced.

NAME : ________________________________

SIGNATURE: ________________________________

Human Resource

Management -

Portfolio

1

Table of Contents

No. Topics Page Numbers

1. Introduction

1.1 Company’s Profile

1.2 Company`s overview

2. Job Description

2.1 Job Summary

2.1.1 Responsibilities

2.1.2 Qualifications

2.1.3 Job/Person Specification

2.1.4 Accountability

2.2 Employment Conditions

2.3 Link with Human resource management

2.4 Link with Apple`s Goals and Strategies

3. Recruitment

3.1 Begin Recruitment

3.2 Announcement of Positions

3.2.1 Advertisements

3.2.2 Online Advertisements

4. Selection

4.1 Receiving complete Application/Resume and begin the Review Process

4.2 Committee/Face to Face Interviews

4.3 Reference Check

4.4 Compliance Review

4.5 Medical Examinations

2

4.6 Appointment of Candidate

4.7 Induction Program

5. Remuneration Management

5.1 Methods of setting pay rates

5.2 Determining Pay rate

6. Performance Management

6.1 Contribution of Performance Management in Achieving Organizational Goals

6.2 Project Manager Performance Reporting System Guidelines

6.3 Performance Evaluation Criteria

6.4 Performance Reporting

6.5 Performance Appraisal

7. Contribution to Good Corporate Governance

7.1 Recruiting and Selecting Staff

7.2 Managing Performance & Rewards

7.3 Occupational Health and Safety

7.4 Apple`s Corporate governance guidelines

8. Key Learnings from Portfolio

9. Bibliography

10. Appendix

List of Tables

1. Table-Performance Management

2. Table-Remuneration

3

1. Introduction

1.1 Company’s Profile

Apple Computers Inc. is a world renowned company in the field of personal computing and digital media

distribution. The company has become eminent for its innovative user interfaces and innovative technology

in the realm of desktops and laptops which feature its unique and intuitive operating system. Its main

products include Mac mini, iMac, and MacBook for consumer and education markets, and more powerful

MacBook Pro and Mac Pro for high end consumers and professionals. Apple took the whole world by storm

with the introduction of its portable music players (iPod) and its online music store (iTunes). Apple`s

innovation has brought it into a new market of mobile phones (iPhone) which has changed the very concept

of a mobile phone. Other successful products include servers (Xserve), wireless networking equipment

(Airport) and its FileMaker subsidiary that provides database software (Apple Inc 2009). The mission of the

organization is in spite of their success in the hardware category “We will always be a software company”

(Apple Inc 2008).

1.2 Position overview

The prime positions in the organization are held by William V. Campbell as The Chairman of Apple

Computer Inc, Timothy D. Cook is designated as the COO and the most prominently designated individual

is Steven P. Jobs as the CEO and the Director of Apple Computers Inc. (Apple Inc 2008).

The position under focus is of a Project Manager posted at Santa Clara Valley, USA. It is a full time job at

the headquarters of Apple Inc at Cupertino in California. The iTunes Store is the world's most popular music

store on the internet. It's a fast-paced development organization and needs a good project manager to take up

the responsibility for shipping new features (Apple Inc 2009).

2. Job Description

A job description indicates the undertakings, obligations and restraints that are all a part of any venture. It

identifies what is done, why it is done, where it is done, and briefly, how it is done (Mathis & Jackson 2007,

p. 221). The description of the job is done by elaborating the tasks to be performed, equipment to be used,

the working conditions and the performance standards (Dessler et al 2007, p.100). According to Stone a

good job description should elucidate and focus on the job and the position and not on any particular

individual that fills that position (Stone 2005).

4

2.1 Job Summary

Aspirants having established credentials and performance history in the field of freighting or shipping, along

with complicated and intricate client related matters within limited timeframes and meeting deadlines are

favored by Apple. This requires active involvement and participation on behalf of the project manager in

matters such as industry or company evaluation, operational blueprint reviews and consultations, statistics

structuring meets, experimentation, proof-of-concept, management of dealer relations, etc.

2.1.1 Responsibilities:

• Oversee all aspects of project information for multiple projects including timelines, resource

allocation, scope and definition

• Drive business, functional, financial, and reporting requirements, often writing them yourself

• Own overall cross-functional project schedules including development on the iTunes Store, back-end

financial systems, and other Apple groups

• Collaborate with IS&T, Treasury, legal, Tax, finance, operations and other organizations both within

and outside of Apple to develop solutions for partnerships and promotions and other new business.

(Apple Inc. 2009)

2.1.2 Qualifications:

At least 4 years of project management in software development.

Outstanding communication and presentation skills, written and verbal, at multiple levels of the

organization.

Ability to participate in and possibly facilitate requirements brainstorming sessions.

Strong technical proficiency: server architecture and development, SQL, and bonus for past

programming experience.

E-Commerce and business experience: orders, billing, tax, payments, invoicing, royalties, licensing,

etc.

Digital media experience, SAP integration experience. (Apple Inc. 2009)

2.1.3 Job/Person Specification

Experience: 8 - 10+ years of experience in Operations related project management.

Proven track record leading large and complex system projects.

3 -5 years experience managing Business Process design or Re- engineering activities, PMI training.

Consulting experience considered a plus. (Apple Inc. 2009)

5

2.1.4 Accountability

A manager is answerable for any undertaking that he takes up and must be strictly observed at all times by

the governing bodies within the organization. He must adhere to all the regulations and guidelines of the

organization and must thereby operate within the boundaries of professional ethics (Dessler 2004). A project

manager should act as a guide and share complete knowledge of the overall activity as a part of his job.

2.2 Employment Conditions

The successful candidate has to fulfill certain needs before becoming a part of the organization officially,

which means before finalizing the selection the following conditions have to be fulfilled.

2.2.1 General Conditions

Lucrative aspirants must acquire and preserve a suitable safety sanctions and some other essential

conditions (De Cieri & Kramar 2003).

Proof of identity and legal right to work in the United States as required by and in accordance with

the process and procedures of the U.S. Immigration reform and Control Act (IRCA).

Due to US Department of Commerce requirements, if not a U.S. citizen, U.S. permanent resident,

Canadian citizen, political refugee, or political asylum holder, you will be required to sign an

assurance regarding obligations not to export controlled technical data or software to certain

countries.

Must sign the Intellectual Property Agreement and return the signed agreement.

Must receive a satisfactory background check in accordance with Apple policy.

2.2.2 Probationary Period

The successful candidates would have to sign a 12 month probationary period agreement which includes

training and performance management to determine the satisfactory work capabilities (Bartlet 2002.) Apple

closely monitors its new project manager`s performance as a large portion of responsibility is rested on the

shoulders of a manager of iTunes, which also controls a number of other departments in the organization.

Apple may terminate a contract during this probationary period in case of unsatisfactory performance of the

candidate.

2.3 Link with Human Resource Management

Job descriptions supply the essential details for internal assessment that include availability of positions,

number of jobs and the strategic importance of the jobs. Human resource specialists can redesign jobs to

eradicate redundant tasks and integrate responsibilities on the basis of a clear identification of the current

6

functions being performed and the time spent on performing them. The fundamental aim of human resource

management is to provide for the presence of a compliant and accommodating team in an establishment.

There are four major aspects of the human resource management, namely operational, organizational,

personal and societal (Project Management Institute 2006).

Societal Objectives: The project manager should be morally and communally prepared to meet the

wants of, and tackle the issues plaguing society, while simultaneously reducing the negative effects

of these charges upon the establishment.

Organizational Objectives: To acknowledge the function of a project manager, in the field of human

resource management, in generating organizational efficiency. In short, this branch essentially exists

for the sole purpose of benefitting the establishment and ensuring its progress.

Functional Objectives: The project manager should supervise and ensure that the department caters

to the needs of the establishment in a stable and steady manner.

2.4 Link with Apple`s Goals and Strategies

Apple has predefined certain objectives for its project managers such as portfolio management, business

planning, project planning and execution. A perfect alignment of these activities leads to the portfolio

element being fed by strategy, the project management element being fed by the portfolio and the team`s

execution is fed by the project manager. In certain cases, establishments handle all enterprises and

undertakings in a similar manner, irrespective of the entrepreneurial tactic or stratagem that the

establishment opts for (Pinto 1989 & Covin 1989). Therefore, if the enterprise’s business tactic is converted

into project related objectives, its .Thus, when the organization's business strategy is translated into project-

level goals, its specialized rareness and exclusivity is amplified multifold. (Mathis & Jackson 2007).

3. Recruitment

Recruitment is the practice of attracting a collection of eligible candidates for an available post through

particular measures like publicity, broadcasts and announcements (Dessler et al 2007, p.168). Apple has its

recruitment in accordance to ADA (Americans with Disabilities Act), along with a strong implementation of

Equal Pay Act (1963), Civil Rights Act (1991), Congressional Accountability Act (1995) and other

legislations laid down by the US government (See Appendix 9). It is rather note-worthy that Apple has

shown its capability in demonstrating such a cohesive branding know-how all through their commodities,

promotion, vending and distributing, assisting clients, and hiring or appointing candidates.

7

3.1 Commence Recruitment

The Director of Human Resources at Apple Headquarters in Cupertino completes the following documents

before there is an announcement for a position:

Recruitment request form

Job description

Job classification and suggested salary range

Interview questions

Test/Skill evaluation tools

Criteria for evaluating candidates

3.2 Announcement of Positions

The Human resource department announces the open position and draft advertisements. The job descriptions

are circulated to about 340 agencies, universities and organizations. The Hiring Unit has to bear the cost of

all other advertising expenses.

3.2.1 Advertisements

Advertising is a prominent source to build a pool of Candidates:

Print media – Newspapers: State, national or local; Other: specialist magazines/journals (See

Appendix 8)

Other media – radio, television

Decisions must be made as to which media to use and how the advertisement should be designed to

target suitable applicants

3.2.2 Online Advertisements

This refers to recruitment conducted online; taking advantage of ease of use and the wide audience that can

be tapped into using the web (Dessler et al 2007).For Example – jobs.Apple.com, www.glassdoor.com,

www.seek.com.

4. Selection

8

“Selection is the process of choosing the best person for the job from the pool of applicants attracted during

the recruitment process” (Dessler et al 2007, p.209). Paul Collins derived an impressive system of selecting

a project manager for any given project for internal recruitment:

PROJECT MANAGER SELECTION PROJECT

ASSESSMENT MATRIX DATE:

MUST/WANT NAME NAME NAME

PROJECT MANAGEMENT SKILLS

LEADERSHIP OF TEAM M

COACH/MENTOR IN PM M

DEVELOP RESOURCE PLANS M

KNOWLEDGE OF PROJECT PROCESS M

TECHNICAL SKILLS

CHEMICAL PROCESS EXP. W

ENGINEERING BACKGROUND M

PERSONAL SKILLS

VERBAL COMMUNICATIONS W

CONFLICT RESOLUTION/DIPLOMACY M

STRONG TEAM PLAYER W

BUSINESS SKILLS

STRATEGIC THINKER M

ABILITY TO SERVE AS CUSTOMER M

BUSINESS CASE DEVELOPMENT W

SCORING FOR WANTS 1= No skill/experience 3= Average

2= Little skill/experience 4= Above Average

5= Exceptional

SCORING FOR MUSTS Either YES or NO

Table 1. - Source - Collins 1998

This table is quite helpful as it takes into consideration an integrated and comprehensive outlook regarding

project manager aspirants. It also includes scope for the involvement of a selection precedent that is

9

considered appropriate to a particular project. Scores are assigned to each candidate based on their

capabilities, and if two aspirants obtain similar or even close enough scores, the final outcome would be

based on which of the two is more readily available. Collins states, "the process focuses on the premise that

a successful project manager must master two primary skill sets: the project manager's technical skills and

leadership skills” (Collins 1998). The logic behind such a calculated but decisive selection process is to

successfully unite the recruitment process with the enterprising techniques of the establishment so as to help

increase its efficiency (Stone 2005, p. 211)

4.1 Receiving complete Application/Resume and begin the Review Process

Applicants are accepted or rejected on the basis of their qualifications and experience in the field of

engineering management. The criterion for selection is determined before the actual screening takes place.

Once the screening is complete using the criteria of performance and experience, the Hiring Unit interviews

at least three applicants.

4.2 Committee/Face to Face Interviews

The interview includes questions that are relevant to the job under focus. The interviewing panel members

have to fill the interview evaluation form for each applicant interviewed which is submitted to the Human

Resource department. The COO reviews the search committee for all new hires for Project manager level.

Sample Questions:

• What is most important to you in a job?

• Why should we hire you?

• What are your strengths and weaknesses?

Technical Interview:

• Are you familiar with OS 9?

• If a customer asks you to sync music from their iPod to computer, what do you say?

• How do you answer a customer who wants to share music with his friend via iTunes?

4.3 Reference Check

10

Before an offer can be made to the selected candidates a reference check has to be done by the Hiring

Manager. This manager would personally contact all the references to complete the Candidate Reference

Check.

Academic references

Prior work references

Financial references

Law enforcement records

Personal references

4.4 Compliance Review

Once the desired aspirant has been chosen by the department manager, certain documents to be assessed

must be handed over to the human resources director, namely:

Request to recruit form – offer section completed

Affirmative action compliance report

The rationale behind selecting the final aspirant

4.5 Medical Examinations

The applicant must endure a fitness assessment test. Often, the job is offered to an applicant only once it has

been confirmed that he is physically stable and enjoys good health after having taken the test. The physical

examination/test is done for following purposes:

To detect if individual is carrying any infectious disease.

Determines whether the applicant is fit to perform work.

Determines if there are certain physical capabilities, which differentiate successful and less

successful employees.

Medical check-up protects the applicant from undertaking work that would be hazardous to his

health (Stone 2005).

4.6 Appointment of Candidate

11

The Hiring Department forwards the Non-Academic Appointment Form to the Human Resources

Department. The newly hired project manager has to complete all the forms and return them to the Human

Resource Department before joining. The induction program cannot commence till all these formalities have

been completed (San Jose State University Research Foundation 2004).

4.7 Induction Program

The induction program provides a planned introduction of the job, organization and the environment. It is a

quintessential part of recruitment as it provides familiarity with the roles and responsibilities within the rules

and norms of the organization`s culture (Stone 2005). Induction programs have been found to contribute to

improved socialization and to increase organizational commitment. Helps to reduce new employees’ stress

levels and assist them to settle into their new role more quickly. Apple uses the buddy system – a method of

linking every new employee with an existing employee who then assists them to settle into the workplace

(San Jose State University Research Foundation 2004).

5. Remuneration Management

Remuneration implies the pay packet given to any staff member for the work done by them, their efforts and

services. Sum total of the remuneration comprises of all the ways of payment and gratuities and incentives

that may be both fiscal and non-fiscal, and that are presented to the staff. Two types of remuneration are

direct remuneration that basically consists of monetary rewards such as a pay packet or other value add-ons,

and indirect remuneration that are non-monetary rewards such as reimbursements or such other services, that

although are fiscal in nature, yet cannot be accepted in the form of money. However, these benefits can be

traded with money (Dessler 2004). The strategies and policies have to be implemented for a just and

balanced reward management system where the rewarding would be fair and consistent without any bias

(Armstrong & Murlis 2007).

5.1 Methods of setting pay rates

Collective agreements (EBAs)

Individual arrangements (AWAs or common law contracts)

Awards

5.2 Determining Pay rate

12

Salary Surveys - Government and commercial salary surveys can provide useful information

Job evaluation - Determines ‘worth’ or ‘value’ of job through systematic comparison of one job

relative to another

Grouping jobs into pay grades - After determining the relative worth of each job, jobs are grouped

into pay grades. A pay grade is made up on jobs of approximately equal difficulty or importance

Pricing each pay grade - Pay rates are assigned to each pay grade

Remuneration plans at Apple are built on four principles:

Salary

Trust

Few classifications

Pay-for-performance (PFP)

Apple has one of the most well balanced remuneration policies in the corporate world today. They have been

well established as an employees` company, where good salary packages, insurance and a well structured

superannuation program have established it as a fair and balanced organization for its employees.

Remuneration comprises of reserve procuring schemes, 401k and adjustable and formative health and

wellness schemes. Furthermore, apple allows its staff member’s rebates on its commodities, along with

incentives such as paid vacation schemes, and other education – related alternatives. (See Appendix 2)

Rationale behind Apple`s Compensation Program

Engage and absorb the coveted class and combination of staff workers.

Encourage their staff to enhance their efficiency and efforts in a steady manner.

Strengthen the establishment’s strategic standards and principals and the coveted system of operating

within the establishment.

To be just and unbiased towards its staff members.

Offer customary and periodic reimbursement and efficiency audits. (Stone 2005, p. 430)

6. Performance Management

13

This essentially helps recognize, promote, assess, calculate, review, reform, and remunerate worker

performance (Mathis & Jackson 2007). Performance management basically merges the establishment of

aims, the evaluation of work accomplishments and its execution and growth to form a combined system

whose goal is to guarantee that worker efficiency is directly proportional to the enterprise’s crucial goals.

(Dessler et al 2007, p.236).

6.1 Strategic Purpose of a Performance Management System

Lower Stress: - A performance management system reduces friction between managers and their

subordinates as it encourages frequent communication. A lower level of stress is an important

concept of the OH & S policy of Apple.

Moderate to High Levels of confidence: - A balanced performance management system supported by

a strong communication network would help everyone in the organization in understanding what is

expected of them and the rules and regulations to be followed.

Focused on performance: - The department for reviewing the performance of the employees can in

turn convert every employee`s performance into a tool to improve the performance of the

organization.

Given that these performance reviews happen more frequently, the discussion centers on

performance of objectives rather than being dominated by the employees’ needs.

Planning: - In case of regular performance management program that has periodic monitoring, the

managers and their subordinates become better at planning and executing the organization`s

objectives.

Human Capital Development: - The Performance management systems although are designed to

improve the organization`s performance but it also leads to personal development of an employee as

they get more affianced with the organization.

6.2 Project Manager Performance Reporting System Guidelines

The objectives of performance reporting are to:

Encourage Project Managers to implement a business culture of continuous improvement to

benefit themselves and their clients

Provide the Department of Commerce with performance data from past and current contracts to

identify the best performing Project Managers.

Ensure that the best performing prequalified contractors and consultants are offered more

tendering opportunities than others.

14

Share information with other Government agencies on contractor and consultant performance on

current and past contracts.

Facilitate the development of a more complete understanding of project procurement by

identifying opportunities for improving future project stakeholder relationships and management

practices (San Jose State University Research Foundation 2004).

Procurement Practice Guide Performance Management provides guidance to reporting on

construction contractors and all categories of consultants. Definition and Relative Weighting of

Grading:

Grading Definition Rating*

Superior Standard well above the acceptable standard of

performance

10

Good Standard often exceeds the acceptable standard of

performance

7

Acceptable Meets the acceptable standard of performance 5

Marginal Mostly meets the acceptable standard of

performance but has some weakness.

3

Unsatisfactory Well below the acceptable standard of

performance

0

Table 2. - Source: (NSW Department of Commerce 2008)

The performance score for a Project Manager on an engagement is based on the average of all

performance reports for that engagement.

6.3 Performance Evaluation Criteria

The Performance Evaluation Criteria include: Environmental management, OH&S management,

Procurement management, Risk management, Communications management, Human Resource

management. (See Appendix 3 )

6.4 Performance Reporting

Management of performance reporting using the Department of Commerce Contractor

Performance Reporting System.

15

Consult with the contractor in the preparation of Contractor Performance Reports (CPRs). (See

Appendix 4)

Provide the contractor with a copy of CPRs.

Ensure that CPRs are fully complete, clearly legible, is well articulated, is readily understood

(through feedback and consultation with the contractor and key report recipients), provide

sufficient information and comments, and that comments are congruent with the performance

ratings given.

Ensure that CPRs are submitted promptly at the required dates or when any aspect of

unsatisfactory performance is identified (San Jose State University Research Foundation 2004).

6.5 Performance Appraisal

Performance appraisal is a process of identification, evaluation and development of an employee`s

performance to meet personal goals and organization`s standards (Dessler 2007). Performance appraisal

programs provide information to improve job performance, to determine the future promotion strategy and

establishes a remuneration policy (Montague 2007).

Steps in appraising performance:

• Defining and understanding the job

• The appraisal itself: appraisal methods

• Providing feedback: the appraisal interview

Rationale behind Performance Management and Appraisal

“Performance management aims to improve organizational, functional, unit and individual performance by

linking objectives of each. It incorporates job design, recruitment and selection, training and development,

career planning and compensation and benefits, in addition to performance appraisal.” (Stone 2005, p. 264)

A performance management system usually provides a graphical report of compliance, thus, building a valid

plan for the development of its employees (Thomson 2003). Performance management helps an organization

like Apple to set clear objectives and targets for its employees, that would eventually result in a highly

dedicated and task oriented workforce. A performance management system does not only enhance the

employee`s performance but also improves the performance of the whole organization (Thomson 2003).

7. Contribution to Good Corporate Governance

16

7.1 Recruiting and Selecting Staff

This HRM function implements equality as far as employment opportunities are considered (EOO). It

supports corporate governance by selecting employees on the basis of their merit and qualifications without

any prejudice or bias.

7.2 Managing Performance & Rewards

This HRM function suggests fair and responsible remuneration rewards for employees and key executives.

Corporate governance requires that the executives remain motivated throughout, and to be so, they need to

be given the right incentives to do the right thing (Becht 2004).

7.3 Occupational Health and Safety

The organization has to follow safety policies and OHS legislations which include a first aid policy, security

policy, pastoral care policy and HIV/AIDS workplace policy.

Three areas of activity for HRM’s role in corporate governance

Technical Issues- A project manager has to follow rules and adhere to the responsibilities, which is

usually dealt with through legislation.

Political Issues – A project manager has to resolve professional conflicts of interest and roles

dominated by sectional interest and influence.

Cultural Issues – A project manager must have organisational regard for ethics, honesty and the law.

There are many issues where HRM departments can demonstrate ethical credibility and authority:

Discrimination, recruitment, whistleblower, basic rights, privacy, testing, salary and benefits, employee

protection out of these the ones that concern a project manager are (Dessler 2007):

Workplace discrimination – A project manager must be rational and unbiased with his subordinates

and clients

Sexual harassment – A project manager should abstain from such activities.

Affirmative action and Equality – A manager is responsible for maintaining affirmative action and

equality.

7.4 Apple`s Corporate governance guidelines

Apple has set some cornerstones for its contribution to good corporate governance which includes: strong

work principles and ethics, cognitive and unbiased decision making and a constant monitoring of

acquiescence and employee performance (See Appendix 6).

17

8. Key Learning Points from the Portfolio

This portfolio has been very productive in providing an insight into the various aspects of an organization

from the point of interviewing a candidate to the parting of the ways of the organization and the employee.

Human Resource Management is an anthology of knowledge and practices that clearly explain the nature of

work and improve the intra organizational relationships (Bratton & Gold 2001).The process of building a

portfolio has clearly and explicitly explained the importance of Human Resource Management in a firm. It

highlights the methods for an organization to attract the appropriate candidate for an apt position based on

merit and qualifications; it also looks into the matters of workplace comfort for an employee, methods of

determining the remuneration and other benefits; and also the resolution of conflicts at workplace.

The presentations in the class followed by relevant discussions were a worthwhile effort in understanding

the most quintessential elements and practices of Human Resource Management in a practical way. Each

presentation provided a diverse view of the issues faced by most HR departments. The pseudo brainstorming

that took place during the Q & A sessions after each presentation led to a large scale exchange of views and

perspectives of the students about various Human Resource practices. The diversity in the selection of topics

each week created an environment of curiosity and constructive criticism, thus, a better understanding of the

Human Resource Management Process. The immense contribution of these presentations would help a

student deal with the Human resource issues whether as an employee or an employer in the future.

18