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Redesigning the human resources function at Lafarge
Author(s) -
Som Ashok
Publication year - 2003
Publication title -
human resource management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.888
H-Index - 94
eISSN - 1099-050X
pISSN - 0090-4848
DOI - 10.1002/hrm.10085
Subject(s) - function (biology) , human resources , retraining , business , competitive advantage , performance appraisal , process management , process (computing) , compensation (psychology) , human resource management , internationalization , key (lock) , industrial organization , knowledge management , marketing , management , computer science , economics , psychology , computer security , evolutionary biology , international trade , psychoanalysis , biology , operating system
This article describes the detailed process of redesigning and implementing the human resources (HR)function at Lafarge. The article argues that a well‐articulated and integrated approach of (1)recruitment, selection, and induction, (2) retraining and redeployment, (3) a performanceappraisal system, (4) a compensation and reward mechanism, and (5) rightsizing and (6)integration is required to be aligned with the overall business strategy of the organization. It also reinforcesthat the foundation of a value‐added HR function is a business strategy that relies on people as a source ofcompetitive advantage. Key challenges for Lafarge in the future include (1) maintaining the changemomentum, (2) fast and effective integration of acquired companies and transfer of “bestpractices,” and (3) attracting and retaining a diverse workforce through their internationalizationprogram. © 2004 Wiley Periodicals, Inc.