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Assignment 3 KRAFT FOODS
Name: Subject: Reg. No.: Instructor: Date of Submission:
Asad Ali Khan Human Resource Management 2009-3-43-9664 Prof. Mr. Shah Saad Husain 5th November, 2011
• To establish a means of co-ordinating the policy concerns with implementation efforts and to build interagency and partnerships With these targets in mind. • To provide a context to link the budget process and other processes with priority issues.Institute of Business Management Human Resource Management Kraft Foods Assignment 3 Q. Similar to strategic planning. 2 . business planning in Kraft included identifying the organization's vision of the future and its core businesses. and identified the resources allocated in pursuit of the desired future. focusing on the strategies and operational activities it would implement to achieve its vision. The business plans also included measures of progress towards the goals. and to improve accountability for the use of resources. • To bring focused issues for review and debate. The Leadership team clearly identified the following objectives to be strictly adhered to when strategic planning process was initiated. Then suggest a corresponding workforce plan? Kraft's Strategic Planning in lieu with its Business Planning Process: The business planning process adopted by KRAFT is actually a hybrid of two planning approaches. This required management to think strategically about the fundamental activities which define the organization's reason for existence. the management at Kraft had to identify core objectives for such long term planning in order to make sure that the planning process is in accordance with its business planning processes. The business planning elements provided details on what the management would do over the next three years.1 Select an organization and determine its future business strategy and plan. • To make responsive to the needs by placing greater emphasis on benefits and results rather than just service efforts and workload. Why Did the KRAFT Foods Turn to Strategic Planning? • To move away from crisis driven decision making by establishing direction in key policy or functional areas • To provide a basis for aligning resources in a rational manner to address the critical issues facing now and in the future.
and in our world. Economic. Natural Environment. Socio Demographic. we take food to heart. make today delicious. everyday. in our communities. political.” "Helping People around the world Eat and Live Better" Vision Internal / E Monitoring & Tracking 3 Goals and Objectives How do we measure progress? Performance Measures . It defines us. is about much more than the products we make. anytime. Objectives & Performance Measures as elements of Strategic Planning at Kraft Where are we now? Kraft uses SPENT analysis to i. No matter what the occasion. Technological methods at a Macroeconomic level. Our higher purpose. and inspires us to make a delicious difference in our company. Customer Analysis Quality Assessment and benchmarks What do we want to be? Mission & Principles Mission Statement "Anywhere.e.Institute of Business Management Human Resource Management Kraft Foods Assignment 3 Goals. unites us.
Setting a Strategic Direction. To take a proactive approach to management i. Kraft's readiness. To prepare Kraft envision a desirable and attainable future. Analyzing Customer and Stakeholder Needs and Desires: a. 4 . descriptive brochures and meetings at the launching of the strategic planning process c. To focuses on the future. Surveys. Kraft believes that customer and stakeholder input is particularly important in defining the organization's vision. Gaining and Sustaining Commitment: a. Purpose of and need for the effort 2. Steps of Strategic Planning followed at Kraft: 1. maintenance and alignment of broad-based coalitions of individuals and Kraft to work towards common goals. Planning to Plan: a. Opportunities and Threats 5. b. media announcements. The management at Kraft saw it deemed pertinent to manage to strategically seek to interact with and shape their environment so that they can successfully attain their goals and realize their vision. not the production of a planning document. · Places greater emphasis on the formation. Analysis of Organizational Strengths. in terms of staff and financial resources. 4.Institute of Business Management Human Resource Management Kraft Foods Assignment 3 To emphasize strategic thinking and acting. mission values and also can help identify gaps between expectations and current performance. culture and commitment b. Identifying and involving key stakeholders and employees in the planning process. To be action-oriented and focused on achieving results. more than simply anticipating changes and reacting to them. Continually and visibly demonstrate the commitment of the organization and key players to the process 3.e. · To draws attention and resources to the most critical issues facing Kraft rather than trying to address all issues at once. Weaknesses.
As Kraft develops strategies to support the achievement of both long-term and annual performance goals in the strategic plans. the management at Kraft thinks it is critical to conduct workforce planning during times of budget reduction as well as budget increases. revised policies. Kraft mainly chooses to conduct workforce planning in an office versus a functional area or a division versus the entire organization. "The right people with the right skills are in the right place at the right time. and a set of desired workforce competencies. By workforce planning the HR dept. at Kraft is able to maintain quality performance that will contribute to the achievement of organization's objectives by providing a basis for justifying budget allocation and workload staffing levels. a uniform process that provides a disciplined approach for matching human resources with the anticipated needs of Kraft's operational requirements is essential. Kraft has increased its focus on workforce planning across the organization. budgetary resources. 5 . Staff reductions and increases without any planning in conjunction with the organization’s mission will only lead to the inability to fulfill staffing goals. and greater participation in decision-making by employees and management representatives. strategic plan." This covers a methodical process that provides managers at Kraft with a framework for making human resource decisions based on the organization’s mission. It is a dynamic process that facilitates planning at Kraft for different scenarios.Institute of Business Management Human Resource Management Kraft Foods Assignment 3 Workforce Planning at Kraft: At Kraft the management ensures that. In order to meet this challenge. DRIVERS FOR WORKFORCE PLANNING AT KRAFT: Over the last several years. Similarly. workforce planning is included as a key management activity. as evidenced by adoption of new planning processes and tools. Planning for human resource needs is one of the greatest challenges facing managers and leaders. It is also directly linked to broad-based management strategies that encompass several processes.
Measuring operational effectiveness in all areas.. Controlling growth of the workforce. 6 .Institute of Business Management Human Resource Management Kraft Foods Assignment 3 The main drivers behind this increased focus include the following: Major Mergers has defined major new missions for Kraft and marked the beginning of a multimillion dollars worth of development. Kraft 's CEO's Management Agenda). Ongoing volatility in funding and budgeting in the wake of various macroeconomic factors continue to alter workforce requirements. “pay” for service labour. the management recognized the need to assess and manage risks associated with workforce transitions. Improving efficiency and effectiveness. Geographic distribution and decentralization of existing workforce planning activities within the organization. rather than a separate fund source. b. I Implementation of “full cost management” that is based on measures of workforce utilization required Kraft to match its workforce to requirements because programs.g. and c. including workforce (e. General concern about “aging” of the workforce commands that Kraft addresses its risk of losing large numbers of proven talent due to retirement eligibility. Wide emphasis on a. As a result. particularly in light of the lead time required to shape workforce composition in the organization.
blogspot.cdu. http://www.com/2005/07/kraft-foods-kft-missionstatement. however.ppt&ei=1MS0ToXDHYLrrQfM48TbAw&usg=AFQjCNFh7KH4m7v7IQT 4qxirOZis9XND-A 7 .google. http://manonamission. References: 1. the budget allocations and constraints regarding the workforce planning was missing in this.edu.pk/url?sa=t&rct=j&q=operational%20planning %20ppt&source=web&cd=1&sqi=2&ved=0CBsQFjAA&url=http%3A%2F %2Fwww. Not much importance is being given to the available and projected resources and whether or not if there is any planning process in place to evaluate and consider the budget constraints that might come into play once the requirements of the workforce exceed the present net funds and resources.au%2Fvc%2Fdocs %2Fspwshop.html 2. Critique to the above Workforce Planning: Kraft has no doubt addressed most of the basic workforce planning tools and strategies that are in consortium with most of its business planning model and overall long term strategy of the organization. and from these elements developed a framework to direct the range of workforce planning activities. Kraft began by establishing an Organization-specific definition and key principles of workforce planning.com.Institute of Business Management Human Resource Management Kraft Foods Assignment 3 Kraft is currently engaged in a multiyear effort to strengthen its workforce planning in response to these drivers.
wikipedia. http://www.org/wiki/Kraft_Foods 8 .docstoc.com/docs/2358784/Analysis-of-theCompetitive-Environment 4. http://en.Institute of Business Management Kraft Foods Human Resource Management Assignment 3 3.
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