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  本篇代写-花旗银行的公司管理讲了花旗银行的专长在于为员工提供培训和发展,以实现组织目标。公司管理一个内部培训机构来培训和发展员工。有两种培训形式——在职培训和非在职培训。培训结束后,绩效管理策略就出现了,员工的绩效被评估,并给予适当的奖励(Citibank, 2012)。这种奖励和控制系统适合于开发技能以及组织继任计划。公司也会引导员工正确的行为,以确保一个令人满意和积极的工作环境。本篇代写文章由加拿大第一论文 Assignment First辅导网整理,供大家参考阅读。

  Citi Bank takes the extra mile to manage the human resources. The strategy is inclined towards daily management of employees and contribution towards the production of services and products. The practice extends beyond a typical recruiting, retaining and terminating processes to handle the employees (Citibank, 2012). The employees originate from various countries with unique skill sets. Therefore, workplace diversity is handled effectively by the management of customer requirements and the development of individual and group effectiveness. The HR strategy strictly adheres to the employment law that highlights avoidance of discrimination and provision of equal employment opportunities.

  The specialty of Citi Bank lies in the training and the development offered to the employees to fulfil the organizational goals. The firm manages an internal training institute to train and develop employees. There are two forms of training offered – on the job training and off the job training. After the training sessions, performance management strategy comes into picture where the performance of the employees is assessed and suitable rewards are offered (Citibank, 2012). This reward and control system is suitable to develop the skills as well as organize succession planning. The firm also tunes the employees towards right behaviors to ensure a satisfactory and positive workplace.

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