Essec\Faculty\Model\Contribution {#6196
  #_index: "academ_contributions"
  #_id: "2385"
  #_source: array:26 [
    "id" => "2385"
    "slug" => "redisigning-the-human-resources-function-at-lafarge"
    "yearMonth" => "2003-01"
    "year" => "2003"
    "title" => "Redisigning the Human Resources Function at Lafarge"
    "description" => "SOM, A. (2003). Redisigning the Human Resources Function at Lafarge. <i>Human Resource Management</i>, pp. 271-288."
    "authors" => array:1 [
      0 => array:3 [
        "name" => "SOM Ashok"
        "bid" => "B00001502"
        "slug" => "som-ashok"
      ]
    ]
    "ouvrage" => ""
    "keywords" => []
    "updatedAt" => "2020-12-17 17:55:06"
    "publicationUrl" => null
    "publicationInfo" => array:3 [
      "pages" => "271-288"
      "volume" => null
      "number" => null
    ]
    "type" => array:2 [
      "fr" => "Articles"
      "en" => "Journal articles"
    ]
    "support_type" => array:2 [
      "fr" => "Revue scientifique"
      "en" => "Scientific journal"
    ]
    "countries" => array:2 [
      "fr" => null
      "en" => null
    ]
    "abstract" => array:2 [
      "fr" => "Cet article décrit le processus détaillé du remodelage et de la mise en œuvre des ressources humaines (RH) chez Lafarge. L'article argumente sur le fait qu'une approche bien articulée et intégrée (1) de recrutement, de sélection et de formation, (2) de recyclage et le redéploiement, (3) de système d'évaluation des performances, (4) de mécanisme de prime et de récompense, et (5) de dégraissage, est exigé pour être aligné avec la stratégie commerciale globale de l'organisation. Il renforce également l'idée que la base d'une fonction RH à valeur ajoutée est une stratégie commerciale qui se fonde sur des personnes en tant que source d'avantage concurrentiel. Les futurs défis clé de Lafarge incluent (1) maintenir l'élan de changement, (2) l'intégration rapide et efficace des compagnies acquises et le transfert des "meilleures pratiques", et (3) attirer et retenir une main d'œuvre diverse par leur internationalisation."
      "en" => "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) performance appraisal system, (4) compensation and reward mechanism, and (5) rightsizing is required to be aligned with the overall business strategy of the organization. It also reinforces that the foundation of a value-added HR function is a business strategy that relies on people as a source of competitive advantage. Key challenges for Lafarge in the future include (1) maintaining the change momentum, (2) fast and effective integration of acquired companies and transfer of "best practices", and (3) attracting and retaining a diverse workforce through their internationalization"
    ]
    "authors_fields" => array:2 [
      "fr" => "Management"
      "en" => "Management"
    ]
    "indexedAt" => "2024-04-19T09:22:05.000Z"
    "docTitle" => "Redisigning the Human Resources Function at Lafarge"
    "docSurtitle" => "Articles"
    "authorNames" => "<a href="/cv/som-ashok">SOM Ashok</a>"
    "docDescription" => "<span class="document-property-authors">SOM Ashok</span><br><span class="document-property-authors_fields">Management</span> | <span class="document-property-year">2003</span>"
    "keywordList" => ""
    "docPreview" => "<b>Redisigning the Human Resources Function at Lafarge</b><br><span>2003-01 | Articles </span>"
    "docType" => "research"
    "publicationLink" => "<a href="#" target="_blank">Redisigning the Human Resources Function at Lafarge</a>"
  ]
  +lang: "fr"
  +"_type": "_doc"
  +"_score": 9.070925
  +"parent": null
}