Mattel, Inc. is the world's largest toy company based on revenue. The company produces Barbie dolls, Hot Wheels and Matchbox cars, Masters of the Universe, American Girl dolls, and board games. The company's name is derived from Harold "Matt" Matson and Elliot Handler, who founded the company in 1945. Handler's wife, Ruth Handler, later became president, and is credited with establishing the Barbie product line for the company in 1959. Mattel closed its last American factory, originally part of the Fisher-Price division, in 2002, outsourcing production to China, the beginning of a chain of events that led to a scandal involving lead contamination. On Friday, September 3, 2010 a mini "Flash Crash" appears to have occurred in Mattel shares which plunged 22% in pre-market trade for no apparent reason, only to recover shortly thereafter.
Current Implementation of HRD
Mattel begins its Human Resource Development process even before they hire an employee. Mattel is a full value chain company which has many different aspects that it must focus on to include: design, supply chain, retail, marketing, IT, process optimization, leadership and digital development, while implementing the proper HR development.
CEO Margo Georgiadis looks for employees who want to be at a place that allows them to develop the mastery of what they are already good at and build additional strength in what they do well as a team player (Mattel Group, 2017). This is also backed up by the company mission to make a difference in the global community by effectively serving children.
Implementation of Human Resource Development at Mattel is unique compared to most toy companies. Mattel starts with a three-week indoctrination period in which employees learn about all aspects of the company. Once the three-week indoctrination is over, the employee learns their actual role in the department and job they were hired for through formal and on the job training. This is where Mattel starts to break out in their implementation of HRD. Mattel embraces an innovative spirit that enhances their fun and collaborative culture. Mattel encourages their employees to think outside the box to discover new and potentially better ways to make their jobs more fun and productive.
There are four types of positions that have different recruitment options, which includes Human Resources Manager: Human Resource Director, Vice President of Human Resources and Chief Human Resources Officer (CHRO). For Vice President of Human Resources and HR manager positions, one would recruit from within the organization through job postings. Internal recruitment has its benefits, because it's an executive position and will consider approximately 15 qualified resumes. It's critical that they live and breathe the corporate culture.
Human Resource Practices
According to Lambert and Quintana (2015), when Mattel Global Manufacturing Principles was faced with finding a way to accommodate “employees of various religious backgrounds” in the workplace, the company addressed the problem under the umbrella of nondiscrimination. Under nondiscrimination, the company respects not only the cultural, ethical, and philosophical differences of the many countries in which it operates, but also the needs of distinct employee groups within its manufacturing facilities.
In one plant in Penang, Malaysia, a very diverse area, Mattel provided a Hindu shrine, a Buddhist shrine and an Islamic Mush olla to address varying prayer needs. In Malaysia, where the company employs 10,000 people who are mostly Muslims, Mattel has gone in another direction. As part of the collective bargaining agreement a committee was put in place to help the company establish policies that would meet the needs of the local religious practices. As a result, the company allowed for two prayer rooms, flexible schedules to accommodate Friday prayer, and Muslim-sensitive menus in company cafeterias. Fasting and meal accommodations were allowed and there was paid leave given for religious activities. “Muslim employees who have three years of service at Mattel are permitted to make a pilgrimage to Mecca, entitling them to 45 days leave of absence with full pay” (BSR Staff, 2005).
Noe, et al. (2013) state that Human Resource Development can be defined as “the introduction of organized activities designed to foster increased knowledge, skills, and competencies and improved behavior. HRD refers to learning and to the activities that bring about desired change.” Human Resources Development is a part of HRM that deals with the training and development of the organization's people. According to Cascio and Boudreau (2012), strategic human resource management coordinates the organization's efforts to provide training and development experiences for its employees. Employee training can be defined as a planned attempt to facilitate employee learning of job related knowledge, skills, and behaviors or helping them correct deficiencies in their performance. Development is an effort to provide employees with the skills needed for both present and future jobs.
HRD is a series of programs and activities, direct and indirect, instructional and/or individual that positively affects the development of individual and the productivity and profit of the organization. For instance, human resource alignment means integrating decisions about people with decisions about the results an organization is trying to obtain. By integrating human resources management into the agency planning process, emphasizing human resources activities that support broad agency mission goals, and building a strong relationship between HR and management, agencies are able to ensure that the management of human resources contributes to mission accomplishment and that managers are held accountable for their HRM decisions. This is especially important in light of the Government Performance and Results Act's (GPRA) push to align all agency activities, including HRM, toward achieving defined agency strategic goals and measuring progress toward those goals.
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