Subject category:
Human Resource Management / Organisational Behaviour
Published by:
China Europe International Business School
Length: 23 pages
Data source: Field research
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Abstract
Philips global headquarters wanted implemented from top down a ''Towards One Philips'' programme, aimed to create synergy and co-ordination among all Philips units around the world. Pratt Tsu, Vice-President Human Resource of Philips China, was responsible for implementing the programme in China. Pratt needed to ensure buy-in from Philips employees of the newly defined organisational culture, to align different product divisions in this matrix organisation. He was also responsible for the redefinition of the human resources (HR) role in Philips China: shared service centres, business HR and functional HR. Faced with the challenges of talent building, employee motivation and competition in the local labour market, Pratt had to figure out what kind of solutions he should put forward to address those issues.
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Abstract
Philips global headquarters wanted implemented from top down a ''Towards One Philips'' programme, aimed to create synergy and co-ordination among all Philips units around the world. Pratt Tsu, Vice-President Human Resource of Philips China, was responsible for implementing the programme in China. Pratt needed to ensure buy-in from Philips employees of the newly defined organisational culture, to align different product divisions in this matrix organisation. He was also responsible for the redefinition of the human resources (HR) role in Philips China: shared service centres, business HR and functional HR. Faced with the challenges of talent building, employee motivation and competition in the local labour market, Pratt had to figure out what kind of solutions he should put forward to address those issues.