Amoco Presentation6/24/98
Revised Sliced Show
Written Report
Table of Contents
Amoco Presentation
HR OBJECTIVES AND POLICIES
MISSION AND VALUES
MISSION AND VALUES
OBJECTIVES
OBJECTIVES
POLICIES
INTERNAL POLICIES
EXTERNAL POLICIES
EXTERNAL POLICIES
Organizational Structure
Organizational Chart
CEO
Finance & Accounting
Marketing
Human Resources
Purchases & Logistics
Regional Manager
Facility Managers
Author: HSE BBA
Amoco Presentation
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/index.htm (1 of 5) [5/28/1999 1:40:07 PM]
Organizational Growth
1st year planning
1st year planning
Amoco Baltic
Years 2 to 3
Years 3 to 4
Baltic and Russia in 5 years
Job Description - Top Management
Common Requirements
CEO
CEO
VP, Baltic
VP, Baltic
CFO
CFO
VP, HRM
VP, HRM
VP, Marketing
VP, Marketing
VP, Marketing
VP, Logistics
VP, Logistics
VP, Logistics
AMOCO Mid-Management Jobs
Job Title: Regional Manager
Regional Manager
Amoco Presentation
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/index.htm (2 of 5) [5/28/1999 1:40:07 PM]
Regional Manager
Regional Manager
Job Title: Facility Manager
Facility Manager
Possibilities in Job Design
Job Design (cont.)
Job Design (cont.)
Recruitment Methods
Job Markets
Sources of Recruitment
Pros & Cons Internal Recruiting
Pros & Cons External Recruiting
Recommendation
Recruitment Brochure
Selection
Personal Characteristics
Selection of Top Management
Flow of the Selection Process
First Interview
Background Investigation
Psychological & Medical Test
Final Interview
Hiring Decision
Training
Training in General
Training
Amoco Presentation
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/index.htm (3 of 5) [5/28/1999 1:40:07 PM]
Skills needed for effective performance atdifferent levels of management
Number of training days needed
Starting Operations
Human Resources
Top-Management
Orientation
Orientation cont.
Orientation cont.
Training
Training
Training cont.
Training cont.
PERFORMANCE APPRAISALS
OBJECTIVES
APPRAISAL SYSTEM
HR FUNCTION
PROCESS
PROCESS
PROCESS
CULTURAL MODIFICATIONS
SOLUTION TO THE CULTURALDIFFERENCIES: TRAINING
Compensation
Compensation instruments
Compensation goals
Compensation goals cont.
Amoco Presentation
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/index.htm (4 of 5) [5/28/1999 1:40:07 PM]
Finnish Legislation affecting Compensationand Benefits
Base salary
Pay-for-performance: incentive
Pay-for performance: bonus
Pay-for-performance: recognition
Benefit program
Benefit program cont.
Additional information
Thank You for Your Patience!
Amoco Presentation
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/index.htm (5 of 5) [5/28/1999 1:40:07 PM]
Slide 1 of 105
Amoco Presentation
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld001.htm [5/28/1999 1:40:10 PM]
Executive summary of
the Amoco-Finland case
For the readerThe executive summary tries to capture the most essentialinformation found during the process of Amoco-Finland. Althoughthe format may not fulfill the requirements of formal executivesummary, this page captures the data we consider the mostrelevant. After a brief summary there is a revised slide showwhich contains the aggregate and final presentation. We ask youto use this material during the video conference to avoid anyconflicts due to the revision.
Overview of the Finnish cultureFinland is an economically stable country with strong labor unionsand high unemployment. The impact of unions have kept thesalary levels relatively high despite unemployment. Governmentimposes heavy taxes on individuals as well as on companies.
The educational level is among the top countries in the world andthere is skilled labor available and people are ready for newchallenges. To some degree, the Finnish people prefer staying inFinland and need strong incentives to move abroad for work. Wedo not see this as a major concern. However, we must addressthis point to the applicants when hiring them to avoid laterproblems.
Safety wise Finland is a good place to establish an organization.There is no major concern for safety issues.
Overview of Russian and Baltic culturesRussia and Baltics have gone through many changes in the pastfew years and they are developing quickly. Our definition of theirproblems and current situation are partly assumptions, becausewe do not have on-hand experience of local customs.
We have agreed with the research team that there are verypotential markets in Eastern Europe. We also agreed that theeducational level as well as work moral, health care issues, and
Amoco executive summary
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/report.htm (1 of 6) [5/28/1999 1:40:12 PM]
safety issues are concerns to consider.
Corporate mission and policyAmoco's mission statement and corporate culture apply to everycountry, despite the cultural differences. However, theimplementation and administration of some policies will need tobe adjusted in order to avoid conflict with the country's culture,society, laws, or political structure. Major concerns are relocatingemployees, the absence of facility manager in Finland, appraisaland compensation policies.
Amoco Finland is a gateway to Russia and Baltics. Therefore weneed to build a profitable organization which supports theexpansion to the eastern Europe. The expansion will be executed,supervised and supported by Amoco Finland. A similarorganizational structure will be implemented to Russia and Baltics.
Teams and individuals need to be committed to a long termrelationship with Amoco. Employees and organization strive forcontinuos improvement through self-development and team work.Amoco Finland will also continue the social responsibility program,where the society is important as a whole.
Organization and the development planAmoco Finland will start as a flat organization with a CEO, VPmarketing, VP Human resource, VP Logistics, and CFO. To supportthem, the starting organization includes four regional managers,Russian VP, and Baltic VP. After operations begin to expand therewill be a need to hire assistants for each department as well asregion managers. The organization in Finland does not includefacility manager due to the characteristics of Finnishentrepreneurs. It would hinder the franchisee contracts to includefacility managers in Finland. Having facility managers wouldinterfere with the way the Finns perceive entrepreneurship. Alsothe overall costs can be reduced greatly by eliminating facilitymanagers.
Our goal is to run operations in full within three to five years.Baltic and Russian operations will be closely connected to AmocoFinland and later separated to their own units.
1st year operations: Finland will establish and operate 25 facilitiesafter the first year. These facilities locate mostly in the southernFinland and will be constructed under the supervision of regionmanagers. First facilities will be established also to Baltics,although fewer than in Finland. Following the development of theFinnish organization will give experience to Baltic VP as well asgive insights of future planning. The Baltic VP is responsible for
Amoco executive summary
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/report.htm (2 of 6) [5/28/1999 1:40:12 PM]
the first franchisee and construction contracts, he/she alsosupervises the process and reports to the CEO of Finland. TheRussian VP is planning the strategy for Russia in cooperation withthe CEO of Finland and starts to negotiate franchisee andconstruction contracts. There will not be any facilities establishedin Russia during the first year.
2nd year operations: Finland has 50 operating facilities locatedclose to major cities. Number of regional managers will increaseto six and the need for their assistants will be evaluated. TheBaltic VP continues to develop operations in Baltics, hires regionalmanagers and facility managers with the Finnish HR team, andreport to the CEO of Finland. The number of stations will be close to 30. In Russia, the first stations are opened.
3rd year operations: All 100 stations operate in Finland and thenumber of regional managers is ten. Concentration is directedtowards cost-efficiency and service quality. First 15 stations areoperating in Russia and over 50 in the Baltics. Baltic organizationis becoming independent from the Finnish one.
4th year operations: The Russian organization is starting tooperate independently and continues to grow all around Russia.
Job DescriptionCommon requirements for higher positions are a University leveldegree, several years of experience in the field of the position,fluency of English, and long term commitment to the company.The slide show defines individual and more specified requirementsas well as the job description.
Region manager requirements also include the same basiceducational background but also concentrates more on specificskills as well. Organizational and communication skills, as well asleadership and computer skills are essential to perform the jobefficiently. Willingness to travel during weekends is alsoimportant. The facility managers, who work in Baltic and Russiaare not required to have an academic background. They are,however, expected to handle basic accounting tasks, have goodproblem solving skills, and general knowledge of business.
Suggestions for job design methods include job enlargement, jobrotation, job enrichment, and team participation techniques. Usingthese methods will improve the work environment and enhanceself-development as well as support the team spirit.
RecruitmentThe education situation in Eastern Europe will cause problems in
Amoco executive summary
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/report.htm (3 of 6) [5/28/1999 1:40:12 PM]
finding many talented employees. Therefore our company mustattract currently working managers from other companies andemployees from other countries to start the operations in EasternEurope. Later we can train new employees but we found it crucialto start with professionals.
Recruiting sources include headhunting agencies, advertising, andinternet. We suggest that the CEO and CFO are recruitedinternally, because they are already familiar with the Amocopolicies. Marketing and HR personnel should be recruitedexternally, as language skills and cultural experience are requiredfor effective results. Regional managers are planned to berecruited from national labor market, to secure familiarity withlocal customs. The facility managers are recruited from localmarket.
SelectionAmoco employees should have both managerial and interpersonalskills. The most important managerial skills required are: risktaker, analytical skills, leadership skills, organizing skills, effectivedecision-making under pressure, and goal-oriented. The requiredinterpersonal skills include: strong ethical values, extrovert personwith communication skills, capability to teamwork, and languageskills.
The Finnish CEO will be pointed out by Amoco-USA CEO. The VicePresidents are selected by the Finnish CEO with the help ofAmerican HR team. Other decisions concerning the Finnishorganization are made by the Finnish CEO with the help of HRVice President.
We also believe that not all the implemented policies in US will besuitable to employees in Europe. For example, the Finnishemployees do not tolerate continuos supervision whereas easternEurope workers must be supervised.
TrainingAll employees are given an orientation period where they arefamiliarized with the company. The training is divided into twocategories: business skills in Russia and Baltic; Amoco ethics,values, and products. Top-management will receive the basictraining in the first two weeks in the US head quarter. Afterwards,these will be the people to implement the policies in Finland.
Training is done in three levels:Top-management has external courses, visits facilitiesand head quarter.
■
Amoco executive summary
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/report.htm (4 of 6) [5/28/1999 1:40:12 PM]
Middle management is familiarized with Baltic andRussian environment and taught the basic languageskills
■
Facility managers and franchisees need productknowledge, standards, rules and regulations, andcustomer service skills.
■
AppraisalThe goal of appraisal is to influence individual behavior, fosterself-development, and help individuals to perform as a team.Important task is also to provide information to supportcompensation, possible employee termination, and internalrecruiting decisions.
The appraisal is done by using 360 degree evaluation, whereco-workers, supervisor and employee oneself takes part in theprocess.
CompensationCompensation goals include low employee turnover rate, fostercorporate culture, and improve organization performance.Incentives address teamwork and creativity. The base salary isdetermined according the industry average. Thepay-for-performance compensation and benefit program aim toattract the best skills to join Amoco team.
Compensation policy does not conflict the values of the companybut supports them. It is also fair and manageable. Idea was tosuggest a different policy from the current so there could bediscussion how to attract the skilled people.
To Slide show
Helsinki School of Economics and BusinessAdministration
Amoco executive summary
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/report.htm (5 of 6) [5/28/1999 1:40:12 PM]
Amoco executive summary
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/report.htm (6 of 6) [5/28/1999 1:40:12 PM]
Slide 2 of 105
HR OBJECTIVES AND POLICIES
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld002.htm [5/28/1999 1:40:13 PM]
Slide 3 of 105
MISSION AND VALUES
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld003.htm [5/28/1999 1:40:14 PM]
Slide 4 of 105
MISSION AND VALUES
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld004.htm [5/28/1999 1:40:16 PM]
Slide 5 of 105
OBJECTIVES
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld005.htm [5/28/1999 1:40:17 PM]
Slide 6 of 105
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld006.htm [5/28/1999 1:40:18 PM]
Slide 7 of 105
POLICIES
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld007.htm [5/28/1999 1:40:20 PM]
Slide 8 of 105
INTERNAL POLICIES
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld008.htm [5/28/1999 1:40:21 PM]
Slide 9 of 105
EXTERNAL POLICIES
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld009.htm [5/28/1999 1:40:22 PM]
Slide 10 of 105
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld010.htm [5/28/1999 1:40:23 PM]
Slide 11 of 105
Organizational Structure
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld011.htm [5/28/1999 1:40:25 PM]
Slide 12 of 105
Organizational Chart
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld012.htm [5/28/1999 1:40:26 PM]
Slide 13 of 105
CEO
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld013.htm [5/28/1999 1:40:27 PM]
Slide 14 of 105
Finance & Accounting
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld014.htm [5/28/1999 1:40:28 PM]
Slide 15 of 105
Marketing
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld015.htm [5/28/1999 1:40:30 PM]
Slide 16 of 105
Human Resources
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld016.htm [5/28/1999 1:40:31 PM]
Slide 17 of 105
Purchases & Logistics
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld017.htm [5/28/1999 1:40:32 PM]
Slide 18 of 105
Regional Manager
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld018.htm [5/28/1999 1:40:34 PM]
Slide 19 of 105
Facility Managers
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld019.htm [5/28/1999 1:40:35 PM]
Slide 20 of 105
Organizational Growth
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld020.htm [5/28/1999 1:40:36 PM]
Slide 21 of 105
1st year planning
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld021.htm [5/28/1999 1:40:37 PM]
Slide 22 of 105
1st year planning
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld022.htm [5/28/1999 1:40:39 PM]
Slide 23 of 105
Amoco Baltic
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld023.htm [5/28/1999 1:40:40 PM]
Slide 24 of 105
Years 2 to 3
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld024.htm [5/28/1999 1:40:41 PM]
Slide 25 of 105
Years 3 to 4
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld025.htm [5/28/1999 1:40:42 PM]
Slide 26 of 105
Baltic and Russia in 5 years
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld026.htm [5/28/1999 1:40:44 PM]
Slide 27 of 105
Job Description -
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld027.htm [5/28/1999 1:40:45 PM]
Slide 28 of 105
Common Requirements
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld028.htm [5/28/1999 1:40:46 PM]
Slide 29 of 105
CEO
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld029.htm [5/28/1999 1:40:47 PM]
Slide 30 of 105
CEO
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld030.htm [5/28/1999 1:40:49 PM]
Slide 31 of 105
VP, Baltic
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld031.htm [5/28/1999 1:40:50 PM]
Slide 32 of 105
VP, Baltic
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld032.htm [5/28/1999 1:40:51 PM]
Slide 33 of 105
CFO
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld033.htm [5/28/1999 1:40:52 PM]
Slide 34 of 105
CFO
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld034.htm [5/28/1999 1:40:54 PM]
Slide 35 of 105
VP, HRM
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld035.htm [5/28/1999 1:40:55 PM]
Slide 36 of 105
VP, HRM
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld036.htm [5/28/1999 1:40:56 PM]
Slide 37 of 105
VP, Marketing
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld037.htm [5/28/1999 1:40:57 PM]
Slide 38 of 105
VP, Marketing
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld038.htm [5/28/1999 1:40:59 PM]
Slide 39 of 105
VP, Marketing
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld039.htm [5/28/1999 1:41:00 PM]
Slide 40 of 105
VP, Logistics
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld040.htm [5/28/1999 1:41:01 PM]
Slide 41 of 105
VP, Logistics
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld041.htm [5/28/1999 1:41:03 PM]
Slide 42 of 105
VP, Logistics
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld042.htm [5/28/1999 1:41:04 PM]
Slide 43 of 105
AMOCO
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld043.htm [5/28/1999 1:41:05 PM]
Slide 44 of 105
Job Title: Regional Manager
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld044.htm [5/28/1999 1:41:06 PM]
Slide 45 of 105
Regional Manager
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld045.htm [5/28/1999 1:41:08 PM]
Slide 46 of 105
Regional Manager
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld046.htm [5/28/1999 1:41:09 PM]
Slide 47 of 105
Regional Manager
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld047.htm [5/28/1999 1:41:10 PM]
Slide 48 of 105
Job Title: Facility Manager
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld048.htm [5/28/1999 1:41:12 PM]
Slide 49 of 105
Facility Manager
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld049.htm [5/28/1999 1:41:13 PM]
Slide 50 of 105
Possibilities in Job Design
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld050.htm [5/28/1999 1:41:14 PM]
Slide 51 of 105
Job Design (cont.)
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld051.htm [5/28/1999 1:41:15 PM]
Slide 52 of 105
Job Design (cont.)
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld052.htm [5/28/1999 1:41:17 PM]
Slide 53 of 105
Recruitment Methods
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld053.htm [5/28/1999 1:41:18 PM]
Slide 54 of 105
Job Markets
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld054.htm [5/28/1999 1:41:19 PM]
Slide 55 of 105
Sources of Recruitment
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld055.htm [5/28/1999 1:41:20 PM]
Slide 56 of 105
Pros & Cons
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld056.htm [5/28/1999 1:41:21 PM]
Slide 57 of 105
Pros & Cons
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld057.htm [5/28/1999 1:41:23 PM]
Slide 58 of 105
Recommendation
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld058.htm [5/28/1999 1:41:24 PM]
Slide 59 of 105
Recruitment Brochure
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld059.htm [5/28/1999 1:41:25 PM]
Slide 60 of 105
Selection
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld060.htm [5/28/1999 1:41:26 PM]
Slide 61 of 105
Personal Characteristics
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld061.htm [5/28/1999 1:41:28 PM]
Slide 62 of 105
Selection of Top Management
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld062.htm [5/28/1999 1:41:29 PM]
Slide 63 of 105
Flow of the Selection Process
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld063.htm [5/28/1999 1:41:30 PM]
Slide 64 of 105
First Interview
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld064.htm [5/28/1999 1:41:31 PM]
Slide 65 of 105
Background Investigation
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld065.htm [5/28/1999 1:41:33 PM]
Slide 66 of 105
Psychological & Medical Test
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld066.htm [5/28/1999 1:41:34 PM]
Slide 67 of 105
Final Interview
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld067.htm [5/28/1999 1:41:35 PM]
Slide 68 of 105
Hiring Decision
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld068.htm [5/28/1999 1:41:36 PM]
Slide 69 of 105
Training
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld069.htm [5/28/1999 1:41:38 PM]
Slide 70 of 105
Training in General
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld070.htm [5/28/1999 1:41:39 PM]
Slide 71 of 105
Training
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld071.htm [5/28/1999 1:41:40 PM]
Slide 72 of 105
Skills needed for effective performance at different levels of management
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld072.htm [5/28/1999 1:41:41 PM]
Slide 73 of 105
Number of training days needed
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld073.htm [5/28/1999 1:41:43 PM]
Slide 74 of 105
Starting Operations
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld074.htm [5/28/1999 1:41:44 PM]
Slide 75 of 105
Human Resources
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld075.htm [5/28/1999 1:41:45 PM]
Slide 76 of 105
Top-Management
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld076.htm [5/28/1999 1:41:46 PM]
Slide 77 of 105
Orientation
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld077.htm [5/28/1999 1:41:48 PM]
Slide 78 of 105
Orientation cont.
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld078.htm [5/28/1999 1:41:49 PM]
Slide 79 of 105
Orientation cont.
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld079.htm [5/28/1999 1:41:50 PM]
Slide 80 of 105
Training
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld080.htm [5/28/1999 1:41:51 PM]
Slide 81 of 105
Training
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld081.htm [5/28/1999 1:41:53 PM]
Slide 82 of 105
Training cont.
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld082.htm [5/28/1999 1:41:54 PM]
Slide 83 of 105
Training cont.
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld083.htm [5/28/1999 1:41:55 PM]
Slide 84 of 105
PERFORMANCE APPRAISALS
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld084.htm [5/28/1999 1:41:56 PM]
Slide 85 of 105
OBJECTIVES
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld085.htm [5/28/1999 1:41:58 PM]
Slide 86 of 105
APPRAISAL SYSTEM
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld086.htm [5/28/1999 1:41:59 PM]
Slide 87 of 105
HR FUNCTION
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld087.htm [5/28/1999 1:42:00 PM]
Slide 88 of 105
PROCESS
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld088.htm [5/28/1999 1:42:02 PM]
Slide 89 of 105
PROCESS
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld089.htm [5/28/1999 1:42:03 PM]
Slide 90 of 105
PROCESS
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld090.htm [5/28/1999 1:42:04 PM]
Slide 91 of 105
CULTURAL MODIFICATIONS
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld091.htm [5/28/1999 1:42:06 PM]
Slide 92 of 105
SOLUTION TO THE CULTURAL DIFFERENCIES: TRAINING
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld092.htm [5/28/1999 1:42:07 PM]
Slide 93 of 105
Compensation
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld093.htm [5/28/1999 1:42:08 PM]
Slide 94 of 105
Compensation instruments
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld094.htm [5/28/1999 1:42:09 PM]
Slide 95 of 105
Compensation goals
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld095.htm [5/28/1999 1:42:11 PM]
Slide 96 of 105
Compensation goals cont.
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld096.htm [5/28/1999 1:42:12 PM]
Slide 97 of 105
Finnish Legislation affecting Compensation and Benefits
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld097.htm [5/28/1999 1:42:13 PM]
Slide 98 of 105
Base salary
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld098.htm [5/28/1999 1:42:14 PM]
Slide 99 of 105
Pay-for-performance: incentive
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld099.htm [5/28/1999 1:42:16 PM]
Slide 100 of 105
Pay-for performance: bonus
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld100.htm [5/28/1999 1:42:17 PM]
Slide 101 of 105
Pay-for-performance: recognition
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld101.htm [5/28/1999 1:42:18 PM]
Slide 102 of 105
Benefit program
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld102.htm [5/28/1999 1:42:20 PM]
Slide 103 of 105
Benefit program cont.
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld103.htm [5/28/1999 1:42:21 PM]
Slide 104 of 105
Additional information
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld104.htm [5/28/1999 1:42:22 PM]
Slide 105 of 105
Thank You for Your Patience!
http://www.mli.hkkk.fi/bba/hrm/amoco/1998bba/execsum/sld105.htm [5/28/1999 1:42:23 PM]