留学生essay代写范例：A company overview of FedEx
留学生essay代写范例-联邦快递公司概览。本文是一篇由本站代写服务提供的essay代写参考，主要内容是讲述总部位于美国的联邦快递公司是一家广受赞誉的物流和运输巨头，是一家由许多子公司组成的企业集团，如联邦快递、联邦快递地面、联邦快递货运、联邦快递办公室、联邦快递定制关键、联邦快递贸易网络和联邦快递服务，以联邦快递品牌运作（联邦快递，2009年）。联邦快递的核心竞争力在于包裹路线、配送和员工关系。弗雷德里克·W·史密斯于1971年以联邦快递的名义成立了联邦快递公司。下面就一起来看一下这篇留学生essay代写范例。
US based FedEx Corporation, is a universally acclaimed corporate giant for logistics and transportation and is a conglomerate of many subsidiary companies like – FedEx Express, FedEx Ground, FedEx Freight, FedEx Office, FedEx Custom Critical, FedEx Trade Networks and FedEx Services – functioning under the FedEx brand name (FedEx, 2009). FedEx’s core competencies lie in package routing, delivery and employee relations. Frederick W. Smith instituted the FedEx Corporation in 1971 under the name Federal Express. In 1998, the Federal Express Corporation was as FDX Corporation. It was in January 2000, that the FDX Corporation was renamed as FedEx Corporation and its subsidiaries were re-branded as well. Federal Express came to be known as FedEx Express since then; the small-package ground service RPS got re-branded as FedEx Ground; the shipping provider Roberts Express got renamed as FedEx Custom Critical; Caliber Technology and contract logistics provider Caliber Logistics were united to form FedEx Global Logistics; FedEx’s retail arm renamed as FedEx Office. Ever since its inception in 1971, FedEx showed extraordinary growth and truly metamorphosed into a gargantuan company. Today the company stands tall with a marked revenue upswing of $35.5 billion (though down 6% from $38.0 the previous year the loss can be mainly attributed to global economic slowdown) (FedEx Corp. – 4th Qtr. Earnings, 2009, June 17). FedEx comprises of a strong workforce of more than 290,000 employees and contractors. FedEx is renowned for its various ace service and innovatory HR practices, policies and procedures. This is proven by its consistent appearance on the Fortune magazine’s lists – “World’s Most Admired Companies”, “America’s Most Admired Companies” and “100 Best Companies to Work for in America”. FedEx enjoys nonpareil leadership in various realms of HRM such as employee motivation, employee retention, diversity of work and benefits and compensation. The key contributing factor to FedEx’s ginormous success and reputation is its People-Service-Profit (PSP) philosophy according to which FedEx views human resources as the prime contributor for its profitability.
总部位于美国的联邦快递公司是一家广受赞誉的物流和运输巨头，是一家由许多子公司组成的企业集团，如联邦快递、联邦快递地面、联邦快递货运、联邦快递办公室、联邦快递定制关键、联邦快递贸易网络和联邦快递服务，以联邦快递品牌运作（联邦快递，2009年）。联邦快递的核心竞争力在于包裹路线、配送和员工关系。弗雷德里克·W·史密斯于1971年以联邦快递的名义成立了联邦快递公司。1998年，联邦快递公司更名为FDX公司。2000年1月，FDX公司更名为联邦快递公司，其子公司也被重新命名。从那时起，联邦快递就被称为联邦快递；小包裹地面服务RPS被重新命名为联邦快递地面服务；运输提供商Roberts Express更名为FedEx Custom Critical；Caliber Technology和合同物流提供商Caliber logistics联合成立联邦快递全球物流；联邦快递的零售部门更名为联邦快递办公室。自1971年成立以来，联邦快递表现出了非凡的发展，并真正蜕变为一家庞大的公司。如今，该公司以355亿美元的显著收入增长而屹立不倒（尽管比前一年的38.0美元下降了6%，但亏损主要归因于全球经济放缓）（联邦快递公司——2009年第四季度盈利，6月17日）。联邦快递拥有超过29万名员工和承包商。联邦快递以其各种一流的服务和创新的人力资源实践、政策和程序而闻名。它在《财富》杂志的“世界最受赞赏的公司”、“美国最受尊敬的公司”和“美国100家最佳工作公司”榜单上的持续出现证明了这一点。联邦快递在人力资源管理的各个领域，如员工激励、员工留用、工作多样性、福利和薪酬等，都享有卓越的领导地位。联邦快递取得巨大成功和声誉的关键因素是其人民服务利润（PSP）理念，根据该理念，联邦快递将人力资源视为其盈利能力的主要贡献者。
Strategic HRM
FedEx’s objectives are to offer 100% service quality, immaculate customer service and overnight parcel delivery. FedEx’s corporate strategy is differentiation that transcends product, market and geographic boundaries. FedEx’s is able to maintain its competitive edge by way of its uncanny ability to innovate and by its being leader in technology. All the HR strategies elaborated below facilitate FedEx to enjoy competitive advantage by ways of innovation, technology, human resource and management capabilities.
HRM Organizational Objectives
Faultless delivery of tens of thousands of packages within stipulated maximum of 48 hours with an immaculate service quality is definitely a wondrous accomplishment. Despite the fact that FedEx adopted technological innovations well ahead of time, its capability and power to provide first-rate customer service is possible chiefly because of its committed, inspired and well-trained manpower. FedEx strategically manages its manpower resources. FedEx’s organizational strategy is “Compete collectively, Operate independently and Manage collaboratively” (FedEx, 2009, Mission, Strategy, Values). FedEx Corporation aligns its HR activities with its organizational strategy and by doing so it is capable of attaining such incredible and improbable success. People-Service-Profit (PSP) doctrine religiously adopted by FedEx Corporation assures that the organization’s priceless human resources are well cared for and empowered as well. Owing to the fact that the employees are taken good care of and are delegated with more power and authority, they reciprocally take care of the organization by delivering ace quality of service thereby facilitating the organization in reaping more profits (Chang, Labovitz & Rosansky, 1995, p.34; Birla, 2005, pp.9-13). Hence the People-Service-Profit (PSP) slogan forms the basis for all decisions made by the FedEx top management.
Key HR Strategies
FedEx’s core HR strategies and their alignment with organizational objectives are discussed as under:
Recruitment and Selection Strategy
FedEx recruits capable and qualified manpower for all hierarchical levels. It set up promotion from within policy with the intent of providing fair chance to all employees to employ their skills and competencies at work to the full (Birla, 2005, p.196). The company committed to a no lay-off policy so long as its survival is not imperilled (Frock, 2006, p.67).
Communication Strategy
FedEx employs several processes like Open-Door Policy (ODP) (Frock, 2006, p-204), Guaranteed Fair Treatment Program (GFTP) (Frock, 2006, p.207) and Survey-Feedback-Action (SFA) (Frock, 2006, p.206) to establish sound and good bipartite communication networks. Employees from all hierarchical levels are made to actively get involved and interact freely in the various discussion and QA programs employed by FedEx.
Compensation Strategy
FedEx offers extremely competitive pay schemes (Dessler, 2003, p.358). It also gives pay-for-performance incentives. It ensures fair treatment of all employees. It vouches job security for all employees.
Training and Development Strategy
FedEx’s Training strategy facilitates in fulfilling its organizational objective of cent percent customer contentment. The organization practices promotion-from-within policy. Hence it ensures that adequate and all-encompassing training – comprising leadership conceptions, quality management and organizational philosophy – is provided to employees belonging to all rungs of organizational hierarchy.
HRM Models
Harvard Model
Harvard model sketches four key HR domains – 1) Human Resource Flows – recruitment, selection, appraisal, termination etc.; 2) Reward systems – pay packaging, employee motivation etc.; 3) Employee empowerment – empower and delegate employees with more power, authority and accountability; and 4) Work systems – work definition, managing diversity of work and alignment of human resources (Price, 2007, pp.35-37). The above four policy areas result in the 4 Cs – Commitment, Congruence, Competence and Cost-Effectiveness. The characteristics of Harvard Model of HRM that are prevalent in FedEx environment are the following:
Human Resource Flows
Recruitment and Selection – FedEx is consistently showered with laurels such as “best employer”, “most admired organization” and “great place to work”. FedEx, having earned such recognition and accolades does not obviously have any trouble with enticing and luring the best work force. FedEx carries out both internal and external recruitment drives. In FedEx, collaborative effort is valued more than individual effort. Equal employment opportunities are given to skilled and competent potential candidates at all hierarchical levels. FedEx’s “Job Change Applicant-Tracking System” (JCATS) offers opportunities to irregular workers to acquire regular employment (Shen, 2007). Also FedEx’s “Leadership Evaluation and Awareness Process” (LEAP) provided employees from non-managerial positions search positions at managerial levels (Holbeche, 2001, p.294).
Appraisal – FedEx’s performance appraisal done annually relates pay hikes to individual performance. Performance goals are decided and agreed in advance but of few notable characteristics that deserve appreciation and guaranteed pay hikes are enthusiasm, team playing skills, commitment, customer orientation and technical know-how and expertise (Cook, 208, p.205). Pay reviews for hourly paid workers are done once every 6 months.
Reward Systems
FedEx’s rewards system comprises of various awards such as The Five Star Award, Super Star Award, Bravo Zulu, Circle of Excellence and Golden Falcon Award that are instituted to motivate and boost the morale of the employees and push them towards even more better performance (Mcshane, Von Glinow & Sharma, 2008, p.552).
Employee Empowerment
FedEx caters to customers’ demands by even exceeding their expectations, which is why it is possible to deliver such a top-rate customer service. In order to meet and exceed customers’ expectations, FedEx resorted to employee empowerment (Kandula, 2004, p.143). Employee empowerment is the most established and proven means to gain competitive edge over peers. Employees are empowered to the extent of even chartering flights on their own so as to meet the customer delivery requirements. FedEx has even empowered truck drivers so that they are accountable for scheduling their delivery routes in order to meet the delivery schedule. Federal Express records Service-Quality Indicator (SQI) depending on various parameters like – a) prompt delivery of shipments; b) delivering past the stipulated deadline; c) unable to track the status of the shipment within half an hour of a customer’s enquiry. SQI’s intent is to comprehend the causes for failure and reduce such instances in order to increase customer satisfaction. Keeping SQI at desired levels was possible due to employee empowerment.
Managing work diversity
FedEx won the accolade “100 Best Companies to Work For” from Fortune magazine due to its capability of managing work diversity (FORTUNE, 2009, January 23).
From the above four policy areas identified in the context of FedEx, we can infer the following –
Commitment
By putting the people first as in the FedEx philosophy “People-Service-Profit” (PSP) and adopting various employee-friendly HR practices detailed above (recruitment, selection, rewards system, employee empowerment), the workforce will definitely remain committed to fulfilling FedEx’s goals. FedEx work environment is conducive to innovation and its practices are employee-friendly to ensure that they are kept motivated ever.
战略人力资源管理
联邦快递的目标是提供100%的服务质量、完美的客户服务和隔夜包裹递送。联邦快递的企业战略是超越产品、市场和地理界限的差异化。联邦快递凭借其惊人的创新能力和技术领先地位，能够保持其竞争优势。以下阐述的所有人力资源战略都有助于联邦快递在创新、技术、人力资源和管理能力方面享有竞争优势。
人力资源管理组织目标
在规定的最长48小时内无故障交付数万个包裹，提供完美的服务质量，这绝对是一项了不起的成就。尽管联邦快递提前采用了技术创新，但其提供一流客户服务的能力和力量之所以成为可能，主要是因为其敬业、有灵感和训练有素的人力。联邦快递对其人力资源进行战略性管理。联邦快递的组织战略是“集体竞争，独立运营，协同管理”（联邦快递，2009，使命，战略，价值观）。联邦快递公司将其人力资源活动与其组织战略相结合，通过这样做，它能够取得如此不可思议的成功。联邦快递公司虔诚地采用的人民服务利润（PSP）原则确保了该组织无价的人力资源也得到了很好的照顾和授权。由于员工得到了很好的照顾，并被赋予了更多的权力和权限，他们通过提供一流的服务来相互照顾组织，从而促进组织获得更多的利润（Chang，Labovitz和Rosansky，1995年，第34页；Birla，2005年，第9-13页）。因此，人民服务利润（PSP）口号构成了联邦快递最高管理层所有决策的基础。
关键人力资源战略
联邦快递的核心人力资源战略及其与组织目标的一致性讨论如下：
招聘和选拔策略
联邦快递为各级招聘有能力和合格的员工。它在政策范围内进行晋升，旨在为所有员工提供公平的机会，让他们在工作中充分利用自己的技能和能力（Birla，2005年，第196页）。该公司承诺，只要其生存不受威胁，就不裁员（Frock，2006，第67页）。
沟通策略
联邦快递采用了多种流程，如开门政策（ODP）（Frock，2006，第204页）、保证公平待遇计划（GFTP）（Froc，2006，207页）和调查反馈行动（SFA）（Frack，2006，206页），以建立健全的双方通信网络。来自各个层级的员工都被要求积极参与联邦快递采用的各种讨论和QA计划，并自由互动。
薪酬策略
联邦快递提供极具竞争力的薪酬方案（Dessler，2003年，第358页）。它还提供按绩效付费的激励措施。它确保公平对待所有员工。它保证所有员工的工作安全。
培训和发展战略
联邦快递的培训战略有助于实现其客户满意度为%的组织目标。该组织在政策范围内进行晋升。因此，它确保为属于组织层级所有阶层的员工提供充分和全面的培训，包括领导理念、质量管理和组织哲学。
人力资源管理模型
哈佛模型
哈佛大学的模型描绘了四个关键的人力资源领域——1）人力资源流——招聘、选拔、评估、终止等。；2） 奖励制度——薪酬包装、员工激励等。；3） 员工赋权——赋予员工更多的权力、权威和责任；以及4）工作系统——工作定义、工作多样性管理和人力资源整合（Price，2007，第35-37页）。上述四个政策领域产生了4个C——承诺、一致性、能力和成本效益。在联邦快递环境中流行的哈佛人力资源管理模式的特点如下：
人力资源流动
招聘和选拔-联邦快递一直被授予“最佳雇主”、“最受尊敬的组织”和“绝佳工作场所”等荣誉。联邦快递赢得了这样的认可和赞誉，显然在吸引和吸引最优秀的劳动力方面没有任何困难。联邦快递开展内部和外部招聘活动。在联邦快递，合作比个人努力更受重视。所有级别的有技能和能力的潜在候选人都有平等的就业机会。联邦快递的“工作变动申请人跟踪系统”（JCATS）为非正规工人提供了获得正常工作的机会（沈，2007）。此外，联邦快递的“领导力评估和意识流程”（LEAP）为非管理职位的员工提供了管理层职位的搜索（Holbeche，2001，第294页）。
评估-联邦快递每年进行的绩效评估将加薪与个人绩效挂钩。绩效目标是事先决定和商定的，但很少有值得赞赏和保证加薪的显著特征是热情、团队合作技能、承诺、客户导向以及技术诀窍和专业知识（Cook，208，p.205）。每6个月对时薪工人进行一次工资审查。
奖励制度
联邦快递的奖励体系包括各种奖项，如五星奖、超级明星奖、Bravo Zulu、卓越圈和金猎鹰奖，这些奖项旨在激励和鼓舞员工的士气，并推动他们取得更好的业绩（Mcshane，Von Glinow&Sharma，2008，第552页）。
员工授权
联邦快递甚至超过了客户的期望，从而满足了客户的需求，这就是为什么能够提供如此一流的客户服务的原因。为了满足和超越客户的期望，联邦快递采取了员工赋权的方式（Kandula，2004年，第143页）。员工赋权是获得竞争优势的最成熟和最有效的手段。员工有权自行包机，以满足客户的交付要求。联邦快递甚至赋予卡车司机权力，让他们负责安排送货路线，以满足送货时间表。联邦快递根据各种参数记录服务质量指标（SQI），如：a）及时交付货物；b） 在规定的截止日期后交付；c） 无法在客户询问后的半小时内跟踪货物的状态。SQI的目的是了解故障的原因，减少此类情况，以提高客户满意度。由于员工赋权，将SQI保持在所需水平是可能的。
管理工作多样性
联邦快递因其管理工作多样性的能力而获得《财富》杂志“100家最佳工作公司”的荣誉（《财富》，2009年1月23日）。
根据联邦快递的上述四个政策领域，我们可以推断如下——
承诺
通过将人民放在首位，如联邦快递的理念“人民服务利润”（PSP），并采用上文详述的各种员工友好型人力资源实践（招聘、选拔、奖励制度、员工赋权），员工肯定会继续致力于实现联邦快递的目标。联邦快递的工作环境有利于创新，其做法对员工友好，以确保他们始终保持积极性。
Congruence
All the HR practices outlined above have their objectives aligned perfectly with FedEx’s goals – that is – to offer unparalleled customer service.
Competence
FedEx’s core competence is its leadership in innovation, human resources and processes. FedEx with its best employer tag and excellent HR practices is able to easily attract and retain talented pool of workforce and this mainly contributes to its success in its operational area.
Cost-Effectiveness
Obviously, FedEx’s processes are cost-competitive and facilitate in a great manner to maintain the competitive edge over its competitors.
Guest Model
This model posits that provided a unified set of HRM practices and procedures is employed in a logical and consistent manner, with the objective of accomplishing the prescriptive objectives of great dedication, superior quality and task flexibility, then super-ordinate employee performance will ensue. Further such a collective performance excellence from employees will eventually result in superior organizational performance too. Guest model’s six components are – 1) an HRM strategy; 2) a set of HRM policies; 3) a set of HRM outcomes; 4) behavioural outcomes; 5) performance outcomes and finally 6) financial outcomes
HRM strategy
FedEx’s strategy is differentiation that transcends product, market and geographic boundaries in order to attain 100% customer satisfaction.
HRM practices & policies
Recruitment & selection, training, appraisal, rewards, job design, involvement, job security, open-door policy, promotion-from-within, no-layoff-policy, profit-sharing policy, fair-treatment policy
HRM outcomes
Employee commitment, service quality and flexibility
Behavioural outcomes
Motivation, involvement and collaboration
Performance outcomes
High productivity, high innovation, low turnover, low absenteeism, less customer complaints
Financial outcomes
Profits, good ROI (Return on Investment)
Key HRM Activities
Recruitment
Recruiting the right skilled and talented workforce is crucial to fulfilling FedEx’s organizational strategy and this becomes a key HRM activity that facilitates FedEx maintaining its competitive edge over its peers as well. The Recruitment and Selection procedures practiced at FedEx are detailed under the HR Planning and Development section below.
Rewards
FedEx has set up various awards that are defined below to acknowledge talent and to actuate exceedingly gifted employees (Mcshane, Von Glinow & Sharma, 2008, p.552; FedEx Overview, n.d.). These awards, tokens of appreciation and accolades immensely facilitate in motivating the employees to improve and do even better and fix high standards for them as individuals and as teams.
The Five Star Award
The highest and best award one will get in FedEx for exceptional performance is the Five Star Award. The employee who contributes to an extraordinary extent to enhance teamwork, service quality and profitableness receives this most coveted award.
Super Star Award
Employees who perform consistently and are constant achievers in terms of performance deserve this Super Star award.
Bravo Zulu
Bravo Zulu is slang used by US Navy for “well done”. Employees whose performance is outstanding are sure to receive this award.
Circle of Excellence
Team and collaborative effort demands appreciation, recognition and encouragement. This award is one such award given to teams rather than individuals that do exceptionally good.
Golden Falcon award
Employees who offer extraordinary customer service by exceeding the customers’ expectations deserve the Golden Falcon award.
Internal Communication
Bipartite communication involving the top management and the employees is prevalent in FedEx Corporation. FedEx is committed to Open-Door Policy (ODP), Guaranteed Fair Treatment Program (GFTP) and Survey-Feedback-Action (SFA) in order to facilitate such a bipartite communication.
Open-Door Policy (ODP)
ODP facilitates employee empowerment by enabling them to call into question / to register their displeasure (or) discontent regarding various organizational policies such as – hiring, career, benefits, compensation, etc. The formal accusations and charges thus registered are put forward to the open door forum and are later on forwarded to the respective official to be handled (Frock, 2006, p.204).
相似
上述所有人力资源实践的目标都与联邦快递的目标完全一致，即提供无与伦比的客户服务。
能力
联邦快递的核心竞争力是其在创新、人力资源和流程方面的领导力。联邦快递凭借其最佳的雇主标签和卓越的人力资源实践，能够轻松吸引和留住人才库，这主要有助于其在运营领域取得成功。
成本效益
显然，联邦快递的流程具有成本竞争力，并在很大程度上有助于保持其相对于竞争对手的竞争优势。
来宾模型
该模型假设，如果以合乎逻辑和一致的方式采用一套统一的人力资源管理实践和程序，以实现高度敬业、卓越质量和任务灵活性的规定目标，那么员工的绩效将达到最高水平。此外，员工的这种集体卓越表现最终也会带来卓越的组织绩效。访客模式的六个组成部分是：1）人力资源管理战略；2） 一套人力资源管理政策；3） 一套人力资源管理成果；4） 行为结果；5） 绩效结果，最后6）财务结果
人力资源管理策略
联邦快递的战略是超越产品、市场和地理界限的差异化，以获得100%的客户满意度。
人力资源管理实践与政策
招聘与选拔、培训、评估、奖励、工作设计、参与、工作保障、门户开放政策、内部晋升、不裁员政策、利润分享政策、公平待遇政策
人力资源管理成果
员工承诺、服务质量和灵活性
行为结果
动机、参与和协作
绩效结果
高生产力、高创新、低流动性、低缺勤率、减少客户投诉
财务成果
利润，良好的投资回报率
关键的人力资源管理活动
招收
招聘合适的技术和人才对实现联邦快递的组织战略至关重要，这成为一项关键的人力资源管理活动，有助于联邦快递保持其相对于同行的竞争优势。联邦快递的招聘和选拔程序详见下文人力资源规划和发展部分。
奖励
联邦快递设立了以下定义的各种奖项，以表彰人才并激励极具天赋的员工（Mcshane，Von Glinow&Sharma，2008，第552页；联邦快递概览，未另行说明）。这些奖项、感谢和荣誉极大地促进了激励员工改进和做得更好，并为他们个人和团队制定了高标准。
五星奖
联邦快递因其卓越表现而获得的最高和最佳奖项是五星奖。在提高团队合作、服务质量和盈利能力方面做出非凡贡献的员工将获得这一最令人垂涎的奖项。
超级明星奖
表现始终如一、不断取得成就的员工理应获得这一超级明星奖。
Bravo Zulu
Bravo Zulu是美国海军使用的俚语，意思是“干得好”。表现突出的员工一定会获得此奖项。
卓越圈
团队合作需要赞赏、认可和鼓励。该奖项是授予表现特别出色的团队而非个人的奖项。
金猎鹰奖
通过超越客户期望提供卓越客户服务的员工理应获得金鹰奖。
内部沟通
联邦快递公司普遍存在高层管理人员与员工的双向沟通。联邦快递致力于开放门户政策（ODP）、保证公平待遇计划（GFTP）和调查反馈行动（SFA），以促进这种双方沟通。
门户开放政策
ODP通过使员工能够质疑/登记他们对各种组织政策（如招聘、职业、福利、薪酬等）的不满（或）不满，促进了员工赋权。由此登记的正式指控和指控被提交给开放式论坛，随后转交给相应的官员处理（Frock，2006，第204页）。
Guaranteed Fair Treatment Program (GFTP)
FedEx requires having a professional grievance handling system to cater to such a huge workforce. GFTP precisely satiates such a need. GFTP facilitates employees to record their grievances, displeasure and discontent on several aspects like disciplinary measures, appraisals, layoffs, downsizing and placements. Such issues are processed at three levels of managerial hierarchy. The manager at the first hierarchical level who is the employee’s immediate superior reviews the issue. Any issue that reaches second level is carefully reviewed by the Vice President of the section. If the issue is still not resolved at the second level also, then it is addressed by the Supreme Court of FedEx Corporation headed by none other than Fred Smith (Frock, 2006, p.207).
Survey-Feedback-Action (SFA)
FedEx instituted SFA with the purpose of enhancing employee – top management relationships. Employees are made to form teams or work groups amongst themselves and chosen representatives from such teams have to complete questionnaires on several management aspects and superiors. The advent of technological innovations have facilitated setting up of on-line SFAs so as to give instant, easy and immediate access to its global team of employees (Frock, 2006, p.206). FedEx’s bipartite communication mechanisms described here thus let openness and transparency prevail in the operations and hence should be appreciated for the same.
HR Planning and Development
The core HR Planning and Development activities / processes namely the recruitment and selection, training and development and succession planning that are performed in FedEx are elaborated below:
Recruitment and Selection
FedEx’s organizational objective is to provide unrivalled quality customer service. So recruitment becomes a critical process that needs to be carried out with careful consideration. FedEx only recruits people who were ready to accept challenges and take risks and also possessed enterprising attitude. FedEx entices functional experts by providing them stock options as well as chance to work in exciting and ambitious environs. FedEx adopts a logical and well-planned procedure to carry out recruitment and selection. FedEx supports recruiting students / graduates for intern positions so as to train them for taking up challenging job offers in the future (Working at FedEx., n.d.). Roughly around 25,000 employees are recruited at FedEx for various permanent as well as ad hoc positions. Keeping pace with the technological innovations and internet, FedEx automated the whole job application and application screening procedures. Job applicants can apply online by clicking the “Career Centre” icon in the FedEx home page – . Vacancies prevailed in various areas such as administrative support, aviation maintenance, customer service, e-commerce, engineering, operations, HR, IT, marketing, truck drivers, vehicle technicians etc. are updated in Personnel Records and Information System (PRISM) (FedEx Overview, n.d.). Prospective applicants can apply online for jobs that commensurate with one’s skills, talent, education, training and experience. College graduates and students are also welcome to apply online for internships and permanent positions as well. Prospective candidates can complete information pertaining to their preference (job and place of work). FedEx job application system allows such prospective candidates to create and store on-line resumes. The candidate details are then checked with job eligibility criteria stored in PRISM and suitable candidates are identified. Such short-listed candidates have to further take an aptitude test that quizzes their Math, English and reasoning skills, followed by interview. Candidates who clear the interview further undergo a fitness examination and a background credentials check, and finally are given appointment letters. The new (online) system facilitated the screening procedure and drastically brought down the time taken for the procedure by about 50%. There is no race, gender, religion, nationality, disability or age discrimination when it comes to providing employment opportunities. Fair and equal treatment is provided to one and all at FedEx. Thus the recruitment and selection procedures at FedEx are carried out efficaciously thereby helping FedEx to maintain its competitive edge over the rest.
保证公平待遇计划
联邦快递需要一个专业的申诉处理系统来满足如此庞大的劳动力需求。GFTP恰好满足了这种需求。GFTP有助于员工记录他们在纪律措施、评估、裁员、裁员和安置等几个方面的不满、不满和不满。这些问题是在三个管理层级上处理的。第一层级的经理，即员工的直接上级，审查该问题。任何达到第二级的问题都将由该部门的副总裁仔细审查。如果这个问题仍然没有在第二级得到解决，那么联邦快递公司最高法院将由弗雷德·史密斯领导（Frock，2006，第207页）。
调查反馈行动（SFA）
联邦快递设立SFA的目的是加强员工与最高管理层的关系。员工被要求组成团队或工作小组，从这些团队中选出的代表必须完成关于几个管理方面和上级的问卷调查。技术创新的出现促进了在线SFA的建立，从而使其全球员工团队能够立即、方便地访问（Frock，2006，第206页）。因此，联邦快递在这里描述的双方沟通机制使运营中的公开性和透明度占主导地位，因此也应受到赞赏。
人力资源规划与开发
联邦快递执行的核心人力资源规划和发展活动/流程，即招聘和选拔、培训和发展以及继任规划，详细说明如下：
招聘和选拔
联邦快递的组织目标是提供无与伦比的优质客户服务。因此，招聘成为一个需要仔细考虑的关键过程。联邦快递只招募那些准备好接受挑战和承担风险，并具有进取态度的人。联邦快递通过为功能专家提供股票期权以及在令人兴奋和雄心勃勃的环境中工作的机会来吸引他们。联邦快递采用了一个合理且计划周密的程序来进行招聘和选拔。联邦快递支持招聘实习生职位的学生/毕业生，以培训他们在未来接受具有挑战性的工作（在联邦快递工作，不另行通知）。联邦快递大约招聘了25000名员工，担任各种长期和临时职位。随着技术创新和互联网的发展，联邦快递实现了整个工作申请和申请筛选程序的自动化。求职者可以点击联邦快递主页上的“职业中心”图标在线申请——行政支持、航空维护、客户服务、电子商务、工程、运营、人力资源、IT、营销、卡车司机、车辆技术人员等各个领域的空缺情况在人事记录和信息系统（PRISM）（联邦快递概览，未另行说明）中进行了更新。潜在申请人可以在线申请与自己的技能、才能、教育、培训和经验相匹配的工作。欢迎大学毕业生和学生在线申请实习和永久职位。潜在候选人可以填写与其偏好（工作和工作地点）相关的信息。联邦快递的求职系统允许这些潜在的求职者创建和存储在线简历。然后将候选人详细信息与PRISM中存储的工作资格标准进行核对，并确定合适的候选人。这些入围的候选人必须进一步参加能力测试，测试他们的数学、英语和推理能力，然后进行面试。通过面试的候选人将进一步接受体能检查和背景证书检查，最后将收到聘书。新的（在线）系统简化了筛查程序，并将手术时间大幅缩短了约50%。在提供就业机会方面不存在种族、性别、宗教、国籍、残疾或年龄歧视。联邦快递为所有人提供公平和平等的待遇。因此，联邦快递的招聘和选拔程序得以有效执行，从而帮助联邦快递保持其相对于其他公司的竞争优势。
Training and Development
FedEx has a well-defined training program in place so as to train the new hires and to facilitate them to perform the tasks they are expected to. FedEx’s training and development program not only imparts job-specific skills and competencies but also contributes greatly to the wholesome development of human resources. FedEx provides an environment that favours continuous learning and hence stagnation of skills or plateauing is highly unlikely.
New recruits are made to undergo a very effective orientation program that is formulated with the intent of making first day at office or on-boarding in general a beautiful, enjoyable and unforgettable affair. The orientation program comprised of a New Hire Orientation Kit that includes – 1) letter from the CEO; 2) checklists; 3) welcome letter – personalized and signed by the managers; 4) first day / first week / through the year employee work schedule. And then the kit also includes a half-an-hour video program “Welcome to our World” that details out the benefits and facilities of FedEx (Connor, 2003, January 1). The orientation program enabled the new recruits to become conversant with the doctrine, policies and procedures, and the type and nature of relationship between higher-ups and equals at FedEx.
An on-the-job training program commences once after the orientation program is over. The training program is designed as per the type and nature of job and tasks the new recruits were required to execute. The higher-ups who are in-charge of the new recruits are also instructed as to how and in what manner the new recruits need to be provided on-the-job training. The employee types such as customer service representatives (CSRs), couriers and service agents, who have to interact more with customers were trained with extra care and significance. The training program for such CSR trainees was a rigorous eight-week schedule during which they were trained about FedEx’s service types and were put in conditions simulating real work environment. They were taken through computer screens which they will be required to use during their work; they were made to listen to customer live calls in order to get a flavour of the actual job environment. Tests were also conducted as part of the training program and the trainees have to obtain good scores in these tests in order to complete training successfully and be put to actual work. Couriers / service agents have to successfully complete a four-week on-the-job training before being assigned to real field tasks.
FedEx is a learning organization that provides a continuous learning atmosphere to facilitate honing the skills, capabilities and competencies of the employees. To evaluate the competencies and proficiencies of the employees, they are subject to taking up a job-knowledge online test once every six months. The performance of the employees becomes an employee training record and is stored in Personnel Records and Information System (PRISM). By way of such evaluation it is possible to determine the areas in which employees ought to enhance their competencies and are assisted and trained further in improving their performance. If despite being trained the employees flunk the job-knowledge tests, they have no other option but to quit FedEx. Such is the significance of periodically assessing the employees’ job proficiencies.
FedEx started the “Leadership Development Institute” (LDI) during the 80s, and this was instrumental in formulating various training sessions and programs for employees from various hierarchical levels of management. The LDI backed training programs covered three subjects – Core Management Principles, outdoor-based learning, and Electives. LDI was staffed by Managing Directors and senior managers together to be called as “Management Preceptors”. FedEx’s LDI recognizes leadership material by functioning the Leadership Evaluation and Awareness Process (LEAP) (FedEx Overview, n.d.). LEAP is established on various leadership attributes such as charisma, dependability, flexibility etc. Team play is crucial in this LEAP process. This program is designed to cater to and evaluate the needs and potential of all employees who evince interest and involvement in donning leadership roles. Interested candidates are made to participate in a one-day introductory classroom session “Is Management For Me?” in order to make them conversant with managerial capabilities and responsibilities. On successful completion of this, the candidate progresses to the next stage to finish the leadership awareness activities. During a 3-6 month period, LEAP candidates are trained and evaluated in leadership qualities. Depending on the candidates’ performance during this tenure, the manager makes a written recommendation by either favouring or rejecting the candidates’ attempt for acquiring managerial positions (Murley, 1997, p.502).
Succession Planning
FedEx believes in fostering and nurturing in-house talents and in promoting them to top rungs of management. FedEx also gives chances for employees from non-managerial cadres to get promoted to managerial positions. FedEx’s Leadership Evaluation and Awareness Process (LEAP) (Murley, 1997, p.502) was established in 1988 to enable non-managerial employees opt for managerial positions. The LEAP essentially involved assessing the leadership skills and capabilities of the employees who wish to get into managerial positions. FedEx gives preference to in-house talent and hence posts job vacancies in its on-line job portal called “Job Change Applicant Tracking System” (JCATS). FedEx encourages mentoring and coaching which is yet another non-formal but efficient way of succession planning. FedEx’s mentoring and coaching programs are carried out efficaciously in FedEx’s Leadership Development Institute (Murray, 2001). These are the various means by which FedEx facilitates career progression within the organization.
Performance Monitoring and Enhancement
The HR performance needs to be monitored regularly to enhance the effectiveness. So performance monitoring in FedEx is carried out and the various ways by which the HR performance is assessed are given below:
Performance Appraisal System
FedEx’s appraisal system links pay increases to the employees’ productivity and performance. Annual performance appraisals are carried out and employees are evaluated on the basis of various job-specific attributes – few noteworthy ones being – customer orientation, team skills, loyalty, technical expertise etc. (Cook, 208, p.205). Apart from hefty pay packages, several attractive prerequisites like – 1) tuition fees reimbursement, 2) travel discounts and 3) jump-seat availability (free flight privileges for employees). All such prerequisites are provided over and above the already entitled hefty pay packages. FedEx also offers a 10% profit-sharing scheme for those valued employees. All such enticing aspects related to compensation and benefits keep the employees happy and motivated and enable FedEx to enjoy unmatched position when compared to its peers.
Staff Surveys
FedEx conducts staff surveys on an annual basis and this serves to be crucial business enhancement tool. Participants are supposed to provide replies to 32 questions electronically in a two week period (Mosley, n.d.). Active participation of staff has been witnessed over these years. This Survey-Feedback-Action (SFA) procedure was introduced with the objective of helping top management in deciding upon issues related to promotions. But then SFA was practiced in reality only to the magnitude of evaluating the employees belonging to the managerial cadre. The employees from various teams are supposed to respond to the 32 questions asked about their higher-ups and the overall management anonymously. The survey results are collated and tabulated and given to the concerned team managers. The managers carry on feedback sessions with the employees, conduct a detailed discussion about the survey results obtained and spot the issues which ought to be handled. Once the feedback sessions conclude, the team members need to draft a formal plan of action to resolve the spotted issues. The plan is thereon reviewed on a regular basis to monitor the advancement of the corrective measures being carried out. Few sample questions from the survey are as follows:
“I feel free to tell my manager what I think”
“My manager lets me know what’s expected of me”
“Favouritism is not a problem in my work group”
“My manager: helps us find ways to do our jobs better
The SFA helps 1) to assess the managerial performance, 2) to resolve employee problems and 3) to enhance relations at work place.
培训与发展
联邦快递有一个明确的培训计划，以培训新员工并帮助他们完成预期任务。联邦快递的培训和发展计划不仅传授了特定工作的技能和能力，而且对人力资源的健康发展做出了巨大贡献。联邦快递提供了一个有利于持续学习的环境，因此极不可能出现技能停滞或停滞不前的情况。
新员工将接受一个非常有效的迎新计划，该计划旨在让上班或登机的第一天成为一件美丽、愉快和难忘的事情。迎新计划包括一个新员工迎新工具包，其中包括：1）首席执行官的信函；2） 检查表；3） 欢迎信——由管理人员个性化签名；4） 第一天/第一周/全年员工工作时间表。该工具包还包括一个半小时的视频节目“欢迎来到我们的世界”，详细介绍了联邦快递的福利和设施（Connor，2003年1月1日）。入职培训计划使新员工能够熟悉联邦快递的原则、政策和程序，以及上级与平等人员之间的关系类型和性质。
入职培训课程结束后立即开始。培训计划是根据新招聘人员需要执行的工作和任务的类型和性质设计的。负责新招聘人员的上级还被指示如何以及以何种方式为新招聘人员提供在职培训。必须与客户进行更多互动的员工类型，如客户服务代表（CSR）、快递员和服务代理，都受到了格外小心和重视的培训。这些CSR受训人员的培训计划是严格的八周计划，在此期间，他们接受了有关联邦快递服务类型的培训，并被置于模拟真实工作环境的条件下。他们是通过电脑屏幕拍摄的，这些屏幕将被要求在工作期间使用；他们被要求收听客户的实时电话，以便了解实际的工作环境。作为培训计划的一部分，还进行了测试，受训人员必须在这些测试中取得好成绩，才能成功完成培训并投入实际工作。快递员/服务代理必须成功完成为期四周的在职培训，然后才能被分配到实际现场任务。
联邦快递是一个学习型组织，提供持续的学习氛围，有助于磨练员工的技能、能力和能力。为了评估员工的能力和熟练程度，他们每六个月参加一次工作知识在线测试。员工的表现成为员工培训记录，并存储在人事记录和信息系统（PRISM）中。通过这种评估，可以确定员工应该在哪些领域提高自己的能力，并在提高绩效方面得到进一步的帮助和培训。如果员工尽管经过培训，但在工作知识测试中不及格，他们别无选择，只能退出联邦快递。这就是定期评估员工工作熟练程度的意义所在。
联邦快递在80年代成立了“领导力发展研究所”（LDI），这有助于为各级管理层的员工制定各种培训课程和计划。本地设计院支持的培训项目涵盖三个科目——核心管理原则、户外学习和选修课。LDI由常务董事和高级管理人员共同组成，被称为“管理准则”。联邦快递的本地设计院（LDI）通过实施领导力评估和意识流程（LEAP）（联邦快递概述，未另行说明）来认可领导力材料。LEAP建立在各种领导力属性之上，如魅力、可靠性、灵活性等。团队合作在LEAP过程中至关重要。该计划旨在满足和评估所有对担任领导角色表现出兴趣和参与的员工的需求和潜力。感兴趣的候选人将参加为期一天的“管理适合我吗？”介绍性课堂，使他们熟悉管理能力和职责。成功完成后，候选人将进入下一阶段，完成领导意识活动。在3-6个月的时间里，LEAP候选人将接受领导素质方面的培训和评估。根据候选人在此任期内的表现，经理通过支持或拒绝候选人获得管理职位的尝试来提出书面建议（Murley，1997，第502页）。
继任计划
联邦快递相信培养和培养内部人才，并将他们提升到最高管理层。联邦快递还为非管理干部的员工提供晋升管理职位的机会。联邦快递的领导力评估和意识程序（LEAP）（Murley，1997，第502页）成立于1988年，旨在使非管理层员工能够选择管理职位。LEAP主要涉及评估希望担任管理职位的员工的领导技能和能力。联邦快递优先考虑内部人才，因此在其名为“工作变动申请人跟踪系统”（JCATS）的在线招聘门户网站上发布职位空缺。联邦快递鼓励指导和辅导，这是另一种非正式但有效的继任规划方式。联邦快递的指导和辅导计划在联邦快递的领导力发展研究所有效实施（Murray，2001）。这些是联邦快递促进组织内职业发展的各种方式。
性能监控和增强
需要定期监控人力资源绩效，以提高效率。因此，联邦快递进行绩效监控，评估人力资源绩效的各种方式如下：
绩效考核制度
联邦快递的评估系统将加薪与员工的生产力和绩效联系起来。进行年度绩效评估，并根据各种特定工作的属性对员工进行评估——很少有值得注意的属性——客户导向、团队技能、忠诚度、技术专长等（Cook，208，p.205）。除了丰厚的薪酬外，还有几个有吸引力的先决条件，如：1）学费报销，2）旅行折扣和3）提供临时座位（员工享有免费航班特权）。所有这些先决条件都是在已经有资格获得高额薪酬的基础上提供的。联邦快递还为这些有价值的员工提供10%的利润分成计划。所有这些与薪酬和福利相关的诱人方面都让员工感到高兴和有动力，并使联邦快递与同行相比享有无与伦比的地位。
员工调查
联邦快递每年都会进行员工调查，这是增强业务的重要工具。参与者应在两周内以电子方式回答32个问题（莫斯利，n.d.）。这些年来，工作人员积极参与。引入此调查反馈行动（SFA）程序的目的是帮助最高管理层决定与晋升相关的问题。但后来SFA在现实中的实践仅限于评估属于管理干部的员工的程度。来自各个团队的员工应该匿名回答有关其上级和整体管理层的32个问题。调查结果经整理制成表格，并交给相关团队经理。经理们与员工进行反馈会议，对获得的调查结果进行详细讨论，并找出应该处理的问题。一旦反馈会议结束，团队成员需要起草一份正式的行动计划来解决发现的问题。定期对该计划进行审查，以监测正在实施的纠正措施的进展情况。调查中的几个样本问题如下：
“我可以自由地告诉我的经理我的想法”
“我的经理让我知道对我的期望”
“在我的工作小组里，偏袒不是问题”
“我的经理：帮助我们找到更好的工作方法
SFA有助于1）评估管理绩效，2）解决员工问题，3）加强工作场所的关系。
Turnover rates
FedEx has a very less and insignificant turnover rate of about 1 percent. This being the best employer knows the trick of successful and effective employee retention mechanisms. There is no dearth of career plans or opportunities for the FedEx employees and this is one crucial reason why FedEx is capable of successfully retaining its invaluable workforce. Promotion-from-within policy enables elevating the employees in the hierarchical rungs from within. Also employees’ performance, efforts and contributions are well-recognized and exceptional employees are awarded for their competencies and proficiencies. Also open and transparent communication too plays a great role in reducing the employee turnover rates. Also, employees should take pride in what they do and this is where imparting proper training to hone the employees’ skills becomes essential. FedEx has a well-defined on-the-job training mechanism which greatly helps in enabling the employees perform a meaningful job for which they can own pride and responsibility.
Motivation and Job Satisfaction
FedEx thrives on innovation. For innovation to prevail at impressive levels, creativity, productivity and discretionary efforts are prerequisites. Such attributes are fostered by high levels of employee motivation and job satisfaction experienced by the employees. FedEx has won a slew of accolades thanks to its job-satisfied and motivated workforce. FedEx environment is conducive to innovation and this in turn motivates the workforce to perform exceedingly well.
HR Policy Requirements
Here we compare and contrast three identified HR policies of two diverse organizations. The two organizations taken for study and comparison of HR policies are – 1) Northumbria Police and 2) UCL – London’s Global University. The three policies that are considered for comparison are – 1) Diversity and Equality, 2) No Smoking, & 3) Work life Balance
HR Policy 1 – Diversity and Equality
Northumbria Police versus UCL London’s Global University
Northumbria’s Diversity and Equality Policy (Northumbria – Diversity & Equality, 2009, April 8) strives to boost, encourage and preserve diversity, equality and human rights and inform individuals and community about the significance of honouring equality, diversity and human rights within the Northumbria Police. The policy is formulated to evince the Northumbria police’ support and compliance to enforcing anti-discriminatory, equal opportunity and fair treatment measures in the workplace.
UCL’s Race Equality Policy (UCL Human Resources – Race Equality, n.d.) aims to promote racial equality in all its functions and to value diversity of staff and student and to forbid illegal acts of racial discrimination. The Policy goes about defining racism and means of implementing the policy. UCL’s Equality objectives are clearly defined and an Equality Action Framework is formulated too. Special mention about dealing with the acts of harassment and bullying is made and institution of boards and committees to keep acts of inequality under check and control. Managing work force diversity and promoting fair treatment in recruitment and selection procedures at UCL is emphasized. Both the staff and student communities are included in defining the various equality initiatives that are required to be taken as per the policy.
HR Policy 2 – No Smoking
Northumbria Police versus UCL London’s Global University
Northumbria’s No Smoking Policy (Northumbria – No Smoking, 2009, April 1) states about the existence of “No Smoking” policy within the building premises and vehicles under its control. The objectives of this policy is to 1) ascertain that non-smokers are not involuntarily exposed to tobacco smoke, 2) to educate people about the health hazards associated with smoking, 3) to help those who wish to quit smoking and 4) to accommodate smokers as well.
UCL’s No Smoking Policy (UCL Human Resources – No Smoking, 2007, June 1) strives to create a smoke-free healthy environment f
周转率
联邦快递的周转率非常低，微不足道，约为1%。这是最好的雇主知道成功有效的员工保留机制的诀窍。联邦快递员工不乏职业计划或机会，这也是联邦快递能够成功留住其宝贵员工的一个关键原因。从内部晋升政策能够从内部提升员工的等级。此外，员工的表现、努力和贡献也得到了认可，杰出员工因其能力和熟练程度而获得奖励。此外，公开透明的沟通在降低员工流动率方面也发挥了很大作用。此外，员工应该为自己的工作感到自豪，这也是传授适当培训以磨练员工技能的关键所在。联邦快递有一个明确的在职培训机制，这在很大程度上有助于员工完成一项有意义的工作，他们可以为此感到自豪和责任。
动机与工作满意度
联邦快递因创新而蓬勃发展。要使创新在令人印象深刻的水平上占上风，创造力、生产力和自主努力是先决条件。这些特质是由员工的高水平动机和工作满意度所培养的。联邦快递凭借其工作满意度和积极性赢得了一系列赞誉。联邦快递的环境有利于创新，这反过来又激励员工表现出色。
人力资源政策要求
在这里，我们比较和对比了两个不同组织的三项已确定的人力资源政策。研究和比较人力资源政策的两个组织是：1）诺森布里亚警察局和2）伦敦大学学院-伦敦环球大学。考虑进行比较的三项政策是：1）多样性和平等，2）禁止吸烟，3）工作与生活的平衡
人力资源政策1——多样性与平等
诺森布里亚警方与伦敦大学学院环球大学
诺森布里亚的多样性和平等政策（《诺森布里亚－多样性与平等》，2009年4月8日）致力于促进、鼓励和维护多样性、平等和人权，并向个人和社区宣传在诺森布里亚警察局内尊重平等、多样性和人权的重要性。该政策旨在表明诺森布里亚警方支持并遵守在工作场所实施反歧视、机会平等和公平待遇措施。
伦敦大学学院的种族平等政策（伦敦大学学院人力资源-种族平等，n.d.）旨在促进其所有职能中的种族平等，重视教职员工和学生的多样性，并禁止非法的种族歧视行为。该政策涉及种族主义的定义和执行该政策的手段。伦敦大学学院的平等目标得到了明确定义，并制定了平等行动框架。特别提到了处理骚扰和欺凌行为，以及建立董事会和委员会以控制和控制不平等行为。强调在伦敦大学学院的招聘和选拔程序中管理劳动力多样性和促进公平待遇。工作人员和学生群体都参与了定义根据政策需要采取的各种平等举措。
人力资源政策2——禁止吸烟
诺森布里亚警方与伦敦大学学院环球大学
诺森布里亚的禁烟政策（2009年4月1日，诺森布里亚－禁烟）指出，在其控制的建筑场所和车辆内存在“禁烟”政策。这项政策的目标是：1）确保非吸烟者不会非自愿地接触烟草烟雾，2）教育人们吸烟对健康的危害，3）帮助那些希望戒烟的人，4）也为吸烟者提供便利。
伦敦大学学院的禁烟政策（伦敦大学学院人力资源部-禁烟，2007年6月1日）致力于创造一个无烟健康的环境
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