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Strategic Human Source Problems in Tx Instruments Malaysia



The objective to do this task is to understand and examine the strategic human being resource problems in Texas Instruments Malaysia and also to provide suggestions predicated on literature review and guidelines.

Company Introduction

"TI's invention strategy let it leapfrog to the forefront of the chip business, where it has remained ever since" Malcom Penn, CEO Electronic Anatomist Times (June 2003). These are simply a few words describing Texas Instruments. Tx Devices Incorporated provides progressive DSP and analog technology to meet our customers' real world signal handling requirements. In addition to Semiconductor, the business includes the Educational & Production Solutions business. TI is headquartered in Dallas, Tx, and has manufacturing, design or sales businesses in more than 25 countries. Texas Equipment Incorporated is a company in the semiconductor industry that provides innovative semiconductor solutions to help their customers create the world's innovative consumer electronics. Their analog, inlayed processing and wireless technologies that is used in daily lives in many various ways, ranging from digital communications and entertainment to medical services, automotive systems and wide-ranging applications among.

TI Corporate Overview

Texas Equipment in US, the headquaters (NYSE: TXN), better known in the gadgets industry (and popularly) as TI, can be an American company based in Dallas, Tx, USA, renowned for producing and commercializing semiconductor and computer technology. TI is the No. 3 company of semiconductors worldwide after Intel and Samsung, and is the top provider of chips for cellular handsets, as well as the No. 1 company of digital sign processors (DSPs) and analog semiconductors. Other target areas include potato chips for broadband modems, PC peripherals, digital consumer devices, telecommunication infrastructure, and radio frequency identification (RFID). Based on 2009 revenue for 2010 2010 ranking, the company was posted at amount 223 on the Bundle of money 500. Texas Instruments is also known because of its values which include high ethical habit as well as variety. One of the programs done is named "inclusiveness" ensures that diversity is respected and it is the main of the TI principles across all the plants worldwide.

Company History

Texas Devices was founded by Cecil H. Green, J. Erik Jonsson, Eugene McDermott, and Patrick E. Haggerty in 1951. McDermott was one of the original founders of Geophysical Service in 1930. McDermott, Green, and Jonsson were GSI employees who purchased the company in 1941 on your day before Pearl Harbor was attacked. In November, 1945 Patrick Haggerty was chosen as general supervisor of the Lab and Creation (L&M) section. By 1951, the L&M section, with its protection agreements, was growing faster than GSI's Geophysical section. The business was reorganized and primarily renamed General Devices Inc. Because there already existed a firm known as General Instrument, the company was renamed as Texas Equipment that same 12 months. Geophysical Service Inc. became a subsidiary of Tx Equipment which it remained until early 1988, when almost all of GSI was sold to the Halliburton Company. Today semiconductor is the biggest business for Texas Musical instruments Malaysia.


To be the Set up/ Test of choice


To concentrate on the priorities which is our customer, our business lovers and our people.

Market Shares

Looking at the chip vendors above in 2009 2009, Texas Instruments is one of the market dominator available. The others symbolize small companies come up with. The main competition for Texas Tools are Freescale and ST Microelectronics.

Worldwide Location of TI

TI has a long-standing existence in many of the world's major markets and gets the best geographic coverage in the semiconductor industry. With developing sites, sales and support offices located in Europe, Asia, Japan, and the Americas, TI provides products and services to customers wherever they certainly business

Global Occurrence:

Manufacturing, design or sales functions in more than 25 countries


Employee Inhabitants:

Approximately 27, 700 worldwide

Regional Employee Society:

Approximately :

12, 900 in US America (Tx, North Texas and Dallas area)

10, 000 in Asia

2, 200 in Japan

2, 600 in Europe

With the top range of employees in TI Malaysia, many HRM concern can be more rampant especially during insurance policy deployment as well as during communication. TI Malaysia presently has a good system to counter that but what is actually necessary to tale them to another level?

TI Product Line


Amplifiers & Linear

Clocks & Timers

DSP - Digital Signal Processing

Data Converters



Microcontrollers (MCU)

Power Management

RFID Systems

RF/IF & ZigBee Solutions

Switches & Multiplexers

Temperature Detectors & Control ICs

DLP - Tv set, Projectors & Cinema

Calculators & Education Technology

TI Financial Performance

TI has an extremely strong financial history and performance as per the above. Together with the credit crunch becoming see, there has still not been any information or new on layoffs as well as retention. TI is well prepared for the rainy times as they have encountered it more than once in 1997, 2001 as well as 2009.


Nobel Prize Victor Jack Kilby, the daddy of semiconductor found out the world's first silicon integrated circuit (IC) while dealing with TI.

TI was the first semiconductor company to visit global.

75% of all notebook PCs in the world use TI for electricity management and data storage.

More than half the mobile phones sold worldwide use TI technology.

TI invented the world's first handheld calculator in 1967

TI has earned two Emmy Accolades for DLP technology.

Business Analysis

Looking at the Porters Generic strategy above, TI's strategy on going for low cost position on the market was one of the reasons why TI acquired such an enormous market share. In this particular highly competitive industry, cost and the differentiation of the merchandise will become the pillars of the industry. Today's customers are very demanding in support of would like the best and the best cost. With all the high quality result of TI, the brand image speaks for itself. TI Malaysia is the largest factory site in TI worldwide. TI Malaysia produces about 10 million chips per day.


In doing this, we required some different approach in understanding the issues observed in TI Malaysia.

Literature review: Through general sources, we determined some Information on TI through reading as well as through the web. We watched a video tutorial on Youtube on the Administrator of World Exploration in Search of Great Talent, a unique function of the HR in TI US to comprehend the corporate way of thinking with regards to HR since this is a multinational company.

Interview treatment: We were very lucky to have the opportunity to offer an interview and a debate session with previous TIM HR director, Reha Abd. Razak. On what was regarded as a question and answer time turned out to be a critical dialogue session about the HR insurance policies in TI Malaysia.

HR Basics

Human source of information management is the function performed in an organization that helps the very best use of employees to achieve organizational and individual goal

Performing all the functions above, HR performs an essential role in getting the right people to do the right job. Looking through the theories we discovered in course, HR should not just be about data handling of the employee's details.

The theory today discusses SHRM rather than just HRM for the extra competitive advantage that a company must stay competitive.


Looking at the basic framework of the People Resource Team in TI, we can look at 2 areas, which is the human being source planning and the ability management. Here are the procedures of both the areas.

Looking in to the function communities in TI Malaysia under HR, we can see 4 main organizations:



Compensation and benefit

Employee connection & Communication

Though the parts are separated in that manner, the HR departments operative functions are noticed though the following. ER and communication was one of the aspects that we looked at during this task as the section was rather new and many works were required to ensure an effective communication stream in the business. The chart below explains.

TI's Staff Development Strategy

Employee training and development is one of the aspects that TI talks about. When an employee makes TI there's a perception that TI will have to change and mildew to ensure they are aligned with the company.

TI is convinced that on job training is very important in having the employee to the next level as a training plan. TI uses the 70%, 20%, 10% criteria in the development of the staff in the journey in TIM. The 10% seen would be the additional development program like Master's Level or any exterior specialized and professional course that can help the employee to boost on based on their DPM which will be mentioned under job research.

Job Analysis

Job analysis can be seen in two aspects:

Job Description

Is a written affirmation that defines the duties, interactions and results expected of anyone in the work.

Job Specification

Is an research of the sort of person it requires to do the job such as lists of certification and specific skills

TI has an in depth repository and eDPM that spells out the work description and Job Specs of each position to be chosen. This can really assist in the development of an employee and will enhance the SAKA of a worker.

Looking at the average person Development Plan (IDP) illustrated, we can easily see that TI has developed a proper way in controlling the duty of an employee and in making sure that the objectives is defined with the function group manager with regards to the eye-sight and mission of the company.

Hiring in TI

TI's hiring process relied on Interviews, Reference checks and Physical ability test and is focused on SAKA. It will always be recommended to consider using Cognitive abilities test as well which includes Verbal understanding, Quantitative capacity and Reasoning ability to employ the right person. Below is the hiring process flow in TI:

The selecting process is standard across the HR in the industry, but for several key positions, there might be additional steps of interview with the team head as well as the functions manager.

The utilization of the headhunters is one the technique in ensuring a brain gain for the company. Some very specialized positions will require skill skills and the power of the applicant to be impressive. The hiring process depends on SAKA way with regards to the nature of the work. A good blend of internal breed and exterior technical skill would be the right direction for the business to take the next phase.

Training in TI

TI has a very well balance training and development program for its employees. The above mentioned model will show the types that are available today in TI.

TI has a booklet for new employ the service of that clearly identified the Orientation, OJT (On Job Training), Standard training and job specific training that they have to complete between 1 month and 24 months timeframe. Thus, all employees will experience standardize training

The development depends on the individual performance and potential. Taking a good example, some Engineers are directed for Experts course than can condition them both technically as well as universal skills.

Performance Management in TI

TI uses the 9 cell matrix in the average person performance ranking. This will help to analyze and differentiate between the potentials and the very best performers in the company. This can help in ensuring the correct development program is set up for the succession planning.

Focus and Recommendations

Mainly through the dialogue and looking at the HR systems Today, we've identified 2 areas to give attention to in today's human reference system. These areas are:

Necessary steps are already used by the HR section to address the problems above but a proper approach must ensure that the company will have the competitive advantage to have the next step in Strategic Individual Source Management by having the HR be contacted as an integrative linkage through corporate planning.

The next set of discussions will concentrate on the problem that are observed, some research and the recommended action based on the literature review.

Focus #1: Communications

Organizations generally are completely aware on the value of communications. Organizations put a whole lot of concentrate and allocation to ensure that their customers, stakeholders and the public, view them positively in general. Where there are sufficient financial allocations, organizations in the public sector of the private sector would set up communications items to serve the purposes suggested. Insufficient with the inner staff, organizations may build relationships specialists from communications companies, known as PR (PR) agency in order to ensure that only good and timely information about them reach the designed parties. These are carried out in support of the organizations' projected sales information and in some others, their brand acceptance.

Despite the well-known and respectable principles of communication, organizations or companies on the whole fail to realize and address the positioning of internal marketing communications in equivalence to marketing communications with external functions. Strategies on the best methodology, time and technique to talk to the staff or workers are often neglected and kept to be went to only on ad-hoc basis or quite simply, communicate with the staff only once there is something to be announced or when there is an emergency of significant magnitude that warrants the interest of a large portion of the labor force. In a nut shell, such focus on communicating with the employees is reactive in mother nature, which usually is haphazard, internalized with the least interest if at all, does not request responses from the receivers and as effective as mere lip service.

Any company that can communicate plainly with their employees is much more likely to reach their aims of existence. Communications, between employers and employees ensure that the aspiration, directions, targets and challenges the company is conveyed plainly down the hierarchy. In return, feedback or advice bottoms up upon achieving the management timely and concisely are generally valuable inputs into the company's ability to go forward. In Texas Tool (TI) Malaysia moreover, the focus on internal communications is definitely a feature in its Man Resource Department. Changed for the local climate but in adherence to its global requirements of practice, TI is constantly on the ensure that the employees get clear and undistorted news and information that the command wishes to convey.

Internal communications tend to be seen as a vital avenue to first of all create a sense of belonging amidst the group of employees. Consider the set up like TI where there tend to be that 4, 000 employees of various rates and job scopes from a stretched list of business units, and share the website (flower) as their second home. These personnel hardly have enough chance to mingle around at the work area to access know each other. Well, perhaps they know they work at the same place by the site even that they wear. As we move further, we make an effort to understand the communications gap between the management and the rest of the labor force. In normal daily connections, employees spend their time interacting only using their immediate peers and bosses. Should there be insufficient communications channel with the bigger ups, workers often finish up conveying their views and then immediate supervisors. In the same way, they solely depend on the immediate supervisors to relay any concept from the higher ups downwards.

In creating the sense of belonging, workers need to identify and accept that they are a smaller part of a bigger whole. They need to function, move and make an effort to reach the overall objective of the company. They have to know that there surely is a typical goal and the target is shared over the board. They need to know that they exist in synergy and without synergy with others or if there should there be misalignments of target, the company will not be able to meet its planned objectives in case that so happens, the complete establishment will be influenced. The end result could be monetary or anything that is harmful to the well being of the business all together. Thereby, companies utilize its internal communications channels as a way to ensure that the personnel continue being well informed, motivated and share the big picture. Companies understand that personnel who are in positive mindsets basically donate to sales increase, decrease in wastage, able to agree to the changes the company needs to deploy and hold the business reputation well wherever each goes.

Internal communication also functions as a generator of the companies' work culture. Through the many programs developed and deployed under its purview, the company is then able to eliminate any form of ambiguity between the workforce. This also really helps to germinate and make the employees understand basic prices that are accepted, performing within a framework where they operate in. Similarly, reports have also shown that by effectively creating the beliefs of the company, results would follow suit including:

Employees making appropriate and appropriate decisions

Increase in work and efficiency credited to clear and accepted mission

Reduction in operational conflicts that could affect productivity

TI, as a business that upholds the importance of internal marketing communications has put in place several programs or initiatives with the intent to create motivated labor force and, conducive and transparent work place. Routinely, TI publishes an internal publication called "Gema TIM" where information and situations revolving throughout the procedure of TI in Malaysia are put mutually and disseminated to all. Staff will use Gema TIM to follow the activities and become motivated about the achievements of fellow workers. The newsletter could also function as a conduit for staff to excel as those who achieve certain degree of expectation are normally presented in the publication.

TI also founded an online route and a physical equal post box because of its staff to talk about their views, recommend or even complaint about any facet of the company. Called "Hati ke HaTI" or "Heart to Heart", the route allows the staff to express themselves easily without fear. It is noted that most submissions are for standard development of the business as personal issues are usually mentioned in person with the RECRUITING officer.

Possibly every quarter-year, the Senior Management of TI would number a "site-meeting" or open dialogue, where a huge portion of the staff power can verbally converse with the bosses amicably. The Senior Management of TI employ such program to personally communicate success, problems and way of the company downward. They also take the chance to personally give drive to the staff should there be any need of rectification of issues or need for assurances. Overall, the Senior Management is in view that the communications channels offered, be they "Gema TIM", "Hati ke Hati" or the site meeting are the best conduits to ensure continuous and positive personnel engagement.

Despite the positive effort, TI has long saddled the duty of ensuring optimal internal communications to be assumed only as a supplementary deliverable of its RECRUITING department. Only lately that the officer made responsible for the deliverable was improved to a Manager's position where her focus on internal communications is now made a priority, enlarged and increased in strategic importance. The group didn't have the ability to identify the true known reasons for TI's long under-priority on marketing communications. And we are not going to debate and suppose over the reasons. Perhaps what is more important is to discuss the better ways to think of a good internal marketing communications strategy and perhaps even recommend the approach to the Senior Management at TI.

We would first of all concur that TI acknowledges the importance of internal communications in an effort to continuously produce a preferred working environment that would certainly donate to high level of motivations among workers, which would later result in better efficiency resulting in higher yields and earnings to the business. Similarly we'd also expect that the role of internal communication in making a confident common culture is recognized.

TI thereafter would need to consider the posted steps, as advised by Robert Bacal in his article entitled "Internal Communication Strategies: The Neglected Component":

1. Id of designed culture

There is a need to obviously different between which culture is needed and which culture is desired. What's most important is that the culture to be created must have the ability to support the company's goals especially financially. TI must therefore at this stage identify a set of suitable principles, worth and behaviors because of its workers to accept as the principles, values and habits will be the colors to what will later be accepted as TI's culture.

2. Identify and utilize available Marketing communications tools

Here, TI has brought a few tools like the publication, online commentary channel and an wide open forum. In fact, we ought to exhaustively look at what are the available and potential tools and review the effectiveness of those tools in a high-technology dependent stock set-up like TI:

Printed medium

The tools included under this category aren't limited by a publication or in-house newspapers alone. Companies should understand that memos and performance appraisal documents are also effective tools in interacting its stand to the employees. Companies like TI should therefore identify any probable imprinted medium tool that can be used to mention its aspiration, in case the tools determined can even be used as a reviews mechanism for the employees to post their views.

b) Verbal channel

Sometimes meetings and team address go an extended way that orchestrated message boards or dialogue consultations. Sometimes meetings are more acceptable to those who find themselves uneasy with large crowds. Here, TI should be able to differ the verbal channels, not necessarily to attempt to cater for a myriad of preferences but rather to consider the programs that are most effective according to several types of patterns - extrovert, introvert etc.

c) Electronic channel

Companies who have sufficient IT budget would usually choose to utilize the electronic route among the key mediums of marketing communications company-wide. The price for creating a web system for information dissemination, for example, is nearly zero as the initial investment for the channel is preliminarily for common communications purposes, as regarding having a phone for all those deserving workers. Similarly, the cost to develop a web newsletter is almost negligible. As the availability of server space and access to the internet are considered "given factors" in running a technology-dependent factory, TI in this case would only need to utilize basic web development skills set amongst its workers. The online publication could also be situated as a collaborative effort between the communications / human source of information department with the info Technology (IT) team. Obviously, most young person college-educated personnel are somewhat exposed to web development as they have since become commonplace. The IT team could then presume the functions as access provider and server administrator.

d) Management Behavior

Surprisingly the actions of especially the older management members tend to be construed as announcements from the most notable level for the consumption of the workforce. For instance, their hesitation to allow certain programs to be deployed could then in this case be an indication of non-preference for certain operational or deployment strategies.

e) Personnel and Management Forums

This particular tool can even be extended to add non-verbal tools like company-wide research. It can a powerful mechanism to be used to remove certain undercurrent feelings amongst staff members i. e. on recently launched programs or new initiatives which could invite combined reactions from various afflicted working groupings.

3. Identify tools are most suitable for specific goals

Some tools are just ideal for some picked goals rather than for others. Some tools, on the other palm, could cause backfire to the management if not properly applied. As regarding giving a caution or reminder to the personnel on the probable of lay-offs because of the existing financial condition, TI should think about the medium where the management will be able to construct at size the processes that will take place and the actual workforce that would be afflicted. TI would then need to also provide lengthy home elevators possible measures the staff could take to prepare for such event. Announcements as important as this will not be disseminated utilizing programs that will only invite anxiety amongst staffs, which would lead to immediate de-motivation and decrease in yield.

4. Create a description of how each tool is to be used

Although there are available internal communications tools, those people who have been made "in-charge" of the tools must understand in support of utilize the tool involved in-synch with the bigger goals the business wishes to go after. For instance, if the organization level of the company desires to invoke the inclination of its staff towards integrity at the workplace, all other information broadcasted should be moulded with the substance on "integrity". The newsletter and internal online editors in this instance must add more announcements on integrity and not on other supplementary values. Likewise, the editor of in interior publication for example, must be skilful enough to carve out easy to understand and non-confrontational information to request the fellow personnel to focus on elevating "integrity" at the office instead of forcing the new focus value down their throats.

5. Plan for remediation

TI should take note that whilst the business may wish to develop certain values in its personnel, there are anticipated training, instruction and mentoring programs that need to occur in order to ensure that the supposed development is achieved with the least number of issues and in line with the measurements i. e. time, quantity expected. Training and training are also very important processes to occur in instances where there are certain new skill collections (technical/non-technical) that need to be obtained by the staff for the beliefs to be came to the realization.

6. Plan for implementation

Developing an implementation plan for effective internal communications is comparable to developing other types of communication plans. In cases like this, TI would have to view a few important steps with each step, a number of pivotal questions have to be answered so that the plan developed is within the intended body of expectation:

What to talk?

The subject matter must be very clear and is in support of the bigger level goal / aspiration of the company

How to connect?

Choose the most suitable tool and identify if an individual or double-prong or a multiple system approach is the most suitable judging from the value of the note.

Who will do it?

The official in-charge must firstly carry a higher level of trust amongst personnel and can continue to follow-up onto it should that be required.

When will it be done?

The timing must be right in awareness of i. e. landmark happenings, celebrative moments, economical situation etc.

. and last but not the least, TI or any others deploying an interior communications plan must remember that the effort is ongoing in nature and not only one-off or ad-hoc program.

7. Implement

8. Continuous Monitoring and Revise/Realign the Strategy or Methodology if necessary

The plan would require continuous monitoring in making sure its success. And TI would need to realign the plan corresponding to any changes in its corporate and business values, objective or in view of the changes on the market. Keep in mind, any strategy is active and can require revision to cater for changes that happen.

Focus#2: Skill retention

Speaking about skill retention and folks cannot help to speculate if the expertise retention would become a major activity for HR especially in an fluctuation of monetary situation like this. The semiconductor industry will normally face a cycle of tough economy every 10 years once and given the reckless spending practices of the folks is US, the financial situation has become worse. TI can be facing a brain drain problem if they did not take procedures in making sure the right ability remains in TI Malaysia.

The article above talks about fact on just why an worker would leave an organization. During the interview time, the HR director categorized it into two parts which is the force and yank factor. Some of the push factors seen in are stress, not identified, boring and lack of succession planning.

Frustration: Happens when a worker feels that he is not getting what he needs and what he deserves. This ties back again right to the motivation strategy. Motivation is defined as the account for an individual level, route, and persistence of work towards attaining a goal.

Not accepted: Not recognized discusses the backroom boys or the active bees who does everything but just don't get the deserved attention nor reputation. Taking a look at the Maslow's hierarchy of Needs, the high order needs discusses esteem and self-actualization. In attaining a corporate and business goal placed by the business, it is vital for a worker to feel needed and area of the company rather than just another employee. As mentioned previously, the communication done by the site meetings with the complete factory helps convert the business goals into every day help the personnel. There will however still be some that suffers from the center child symptoms and opt to leave.

Lack of succession planning: As we've seen in the truth of Mohapatra, succession strategies really helps to ensure that the candidate is really ready to undertake such an issue. Taking some departments in TI, that are support groups, the likelihood of enlargement is low and ladder is harder to climb, as they are already only a support function to the business. In these cases, if the staff is already working 7 years on a single position and the supervisor has another 10 years to go, having less succession planning can be the push factor that the worker starts upgrading their job application and looking for another job. The power for the company to se their ability is very essential to ensure that these individuals can be groomed and positioned in a far more suited area.

Looking at the move factors:

Offering from another company: This is something normal in a semiconductor industry. The industry is very competitive and having experienced personnel is very beneficial to the company in terms of technological improvement and innovation. A couple of headhunters that constantly are in the appearance out for ability seeking to fish from TI's ability draw. Programs for talent retention is vital in TI to ensure that the employee seems comfortable and proceeds in the present company. Taking a good example of a corporation called Q Cell that exposed lately, the offered the technical engineers a six months training in Germany. This is a great pulling factor even though TI cannot contend with the salary package deal that they could be offering, TI's strategy was to be concentrating on reducing the drive factors.

Good interconnection: Having your previous employer join the competitor is already benefits to you. Taking a look at the actual fact that the employer just were only available in the new company, he'd need his military as well to ensure that the task gets done there. The angling game starts when there's a appropriate job and package ready that you should fill in another company. Having the chance to start out completely new can be beneficial in the sense of you are bring outdoor knowledge in but you loose out in seniority.

Promotion: Taking an example of a worker that experienced a development program like Master's Degree, the employee is likely buying a promotion. When there is no light that the worker can easily see in his present company, he'll be applying anywhere else for a advertising. This is a natural cycle where HR can play and important role.


Looking at the thrust and draw factors above a few of the recommendations that you can do by TI to ensure that talent retention is not and issue and to reduce the attrition rate are:

Show genuine interest and gratitude: Employees appreciate the fact that they are recognized when they performed well in their work. Taking a look at Douglas McGregor's ideas, the fact that the company cares really changes the employees view from theory 'x' which is looking at an employee as lazy, dislike work and responsibility to theory 'Y' which talks about the exact contrary, (the same Organizational Patterns Books relates). From the communication strategy, a hero can be delivered and celebrated if their performances are excellent to the company. Among the past programs were to pay back the operators who found critical flaws internal and reacting towards it and avoiding it from reaching the customer. This was an extremely successful program that really improved the quality of the business and increased the determination of the personnel.

Make work more significant: This aspect discusses getting the work like balance and change the perspective of 'manic Mon' and 'Thank God is Friday, TGIF' to a place where the worker feels comfortable with the open up door policy, the mitigation of office politics. Through this, the worker themselves will cultivate a very high curiosity how to make things work if not better. This is very essential for technicians to have the ability to think innovatively and a good balance between wok and life to ensure that he is ready for the very next day of work. Intervention by the leaders through motivational discussions can certainly help to make their jobs more meaningful.

Walk the discussion: One of the programs started previously in TI was called walk the converse. It was a feedback from small teams back again to the market leaders of TI about how they can improve and feel convenient as an employee. Walk the conversation here talks about the attrition rate and the frame of mind of the older management. If the senior management has a very high attrition rate and they are also talking to the workers about going out of and getting another job, the note being translated down is not appropriate. Management must have once voice that is translating down the business eyesight and looking at ways to get there through their mission. The management ought to be the coach rather than emitting negative influence to the employees.

Some other ideas that TI can concentrate on are aspects like change management, stewardship of ideas as well as to be ready to be asked courageous questions. The management and the HR staff must prepare yourself to face the actual fact that their workers will one day come to go over about their development as well their prospect. These questions asked by the worker must be taken seriously as this is the cause point in which the employee starts buying job.

Talent retention is obviously a problem in any industry. In cases like this, we see that the employees have reached the 5th on the Maslow's Hierarchy of Needs, which is the self-actualization. The fact that when they were facing a downturn and the employees worked well extra hours voluntarily and that really brought the idea to the company by showing a genuine interest and understanding. When this took place, the employees believe that they are the agent of change and their contribution can change lives.

Critical Evaluation & Conclusion

HR today can't be playing the original roles that these were playing. From newspaper work for an integrative linkage, HR must check out what's out there today. Rivals like Freescale, Flextronics and Samsung are waiting around to grab whatever we already molded for the sake of competitive advantage. Taking a look at the pillars of success from Flextronics below, we can see that they really provided a priority in searching and keeping the best people. TI can study from other rivals by benchmarking as well as best practice posting. This can either be done within the 25 factories in TI itself or looking what the market provides externally.

Some companies practices the matrix reporting structure alternatively than function group where the different departments takes on an important role in making certain the same goal is achieved. It really is one step forward movement from the idea procedure for 'I do my job so you do your job' to 'we get the job done together' for the better of the company.

The model below Summarizes the strategy that people recommend TI should try bring them to another level:

On the doubt portion, we want to explain the actual fact that new comers into TI and out there should come with the same uncertainly. Employees that are looking to leave the company will also have the same uncertainties. Having this knowledge accessible, all market sectors and companies faces the same uncertainly. Via a strategically methodology, we suggest that TI talks about the 4 strategies that happen to be:

Competency through innovation


Talent retention


We added the desire concept as one of the strategy as the Distance analysis that we did demonstrates motivation plays an essential role in making certain the employees feels as a team player and part of the company.

Finally, strategy exclusively cannot work. It requires a good implementation intend to ensure that we get to where we want to be. The below model points out what we have brain stormed.

The model above explains that through strategy, TI realizes the strategy through strategy execution by having the 4 function organizations working jointly and by way of a two-way communication and feedback loop with the various function organizations in TI. This can ensure that the strategies are performed and translated down effectively in to the sub groups. A check and balance through audits can be carried out by HR to ensure that the strategies are being carried out instead of depending on the function groupings' words per say.

As a realization, we saw a huge MNC company like TI that have a very good system in place should breach some distance. This is not as a result of fact that they need superior systems to keep data and analyze but it is looking at the overall picture how Human Resource Office should be and behave in the years to come to remain competitive in this industry. The change in way of thinking as well as the task culture to bring the business to another step is exactly what the strategically concentrate should be about. In a long time, TI with the right strategy will progress to become the industry leader.

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