Managing Human Resource Management of the British Telecom

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5HRF Managing Human Resource Management of theBritish Telecom Assessment Answer5HRF Key PointsQ1Brieflyintroduceyour chosenorganisation.DescribetheHR functionwithinit. Underpinthis with modelsandtheoriesofHR.Compareit to HR in organisationsofdifferent sizes and sectors. This can be generalorspecific.Q2Describethree key organisational objectivesthat your HR functionhas main responsibilityfor.E.g. improve absencerates,Considerhow these/HRhaveevolved/areevolving.Explainat least two differentways that HR (objectives)can be delivered(generalquestion)e.g.shared services, outsourcing or HRBP.Includesomeadvantages/disadvantagesQ3Explainhow HR is involvedin/responsiblefor ensuringethical businesspractice.Considerwhy HR shouldalwaysactprofessional andfair.(This is a generalquestionbut try and supporthis with aworkplace example)Q4Selectand describetwo majortheoriesofchange managemente.g. LewinorKotter.Selectone of the theoriesandillustrateit in practice– a hypotheticalor workplaceexampleisfine.Includeevaluation, an overviewof theoutcomeand the overallimpact.Q5Explainsomecriteria/datathat couldbe used to evidenceHR’s contribution to businesssuccess.Explainhow this wouldbepresented and analysedExamples: benchmarking data, balancedscorecard, SLAs, KPIs, metricsetc.Q6Evaluate/critiquethe researchin the article:Is itvalid? Do youagreewith the findings?Is ituseful/persuasive? Whatis the overallquality, in your view,of thedocument?Considerhow the articlehas linkedHR practice with positive organisationaloutcomes.Then providea clear explanationof theimpact of high-performance working and humancapital investment on organisations. This shouldincludewiderreadingapplicationand ideallysomeworkplaceexamples.Does thislinkwith thearticle?Answer
MANAGING AND COORDINATING THE HUMANRESOURCES FUNCTIONINTRODUCTION:In every organisation, human resource management is very much vital, and quality performanceis dependent on the activity of the human resource department. Human resource manager hasdifferent roles and responsibilities to maintain, and the most important one is recruitment andtraining. In this assignment, various aspects of the human resource management of the Britishtelecom will be analysed and explained and also a critical article review will be done.QUESTION 11.1 VARIATION OF HR FUNCTIONS BETWEEN ORGANISATIONS.The chosen organisation on which theHuman Resourcesmodel analysis will be done is BritishTelecom. British Telecom or popularly known as BT Group plc is the oldest telecommunicationservice provider in Britain (Btplc, 2019a). The company, apart from telecommunication services,also provides IT services and other subscription services. The company was founded in 1969 andis 50 years old as of today. The company earns a yearly revenue of 23.746 Billion GBP and hada net income of 3.841 Billion GBP in 2018 (Btplc, 2019). The Company had 106,400 employeesin the year 2017. In the year 1980, when the company was first introduced to the public, it actedas a post office telecommunication services (Btplc, 2019b). The company has a total of sevendivisions, namely Consumer, EE, Business and Public Sector, Global Services, Wholesale andVentures, BT Open-Reach and BT Technologies. The company is the oldest in the UK, is themost trusted telecommunications company in the country.Being one of the oldest organisations in the country and has handled its human resourcesoptimally over the past years. The HR functioning in the organisation is based upon a total of sixsteps. These six steps make complete HR functioning from employee recruitment to achievingthe ultimate business goals optimal. The HR model of BT Plc starts with their recruitmentprocess. The recruitment criteria and the process is based upon the cost-effectiveness, flexibility,legitimacy, completing the business goals such as increasing profits, market share and marketcapitalization, and so on. The initial recruitment process, which includes the training, recruitingemployees, and other steps actually decide the smoothness of the rest of the HR model.1.2 COMPARISON OF HR DELIVERY IN DIFFERENT SECTORS ANDORGANISATIONS OF DIFFERENT SIZESThe company believes that instead of moulding the HR model with respect to the employees, anorganisation should recruit such employees who fit into the decided HR model. The recruitmentprocess is the starting point of the complete model, which is then succeeded by the actual HRmotives and practices. The HR practices and model can only be optimal is there is positive andstrong coordination between the HR and Managers. The HR model created by the HR's can bepractical and applicable if they are applied and practices by the various managers who are in thechain of command of the total process (Btplc, 2019b). If there is no coordination between the HR
and the managers, then the HR model will not yield optimal results. For instance, if a managertries to do things differently, even though the intention is positive, it will directly affect the actualHR practices that were intended in the HR model.The objectives set in the created HR model can differ with respect to perception. The perceivedHR practices and actual HR practices are different in nature. The HR model outcome directlydepends on the percentage of difference that exists between the perceived HR practices and theactual HR practices. The optimal results are reached when there is no difference in the actual andperceived HR models.The fifth step of the HR model in BT is the completion of HR Goals.The completion of HR goals is directly dependent upon the HR outcomes (Btplc, 2019a). The setof aimed HR outcomes in the organisation collectively complete the complex HR goals. TheseHR goals primarily consist of profit, market share, market capitalization, and so on. The last stepof the business model measures the Efficiency of the total outcomes and the extent to which it ispractically effective and the amount of impact it has in the HR goals.By critically analysing the whole HR model in BT, it can be said that the HR model in BT isloosely basedon "The 8-Box Model by Paul Boselie"(DigitalHRTech, 2019).The 8 Box modelis also based on a set of 6 steps as the HR modelused in BT. All the steps that BT applies in theirmodel are similar to the rules defined in the 8-Box Model.The 8 Box model, in general, is basedon two factors.The model compares various external and internal factors that influence the HRfunction in an organisation and moulds these factors according to the advantage of theorganisation or if a certain factor cannot be moulded or changed it is eliminated from thescenario (DigitalHRTech, 2019). The same steps are taken bythe BT HR model(Btplc, 2019a).The BT employee recruitment is based upon the HR model, or one can say that the model is notchanged for the recruitment process, but only such employees are recruited who fit the BT HRmodel, and this makes the whole outcome as well the process very effective in nature. The 8 Boxmodel also commented on the importance of the degree of difference between the intended HRpractices and perceived HR practices. The 8 Box model also gives importance to the Efficiency(DigitalHRTech, 2019), Effectiveness and Impact in the total outcome of the HR model.The primary competitors of BT in the Telecommunications market are Virgin Group, Vodafoneand Orange Telecom. The HR practices followed by the Competitors of BT are completelydifferent in nature, Orange Telecoms’ HR model is basedupon “The Standard Casual Model ofHRM”while on the other hand Virgin Group’s HR model is based upon “The HR Value Chain”(DigitalHRTech, 2019). Vodafone’s HR model is also based on an advanced model of The HRValue Chain knownas “The HR Value Chain Advanced”.For instance, FedEx Corporation is considered to have one of the best HR model (Versai, 2016).The company considers that their employees are the key in top quality production.FedEx hasalways been an employee centric organisation and their HR model includes EmployeeAppreciation at all levels, “People-Service-Profit “Model and so on (Versai, 2016). Compared toBT, the HR model of FedEx is better as BT does not includes employee appreciation in their HRmodel but follows a traditional HR model known as the 8-Box Model. Another organisation that
is considered to have one of the best HR models is Sage Products. Sage product is a healthcarecompany. The company has included benefits such as free onsite mammograms, fitness centre intheir HR model. The benefits also extend to the family members of the employees.QUESTION 22.1 EXAMPLES OF ORGANISATIONAL OBJECTIVES THAT THE HRFUNCTION IS RESPONSIBLE FOR DELIVERING AND THE RELEVANTEVOLUTIONHRM functions and model are always dynamic in nature and has changed over time. The changewas brought about in the ways how these objectives were perceived with the key aims beingconstant. In the past, the various HRM objectives used to be the improvement of absence rates,performance improvement, and so on. In the current times, these objectives have beengeneralised into three points, which are:a.Concrete Allocation of Organisational Structure and Increase in ProductivityThe organisational structure involves various departments in a company. All these departments,such as The HR Department, Production department, and so on, should be placed in a logicallycreated hierarchy (Noeet al.2017). The algorithm of this hierarchy should be created tomaximize productivity. Moreover, the departments should be placed and assigned tasks in such away so that no two departments clashes and affect each other's productivity.b.Constructing a Coalition between All the Departments in an OrganisationTo create a model in which there is no clash between two departments, there needs to be propercommunication between these departments. For example, the HR model created by the HRdepartment can only yield optimal results if they are followed by the managers of otherdepartments.c.Maintaining Employee SatisfactionApart from creating a structural hierarchy and creating a connection between the elements of thisstructure in an organisation, a company always needs to take care of their employee satisfaction(Noeet al.2017). If the employee satisfaction is out of place, then no HR model or StructuralAlgorithm will be able to yield optimal performance results2.2 SIGNIFICANT METHODS OF DELIVERING HR OBJECTIVESThe two ways by which HR objectives can be delivered are as follows:a.Shared ServicesShared Services is a method of reaching HR objectives when a single agenda/goal is reached bymultiple departments. The main goal is divided into multiple short term goals and divided amongthese departments. Each department has its own set of goals to achieve. The advantage of thismethod is that the time span of reaching the goal is reduced to a major extent (Bangemann,2017). The disadvantage of this method is that as a single task is divided into many subgroups;thus, the results are not optimal in nature and error frequency is increased.b.HRBP (Human Resource Business Partners)
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