Performance Management Benchmarking and KPIs

This assignment delves into the world of performance management in human resource management, focusing on benchmarking and key performance indicators (KPIs). It draws from various books, journals, and online sources to provide a comprehensive understanding of these concepts. The assignment aims to identify ways to measure performance through benchmarking and KPIs, referencing studies that demonstrate how HRM influences organizational outcomes.

Delivering a business
strategy

Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P1Determine key current trends and developments that influence an organisation’s HR
strategy........................................................................................................................................3
P2 How changes in the HR policies have impact on public, private and voluntary
organisations...............................................................................................................................4
TASK 2............................................................................................................................................5
P3 Relevant theories and concepts relating to the growth and development of strategic HRM
to specific organisation context...................................................................................................5
TASK 3............................................................................................................................................6
P4 How appropriate change management models support HR strategy in application to
relevant organisational................................................................................................................6
TASK 4............................................................................................................................................7
P5 How HR outcomes can be monitored and measured and apply this to a specific
organisational situation...............................................................................................................7
P6 An effective HR management and development that can support sustainable performance
and growth to meet organisational objectives.............................................................................8
CONCLUSIONS............................................................................................................................10
REFERENCES..............................................................................................................................11

INTRODUCTION
Strategic human resource management is the practice of attracting, developing, rewarding
and retaining an employees for the benefits of these employees as both individuals and business
firm as the whole. In the current trends, strategic human resource has made the working function
effective and productive for an organisation (Jiang and et. Al 2016). This report will be covered
on TNT express, which is an international courier delivery services company, which is now the
subsidiary of FedEx. It is headquartered in Australia. Also, this firm has operation in around 90
countries and engaged in delivering the documents, parcels and pieces of freights. Apart from
this, report will be carried on key current trends and development that has influenced the
organisation's HR strategy along with analysing how both external and internal factors have
influenced the HR practice. The report will also cover the relevant theories and concepts relating
to the growth and development of strategic HRM. Also, the report will also focused on how HR
outcomes can be monitored and measured to the specific organisational situations.
TASK 1
P1Determine key current trends and developments that influence an organisation’s HR strategy
Organisational HR strategies are consists of recruitment, managing the people, functions
& activities along with the taking care of role of each and every employee's. In the organisational
context, various trends and development has influenced the organisational HR and also other
strategies at the greater level (Kramar, 2014). There are various contemporary trends such as the
impact of globalisation, workforce diversity, changing the skills requirements, continuous
improvement along with processes for improving productivity. Also, these trends are influenced
by many factors such as government regulation, changing demographics, technological
opportunities and human diversity etc. In context with TNT, given contemporary trends &
development have effected the productivity through various different ways are as follows:
Workforce: Every company believes that if actual manpower is potential and have right
skills, they can easily give positive influence to the productivity of an organisation. For this,
proper and effective skills are required to be present in the workforce. As, TNT have clear aims
and objectives related to their business along with special care of the people working to give
them adequate & right opportunities to grow in their career. Various practices such as identifying

skills gaps and fill them with right opportunistic training & development has been done by TNT.
Hence, such practices have increased the productivity for TNT into the market.
Technology: Technical aspects has raised the productivity & performance of the business
entities at the optimised level (Fisher, 2013). Technological role in the business function has
raised the services to the customers such as delivering any parcels, postal and any other items in
an effective ways. In context with TNT, such involvement has develop the HR functioning into a
business manner. Also, technical perspective has raised the business strategy of any business
entity whether TNT or any other at an optimized level to gain both effectiveness and productivity
of the business. As, TNT is engaged in courier delivery, so technology has evolved its business
and operation in different regions and location. Hence, it has proved that technological
involvement has positive impact on, whether profit generation, production, operations and
strategic HR strategies.
Economical: Various trends such as continuous improvements in the business function
along with optimal processes has raised the economic advantage to every organisation. In context
with TNT, constant change and strategic improvement has raised their delivery of parcels on the
higher and productive level. Continuous development into the and HR strategic formulation and
business function has raised the productivity and effectiveness of the TNT. Also, over past years,
impact of globalisation has resulted into the business expansion of TNT which has reached to
almost 60 countries along with 200 delivery regions.
P2 How changes in the HR policies have impact on public, private and voluntary organisations
HR policies are resulted in development of both manpower along with production of any
organisation. Various changes such as new adaptation of recruitment and selection, pay-roll,
training & development etc. (Marler, 2016). These changes in the HR policy has resulted into the
constant changes in the trends & development such as continuous development, impact of
globalisation, workforce etc., to give both positive and negative impact to any organisation.
However, changes in these HR policies has effected the public, private and voluntary
organisation. Where, public organisation has straight impact of government authorities on it, in
that HR policy has no control over such structure and related business organisation. On the other
hand, where private entities has the major impacts of external factors such as creditors, suppliers,
investor etc., in that case, HR policies plays the major role to develop and re-create the
organisation into the effective and cultivate manner. Also, the private organisation has resulted

into the maximum profitability in comparison to public sectors. This is why because, private
companies have different business units which have their own profit generation ability and
potential strategic development. It has been resulted as the consistent change in various HR
policies at the greater and optimized level. Also, various change in the HR policies has resulted
into the growth and development such as increased production capacity of the private
organisation, improved manpower regulation, proper dividend to the shareholder, exclusive
return on the cost incurred into the business process (Jiangxi, 2014). On the other side, voluntary
organisation which is majorly considered as the independent entities who has been initiated with
the purpose to do some welfare, development and charity work for other. There are least possible
chances of involvement of the HR policies into their activities. It was noticed may different
voluntary firms have engaged HR policies to train their workers in order to motivate and
encouraged them to do welfare process in the positive and corrective manner. Charity & welfare
activities have evolved into the resulted manner, just because of positive changes in the HR
policy such as worker awareness, learning & development along with enhancing their career &
growth etc. In the different ways, consistent changes in the HR policies has resulted for public,
private and voluntary organisation in the positive manner on the larger basis along with few
respond on the negative manner.
TASK 2
P3 Relevant theories and concepts relating to the growth and development of strategic HRM to
specific organisation context
Growth and development of the strategic human resource has played the necessary role in
the development of the HR system effectively and also in the positive manner. In context with
TNT, David Ulrich Model will be suitable to understand the growth and development of the HR
system for the business entity (Schuler, 2018). The major goal of utilizing the Ulrich model is to
be able to make good and effective shifts from that of strategic management, to administrative
and HR. This model is meant specifically for organising the human resources functions that are
divided into the four different segments such as strategic partner, change agent, administrative
expert and employee champion. In context with TNT, this model has proven as suitable to
enhance its pure and clear strategic thinking for the goals accomplishment and target reaching
with future task or performance at an optimised level. This model has helpful in empowering the

strategic partner and collaboration with other entities, motivating the third parties or agent to
work for collective accomplishment of the goals or targets, administrative strength & functioning
of other Dept. along with the employee empowerment. Also, the Ulrich model has empower the
strategic idea and thoughts of the TNT to raise their functioning of the organisation at the unified
level. This model has also became measures for evaluating and measuring the performance and
activities of an employee to raise it for the future purpose.
Apart from this, the concept of flexible working, performance management, e-
recruitment and 540 degree has been utilised for TNT in effective and proper way. It has given
positive impact onto the employee's and their potential for performing the work or any task in the
utilized ways. It has to be stated that 540 degree is the appraisal technique which has resulted
huge into the business growth and profit generation for an organisation. Along with this, e-
recruitment has played the collective for bringing the talented and productive manpower into the
business function and operation of the TNT. When comparing it to the UPS, organisation has
partially utilized flexible working, performance management and e-recruitment, because this US
based postal service has delivery service has reached at the top level by effectively and properly
utilizing all the desired level for the business optimization. Also, the business expectancy has
increased over the strategic period of time for the TNT.
TASK 3
P4 How appropriate change management models support HR strategy in application to relevant
organisational
Change management is the collective term for all the approaches to prepare and support
the individuals, teams and organisations in making organisational change. In context with TNT,
Kotters 8 Step Change Model is the collective model for bringing the change into the business
entities. This model deals with the process of 8 steps such as increase the urgency, build guiding
team, develop the mission, communicate for buy-in, empower the actions, create the short wins,
Don't let up and make change stick. The main agenda of this model is to improve the business
entities ability to change and to increase its chances to success (Jackson, 2016).
Along with this model, Lewins Three Step Change Model is the another suitable model
for ensuring the change management in the TNT express. The model says that change for nay
individual or an organisation is the complicated journey which may not be very simple and also

mostly involves several stages of transitions or misunderstandings before attaining the stage of
equilibrium. For explaining the process of organisational change, Lewins has used the analogy of
how an ice block changes its shape to transform into the cone of ice through the process of
unfreezing (McEvoy, 2012). The specified stages are as follows: Stage-1 Unfreezing, which is
about ready to change. It also involves getting the point of understanding that change is
necessary and getting ready to move away from our current comfort zone. Stage-2 Change or
transition, says that it is often hardest as people are unsure or even fearful to change others for
any kind benefits. Hence, it is important to keep communicating the clear picture of the desired
change and benefits and Stage-3 Freezing says that this stage as freezing as lots of people refers
to it as “refreezing”. As the name suggests, this stage is about establishing the stability once the
changes have been made.
Sources: Kotter’s 8 step Model of Change, 2018
Sources: Kurt Lewin’s Change Management Model, 2018
Illustration 1: Kotter’s 8 step Model of Change
Illustration 2: Kurt Lewin’s Change Management Model

These discussed would bring the positive change management by looking for the actual
opportunity for bringing the change and development for the TNT. It deals with identifying
“Who” all are ready for change, who will take time for being adjust with change in TNT express.
Such models have brought the positive attitudes and behaviour of all the employee's of TNT
express that has linked to the business aims and goals of an organisation (Buller, 2013). Lastly,
change management models has been resulted into the taking corrective decision making for
achieving defined goals and targets of the TNT express.
TASK 4
P5 How HR outcomes can be monitored and measured and apply this to a specific organisational
situation
It is necessary and significant to do the monitoring regarding the actual outcomes of the
HR functions in context with specific organisational situations. It has been noticed that outcomes
of the HR are important to ascertain in order to get the potential opportunities to changes into the
HR system. There are various valuable and useful approaches which can contribute towards the
competitive advantage and sustainable performance of an organisation (Debrah, 2013). The best
fit and resource based view approach has evolved and maintained the sustainable performance of
an organisation at the larger and optimized context. Also, this approach is suitable for removing
and contrasting the competitive advantage for any business. In this assessment, TNT, which is a
leading service firm, who is engaged in delivering the parcels from one place to another has
considered this approach to measure the competitive advantage and performance of an
organisation effectively.
Best fit approach is in line with the contingency theory. It emphasized that HR strategies
should be congruent with the context and circumstances of an organisation. Human resource
effectiveness completely depends on its fit with an organisation's stage of development. This
approach consists of three different models such as life-cycle, competitive strategy and strategic
configuration. These models are aimed at achieving the competitive advantage and sustainable
performance in the TNT. It consists of three different strategies named as innovation, quality and
cost leaderships. The best fit approach which deals with HR strategies to made adjusted to
various context and circumstances of the business entity has raised the sustainable performance

by bringing the innovative, cost effective and quality solutions and advantage to the HR module
of TNT.
Along with this, resource based view approach, which has been considered as most
advantageous approach, says that it is a tool which is used to find the resources that are available
for company that can used to derive the competitor border (Budhwar, 2017). The simple
principal of following the resource based position is that the footing of being more competitive
than the rival lies chiefly in the pool of resources that are available for the concern and also, they
have applied to an environment instead of external. It has been proven right that both approach
have proven right and appropriate for bringing an innovative, cost effective and qualitative
solution to enhance the sustainable performance at the same time along with the sustaining the
competitive advantage for an organisation. In context with TNT, resource-based views has
enabled the optimum utilization of resources to capture the market of the prospective
competitors. Also, for TNT, best fit approach has been proven as suitable to enhance the
sustainable performance by utilizing the innovative, cost effective and quality solution to the
productive and effective manner.
P6 An effective HR management and development that can support sustainable performance and
growth to meet organisational objectives
Human resource management has proven as an effective manner of doing the measuring
of the performance and activities of an organisation. The performance can be measure in various
ways such as through the benchmarking, key performance indicators, 10-C checklist of HRM
and the model of capabilities for the skills evaluation etc. (Kaufman, 2012). In context with TNT,
these tools & techniques has resulted to the HR management in developing and measuring the
performance in various ways. For TNT, explanation of each and every tools for the measuring
and increasing the sustainable performance is as follows:
Benchmarking: HR benchmarking is the collective process of collecting data on various
aspects of HRM systems from either world class or highly comparable firms or large number of
firms worldwide, using the data to evaluate the performance of own business entity and then find
the area of an improvement. In context with TNT, this technique has raised the performance of
each and every functional units of this organisation by collecting data/information based on their
respective performance and tasks done. Data means past performance appraisal or activities
measurement to find out the scope for future development of the work and its accountability.

Also, the benchmarking has increased the skills and knowledge of each and every employee by
giving them appropriate training & development.
10-C checklist of HRM: 10-C model of HRM is regarded as all encompassing and also
the pragmatic model. These model consists of different principles such as comprehensiveness,
credibility, communication, cost effectiveness, creativity, coherence, competence, control,
change and commitment. In context with TNT, control factor has ensure the performance of HR
should be consistent with stated business objectives. Also, the commitment has resulted into the
motivation for encouraging the performance and goal achievement for the TNT. Apart from this,
cost effectiveness has already that the reward and promotion system must be fair and legal as per
the stated norms of the TNT. Collectively, it is concluded that all the Cs has resulted in
enhancing the performance of employee and business function on the same side.
Key
Performance Indicators: KPI is the type of performance measurement technique that basically
evaluates the success and effective progress of an organisation or of the particular task in which
the firm is engaged. This tool is completely based on the SMART goals, which denotes Specific,
Measurable, Attainable, relevant and time-bound and goal based indicator that can helps to keep
your employees on track and build own business. This indicator has built with focal purpose to
find the scope for developing and build performance. Along with developing, KPI has identified
any kind of weaknesses or shortfall in an employee which has resulted into the decreased
performance of them.

CONCLUSIONS
From the above report, it is concluded that strategic human resource management has
resulted for the development of the both business and HR policies on the greater level. Changes
in the trends and development has given positive changes into the HR policy, which has raised
the working potential of the workforce along with developing their skills and abilities to generate
the business growth. Also, the impact of globalisation, workforce diversity has resulted for
effective and corrective functioning of the business strategies and also the strategic human
resource management. Lastly, it is concluded the strategic human resource management has
resulted into the effective HR operations, flexible working and also the performance managing at
the larger terms. Hence, it is necessary to identify various ways to measure the performance
through benchmarking, key performance indicators etc.

REFERENCES
Books & Journals
Jackson, S. E., Schuler, R. S. and Jiangxi, K., 2014. An aspirational framework for strategic
human resource management. The Academy of Management Annals. 8(1). pp.1-56.
Marler, J.H. and Fisher, S.L., 2013. An evidence-based review of e-HRM and strategic human
resource management. Human Resource Management Review. 23(1). pp.18-36.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource
management the next approach. The International Journal of Human Resource
Management. 25(8). pp.1069-1089.
Jiang, K., and et. al 2016. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of
management Journal. 55(6). pp.1264-1294.
Kaufman, B. E., 2012. Strategic human resource management research in the United States: A
failing grade after 30 years. Academy of Management Perspectives. 26(2). pp.12-36.
Budhwar, P. S. and Debrah, Y. A. eds., 2013. Human resource management in developing
countries. Routledge.
Buller, P. F. and McEvoy, G. M., 2012. Strategy, human resource management and performance:
Sharpening line of sight. Human resource management review. 22(1). pp.43-56.
Jiang, K., and et. al 2012. Clarifying the construct of human resource systems: Relating human
resource management to employee performance. Human resource management review.
22(2). pp.73-85.
Alfes, K., Truss, C. and Soane, E. C., 2013. The link between perceived human resource
management practices, engagement and employee behaviour: a moderated mediation
model. The international journal of human resource management. 24(2). pp.330-351.
Purce, J., 2014. The impact of corporate strategy on human resource management. New
Perspectives on Human Resource Management (Routledge Revivals). 67.
Brewster, C., 2017. The integration of human resource management and corporate strategy.
In Policy and practice in European human resource management (pp. 22-35). Routledge.
Paillé, P., 2014. The impact of human resource management on environmental performance: An
employee-level study. Journal of Business Ethics. 121(3). pp.451-466.

Online
Kurt Lewin's Change Model, 2018. [Online]. Available through:
<https://study.com/academy/lesson/lewins-3-stage-model-of-change-unfreezing-
changing-refreezing.html>