Managing human resources assignment : HRBP
Added on 2020-01-07
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Managing Human Resources
Table of ContentsTask 1: Essay................................................................................................................................................3Guest’s HRM model; its depiction at Telenor..........................................................................................3Storey’s definitions of HRM, personnel and IR Nestle, a living example..................................................4Implications for line managers and employees of developing a strategic approach to HRM; British American Tobacco, a classic example......................................................................................................6TASK 2..........................................................................................................................................................6Model of flexibility at Accenture..............................................................................................................6Types of flexibility at Accenture...............................................................................................................8Numerical flexibility.............................................................................................................................8Financial flexibility...............................................................................................................................9Temporal flexibility..............................................................................................................................9Use of Flexible Working Practices for the Employer and Employees.......................................................9How flexible working practices impact the labour market....................................................................10TASK 3:.......................................................................................................................................................11Types of discrimination at the workplace..............................................................................................11Practical implications of equal opportunities legislation for an organisation........................................12Approaches to managing equal opportunities and managing diversity.................................................12Task 4.........................................................................................................................................................13Managing employee welfare at SCB......................................................................................................14Implications of health and safety legislation on HR practices................................................................14Impact of another topical issue on human resources practices.............................................................15Bibliography...............................................................................................................................................15
Task 1: EssayGuest’s HRM model; its depiction at TelenorThe Human Resource Model presented by Guest presents forth a very modern uptake on whatHR is all about. It points out that HR is much more than personnel management, the latter beingjust a component of the former. HR in an organization does not merely have to be limited tofilling out forms, but has to have a direct link with the strategy of an organization. This model have six dimensions of analysis:HRM strategiesHRM practicesHRM outcomesPerformance outcomesBehaviour outcomesFinancial outcomesLike all other organizational functions, HRM has to be a strategic initiative which then has thefull potential of contributing towards achieving business goals in a more efficient fashion.Another unique proposition presented in this theory is that whereby the role of HR is not only tolook after the needs of the workforce collectively, but it has to cater to the unique needs of everymember of that workforce. The model truly represents how HR is not a science but an art; thereare rules to deal with every situation yet there is the possibility of an unprecedented event
occurring. In that case, it is HR that must ensure that not only the interests of the organization areprotected but also of the individual as well as the workforce as a whole. There are two approaches of HRM-Hard HRMAccording to this approach employees of entity work only for receiving financial benefits. Ifentity pay good money to it workers then their performances is easily improved. It is strategicapproach which aims to make use of people in a manner that add value and bring competitiveadvantages.Soft HRMThis approach is focuses on developing strong employees relations. Under this approach humanresource management ask opinions from employees and motivated to them for assisting entityfor making strategy and market expansions. Guest’s model is a proponent of the fact that employees are a huge asset of the organization andshould be regarded in that manner. Having them involved in business processes and decisions,giving them ownership and considering them the foundation to successful goal achievement iswhat HR in the current business world should be about. According to the model, HR has to bemore about commitment, compliance is only secondary. The major focus of any HR departmentshould be on enabling business, and providing services across the organization that bridge thedifference between HR and other departmental. As such, the HR department is meant to serve asthe strategic business partner, something that can be successfully seen being implemented atTelenor (Alvesson, 2015).Telenor deploys the HR Business partnering model also known as the HRBP model. The ideabehind this model is that HR is fully involved in the strategy formulation of the organization.The model is in place to ensure that all the HR services, relevant recruiting, right hiring, careerprogressing development plans, salaries and benefits pay outs, employee grievance process andall others are linked with the organization’s strategy. The HRBP model allows HR to workclosely with different functional departments. At Telenor, members of the HRBP team are work with the functional department, creating ahybrid structure where HRBP officers report to both HR and the Functional director. This is the
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