Evaluation of HRM and HRD Practice at ADDAC

This report evaluates the HRM and HRD practice at ADDAC, analysing popular HRD and HRM theories like HR Champions Model, Business Partner Model, and others. It provides strategic recommendations for the development of HRM and HRD practices. The report also includes a SWOT analysis of the HRM and HRD approaches in ADDAC.

Running head: HUMAN RESOURCE MANAGMENT
Human Resource Management
Student’s Name
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Author’s Name

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Table of Contents
1. Introduction............................................................................................................................3
2. Evaluation of the HRM and HRD practice at ADDAC.........................................................3
2.1 HR Champions Model......................................................................................................3
2.1.1 Employee Champion..................................................................................................4
2.1.2 Change Agent............................................................................................................5
2.1.3 Administrative Experts..............................................................................................6
2.1.4 Strategic Partner.........................................................................................................6
2.2 Three Legged Stool Model...............................................................................................6
2.3 Nine Key Characteristics of Strategic HRD in ADDAC (McCracken and Wallace
model).....................................................................................................................................7
2.4 Soft Model of HRM..........................................................................................................8
2.5 Characteristics of ‘best practice’ HRM – Pfeffer Model................................................10
3. SWOT analysis of the HRM and HRD approaches in ADDAC..........................................10
Strengths...........................................................................................................................10
Weaknesses.......................................................................................................................11
Opportunities....................................................................................................................11
Threats..............................................................................................................................11
4. Conclusions and Recommendations....................................................................................12
Reference List..........................................................................................................................15

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1. Introduction
The key policies, people strategies as well as the code of conduct that are related to
the HRM and HRD practice at the ADDAC have been analysed and evaluated in this report.
In order to substantiate the evaluation, popular HRD and HRM theories like HR Champions
Model, Business Partner Model and others have been utilised. In conclusion, strategic
recommendations for the development of the HRM and HRD practices have been provided
also. The Business Partner Model proposed by David Ulrich, that have is followed by the
organisation. A detailed analysis of the HR strategy have been conducted in order to identify
the change requirements and the change agents, HR administration issues and the learning
and development of HR strategies in ADDAC. The management of ADDAC also proposes
that the organisation wants to promote an internal culture that is inclusive, binding and
ensures fair and equal treatment towards the employees. HR communication strategies and
theories have also been utilised in the project for identification of the rate of success of these
applied parameters. Competitive retendering have been a constant issue for the company.
This implies that while negotiating contracts, the management needed to be conductively lean
with the human input of the organisation that is most cost incurring asset. As a response the
organisation has shifted their HRM and HRD strategy from management towards proactive
management. In this report, a thorough analysis of the reasons for depreciation of the end
outcome of the new and implied strategies have been conducted.
2. Evaluation of the HRM and HRD practice at ADDAC
2.1 HR Champions Model

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Figure1: Regular HR activities’ operational focus
(Source: Amayah and Gedro, 2014)
2.1.1 Employee Champion
David Ulrich holds the opinion that one of the key compartments of the duties of the
HR department of any organisation is retention of the employees’ interest in the business
objectives of the organisation. In this context, ADDAC follows the EDI strategy of employee
retention and employee engagement. 8 specific goals have been set by the organisation as a
part of implementation of this effective strategy. The organisation sets SMART specific goals
for the workforce so that they realize the missions, values and the objectives of each and
every objectives set by the organisation. Another important activity of the EDI policy
undertaken by the company is the identification of the immediate stakeholders of any project
undertaken. According to Asadullah et al. (2015), this helps the company to set more focused
and realistic goals for the employees. Furthermore the interim deficit of resources and issues
like occasional funding cuts can also be reduced. Along with this, resource reallocation is
Strategic
Partner
Change
Agent
Admistration
Expert
Employee
Champion

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another important step taken by the company in this regard. Among the entire workforce, it is
essential to map out who the exact and capable people with expertise and capabilities to
handle any particular project. The company sets the project deadline accordingly. Influenced
from the views of Bowen (2016), it can be opined that this has exemplary impact on the
performance of the employees also. The solutions that they are able to offer to the service
users of the organisation are more accurate and precise. Selection of a capable and more
productive project team enables the company in meeting the requirements of the services
users pertaining to more diverse groups and variegated communities also. According to
Bratton and Gold (2017), the performance of the company also enhances as an impact of this.
The differential skills of the employee base enables them to serve a broad client base and as
an impact, the customer base of the company also swells.
2.1.2 Change Agent
The internal HR management team as well as the top level management has the
capacity to act as the major change agents. The Change agents in the organisation have
introduced the concepts of Health, Well-Being and Development time at the ADDAC. The
company offers service that models behavioural change in the form of positive health and the
wellbeing of the service users. The motive of the change agents of the HR department of the
company is to consider a pro-social modelling. The deliverability of the workers of the
organisation would increase as an impact. The client based personal services that the
employees offer, would be more impactful due to the training modelling by the company. The
stable and constant performance of the company’s employees is the immediate impact of this
training model.

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Figure 2: Methods introduced by The Change Agents
(Source: Cascio, 2015)
2.1.3 Administrative Experts
The admin expert’s role of the HR shifts better focus on talent development and their
subsequent placement. The ability of the management to look up to the employees
capabilities to serve the client’s interest is pivotal in the role of being admin experts. The
company technically terms the opportunity and/or time available to an individual for personal
physical well-being as the protected time. Since the development of the employees to
generate value out of the protected time of an individual is directly related to the company’s
supreme mission of improving the lives of the clients, talent identification and development is
of utmost importance for ADDAC. The key goal is to increase the employees’ service quality
in terms of making more profitable use of the “protected time” of the clients. There is an
ethical aspect of the services provided by the employees of ADDAC in social context. Hence,
individual performance of the employees are so important.
2.1.4 Strategic Partner
The role of HRM and HRD in case of ADDAC for delivering impactful business
outcomes is evidently crucial. That is why the role of the HR department as the strategic
partner to the organisation and its employees is very crucial. In this regard, the HR managers
of ADDAC looks after the performance of the employees in terms of how well the
supervisors of the company are able to utilise the protected time of the people. The strategic
Health Well Being Development
Time

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partner also looks after the “Skill Station” and ponder over the quality of advice provided to
people regarding connecting to various resources of the company (instructors) who directs
them. According to Dormann et al. (2016), the work of the Strategic partners should be more
cautiously executed in the regional offices where the resource allocation is improper and
interrupted. This might have a serious impact upon the quality of performance of particular
offices of ADDAC and the brand name of the company would be affected in return.
2.2 Three Legged Stool Model
The role of the HR business partner is aligning the strategic goals of the company
with the workers pertaining to every designated unit of business. In this regard, the
management of ADDAC can play an active role. The three legged model proposes that in any
large organisation the responsibilities of the HR division should be segregated into three
divisions. ADDAC is an organisation that operates with activities like shared services. The
operators of shared service are connected with intranet so that the basic service providers of
the company get administrative support and reminder of business objectives. The supervisors
and administrators of ADDAC are constantly communicating with the employees regarding
the supervision that they are offering to the clients. The flaws in individual performance are
identified easily as an impact. Hence the individual performance of the employees become
flawless and the organisational performance as whole is alleviated. The second leg of
Ulrich’s three legged model are the business partners. Like the first leg, the second leg is also
an integral component of HR activities. According to the ideas of Giugliani et al. (2016), it
can be opined that in the role of business partners, the HR management personnel can play
the role of communicating the service related issues that the small service providers face
regarding shared services. At the top of the three legged model lies the limited corporate team
of HR which is responsible for managing the activities of the other two legs and the activities
in general. The top tier in the model is of exclusive importance for the ADDAC. This is

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because of the importance of coordination in the business activities of the ADDAC (Grobler
and Warnich, 2016).
2.3 Nine Key Characteristics of Strategic HRD in ADDAC (McCracken and Wallace
model)
The HR model of McCracken and Wallace exhibits some basic characteristic traits of
strategic HR development. The similarity of the HRD activities and approaches of ADDAC
leads to this implementation of the model for ADDAC. It is required that there is a necessary
alignment between the primary strategy of the organisation and the orientation to the policy
by the employees. This is where the role of the HR executives, managers and the small
business units of ADDAC becomes critical to the organisational success of ADDAC.
However, in ADDAC there is limitation in alignment of the strategic orientation of the
organisational policies with related HR Development practices. The employees’ in spite of
receiving on job guidance do not get proper training in the basic skills. Hence the level of
staff engagement in ADDAC is comparatively low.
McCracken and Wallace also opines that there should be a vertical as well as
horizontal level of communication between the HRM and management of strategic human
resource. In spite of several avenues of communication between the HR managers and the
employees as well as the clients, the organisation faces quality issues regarding performance
in the internal work atmosphere (Wallace et al. 2015).
According to the authors there should also be a distinct role of the strategic role
players in strategic HR development. In ADDAC the role players for the above designated
processes are the HR executives, manager and also the individual managers and the officers
who are concerned with the management and development of Human Resources (employees
specifically) within the organisation.

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In the light of the above discussed issues the authors also sheds light on the impact of
the Strategic HRM in an organisation. As opined by Hughes and Stephens (2016), strategic
HRM practices should aim at enhancing the continued competitiveness of the organisation. In
this context, the activities of HRM should be linked and aligned with the strategic orientation
of the functions take place within the organisation. As such, it is essential that the HR
department of ADDAC take some strict and prompt action look upon how the performance of
the employees of ADDAC are developing over time.
2.4 Soft Model of HRM
ADDAC should follow the soft model in Human Resource management. This is
because the organisation follows the B2B business model where the employees of the
company are the most productive assets. The employees’ performance are directly related to
the fulfilment of the organisational goals of ADDAC. Influenced from the views of Kaufman
(2015), it can be opined that working in small business units, the individual performance are
counted essential for satisfying the clients’ respective demands (Ulrich et al. 2015).
In spite of extended efforts from the end of the management and the HR department
of the company, the rate of employees’ retention have been low. As per Keegan et al. (2017),
the Soft model professes that the organisations where the role of the basic employees is very
critical, should concentrate on addressing their needs and fulfilling them through rewards,
motivations and other such positive activities. According to the views of Prayag and Hosany
(2015), between Soft and Hard Model of Human resource management, the soft model of
HRM better for ADDAC. The employees’ case is at a sensitive standpoint in the organisation.
According to the foundation laid down by this model, HR department and management of
ADDAC should take the following steps for enhancing cross border interaction within the
realm of the organisation.

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At first, the HRM and HRD activities have to be aligned in such a fashion so that
workforce can be engaged for a longer time period. Secondly, ADDAC have to make their
payment structure competitive in respect of the companies operating within the same
industry. Along with that, it is necessary to melt the anti-sentimental approach in the mind of
the employees. In order to do this, the employees have to be provided with suitable
performance related rewards (Ridley-Duff and Bull, 2015). Other than appraisal and
rewarding the empowerment of the employees is also greatly favoured by the Soft Model.
The task of empowering the employees have to be executed in such a way that they seek
delegation along with taking responsibility on their own performance. These are the basic
changes that are required to be incorporated in the HR policies of the organisation, as
proposed by the Soft Model of HRM (Ulrich et al. 2015).
2.5 Characteristics of ‘best practice’ HRM – Pfeffer Model
There is also ample scope for application of the Pfeffer model in the organisation. The
best seven practices of HRM according to the model, could bring success to the ADDAC
Company. In this regard, the first practice that the company should stress upon is selective
recruitment. This is directly related to the long-time retention of the employees. The second
step that is the process of extensive training should take place immediately after the
recruitment process in the company. As per Shields et al. (2015), another popular HR policy
that can be of utmost importance to the organisation is the PRP policy. Cash rewards and
yearly bonuses on the basis of personal and group performance can be given to the employees
so that the employees link their performance with the strategic goals of the company and
reflect the benefits of the training process in their individual performances. The Fourth policy
that have the potential to elevate the standard of organisational performance in ADDAC is
fostering teamwork. According to Veloso, Tzafrir and Enosh (2015), the management have to
set team goals in such a manner that the bonding among the members of the same work team

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increase as an impact of working on the project. The fifth one is constant communication of
the employees with the peers and the seniors including the HR department by means of
intranet. However, as per Theotokas and Kapantais (2017), the last one is the most important
and most significant. This is the policy of employment security. This is most essential from
t6he perspective of ADDAC Company. The job leaving rate of the employees are likely to be
reduced in a good proportion in comparison to the new employee joining rate.
3. SWOT analysis of the HRM and HRD approaches in ADDAC
Strengths
Among the strengths of the company, the most feasible factor is that the company
operates through small business units. As an impact individual employees get sufficient
resources to increase the quality of their performance. Other than that the rate of employment
of new professionals is very high in the company. As such, the chances of formation of an
adept employee base are high (Wallace et al. 2015). The resource allocation to the central
branches is quite good which is supposed to impact performance in a batter way.
Weaknesses
Several invincible weaknesses account to the vulnerable position of the company
presently. The most alarming issue is the series of funding cuts in the company along with
improper allocation of resources. The employees are enraged and often goes into undeclared
strikes as an outcome. Deliberate degradation of performance quality is a direct impact. The
organisation also has to negotiate many potential contracts and are compelled to retender.
Opportunities
The basic skills and strengths of the employees are low. However with continued
support for the HR models discussed in the report, the organisation would be able to increase

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the capacitance of the employees and ensure their quality of work. The stakeholders has kept
faith in the business operations of the company and are funding with equally high spirits even
after few major tender failures (Warner, 2014).
Threats
The poor resource allocation is an obvious factor against the depreciation of
organisational performance. Another major factor is the lack of central support in the regional
offices located in United Kingdom. The rate of employee engagement is mostly poor in the
regional offices where the work flow is less and there is also serious lack of dedicated and
experienced employees. Lack of support in terms of training and support and employee
appraisals result in resentment of the workers.
Figure 4: SWOT analysis of ADDAC
Strengths
1. the company operates through small
business units
2. the rate of employment of new
professionals is very high in the company
Weaknesses
1. The series of funding cuts in the
company along with improper allocation
of resources
2. The employees are enraged and often
goes into undeclared strikes
Opportunities
1. With continued support for the HR
models discussed in the report, the
organisation would be able to increase
the capacitance of the employees and
ensure their quality of work
2. The stakeholders has kept faith in the
business operations of the company
Threats
1. Lack of central support in the regional
offices located in United Kingdom
2. Lack of support in terms of training and
support and employee appraisals result in
resentment of the workers
SWOT analysis

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(Source: Developed by the Researcher)
4. Conclusions and Recommendations
There is lack of employee handling skills in the company. As an outcome of that, the
skills and expertise of the workforce are not reflected in the services delivered by the
organisation. The allocation of resource is another factor that is hampering the production of
the company. On the contrary, the company’s expenses behind resource allocation is not
decreasing also. In this condition the internal audit and service monitoring is very essential.
The company should form a warehouse management team that would be liable to answer the
management only.
The management of the ADDAC Company should also be aware of the position of
Human Resource development programmes that are carried out in the company. The intranet
facility should have filters installed for being able to monitor the activities of the employees.
Another strategic implementation that might suggest to be beneficial for the organisation is
transferring knowledge among the workers of various departments. Acute knowledge transfer
planning have to be conducted Retired workers can be asked to hold interactive sessions with
new and unexperienced employees. The former employees can identify the flaws in the
individual performance of the employees also.
The organisation should have a Quality control team which will monitor the
performance of the individual employees. Besides, the employees should have the facility of
interacting more frequently with the clients so that with their advice, the employees can
improve their performances in similar cases later.
Thirdly, the HR department and the management of the organisation should also
consider the demographics. As the generation of baby boomers approaches retirement, the
company is bound to experience an exodus of responsible and self-reliant employees. In

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comparison to that an internal survey of the workforce is also essential as the ageing
workforce incurs much more staffing costs. Other than that, the modern computing
technologies that are required for the operations in the company are well rehearsed by the
junior and technically advanced employees, who can save the cost of training and retraining.
Analysing the issues in the business operations of the company in UK, it is evident
that there is lack of sync in the management and discrepancy in HR management of the
organisations. The strategic implication of evidently strong HR strategies can help the
organisation to flourish in the near future.

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