HR Policy and Practice - A Case Study of Grace Bernard Ltd

This presentation discusses the HR policies and practices of Grace Bernard Ltd, a growing international agency for recruitment. It covers key issues identified from a case study, solutions for those issues, and the need for specialist HR capacity.

Human
resource
management
HR POLICY AND PRACTICE

BACKGROUND OF
ORGANIZATION
 Grace Bernard Ltd was founded 15 years ago.
 It is a growing international agency for recruitment
with 120 advisers in four offices – Cambridge,
Frankfurt, Santa Cruz and Singapore.
 Specializing in IT, engineering and life sciences
recruitment.
 Mission:
1. To generate opportunities for everyone to attain its
potential
2. Achievement for its clients and advisers
3. Remove costly recruitment mistakes.

 Vision:
1. To employ over 359 staff, working in at least four
continents
2. Hiring over 1200 permanent individuals per year
3. Running over 1000 contractors
4. Have turnover in excess of £100 million
5. Make 20 directors and senior management
position
6. 15 commercial and operational positions
7. 45 senior, principal and leader positions.

What is HR policy & practice ?
 HR POLICY: It is a guideline on the approach a company
intends to adopt in managing its personnel. it provides:
1. Structure
2. Control
3. Consistency
4. Fairness
5. Reasonableness
6. Ensures compliance with employment legislations and;
7. Inform employees of their responsibilities and
expectations of company.

 HR practices: are the means through which HR
personnel cam develop the leadership of their
staffs.
 Following HR practices are:
1. Healthy, safe and happy place of work
2. Open book style of management
3. Performance linked additional benefit
4. Fair evaluation system
5. Knowledge sharing
6. Highlight performers

Key issues identified from case
study of GBL
1. Staff profile lacks diversity
2. Staff turnover
3. No HR specialist

Issue 1: Staff profile lacks
diversity
 In location of Cambridge, GBL has 90 employees
with an ordinary age of 27, be paid between
£30,000 and £50,000 per annum, the ratio from
male to female is 24% to 76%.
 however in GBL, Staff profile lacks diversity due to:
1. Low hiring
2. No inclusive policies and practices
3. Provide no diversity training
4. No effective communication
5. No interaction (Michael page, 2018).

Solution for issue 1
 Develop a strategy of hiring to make its
staff resemble the community they work
in.
 Ask current employees for referrals.
 Talk to community organizations to help
find applicants.
 Arrange for diversity training in their
company.

Issue 2: Staff turnover
 Turnover of staff in Cambridge is expected
to have been 25% over the last12 months.
 The reason for staff turnover is:
1. Lack of growth and progression.
2. Lack of diversity.
3. Job does not match description.
4. No generosity and gratitude.
5. Hire people who do not fit (Joseph, 2019).

Solution for issue 2
 Hire the right people.
 Encourage generosity and gratitude.
 Offer flexibility.
 Pay attention to engagement.
 Fire people who do not fit.
 Set clear objectives and goals
 Be future driven
 Measure satisfaction
 Give continual feedbacks (Smith, 2009).

Issue 3: No HR specialist
 In GBL, there is no specialist HR
function. The reason is:
1. Not hiring and orientating new staffs
2. Often manage current employee
satisfaction and output
3. Always make sure that workplace is
running competently (Miksen, 2019).

Solution for issue 3
 Hire new employees suitable for positions
 Place right employee at right job.
 Arrange orientation programme for new employees to
interact with existing employees.
 Regular check on current employees productivity or
performance.
 Focus on employee’s satisfaction or employees needs
and wants to retain them in a company
 Maintain fair records of employees and their workings
(Mayhew, 2019).
 Do not present fraud report of organizational
performance to top managers.

Require specialist HR capacity
 To work according to the vision and
mission of GBL and achieve success in
future, there is need to have specialist
HR capacity within GBL.
 Reason for requiring specialist HR
capacity in GBL:
1. As currently HR is not focusing on
diversity of the staff due to this staffs
lacks diversity.

2. Lack in growth and progression of
employee.
3. Hire those people who does not suits to
the position or job.
4. Does not put right employee on right job
5. Does not focus on welfares of the
employees.
6. do not focus on upgrading the
technologies required (Kelly, 2016).

7. Does not identify external environment before
hiring process.
8. Does not follow government guidelines framed
for employment (White, 2019).
9. No hiring, orienting or placing new employees.
10. Does not work according to the companies
vision.
This why specialist HR is require for the growth of
the company and employees (McSween, 2019).

Conclusion
 It is concluded that every organization must have HR policies
and practices. Proper HR planning helps in growth of the
employees and company. HR specialist should be hired for
successful implementation of corporate hiring plans.
 Focus must be on employees as well as their client’s
satisfaction.
 Make efforts to eradicate issues related to human resource.
 Proper evaluation and analysis of external environment before
proceeding for hiring process.
 Corporate success depends on the proper HR specialist as he
hired personnel for the company.
 So it is require to have HR specialist and proper policies and
strategies for company’s growth.

References
 Joseph, C. (2019) Staff turnover solutions. [Online].
Available from: https://
smallbusiness.chron.com/staff-turnover-solutions-10086.h
tml
 McSween, D. (2019) Day to day HR duties & tasks.
[Online]. Available from: https://
smallbusiness.chron.com/daytoday-hr-duties-tasks-64602.
html
 Kelly, (2016) Key competency areas for HR professionals.
[Online]. Available from: https://
resources.hrsg.ca/blog/3-key-competency-areas-for-hr-pro
fessionals
 Miksen, C. (2019) Advanatge & disadvantage of not
having human resources. [Online]. Available from: https://
smallbusiness.chron.com/advantages-disadvantages-not-
having-human-resources-18696.html

 Smith, J. (2009) Reasons for staff turnover. [Online].
Available from: https://
peoriamagazines.com/ibi/2009/dec/12-reasons-employe
es-leave-organizations
 Michael page, (2018) Reasons for staff diversity.
[Online]. Available from: https://
www.michaelpage.co.uk/advice/management-advice/de
velopment-and-retention/seven-reasons-employee-dem
otivation
 Mayhew, R. (2019) Functions & practice of human
resource management. [Online]. Available from: https://
smallbusiness.chron.com/functions-practices-human-res
ource-management-59787.html
 White, G. (2019) Purpose of HR policies & procedures.
[Online]. Available from: https://
smallbusiness.chron.com/purpose-hr-policies-procedures
-64570.html