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Table of Contents
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
P1. Explaining purpose and functions associated to human resource management....................3
P2. Explaining different approaches of organisational recruitment and selection......................5
TASK 2............................................................................................................................................6
P3. Explaining certain benefits of HRM practices......................................................................6
P4. Evaluating effectiveness of HRM practices for enhancing profit and productivity of firm..7
TASK 3............................................................................................................................................8
P5. Analysing importance in context to employee relations.......................................................8
P6. Identification of elements that are part of employment legislations.....................................9
TASK 4............................................................................................................................................9
P7. Illustrating application of various HRM practices within work context...............................9
CONCLUSION..............................................................................................................................12
REFERENCES..............................................................................................................................13
2

INTRODUCTION
In business, human resources refers to people who are considered as significant assets in
context to skills, potentials and talents. The department which manage the labour force for
making better performances is human resource management. It is the practice or approach that
considers needs of all people and business (Bastan, Ganjavi and Tavakkoli-Moghaddam, 2020).
It looks towards determining needs and aspirations related to individual employees and then draft
opportunities within the workplace. For business, Audi is taken into consideration for the report.
It is an automobile manufacturer who designs, engineers, manufacture, promotes addition to
distribute luxury across the globe. Audi operates around 115 centres in UK and its existing
portfolio extends around 53 models.
The report enlightens purpose and function related to HRM, recruitment and selection,
benefits of various categories of HRM practices and their effectiveness to improve profits and
productivity of business. Further, it analyse significance of employee relations, key elements of
legislation related to employment and application of practices in organisational workings.
TASK 1
P1. Explaining purpose and functions associated to human resource management
About the company
Audi is the brand which grew strongly in the year 2004 with outstanding 75% enhance in
new car sales within last couple of years. It is among UK’s leading premium automobile business
that manufactures vehicles on the basis of experience gained in 100 years of innovation in road,
rally phases together with race circuit. Mission of the firm focuses on customer delight,
innovation, corporate responsibility and positive experiences. The vision of Audi is to become
the premium brand by delighting customers worldwide. It have approx. 10000 employees that
performs in different functional units.
HRM
The set of business activities that are directed at attracting, selecting, developing and
retaining an effective workforce is known as human resource management (Bocken, Boons and
Baldassarre, 2019). In Audi, human resource management look towards thoughts, aspirations and
feelings of all employees and meet them timely in satisfactorily manner. It is related to all
aspects wherein the entity interacts with its human capital.
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Workforce planning
The concept that ensures that a business have contemporary and forthcoming access to
human resource that it requires for performing better and effectively. In Audi, various software
are used for gauging labour requirements and deploying candidates in most efficient way.
Resourcing
The proportion of personnel and development that emphasis towards recruitment addition
to releasing people from entities together with managing performances (Brunt, 2016). In Audi,
resourcing is done through identifying and allocating people for carrying out necessary work.
Purpose of HRM that is applicable in planning addition to resourcing of workforce
 Planning and retain people: Human resource management serves purpose of consulting
with all departments and then planning proper deployment of required resources to
complete projects. Within Audi, key purpose of HRM is to plan and retain competent
along with contended employee force that makes maximum contribution in success of
business.
 Developing relations: Relations with employee is significant for organisation and its
future. In Audi, establishing good relations with employee’s lies with HRM in wider
extent. HRM organises meetings, seminars together with certain official gatherings that
builds relations across the company.
HRM functions that are applied in planning and resourcing workforce
 Managing rewards: Rewards are key to manage employees in organisation (Budhwar
and Mellahi, 2016). Within Audi, it is function of human resource management to
analyse performances and accordingly provide rewards, compensation and other benefits.
 Performance appraisal: It is continuous review of job performance addition to overall
contribution of human resources to an organisation. In case with Audi, HRM serves
purpose of encouraging people to work as per their potentials addition to provide suitable
suggestions that brings fewer improvements within them.
 Conflict resolution: All organisations either micro, small or large, do not stay aloof from
conflicts which can arise among small teams or larger groups. It is function of Human
resource management in Audi to sort out differences systematically as well as facilitate
smooth operations.
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P2. Explaining different approaches of organisational recruitment and selection
Recruitment
An action concerned with enlisting candidates for some vacant job role is termed to
recruitment. In respect to Audi, recruitment process is designed for attracting that applications
which suits to working with dynamic prestige brand. Key recruitment approaches used in Audi
are underneath:
Internal approaches: An approach that is used at the time when business managers
looks for filling vacancy from current employed people is internal recruitment approach. In
Audi, professionals use internal recruitment for filling roles with best suited that have an insider
knowledge and encourages loyalty or progress of employees. Some internal approaches are
transfer, employee referrals and promotion (Dede, 2019). Strengths of the approach are that
sourcing and filling vacancy from current human resource is simple activity, improves morale of
current workforce and shortens on-boarding period. However, weaknesses of the approach are
that it stagnant workforce of business and do not introduce fresh ideas or talents in workplace.
External approaches: It refers to an approach that fills vacancy through open pool of
candidates that are not part of company. Most of the duration, well reputed brand reaches to a
situation in which they determine requirement for business and in this they prefers external
recruitment approach (Delery and Roumpi, 2017). Within Audi, comprehensive recruitment is
done through role profiles, central application file, employment exchange, walk ins, recruiting
advertisement and more. Strengths of external recruitment approach includes increasing
opportunities for better skill availability and generating creative ideas and generates healthy
competition.
Selection
The practice undertaken by professionals to pick qualified candidate who is most suitable
for vacancy in entity is selection. In Audi, those applicants are selected that suits best for the
prestige brand or best for its culture. The approaches of selection in Audi are mentioned below:
Assessment centres: One of selection approach in which managers uses multiple testing
techniques to analyse skills and abilities of a candidate for given job role. Within Audi,
assessment centre is frequently used selection method for positions of supervisory together with
mid management level. Strengths of assessment centre are that it combines diverse
circumstances and activities which correspond with abilities required for succeeding in selecting
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desired person and helps managers to get right person at right duration for right job. However, its
weaknesses are that it is costly, time consuming and requires highly abilities in observers.
Interview: The conversation among interviewee together with interviewer that is aimed
for assessing competences and skills for a work profile is an interview (Intarakumnerd, 2017). It
helps human resource managers of Audi to assess a candidate as well as validate information
provided by candidate in the application. Strength of interview method is that it increases mutual
understanding with co-operation among manager and candidate, rectify misunderstandings and
interchange views among people. In contrary, weaknesses of interview are no proper records,
lack of attention and an expensive approach.
TASK 2
P3. Explaining certain benefits of HRM practices
The term of HRM practice is conceptualise as set of internal consistent policies drafted and
executed to ensure that employees make best contribution in objective attainment of
establishment (Perucci, 2018). Within Audi, level of practices adopted by managers is associated
to innovation of process, product and administration. Key practices with benefits to superiors and
subordinates in terms of Audi are explained below:
Recruitment and selection: Organisational superiors seeking to select high performers are
making way towards innovative processes for the purpose of streamlining recruitment.
Recruitment stages in Audi are designed in the manner that attract and helps in selecting those
candidates whose qualities and talents mostly suits to perform in the brand.
Benefits to employee: Sourcing and selecting right people builds competitive spirit among
employees of entity. In Audi, recruitment and selection benefits employee by proving them
career development opportunities and discovering their talents for higher positions.
Benefits to employer: Recruitment and selection assist employers to plan workforce,
recruit them and place them at vacant positions on accurate time frame in order to avoid delays
in working (Mayer, 2018). The practice benefits employers of Audi in improving their abilities to
identify suitable candidate for select them for recognised job role.
Training and development: The practice of managers created for upgrading level of
skills, knowledge, etc of human resources while sharing relevant information and instructions
about ways to carry out specific tasks. In Audi, training and development to staff assist in
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improving skills to deliver values to the brand and keeping them abreast with changes in
technology.
Benefits to employee: Training and development benefits employees of Audi by polishing
their potentials to perform critical operations. It improves employee motivation, morale and
capacity for adopting new methods or technologies in automobile industry.
Benefits to employer: The practice benefits employers of Audi to train and develop people
which reduces their workload to guide and direct manpower. It reduces employee turnover that
helps employers to get work completed on deadlines.
P4. Evaluating effectiveness of HRM practices for enhancing profit and productivity of firm
In an organisation, HRM practices encourages efforts and contribution of employees to carry
out allotted workings in the manner which improves overall productivity and profits. In Audi,
managers have adopted set of systems that are known as practices of human resource department
to strengthen relations so that all workforce coordinates activities leading towards nurturing
productivity and profits. The effectiveness of adopted practices for improving productivity and
profits in context to Audi are as evaluated:
Training and development: Various kinds of training programmes and development
courses are provided to employees and employers that ensures effective completion of work
towards success. Managers of Audi have developed training and development approach which
meets needs of all its people and guide them with structured career path so that they develop on
continuous basis and contribute their learnings in company. Moreover, the practice improves
thinking abilities of new and old workforce which helps them to showcase their innovative ideas
and unique creativity via polishing views in order to raise productivity and generation of profits
of the brand positively (Mehra, 2019).
Recruitment and selection: A successful organisation starts with its ability to source and
select best people. An effective policy of recruitment and selection not only meets requirements
of job rather also ensures that the company performs continuously for maintaining commitment
for raising productivity addition to profits. In Audi, adherence of recruitment and selection
practice guide the managers the best possible talents for the business. Within constantly changing
world of business, brands require to recruit and select candidates which are loyal, confident,
adaptable and knowledgeable which creates foundation to raise productivity, effectiveness and
profits in favourable aspects.
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TASK 3
P5. Analysing importance in context to employee relations
A company with good employee relations provides fair together with consistent treatment
to its members which makes them committed towards jobs addition to loyal to business.
Employee relations is described as organisational determination for building and strengthening
relations between managers and employees (Muindi, 2017). Within Audi, employee relations are
maintained for strengthening relationships between managerial positions and workers through
recognising and resolving issues, measuring satisfaction and providing required support with
inputs to performance management system. Certain practices related to employee relations which
affect decision making from HRM side in the company are collective agreement, grievances and
trade unions. Essential importance concerned with employee relations which widely impacts
managers decisions in Audi are as analysed:
Improving morale: Employee relation is about sharing happiness and issues between
managers and employees at workplace. It actively engages manpower that improves overall
morale of staff and company that leads to positive impacts on HRM decisions. Various
organisations have different separation of power among workers and managers that lowers gap
or involvement and opens communication lines resulting in direct impacts on decision making of
human resource department. In Audi, personnel management empowers all its staff members and
makes participation in management activities compulsory that improves employee morale which
influence decisions of managers to great level.
Foster teamwork: Employee relation is important at organisation because when people
makes efforts in group together then it fosters teamworḳ that impacts favourably on decision
making of personnel managers (Oyewunmi, Adeyemi and Ogunnaike, 2017). Managers of Audi
encourages entire staff to work in teams as well as make decisions collectively. With this,
employees becomes responsible together with understands that they all makes efforts or
contributes for one common objective which eradicate blame game and makes workplace
environment friendly that leads to influencing decision making favourably in Audi. However,
when employees do not coordinate with each other and perform for self-purpose then it have
huge chances to impact framing decisions by managers negatively.
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P6. Identification of elements that are part of employment legislations
Employment legislations refers all applications laws associated with ways to employment in
an organisation. These are put in place for the objective of protecting each employee against
some wrongdoing by superiors that encourages their interest to perform in company resulting to
positive impacts on decision of human resource managers. In Audi, mentioned employment laws
are adhered to protect employees:
Equality Act, 2010: It is legislation implemented by UK government to protect citizens
against any sort of discrimination at workplace and society (Stone and Dulebohn, 2016). In Audi,
managers have adhered the element of law and provide compensation in equal and fair manner
which motivates employees to actively engage as well as contribute their potentials in objective
accomplishment that impacts positively on decisions of higher authorities. By implementing the
legislation, no one in company cannot be asked any questions related to employee’s health, sex
or other unless it is specified compulsory for the job.
Health and Safety act, 1974: The law is set by Parliament of UK to define fundamental
structure addition to authority of regulation, enforcement addition to encouragement of safety,
welfare and heath at place of occupation. All the managers and superiors of Audi comply the act
so that they provide as well as maintain safe work systems, place, resources, tools and equipment
that reduces chances of injuries or accidents. When an organisation maintains safety then it
impacts positively on framing decisions by managers.
TASK 4
P7. Illustrating application of various HRM practices within work context
HRM practices are executed in work related context with the purpose of recruiting and
selecting talents and providing them knowledge for activities (Tahiri, Kovaci and Krasniqi,
2020). In Audi, HRM practice is recruitment and selection is applied for filling job vacancy of
Software Engineer. All the related activities conducted by human resource department are as
follows:
Job specification
Written narrative which includes general tasks together with associated responsibilities of
job is known as job specification. In context to Audi, job specification for Software Manager is
below:
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Job specification for Software Engineer in Audi
Audi, a leading automobile brand have opened a position of Software Engineer at its head office
in UK to be filled immediately. Software Engineer will be responsible for developing systems as
well as software for Audi models.
Responsibilities:
 Improving system quality through identifying challenges as well as common patters so to
develop quality standard operating procedures.
 Maintaining along with improving current codebases together with peer review code
changes.
 Liaising with other employees for the purpose of implementing technical designs.
Education:
 A candidate pursing or completed Master of Technology from reputed university or
college.
 Bachelor of Technology from renowned college or university.
CV
Detailed document including suitable information related to academic addition to
professional life of an individual refers to Curriculum Vitae (Zhang and Xu, 2018). For Software
Engineer, CV received by human resource department in Audi is underneath:
Steeve Pooran
2654 Street 9, London, UK
Phone: [phone]
Mail Id: [e-mail]
Career Objective: To work in challenging environment that enhances my knowledge and skills
for performing tasks and contribute in achieving my personal and organisation objectives
together.
Career Background:
 Pursuing Master of technology from Oxford University of technology and management.
 Completed Bachelor of technology from The University of Manchester.
Skills:
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 MySQL/MariaDB
 Microsoft Window Server
 Linux operating System
 ReactJS
 Laravel PHP
I hereby declare that mentioned information are correct and accurate to my knolwdge.
Place: London, UK
Date: November 04, 2020
Interview questions
Interview is a selection method which is a structured conversation among interview and
interviewee where interviewer asks some questions from interview to analyse or determine skills
and personality of candidate to meet essential needs of job vacancy (Muindi, 2017). Interview
questions that human resource manager in Audi asks to the candidate are mentioned below:
 Describe yourself.
 What you like most in job of Software Engineer.
 Your expectations from the company and job vacancy.
 What makes you engaged in working and dedicated towards work?
 According to you, what are the potential technologies which makes a vehicle different
from others in market?
Offer letter
A letter delivered by company to potential candidate selected fir vacant profile is job
offer. Human resource manager of Audi has drafted and send the mentioned offer letter:
Offer letter
Mr/Ms Steeve,
We are pleased to convey the information with you that you are selected as Software Engineer in
Audi. This is overwhelming news and our pleasure to inform that all the recruitment and
selection criteria are successfully completed. You are requested to join as Software Engineer on
or before November 20, 2020. Other information are as follows:
Roles and responsibilities:
 Cultivating system as well as common patters so to improve quality standard operating
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procedures.
 Maintaining along with improving current codebases together with peer review code
changes.
 Enhancing applications through identifying opportunities for improvements,
recommendations and implementing systems.
Reporting to: Senior Software Engineer
Basic salary: £ 20000 per month
Thanks and regards,
Audi
(Human Resource Management)
CONCLUSION
From mentioned information, it is concludes that organisations anticipates changes and
addresses current or forecasted issues of staff through workforce planning. The system which
entice, progress, provoke and preserve human capital for proper implementation of plans and
survival in dynamic industry is HRM practice. Human resource professionals maintains
constructive relations with workforce and keeps them engages in their allotted working that
impacts positively on decisions framed by managers to retain people for larger duration. Various
employment legislations are adhered to foster equality and maintain safety workplace that
impacts positively on key decisions of HRM.
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REFERENCES
Books and journals:
Bastan, M., Ganjavi, H. S. and Tavakkoli-Moghaddam, R., 2020. Educational demographics: a
system dynamics model for human resource management. International Journal of
System Assurance Engineering and Management. 11(3). pp.662-676.
Bocken, N., Boons, F. and Baldassarre, B., 2019. Sustainable business model experimentation by
understanding ecologies of business models. Journal of Cleaner Production. 208.
pp.1498-1512.
Brunt, C., 2016. Human resource management in international NGOs. Palgrave Macmillan.
Budhwar, P. S. and Mellahi, K. eds., 2016. Handbook of human resource management in the
Middle East. Edward Elgar Publishing.
Dede, N. P., 2019. Enhancing employee innovative work behavior through human resource
management practices. In Handbook of Research on Managerial Thinking in Global
Business Economics (pp. 1-21). IGI Global.
Delery, J. E. and Roumpi, D., 2017. Strategic human resource management, human capital and
competitive advantage: is the field going in circles?. Human Resource Management
Journal,.27(1). pp.1-21.
Intarakumnerd, P., 2017. Human resource management and coordination for innovative activities
in production networks in Asia: A synthesis. Asian Journal of Technology
Innovation. 25(2). pp.199-205.
Mayer, C., 2018. Prosperity: better business makes the greater good. Oxford University Press.
Mehra, D., 2019. TLP for Human Resource Management 2018-2019.
Muindi, J. M., 2017. Effectiveness of strategic human resource management practices in
enhancing performance: A case of the office of the Attorney-General and Department
Of Justice in Kenya (Doctoral dissertation, United States International University-
Africa).
Oyewunmi, O. A., Adeyemi, K. S. and Ogunnaike, O. O., 2017. Corporate governance and
human resource management in Nigeria’s downstream petroleum sector. Scientific
Annals of Economics and Business. 64(2). pp.139-153.
Stone, D. L. and Dulebohn, J. H. eds., 2016. Human Resource Management Theory and
Research on New Employment Relationships. IAP.
Tahiri, A., Kovaci, I. and Krasniqi, A., 2020. Human Resource Management, Performance
Management and Employee Performance Appraisal by SME Managers in
Kosovo. International Journal of Economics & Business Administration (IJEBA). 8(4).
pp.288-298.
Zhang, K. and Xu, P., 2018, August. Research on transformation strategy of enterprise human
resource management in Big Data era. In 2018 International Conference on
Management, Economics, Education and Social Sciences (MEESS 2018). Atlantis Press.
Online:
Perucci. D., 2018. A Comprehensive guide to HRM practice. [Online]. Available through:
<https://www.bamboohr.com/blog/guide-hr-best-practices/>
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