HRM Project 2: Reviewing HR Capability of Nexus Human Services

This report reviews the HR capability of Nexus Human Services by looking at the strengths and weakness and making recommendations for improvements in the areas of Ethical Standards and Performance Management. The report focuses on the company's approach to ethical standards and performance management, and provides an analysis of the strengths and weaknesses of the HR strategies in these areas. The report also discusses the company's background, methodology, and assessment of the HRM function.

Subject and code: HRM
Name of the project : HRM Project 2
Company: Nexus Human Services
Number of words:
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EXECUTIVE SUMMARY
Human Resource Management (HRM) literature suggests that HRM practices in an organisation
should support the organisations strategic objectives and be aligned with other operational processes. The
report reviews the HR capability of Nexus Human Services by looking at the strengths and weakness and
making recommendations for improvements in the areas of Ethical Standards and Performance
Management.
Nexus Humans Services is a NDIS Official Provider who has also been contracted to provide specialist
and generalist Disability Employment Services to residents of the ACT since 1994, primarily through
government funding agreements. Over the last eight years, our scope has grown to service residents of
NSW, and most recently, Queensland. These ventures have provided our team with extensive experience
working with participants who need intensive support to improve their employment prospects. It is key for
Nexus to continue to be an industry leader in all areas and have a strong HR Department which focuses on
strategic HR and links this capacity to meet the organisations strategic objectives. The organisation has
strong HR capability which was noted through observation, reviewing policy and procedures discussion
with employees.
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The report reviews the HR capability by looking at the strengths and weakness and making
recommendations in the areas of Ethical Standards and Performance Management.
Successful strategic capabilities are critical for achieving success factors in organisational
performance parameters creatively based on extended paradigms for gaining longevity in success goals. The
successful strategic capabilities, evolved on within HR management can be understood to be diversely
crucial for gaining overall working engagement profoundly and enhance keen efficacy scenarios.
Introduction
Nexus is a NDIS Official Provider who has also been contracted to provide specialist and generalist
Disability Employment Services to residents of the ACT since 1994, primarily through government
funding agreements. Over the last eight years, our scope has grown to service residents of NSW, and
most recently, Queensland. These ventures have provided our team with extensive experience
working with participants who need intensive support to improve their employment prospects.
Nexus has built a philosophy surrounding holistic support services, assisting people from
disadvantaged backgrounds to reach their full potential through social inclusion and economic
participation. With over 27 years’ experience, our service model has been applied to over 12,000
participants, where workforce is competently advanced based on extended new paradigms in longer
time period. Through our extensive network of preferred employment providers, our team has access
to a diverse range of employment pathways both within the ACT and beyond. These strategic
partnerships have allowed us to provide our participants with job placements, return to work plans,
tailored assistance programs, mental health wellness seminars and several other programs designed
to ensure all our participants in workforce are working for long-lasting, meaningful employment.
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Add operational chart
Overview
Human resource services can be analyzed to be highly crucial for adopting to optimum
functional working engagement, based on new fundamental paradigms. The company Nexus, aims
to develop the best HR performance management for extensive commercial growth rapidly within
workforce. Recent research will explore human resource services adopted by company for attaining
new strengthened working targets within longer time periods ( Al Kurdi and et.al, 2021).
Methodology
A review and analysis of the strategic HR capacity of the organisation will be discussed in this paper
focusing on two areas ethical standards and work force skills and attitudes. Qualitative data
gathering techniques will be used as the main method of gathering information. The benefits of
Qualitative data gathering techniques is that it relatively easy to analyses and it is a simplified way
of to get information and one of the most cost-effective ways to gather data. Using this method will
assist to gather information to understand the behaviors values and beliefs that underpin the
organisation’s strategic HRM function (Rondi, and et.al, 2021).
The disadvantages are that the method can be time consuming and requires a significant time
investment. It also can be subjective and based on personal opinions, interpretations, points of view,
emotions, and judgment and hence the information can be interpreted in different ways. HR
methods have varied pathways enhancing functional pathways varied based on optimum working
pace significantly evolving for extended pathways. This has been also found to be widely crucial for
gaining untapped abilities, to enhance functional reach profoundly.
Assessment of the HRM Function
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An Executive Management team are responsible for overseeing program management,
governance, HR, and financial management, and monitoring of quality service performance. The
Nexus’ Executive management is based in Canberra and includes CEO, Finance & HR Manger,
Compliance Manager and Performance Manager. Other employees are Employment Service
Managers, Employment Coaches, compliance and administration staff and support workers. The
Executive team members all have over 10 years’ experience in high level management of
Government funded programs and other projects and HR Management. The Executive Management
team works closely with staff to identify the success of HR functions and highlight any areas for
improvement and implement changes to policy and procedures at the strategic operational level. This
team is also responsible for traditional HR functions such as recruitment, onboarding, and training of
staff and ensures compliance against legislative requirements. The team has both standard and
strategic HR responsibilities. In addition, the team are responsible for overall strategic planning and
creating a workplace culture that fosters the achievement of goals and vision Al Kurdi and et.al,
2021).
To support the internal HR and Executive team and to support the traditional function of HR
an outsourced specialized HR company is engaged to provide employment relations and WHS
advice. The overall strategy covers a broad range of employment relations and work, health, and
safety issues, are also some of the most integral aspects functionally. In addition, advice is provided
on matters such as disciplinary and performance management issues, dismissal process and
documentation, updates on legislation and industry updates wage rates based on the industry’s
Modern Awards and any other workplace relations or WPS matters.
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Analysis - Ethical Standards
Ethical standards are described as a set of principles developed to help describe how organisations
can communicate to employees how they conduct business with honestly and with integrity. The
ethical standards can be included in a code conduct and the ethics documents may outline the vision
and values of the organisation. Organisational values describe the core ethics or principles which
the company will follow all the time under any circumstances. Strong, clearly articulated values
should be a true expression of the organization's aspirations for appropriate workplace behavior and
play an important role in building a positive culture. Nexus by heading on towards ethical standards,
are able to advance up scope innovatively based on untapped paradigms for enhancing long term
goodwill (Paraschi, Georgopoulos and Papanikou, 2022).
 Strengths :A number of strengths are part of the organizations HR processes commitment to ethical
standards including measures that are in place to embed workplace values and ethical standards into
daily work practices these include a set value which serve as a compass to how work is conducted.
The values are Diversity, Results, Passion Accountability, Integrity, Empowerment, Resilience and
Quality. In addition, higher level documents form part of on boarding processes including code of
conducts and ethics these are linked to the organizations vision statement and strategic goals.
Additional ethical policies are provided through the funding body through a code of practice which
sets out the principles and standards that underpin the delivery of Disability Employment and other
services, to increase employment outcomes and participation in economic activities in Australia
especially for disadvantaged client groups ( Cheng and Hackett, 2021).
A specialism compliance unit is also part of the organizational internal structure this is a crucial
component and aligns with the HR area and strategic HR goals to ensure ethical behavior is achieved
in daily work practices including completing administration requirements in line with the DEED of
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agreement with the Commonwealth. These values and ethics and associated policies are a critical
part of HR practices and are used as a guiding point on what acceptable behaviors are by providing a
guideline of what is acceptable and what is not in the organization. Training is provided at the
commencement of employment and through the employees tender in addition training is conducted
in team meetings and through policy reviews. HR compliance was a strength of Nexus which is due
to the additional resource of an outsourced HR and WPS safety specialized organization.
 Weaknesses :It was reported through employee feedback that over the years different strategies
have been tried to embed these values and ethics into daily work practices including linking values
to performance appraisals and reward-based systems linked to value goals. These strategies have
worked well when staff have values that are aligned with the organisation values and the team is
working well together with professional relationships and working towards the vision and goals and
value congruence occurs. The workplace often goes through cycles and sometimes the value and
ethical alignment of some staff is not as effective, where workforce has to be given training for
extended development in longer time frame. On occasions staff have different intentions which has
caused damage to the workplace culture leading to a reduction in productivity and overall, a decline
in job satisfaction for all the team. This can lead to the risk of staff turnover and low productivity
rates (Harney. and Collings, 2021).
Discussion
Overall, the organisation has a good approach to ethical standards the HR area has features of the
ethical framework such as fairness and justice. A common good approach is assumed across the
organisation’s HR area this approach to ethics assumes a society that includes people whose own good is
inextricably linked to the good of the community and community members are required to seek common
values and goals. Also it was observed that the organisation has strong transformative ethics which is a
blend of a commitment to relationships, ethical duties, individual rights, and moral principles the area has
strong relationships and can relate to employees stakeholders and support the organisation through strategic
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HR processes. Ethics is a challenging ethical standard of personal and moral integrity that demands that
individuals treat others with the highest personal regard for their best interests, it is a standard which HRPs
should seek to achieve if they hope to be trusted by employees, peers, and organisational leaders as
they carry out their responsibilities. HRPs who adopt a Informativeness Ethics perspective as they
relate with all organisational stakeholders build relationships that earn the trust and support of all levels of
their organisations. Nexus aims to develop best scale technical performance targets dynamically for gaining
high position workforce strategically.
Nexus aims to further synchronise the best HR strategies further based on new workforce results
within longer time period.
Analysis – Performance Management Nexus aims to further synchronise the best HR
strategies further based on new workforce results within longer time period. Performance
management is a set of processes that organisations utilise to improve. employee performance. The
aim is to ensure employees are focussed on working towards the organisation’s objectives. Both the
strategic and operational areas of the business are covered.
Performance management involves the following tasks:
 Setting objectives for employees
 Analysing and rating employee performance
 Providing feedback based on previous discussions
 Offering employee development opportunities
 Linking pay and rewards to employee performance
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Reviews are a key strategy to keep a track of employee performance and can also be a tool to on how
feedback is provided, and recognition is provided.
The HR strategies in relation to performance management, can be analyzed to be highly essential for
strengthening working engagement based on workforce development strategically.
Maslow hierarchy theory, can be analyzed by bringing specific focus on factors which are related
with psychological factors, safety, love / belonging, esteem and self actualization needs for gaining
workforce enhancement. It can be analyzed that Nexus has been also taking best step forward for
enhancing operative working vision actively and strengthening employee motivation on longer
extended period (.Cao, L and Nguyen, 2021).
Analysis
 Strengths : A number of performance management strategies were seen in policy and procedures
and feedback was sought from employees. Clear key performance indicators were provided and form
part of the feedback process through biannual appraisal. A reward base system was also linked
rewards based on showing organisational values for example coffee vouchers, movie tickets and
employee of the month awards of a choice of rewards such as massage vouchers, or donations to
local charities. The organisation is open to change and is trilling a different approach using different
systems to ensure they are getting the most from our employees including job carving and taking a
more skilled based approach to ensure employees’ skills are utilised. In addition, a number of
reward-based systems are on offer to capture all the needs of the employees and to take into account
both intrinsic and extrinsic motivation. Intrinsic motivation comes from within employees, and they
are motivated to do tasks as it gives job satisfaction. Extrinsic motivation arises from outside when
they do something to gain an external reward. This will create other benefits including talent
attraction, creation of a strong workplace culture which contributes to employee wellbeing and
increased productivity. Position descriptions were available to all staff and were clear and well
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written, where performance working scenarios are connected to operative expand. A new
performance appraisal has also been developed and will have two focus areas, assessment against
structured key performance indicators in form of a score card which is provided monthly and a self-
development plan allowing employees to set their own development goals and actions and a focus on
what resources are needed for the plan to be successful.
 Weaknesses : It was observed that over the years the organization had has tried a number of reward-
based systems including bonus linked to key performance indicators, rewards based on showing
organizational values e.g. coffee vouchers, movie tickets and employee of the month awards of
massage vouchers. The singular approach can be a weakness and the organization can be at risk of
losing the opportunities to influence the motivational levels of staff. Management of under
performance is a complex area and is not managed as effectively as it could the possible cause of this
is because the organization does not have a system to collect data and information that is needed to
be collected against performance indicators. Information is keep in spread sheets and when data
needs to be extracted for performance appraisals it is a time-consuming and complex tasks.
Therefore, under performance may not be identified as soon as it should, and strategies and support
may be not provided at the first signs of under performance leading to frustrations and under
performance. It can be analyzed that company working scenarios profoundly evolve on towards
developed rise based on extended paradigms, for strengthened long term vision abilities actively (
Lei, Khamkhoutlavong and Le, 2021).
Discussion
It is critical for organisation to manage the performance of its people. If this is not a focus, then you
can miss issues and signs that can lead to poor performance. The performance of every employee
should align with the organisation’s vision and strategic goals. You need great performance
management strategies to ensure this happens. Goals setting theory is one of the most advanced,
highly competitive theory practically essential for enhancing long term working vision
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competitively based on extended period. This can be also evaluated as highly essential for
optimising working force competencies to enhance operative vision for gaining functional
growth within competitive time period.The Goal setting theory that was proposed by Edwin
Locke in the year 1968 suggests that the individual goals developed by an employee play an
important role in motivating them to achieve. The organisations new concept of development
plans links with this theory that employees keep following their own goals. If these goals are not
achieved, they either improve their performance or modify the goals and make them more
realistic. In case the performance improves it will result in achievement of the performance
management system aims (Salaman et al, 2005).
Also, company HR strategies are in line with strategic long term competencies for
retaining workforce growth dynamically based on extended paradigms dynamically. This can be
also analysed to be competently essential for determining untapped new abilities based on
extended scope for technical professional benchmarks,
Conclusion
The report has concluded in depth about varied working scenarios, for gaining working pace evolved
on in longer time period paradigms.. Having strong strategic human resource management capacity
is an excellent way to make effective use a resource and align it with the organisational goals, use a
clear approach in managing and leading employees in the workplace to develop a workforce strategy
and employment policies of the firm (Harney and Alkhalaf, 2021). The organisation has strong
systems in place in relation to general strategic and general HR capability in the areas of workplace
values and ethics, performance management and balance and Reward-based systems. The
recommendations in this report will be shared with the Executive team and how these strategies will
improve our bottom line. Executives will be updating plans, goals and policy and procedures and
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training staff and role modeling changes. It will also be important to measure the impact the changes
have from observations, surveys and performance achievements and feedback from employees.
These recommendations will allow Nexus to thrive and ensure a focus on sustainability and that
employees values are aligned with the organization and employees are rewarded and motivated to do
their best. Employees will be contributing to the organizational vision and providing high quality
services from a reputation organization with a great team culture. The recent research has shed in
depth light on competent abilities based on extended technical targets for gaining HR long term
dynamics.
The use of the SHRM function is an excellent solution to bring together all areas of an
organization and achieve strategic goals and a organization that provides quality services has a good
reputation and has a competitive edge. Also, company strategic working in HRM plays keen role for
evolving new untapped abilities based on extended targets for enhanced working goodwill .
Recommendations Ethical Standards
There are various recommendations, where nexus can be further evolved on towards ethical
standards reach, based on extended technical performance targets for gaining untapped abilities
worked on strategically for longer time period.
1. A review of the value and ethics system and linked strategies happen though an assessment to
determine if we are living our values. A survey of staff will be the starting point with questions not
focused on if staff know what the values are, and they read them from the canvas prints around the
office but questioned on how they incorporate these into daily workplaces and behaviours.
Additional recommendations and strategies to assist with the review (Laiho, Sar and Seeck,
2021).
2. Focus groups with employees to gain feedback, will enhance outputs delivery for retaining longer
extended time period paradigms creatively.
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3. Discussions with executives, managers, and the Board by Reviewing the vision of the organisation
and how it wants to be seen from a value and ethical point and what changes need to be made in the
future.
4. Brainstorm and gain ideas on how we can improve our culture, performance, and employee
experience and continue to improve.
5. Development of a new draft of values and ethical statements based on feedback from employees.
6. Working collaboratively with the team to finalise the values and develop an implementation
strategy.
7. Development of additional strategies to endure the values are lived in daily work practices e.g.
updated performance feedback processes, a leadership group which are the champion of the system.
8. Continued review and refinement of the system. This review is necessary to ensure that we have
continued success when properly aligned with personal values, drives, and needs, culture can motivate
staff and improve workplace culture. In turn we can attract great employees and the team have a clear
understanding of their own role and a deeper understanding of what the organisation is wanting to
achieve and how they can be part of the journey (De Koeije and et.al, 2021).
Recommendations- Performance Management
1. Nexus implement a well-rounded policy and procedures on rewards program to align with the different needs
of employees and promote productivity in line with the organisational values.
2. Review performance appraisal and link a reward bases system including strategies not only linked to material
rewards but focus compliments and remembering to say thank you our employees and commend the best
employees’ publicity. Additional awards can include flexibility on work start timed and options to work from
home or in the office.
3. By optimising new company strategies, the performance management goals can be worked on effectively
based on extended pathways for gaining best benchmarks reached on.
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4. Company need to adhere to feedback to employees, as it ables to develop extended technical working targets
within company long term vision oriented paradigms.
5. Encourage two-way communication in performance appraisals
6. Explore the options of how artificial intelligence can support performance management through collection of
data.
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