HRM Case Study Report: Oldbridge District Council Analysis

This report analyzes the human resource management (HRM) practices of Oldbridge District Council (ODC), a local government authority in England. The report begins with an introduction to HRM and its strategic importance. It then delves into the key findings of a survey conducted among ODC employees, revealing concerns about increased workloads, pay dissatisfaction, and a lack of adequate training. The report highlights the significance of these findings and proposes three immediate initiatives to address the identified issues. These initiatives focus on improving training and development programs, managing and reducing employee workload, and addressing the issue of limited pay increments. Finally, the report concludes with a summary of the key findings and recommendations, emphasizing the importance of addressing these HRM issues to improve employee satisfaction, retention, and overall organizational performance. The report utilizes academic sources to support its analysis and recommendations.

HUMAN RESOURCE
MANAGEMENT

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Key findings from the survey......................................................................................................1
Three initiatives develop immediately to improve the more concerning findings......................3
Email...........................................................................................................................................5
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................6

INTRODUCTION
Human resource management is the strategic approach to the effective management of people in
a company or organization such that they help their business gain a competitive advantage. It is
designed to maximize employee performance in service of an employer's strategic objectives.
This report covers issues such as key findings from the survey and why are they important, three
initiatives to improve the certain findings and e-mail of the concerned objectives.
MAIN BODY
Key findings from the survey.
According to the survey 83 per cent of people in the council believe that from the last
year load of work has increased which is putting more pressure on them and they are not able to
get free or relax for even a second. It is making their schedule more hectic. The quality of the
work they do is decreasing a lot as compared to earlier as many people say that they are not able
to focus on work as they are not able to rest properly because of the work load.
On the basis of annual pay 21 per cent of people who are working in the company is
satisfied with their pay scale but not even 1 per cent of them has admitted or stated that they are
very satisfied. This is a severe issue for the council as they need to make the necessary changes
in their structure because if the employees of the companies who have been working for a long
time are not very satisfied then it reflects a bad impression and affects the overall image of the
council which they can only improve by offering them the decent sum of package (DeCenzo,
Robbins and Verhulst, 2016). If the pay scale of the company is not up to their expected levels
then it will reflect in the performance of the employees and overall it will take down the quality
of the work of council. It is important to make necessary amendments.
54 per cent of the people who are working with the council are seeking different jobs.
There can be many reasons for that as the council has employed a strength of 250 people and
many of them are working there as part time which reduce the growth they are expecting or for
that they will be getting half the amount which may not be fulfil their needs (Stewart and Brown,
2019). It is important for the council of members to analyse what is the reason behind this issue
so that they can put a stop to it by taking rectifying measures. If the managers of the council
listens to their team and show them the value and support which is required and necessary then
there is a scope of possibility that they can reduce the no of people who are looking out for
alternatives. The main focus of area of people must be those who are working as part time if they
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are getting importance and being feel valued then they will work till they get promoted as a
member of the council.
The ratio of people who feel that they are valued and their opinion is being supported is
divided as some of them believe that the line managers of the council supports them and others
state that senior managers support them which makes the structure of the council bias. 80 per
cent of the people feel valued but they also admit that the culture of the council is biased. To get
valued by the members they need to make an impression and follow the instructions of people in
order to gain attention from other members and be respected in the company.
This job requires training to handle the task and maintain the standard of their operations
(Brewster, 2017). Only 33 per cent of the members of the council are satisfied with the level of
training they give which is a major difference as more than 66 per cent of people are not satisfied
with the training provided by the council. Training helps them to develop and grow personally
and with they help of that they serve in a better way to clients and prospective customers
(Chelladurai and Kerwin, 2018). Council needs to make changes in the process of training so that
they can develop their personnel in a more better way and generate better outcomes. Their
process of replacement for new recruitment is also difficult which makes it important for them to
train their staff in a better way so that the employees they can perform their operations
efficiently. If they are not able to provide them with better training then they must not expect
better results from them as it will not develop them and will stop their growth in both personal as
well as professional aspects.
These findings needs to be addressed so that they can reduce the no. of issues that the
members of the council are facing and satisfy then so that they can retain them for a long period
of time. This will help the council to grow and the issues that they are facing such as not been
able to replace the people who have retired or left or increase in pay to a limited amount and the
issue of savings all issues such as these can be overcome by analysing and taking the rectifying
measures for the finding. If these issues are sorted out then the management of the company will
can focus on working on growth of the council (Bratton and Gold, 2017). If these issues are not
addressed then the work force of the council will not be able to meet with the desired goals and
objectives. Apart from that they will not be able to overcome and improve on the factors. Issues
such as training and development, importance of work force in the council, increase in salaries,
pressure of work load and more than half of the employees are seeking new jobs. Managers of
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council need to train the members who are working as part time retain them and fix them to work
as full time.
Three initiatives develop immediately to improve the more concerning findings.
Three areas which needs more attention to the founding are training and development, increasing
work load and the issue of limited increment in pay. To survive and expand their reach of
operations it is necessary that they focus on these key areas so that they can remove them and
satisfy the members of the council in every way possible.
Training and Development-
It is important for the council to look after this aspect as some of the members which are
newly hired for a business case needs to be trained as they don't have the appropriate skills for
the job and they mess up the condition of the work which can only be rectified by giving them a
proper and necessary training. It will develop them, change them and make them eligible for the
job so that they can handle the task in a better way so that they can extract better results for the
council and increase their reputation so that they can provide more services. Training and
development will enhance their skills in many ways such as improve their skills of
communication, increase the quality of work and perform the job in a better way in the
instructions and guidelines set up by the members of the team. It will also help them to learn to
work in a team by dividing the work among the members of the team so that they can distribute
the work according to their area of expertise and complete the task in an efficient and effective
manner (Mondy and Martocchio, 2016). The success of this initiative can be analysed by the
improvement in the performance of the employees and by observing the changing and behaviour
patterns in work in order to meet the goals and complete the task in proficient manner. Usually
the impact of this model is analysed on the basis of team or individual. Line managers of the
council is given the job to train and develop them skills and educate them to learn to work in a
more professional manner. They are allowed to train them by using many techniques or
resources of the council as they will generate the return and benefit the council by achieving the
objectives.
Increasing Work Load-
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It is important for the company to look the aspect of work load and take some measures
to put it under control as if the work force of council is pressurized too much then they will loose
the morale to work. Senior management of the council needs to look after this factor and if they
don't then they will not be able to retain the member who are working in the council as not many
people are able to handle the pressure until or unless they get something in return. If they want to
continue with this process then they must offer them bonus in pay or offer them with awards or
rewards or recognize their work so that it increases their morale and they feel that they are
getting something for their return (Armstrong and Taylor, 2020). If they don't take these steps
then they won't be able to focus clearly and perform the task up to their potential. Due to the
work load the members of the team won't be able to work in an efficient manner because of
fatigue and this will affect the quality of work. The members who are working as part time won't
wait to get a promotion and look to serve any more instead he or she will seek out for the
available alternatives in the market. It will affect the employee retention of the council and hiring
new employees and setting them up according to the job takes a lot of time, effort and resources
which is also not good for the image of the company. It is important to retain them and either
they can reduce the work load or recognize and appreciate their efforts so that they can remain
motivated and continue to work hard until they meet the goals and objectives (Anderson,
Fontinha and Robson, 2019).
Low increment in Pay-
Most of the employees who are working in the council has agreed that the level of
increment is limited according to the role of work. Many of them who have been working for
long with the council has stated that they are satisfied but no one among them has agreed that
they are very satisfied (Sparrow, Brewster and Chung, 2016). This states that HR of the council
needs to make necessary changes in their structure so that they can keep them motivated and
work with putting all their efforts. If they are not satisfied then they will not be interested to
continue and keep doing the work. In order to keep them satisfied and expand the operations of
the council they need to take the necessary initiatives so that they can achieve growth and make
their name in the market. If the pay is low and most of the members are not satisfied then it is
because they are not able to fulfil their needs then they will look out for the alternatives or new
available jobs according to their nature of suitability and eligibility. Initially it is a loss for the
council altogether as they have to work to find new employees train them which will again take
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out lot of their money instead of this what they can do is take on some new steps such as increase
the pay according to their post and experience and increase it with a decent amount so that it can
satisfy them and retain them. Only by doing this they will see improvement in the results of the
company and increase the level of employee retention of council (Noe and et.al., 2017).
Email
To
CC
BCC
Subject- Response of Survey
Dear
From the survey the following information has been obtained which needs to be assessed
critically in order as the work force of the company is not satisfied in many things. 55 per cent
of them are looking for new job. 83 per cent of them believe that the load of work has been
increased since the last year and the aspect of training and development with limited increment
in pay which needs to be addressed so that they can satisfy the members of the council and
focus on achieving higher goals.
Thank you
CONCLUSION
From the above studies it has been concluded that the council needs to address the changes
which has been identified into the report so that they can increase the level of employee retention
and can be able to overcome issues of saving, limited increase in pay and difficulties in finding
out the replacement of the people who has been retired. It is essential for them to reduce the load
of work so that they can perform their operations subsequently and in an effective manner. Apart
from this they need to provide them with proper training and development so that they can
improve their quality of work.
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REFERENCES
Books and Journals
Anderson, V., Fontinha, R. and Robson, F., 2019. Research methods in human resource
management: investigating a business issue. Kogan Page Publishers.
Armstrong, M. and Taylor, S., 2020. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Brewster, C., 2017. Policy and practice in european human resource management: The Price
Waterhouse Cranfield survey. Taylor & Francis.
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Chelladurai, P. and Kerwin, S., 2018. Human resource management in sport and recreation.
Human Kinetics.
DeCenzo, D.A., Robbins, S.P. and Verhulst, S.L., 2016. Fundamentals of Human Resource
Management, Binder Ready Version. John Wiley & Sons.
Mondy, R. and Martocchio, J.J., 2016. Human resource management. Pearson.
Noe, R.A., and et.al., 2017. Human resource management: Gaining a competitive advantage.
New York, NY: McGraw-Hill Education.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.
Stewart, G.L. and Brown, K.G., 2019. Human resource management. Wiley.
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