Functions of HRM for workforce planning and resourcing

This document provides an overview of the purpose and functions of HRM applicable for workforce planning and resourcing in the organisation. It also discusses the strengths and weaknesses of different approaches to recruitment and selection. The document explores the benefits of different HRM practices for both employers and employees, as well as the effectiveness of these practices in terms of raising organisational profits and productivity.

HUMAN RESOURCE MANAGEMENT

Table of Contents
INTRODUCTION......................................................................................................................1
TASK 1......................................................................................................................................1
P1: The purpose and functions of HRM applicable for workforce planning and resourcing
in the organisation..................................................................................................................1
P2: Strengths and weaknesses of different approaches to recruitment and selection............2
TASK 2......................................................................................................................................3
P3: Benefits of different HRM practices for both employer and employees of the
organisation............................................................................................................................3
P4: The effectiveness of different HRM practices in terms of raising organisational profits
and productivity.....................................................................................................................5
TASK 3......................................................................................................................................6
P5: The importance of employee relations in respect to influencing HRM decision-making
................................................................................................................................................6
P6: The key elements of employment legislation and its impact on HRM decision-making 7
TASK 4......................................................................................................................................8
P7: The application of HRM practices in a work-related context..........................................8
CONCLUSION........................................................................................................................10
REFERENCES.........................................................................................................................11

INTRODUCTION
All field has obtained advancement for the reason to meet the requirements of time.
Through its systematic methodology, the management has now become an art. An innovative
management type which is prevailing and spreading in the business firms is human resource
management. A company cannot build a good team of professionals at the workplace without
having an effective human resource management. Here, the report is briefing about the key
functions and role played by the HR manager in the recruitment, selection and proper
management of manpower in the company. Several HRM practices and their implications at
the workplace is also defined to measure its benefits for the Canary Wharf firm. The paper is
also illustrating elements of employees’ legislation together with its impact on HRM decision
making and practices.
TASK 1
P1: The purpose and functions of HRM applicable for workforce planning and resourcing in
the organisation
Human Resource Management (HRM) refers to the formal system of managing the
people within an organisation. Many authors and scholars had tried to define human resource
management in different words and ways, however, the core meaning deals with describing
how to manage employees in the organisation. According to Decenzo and Robbins (1988),
HRM concerns with the people dimension in business management. Another definition by
Mathis & Jackson (2003), human resource management is a formal system which is designed
to ensure optimum utilization of human talent in order to achieve organisational objectives.
Thus, HRM can be defined as a systematic process of procuring, developing and maintaining
available limited skilled workforce so that the human resource is effectively and efficiently
utilised for achieving organisational goals (Auer and Cazes, 2003).
It's the employee who carry out several work activities in an organization. HR
managers and professionals have the important responsibility of organizing people so that
they can effectively perform these activities. Therefore, HRM has emerged as a major
function in organisations that deals with issues related to employees such as hiring,
performance management, compensation, training and development, safety, wellness,
benefits, employee motivation, dispute resolution and communication (Wilthagen and Tros,
2004). In this way, HR professionals work as a consultant for managers in the organisation
advising them how to strategically manage people as business resources and how to utilize
them for achieving organisational goals (Benjamin, 2017).

In addition to this, it can be said that there are diverse approaches which need to be
employed by experts for better HRM practices. Hard and soft human resource practice allows
to have better opportunities so that long term sustainability can be accomplished. In hard
approach treats employees simply as a resource of the business. As same in soft approach
treats employees as the most important resource in the business and a source of competitive
advantage. It has been noticed that soft approach allows to have better long term workforce
planning and it is mainly dependent over two way communication. Along with this, hard
approach is more suitable for short term changes and in this minimal communication is being
taken into account.
The organisational purpose of the HRM is to recognise its contribution for
organisational effectiveness. The functional objective is to maintain the contribution of HRM
activities as per the organisation’s needs. The primary responsibilities of the human resource
management includes job analysis and staffing, organization and utilization of work force,
measurement and appraisal of work force performance, implementation of reward systems for
employees, professional development of workers, and maintenance of work contracts.
Moreover, HRM provide the necessary tools, techniques, and methods which helps to create a
favourable and positive business environment for innovation and employee development
(Bernardin, 2002).
P2: Strengths and weaknesses of different approaches to recruitment and selection
Recruitment is one of the basic functions of organisation's human resource management
and planning process. Recruiting refers to the process of attracting prospective employees
from the available labour in the market. The organization must be able to attract a sufficient
number of candidates who have the required abilities and competence which are required to
carry out the particular job’s responsibilities (Tekleab and Taylor, 2003). An effective
employee selection procedure defines the effectiveness of recruiting process which helps the
organization to achieve its objectives. The recruitment process is associated with other
personnel management functions such as performance evaluation, compensation
management, employee relations, training and development (Bianca, 2016). The recruitment
process is a systematic approach which begins with the knowledge of vacancy in the
organisation and finishes after the appointment has been made. The main stages of the
recruitment process are – identify vacancy, prepare job description and person specification,
advertising the vacancy, managing the response, short-listing the job applications, arrange for
interviews, conducting interviews and decision making (Blyton and Turnbull, 2004).

Basically, there are two main sources of recruitment available to the organisation –
internal recruitment and external recruitment. Internal recruitment sources are associated with
filling up the vacancy from candidates within the organisation which include promotions,
transfers, employee referrals, former employees, retrenched employees, compassionate
appointments etc (Practical Approaches to Recruitment and Selection, 2017). External
sources of recruitment refers to the hiring candidates from outside the organisation to fill job
openings such as employment agencies, executive search firms, college recruitment,
professional associations, labour unions, competitors and other firms, internet and media
sources etc (Recruitment Methods: Approaches to Selection, 2017). There are various
benefits and shortcomings associated with internal and external sources of recruitment which
are listed below. It can be said that both are applicable and suitable for the company and the
selection varies for different situations and job requirements (Bruce, 2013).
Recruitment
Source
Internal recruitment External recruitment
Strengths  Better assessment of abilities
 Motivation for good
performance
 Increased morale of promote
 Successive promotions are
encouraged
 Quicker and lower cost of the
process
 People are familiar with the
organisation culture
 Cheaper and faster if desired
candidate profile is available
due to less requirement of
training
 Discourage internal politics
 Bring new insight, knowledge
and new perspective
Weaknesses  Less morale for employees
who do not get promotion
opportunity
 Political struggling for
promotions
 Harmful inbreeding restricts
the number of suitable
applicants
 Morale issues for internal
candidate who missed the
opportunity for promotion
 Longer and more expensive
process

TASK 2
P3: Benefits of different HRM practices for both employer and employees of the organisation
Different HRM practices are carried out by the Human Resource Department of the
organisation to manage employees in order to effectively achieve the organizational
objectives. Some of those practices include training and development, job design and
performance management. Job design is the process of structuring work activities in logical
manner so that job related data and related skill requirement can be analysed (Evans, Pucik
and Barsoux, 2002). The performance management system helps in positive recognition of
staff workers efforts by rewarding the same. It starts with defining workers’ role for the
completion of organization’s objective by identifying the responsibilities and related setting
of individual objectives. The process follows with regular monitoring of the progress against
the pre-set objectives and continuous feedback is provided to the employee to ensure they are
in path of achieving the organizational objectives. Learning is an ongoing process and
training is an important aspect of the ongoing skill development (Martin, Whiting and
Jackson, 2010). There are many benefits of these different HRM practices to both employer
and employees as explained in the following table:
HRM Practices Benefits for employer Benefits for employees
Job design  Employer are able to clearly
define the number of hours and
skills required to carry out the
job
 It helps employer to prepare
optimum work and rest schedule
 Employees are able to assess their
own skills for performing
different tasks as per the job
requirement
 Employees may not need to
perform repetitive tasks
Performance
management
 Performance management helps
to enhance organisation’s
effectiveness and efficiency for
achieving goals due to
employees’ activities are aligned
towards organisation’s goals.
 It produces useful measurements
which are used to set
 Employees’ productivity
enhances as an effective
performance management helps
to direct their efforts towards the
completion of objective.
 Employees feel motivated as
performance management helps
to ensure that they are treated

performance benchmarks and
standards to compare
employee’s outcome based on
performance.
equally in the organization on the
basis of performance
Learning,
development
and training
 Employers are benefitted from
the skilled and better developed
workforce as productivity is
increased.
 Highly satisfied and motivated
employees help to reduce
employee turnover and improves
loyalty towards the organization.
 Regular training programs
enhances the image of the
organization which helps the
employer to attract better talents
in future recruitments.
 Skilled staff helps to deliver
improved level of service quality
and customer service which
ultimately benefitted for the
organisation to achieve better
position in global competitive
market.
 Employee development activities
helps the employees to be up-to-
date with regards to latest skills
and knowledge requirements in
the dynamic nature of industries
and businesses.
 Training events provide
employees opportunities to
engage with other staff members
and learn different ways to carry
out tasks in different
environments.
 Training and development
activities helps to improve job
satisfaction and to increase
motivation levels of employees.
 Employees gain new skills which
are helpful for future use and
career progression at individual
level.
P4: The effectiveness of different HRM practices in terms of raising organisational profits
and productivity
The successfulness of Canary Wharf firm in achieving goals would depend on the
effectiveness of above stated HRM practices. The basic structure of the organisation’s human
resource management is determined by these HRM practices. It sets out the procedures to be
followed by managers and employees of the organization in order to achieve business

missions. The effective development and training programs would enhance the productivity
of the employees (Mayhew, 2017). The improved productivity level will increase the output
and enhance the profitability of the organization. The effective job design assist to clearly set
responsibilities of workers. The employees will feel more comfortable with the job and found
it easier to carry out assigned responsibilities with greater efficiency. Since, conflicts can be
easily reduced which ensures efficiency and consistency in workers’ performance. Again, the
improved level of motivation will further enhance the productivity and resultant profitability
of the organization (Mirror, 2002). In addition to this, it can be said that learning and
development activities arrangement is one of key motive behind HRM application. It allows
to have effective development of employees so that long term opportunities can be
accomplished effectively. Training programs are effectively arranged as per standards so that
learning and development aspects can be advanced in desired manner.
Along with this, amount of training and development opportunities that employee
receive is directly and positively related with the overall performance of the organisation.
Canary Wharf intends to gain a sustainable competitive advantage through provide learning
opportunities for their employees. If employees would receive continuous training, they will
learn new things for improving the quality of the products and services of the company. In
this way, trained and skilled workforce will enhance the productivity and profitability of the
firm (Mondy and Martocchio, 2016).
Finally, an effectively implemented performance management system will further boost
the accountability. Performance management is an important aspect for realizing
organizational goals as it helps in integrating the organizational objectives with the KPI’s in
an organization both vertically and horizontally across all job categories and ensures to drive
all the activities right from the bottom level towards one single objective (Stavrou and
Brewster, 2005). It will also help to overcome the communication barrier as there will be
greater clarity of expectations from the employees. The self-assessment opportunity will
contribute to improve performance, employee retention and loyalty (Perritt, 2006). Along
with this, it has been noticed that flexible working aspects is also one of critical aspect which
allows to advance the overall values. With a help of flexibility model the issues can be
overcome and lead business firm operations to impressive level of success.
1. Flexible working and their options:- The wide range of flexible working are
mainly offered by employers in which ermployees work very efficiently and part time
working also come in the category of flexibility as well(Auer and Cazes, 2003). Large

organization also offers more flexibility towards the work and provide part time working for
some employees(Wilthagen and Tros, 2004). Flexible working charts for human resource
management which are given below:
Image 1: Types of flexible working arrangements offered by employers(%)

Image 2: Areas of statutory provision where employers operate a policy or practice that goes
beyond the statutory minimum(%)

Image 3: Main grounds on which employers have turned down flexible working requests(%)
2. Learning and development: There are several types of role and purposes for that
particular function and this term is mainly used in the HR department of the
organization(Datta, Guthrie and Wright, 2005). Learning and development strategy
extremely aligned with the needs of the business as well. Learning and development is
the major factor for the growth of the organization as well.
Image 4: The size of the L&D function, by size of organization

Image 5: Which three learning and development practices most commonly used and most effective?
Image 6: Proportion of L&D activity delivered face to face, through learning technologies and a
combination of both now and in year’s of time
TASK 3
P5: The importance of employee relations in respect to influencing HRM decision-making
Employee relations refer to HRM practices that deal with minimising and resolving

issues concerning people at the work place. Maintaining strong employee relations is
essential for organizational success as it is pre-requisite for employee satisfaction which
results in high productivity (Shepherd and Mathews, 2000). Healthy employee relations
depends upon a number of factors such as employees commitment and involvement level,
healthy and safe work environment, employee motivation and its rewards, and effective
communication system in the organization. Better employee relations helps the organisation
to enjoy services of more efficient, motivated and productive employees (Rainbird, Fuller and
Munro, 2004).
Good employee relation implies that the organisation has employees which feel positive
about their job, and feel excited to work for the organization. However, there may be
circumstances where organization’s management of employee relations do not succeed as
intended. Employee relations are negatively affected by indiscipline when the employees do
not behave as per accepted norms of behaviour (Rubinstein and Kochan, 2001). There are
various forms of indiscipline such as change in behaviour, absenteeism, frequent complaints,
and slow performance. Indiscipline employees fail to meet management expectations in terms
of standard performance and behaviour. In such cases, management is required to take
necessary steps to ensure discipline at workplace so that employee relations can be improved
(Allen, 2001).
There are various other concerns which also affect employee relations at workplace
such as their expectations from the management to provide them with safe and healthy
working environment, fair treatment, proper incentives, and participation opportunities in
decision making. All these factors which influence employee relations must be carefully
tackled. An optimistic approach to strengthen disciplinary culture rooted on shared norms of
employees should be adopted (Boning, Ichniowski and Shaw 2007). Following are the
suggestions to improve employee relations:
 HRM should ensure that managers treat employees in just and fair manner while
avoiding employee favouritism.
 Competitive pay should be offered to employees and salaries should be fairly paid
according to individual’s skills and competencies.
 Employees should be assigned greater responsibilities and training opportunities for keep
their interest live and makes the job more challenging.
 Employees should be encouraged to provide feedback so that management are aware of
their concerns and views about company’s decisions (Coyle‐Shapiro and Kessler, 2000).

 Management should ensure to have friendly working atmosphere so that employee feel
comfortable with the management.
 Employees’ good work and efforts should be recognised, appreciated and rewarded to
boost their morale and increase commitment (Sels and et.al., 2006).
 Continuous communication with employees is essential to keep them updated about
company’s policies, procedures and decisions. Well-informed employees are pre-
requisite to make effective decisions as they will be more motivated and productive
(Coz, 2000).
P6: The key elements of employment legislation and its impact on HRM decision-making
The HRM decision making at Canary Wharf firm is significantly affected by
employment legislations of the UK government. There are several employment laws and
regulations that govern and regulate the relationship between employer and employee (Datta,
Guthrie and Wright, 2005). The key elements of these legislations that impacts the HRM
decision-making are –
 The Employment Rights Act, 1999 and 2003 – It provides contractual rights to
employees with respect to itemised pay statement, national minimum wages, terms and
conditions of work and protection against unfair dismissal at work (Gould-Williams,
2003).
 The Equal Pay Act, 1970 – ensures equal treatment of women and men with respect to
pay for doing the same type of work at similar rank.
 The Working Time Directive, 1999 – makes sure a maximum of 48 hours working week,
and a four week holiday (Jacobsson, 2004).
 Disability Discrimination Act, 1994 – ensures non-discrimination due to disability so that
disable person should not be treated less favourably.
 The National Minimum Wage Act, 1998 – laws related to minimum wage which is
increased each year with respect to increased cost of living (Paauwe, 2009).
 Sex Discrimination Act, 1975 – Protection of employees against gender discrimination
in cases of selection of employees or promotion of employees (Laursen, 2002).
Above mentioned employment legislations affects many aspects of HRM decisions
such as salary, paydays, working hours, overtime, leave management, dispute resolution,
sexual harassment, employee termination, payment deductions, and record keeping. HRM
decisions under these factors should be made in accordance with the appropriate laws. The

particular organisation has a labour-intensive small businesses which also involves
connection to employer organisations and trade union (Lengnick-Hall and et.al., 2009).
Therefore, HRM decision making are impacted by several issues with inadequate working
hours, and health and safety at work. Minimum wage ensures fair payment of the hourly or
monthly wage of employees. Overtime refers to extra work hour that employees put beyond
the 48 hours week for which employees should be paid extra to compensate. There are other
laws related to minors and alien or migrant workers for which necessary legal restrictions
should be followed by the firm (O’Fallon and Butterfield, 2005).
TASK 4
P7: The application of HRM practices in a work-related context
Job description for a Nurse Position
Nurses play an important part in a team of professional and medical staff that includes
doctors, specialists, social workers and therapists. Nurses are the main point of contact for
patients and families of the patient. They work with other team members to provide the
patient comfort and are responsible for the patients’ emotional care and medical needs. The
primary role of Nurses is to provide nursing care for patients who are taking medical facilities
in the hospital. Gaining the trust and confidence of each patient is an important aspect of the
job for nurses and their main aim is to improve the patients' quality of life. Typical duties for
the job of Nurse includes following:
 Assess and plan the requirements of nursing care
 Observe and record patients’ medical condition
 Write and keep records of the patient’s medical progress
 Provide emotional support to patients and their relatives
 Monitor and administer medication and prescribed drugs
 Take samples, pulses, temperatures and blood pressures of patients
 Assist with medical tests and evaluation
 Deliver pre- and post-operation care
 Organise workloads and supervise junior staff in carrying out their responsibilities
 Mentor nursing student and guide them for training
 Plan discharge of the patients from the hospital
Person specification document for a Nurse Position
To work as a nurse in the UK, the candidate must be registered with the Nursing &

Midwifery Council. He/she need to have completed an accepted pre-registration nursing
programme in order to be eligible to register and these are only run at NMC approved
educational institutions. A degree in relevant subjects including biomedical science, human
biology, life and medical sciences, physiology, psychology or social work is essential. Other
requirements are described below:
Skills: Followings are the list of essential skills for a typical Nurse position:
 Ability to communicate with and gain the trust of diverse background of people;
 Sensitivity, empathy, and emotional flexibility to be able to help people under difficult
situations;
 Flexibility to deal with a variety of patients at any time;
 Team working, organisational and social care management skills.
Work Experience: Pre-entry experience is not essential, however, relevant work experience
as a care worker or in similar work is preferred.
Interview questions for a Nurse position
Interviewers ask different types of questions to determine the personality of employee and to
judge whether the candidate will be a good fit for the nursing position in the firm.
 What made you choose nursing as a career?
 Why do you want to join this particular organisation?
 What challenges you find being a nurse?
 How would you handle a patient who is severely suffering from pain?
 How would you handle a family who is displeased with the patient care?
CONCLUSION
The above report concludes that a tremendous role is played by the human resource
management in a company. The HR manager deals with several aspects both in favour of
organisation and employees. The HR manager perform a link in between employees and top
management to ensure fulfilment of staff personal needs and achievement of business
objectives. Also, the HRM holds an important position in the firms’ structure. The
responsibility of right candidate selection for the right time and right post is completely lies
on the HR manager. In this regards, he/she is also liable to check the performance benchmark
of the candidates and arrange interview panel for their selection. Thus, the HR manager
contributes valuable efforts in the long-run of business and prove more creative and needed
field in the overall effective management of the organisation than any other.

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