Human Resources Management (HRM) | Case Study Report

Running Head: HRM 0
Human Resources
Management (HRM)
Student Details:

HRM 1
Activity-1
Purpose and Scope of HRM
Overview of the company
Diageo is one of the largest distiller British multinational companies headquartered in
London, England providing alcoholic beverages such as beer, spirits and wine (BBC, 2019).
The company works with over 28,420 employees while operating and selling its products in
across 180 countries; the CEO of the company is Ivan Menezes (FP, 2014).
Purpose and functions of HRM
HRM functions are integrated to help the company with its core activities to achieve the goals
where Diageo has a strong HRM which shows the accomplishment of meeting its corporate
objectives. The aim of the company is moving its HR function from central control to
maintain the HR culture and global policy that allows Diageo to make divisions locally as per
its responsibility towards the local market needs. HRM practices involved such as rewards
and recognition, capability development is managed by the company with effective
distribution of employees’ knowledge (Sparrow, 2012). The company plans successful
learning process where Diageo focuses on people development globally. Diageo has its way
of building talent by specifying the behaviours showing commitment of “winning through
people” (Alves, 2019). The performance of the company’s employees is managed by
designing to support creating common processes and systems across initial merging of
Diageo’s businesses. Also, the company focuses on global networks establishment with
workforce diversity and shift in perspective of its management. Diageo looks out for the best
HR practices in the UK and across the globe while designing overall global processes. The
workforce of the company goes through capability development programmes positioning
employees around its “drumbeat” of performance and “calibrating” them by making efforts
through “Plan W” programmers facing externally as well to eliminate gaps and carrying out a
broad HR network globally with coordination (Diageo, 2020). Thus, Diageo consists of
planning, job analysis, recruitment, and training as its HR functions which helps in employee
management, equality promotion within the team, and providing reasonable support to
employees.

HRM 2
Recruitment and Selection
Diageo is globally driven towards talent management and resourcing considering employee
value proposition and maintaining relationship between employer and employee through
branding linked to the website. The company’s recruitment policy is based on operational
integration where it is important to have consistency in deliverables rather than prioritising
cost. There are standard requirements set globally with presence of autonomy in the markets;
also Diageo attracts and retain employees through its reward and recognition policy while
managing paradoxes and develop career opportunities for employees to move across markets
globally (Kashyap, 2019). Thus, in terms of HRM, Diageo consistently aims at talent
management, recognition and reward, and organisational effectiveness for employees and the
company. Diageo delivers organisational strategy with strongest HR capabilities globally
consists of organisational change and capability, strategic HR, development and retention,
talent recruitment, developing value proposition of an employee, and performance and
reward. The company uses technology for enhancing performance of employees committed
to building and motivating strong teams with clear vision and other corporate goals as well
(Lieto, 2016). Diageo takes initiatives for embedding talent management coaching model
while focusing on reward and performance of employees within an organisation. The
company provides online questionnaires for candidates to get a job, video call of candidates
based on selection, and lastly, the day assessment process for them to analyse every aspect
such as their skills and talents, communication, and leadership quality (Crofoot, 2018).
Also, Diageo took an initiative of “Building Diageo Talent Workshops” driving through the
market rather than using it as a central HR function for making employees understanding
about supporting strategy through their capability (Diageo, 2018). HR function in relation to
social integration shows the collective development performance bonds helps in building
clear sense for the company to what to achieve the goal and the way it is to be done through
global networks development at Diageo.

HRM 3
Activity-2
Effectiveness of the Key Element of HRM
Benefits of HRM practices
HR activities performed by Diageo are based on improving consistency and eliminating
costly duplication along with effectiveness and quality. This is why, the company e-enabled
service delivery model globally by incorporating sophisticated HR processes with the help of
skilled and talented workforce (Davies, 2016). Diageo’s brand teams require training
centralised on strategic imperative delivery such as innovation, customer service or quality
through employees performing HR practices by its key elements. Diageo introduced “The
Diageo Way of Building Talent” structure majorly for “winning through people” with the
help of building capability and behaviours while taking initiatives consisting talent
benchmarking, external resourcing, high potential review processes, deployment decision
forums, focusing on reward and recognition in order to link individual performance, and
lastly, reward and development along with partnering or coaching, and organisational
performance (Creelman & Lambert, 2012). Also, the company puts strong focus on
leadership competencies and capabilities influencing the way of employees interacting and
working at Diageo. This will help the company to generate competitive edge, people
performance, emotional energy, living values and ideas for better outcomes. Diageo works
with diverse employees globally centralising its core HR processes with the potential of
making transformations.
Effectiveness of HRM practices
HRM at Diageo has been best in its talent management with the company’s global network
along with capability development of employees. The broad range of initiatives works on
employer branding which consist of embedding and designing effective HR operating model
globally along with deployment of reward and recognition and processes of performance
management in relation with explicitly towards it (Goodwin, 2017). There was opportunities
for internal and external talent incorporating reward and recognition systems and
communication programs overall to ensure success through talented and skilled employees
inspired with implement practices and managing change in the UK and across the globe.
Thus, key elements Diageo include in its HRM are adding value in each and every employee,
recruitment, development, retention, hiring graduates, and internal appointments while