An Analysis of HR Issues, Solutions, and Risk Management at B.N. Foray

This report provides an executive summary and detailed analysis of human resource management (HRM) issues at B.N. Foray, a firm in the FMCG market with approximately 9000 employees. The report identifies primary HRM problems, including poor employee engagement, lack of diversity management, and absence of onsite training. It proposes solutions such as increased employee involvement in decision-making, changes in organizational structure, flexible working hours, and enhanced training programs. An implementation plan outlines costing and responsibilities for these proposed changes. Furthermore, a risk register is developed to identify and mitigate potential risks associated with the implementation of these solutions. The report concludes by emphasizing the importance of effective HRM practices for the company's success and sustainability.

INDIVIDUAL COURSEWORK HR
ON BN FOREY

EXECUTIVE SUMMARY
HR plays significant role in business, if company has HR related issues then it defiantly impacts
on its productivity and profitability directly or indirectly. Poor employee engagement, poor
diversity management, no onsite training is major human resource related problems in B.N. Foray.
Managers needs to creates healthy workplace culture and have to develop engagement among all workers
so that people like to work in business for longer duration. Risk register helps in identifying the level of
risk and taking right action to mitigate that risk.

TABLE OF CONTENTS
EXECUTIVE SUMMARY.............................................................................................................2
INTRODUCTION...........................................................................................................................1
TASK...............................................................................................................................................1
Primary HRM issues in B.N. Foray.............................................................................................1
Optimise the delivery of HR process at B.N. Foray....................................................................1
Implementation plan including outline costing and responsibilities...........................................2
Risk register.................................................................................................................................5
CONCLUSION................................................................................................................................8
REFERENCES................................................................................................................................9

INTRODUCTION
Human resource management (HRM) is considered as formal system which is made to
manage people in business (Harrington, Warren and Rayner, 2015). HR is responsible for
staffing, giving rewards or compensation to workers so that they feel great and retain in the firm
for longer duration. Present study is based on B.N. Foray, it is the firm that deals in FMCG market..
Company has employed around 9000 employees. Current assignment will explain issues of HRM faced
by firm and will describe HR process in the company. In addition, study will implement plan to manage
and cost properly and resolve HR issues. Risk register will be prepared in this report.
TASK
Primary HRM issues in B.N. Foray
It is identified that recently B.N. Foray is facing lots of HR related problems. All these issues
are creating problem in sustainability of business unit in global market.
 Poor employee engagement : This is found that there is no engagement between top level
and management and lower level staff members. There are many employees those who
do not know the people work in different department. If there is poor engagement of
employees, then company may fail to develop coordination which affect the working of
the firm to great extent (Cortini, 2016). As working hours of employees are too long
hence people sometimes feel overburden due to their work pressure. This creates
imbalance in their personal and professional lives.
 Poor diversity management: Company failed to manage diversity in business unit, as
there is need to employee diverse workforce in the firm but due to poor diverse culture
B.N. Foray many times fails to manage its production and warehousing problems.
 No onsite training: Management does not pay attention on giving onsite training to staff
members, in the absence of its employees of B.N. Foray fail to understand their job well and they
make mistakes (Tews and et.al., 2015). That is why people are unable to contribute well in the
success of firm. Due to unclear direction increasing staff turn has become the serious issue in the
firm.
Optimise the delivery of HR process at B.N. Foray
There is definitely need to make changes in existing human resource practices and process
in B.N. Foray. If company optimise the delivery of HR process, then it would help in resolving HR
related issues soon.
High involvement of employees in decision making process
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B.N. Foray should defiantly involve its workforce in decision making process, this will develop a
coordination between staff members. If there is high staff involvement they will coordinate with each
other which will develop trust of workers (Alexandra Beauregard and et.al., 2018). Apart from this,
they will get to know goal of company and will support management in every changes so that firm can
work better in the market. Changes in Changes in organisational structure
There is need to implement flat structure in B.N. Foray, if firm develops such structure then there
will be direct coordination between top and lower level management. By this way people will be able to
share their feelings which will support in minimising confusions at workplace, this will develop employee
engagement as well.
Providing flexible working hours
Recently B.N. Foray is facing issue of high staff turnover, as people are very disappointed with
the lengthy working hours. This creates imbalance in their personal and professional life. If B.N. Foray
provides flexible working arrangements to workers, then they will be able to give sufficient time to their
family or love ones (Boekhorst, 2015). This can encourage workers and will motivate them to retain in
firm for longer duration. Flexible working hours reduces workload of staff and they work with full energy
in the organisation.
Training to staff
This is another practice that may support in effective optimisation of delivery HR process. If firm
gives training to staff, then they will be more clear about their role and way to perform it. This will help
in making them comfortable and performing well in the firm easily. In the absence of proper training staff
members always face difficulty and sometimes it enhances their pressure as well. If B.N. Foray gives
onsite training to workers, then they will be able to put efforts in right direction (Wang and Han, 2016).
Change in recruitment policies
B.N. Foray needs to ensure that it hires diverse range of people in the organisation. Company
always wants that talented people work under it hence it is needed to recruit diverse workforce. This will
help in getting new ideas that would be beneficial for the growth of business unit and issues related to
logistic or warehousing can be resolved effectively.
Implementation plan including outline costing and responsibilities
This is very essential for B.N. Foray to take right action to resolve issues related to human
resource management. If firm fails to take right action on time, then it may cause problem to the
business and it may fail to sustain in the market for longer duration (Harrington, Warren and
Rayner, 2015).
Action Responsible Responsibilities Cost of Time
2

person implementation
High involvement
of employees in
decision making
process
Human resource
manager
HR manager of
B.N. Foray is
responsible for
developing
coordination
between
employees and
individual has duty
to take feedback
from staff
members so that
their view point
can be involved
while making any
kind of decision in
business (Cortini,
2016).
It will need 200
Pound.
As cost of taking
feedback and
stationary cost
will be there.
1 Month
Changes in
organisational
structure
Management Managers are
responsible for
analysing current
situation and
making structural
changes at
workplace.
Managers are
responsible for
analysing
existing practices
and manage
changes in
significant
Cost of structural
changes would
be 250 Pound.
15 days
3

manner. They
have to make
people aware
with the
importance of
these changes at
workplace.
Providing flexible
working hours
HR manager HR is
responsible for
evaluating
existing HR
policies and
finding cause of
high staff
turnover. HR has
to modify the
policies sand
have to frame
new polices so
that people can
work better in
business
(Alexandra
Beauregard and
et.al., 2018).
Cost of HR
policy changes
will be 250
Pound
1 month
Training to staff Management Managers are
responsible for
arranging
training sessions
for staff and
giving them
Cost of training
would be 350
Pound
10 days
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training. They
have to ensure
that each person
is capable to
perform the
allotted work in
significant
manner.
Change in
recruitment
policies
HR manager Human resource
manager of B.N.
Foray is
responsible for
evaluating HR
policies and
making necessary
changes in polices.
They have to
analyses skills of
person and have to
maintain equality
and diversity at
workplace (Wang
and Han, 2016).
Cost of changes
in recruitment
policies would be
150 Pound
1 month
Risk register
B.N. Foray wants to improve the culture of company and want to resolve HR issues as
soon as possible (Everything Project Managers Should Know About the Risk Register, 2019). If
firm takes any action to improve HR issues, then it might face risk.
Risk Description Impact
(1=high,
5=no risk)
Probability
(1=High, 5=
very low)
Risk score Mitigating
strategies
Human If B.N. Foray 4 3 12 HR should
5

resource risk makes changes
in its structure
or changes the
working hours
then there are
chances that
people start
resisting. Apart
from this
sometimes
people fail to
understand the
importance of
changes hence
they might fail
to perform in
new
environment
effectively.
They might not
support
management in
implementing
changes at B.N.
Foray.
give them
guidance and
have to give
correct
direction so
that their
confusions
can be
resolved
timely.
Technical
risk
At the time of
making
changes in
structure
company
would have to
change the
system and
3 2 6 B.N. Foray
should give
training to
each person so
that they can
understand
new system
effectively and
can work on it
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software so
that clear
communicatio
n can be met.
Technical risk
can enhance
burden on the
firm.
significantly.
Financial risk It increases
operational
cost of the
firm as firm
has to spend
huge amount
to make new
polices.
4 4 16 Fund
allocation
can be done
properly,
there should
be close
monitoring
over each
activity so
that wastage
can be
minimised.
Scheduling
risk
There are
chances that
B.N. Foray fails
to improve
condition within
stipulated
period of time.
2 3 6 Proper
scheduling of
each activity
must be done
and also
close
monitoring is
needed to
avoid
scheduling
risk at B.N.
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Foray.
Scope risk There are
chances that
described
strategies or
action fail to
give desired
results , in this
condition
company can
get failed to
meet its
desired
objectives
3 2 6 Proper
planning and
close
monitoring
can help in
mitigating
that risk at
B.N. Foray.
CONCLUSION
Above study can be summarised as human resource management is the most important
department of business unit, HR has to ensure to treat its employees well and have to make them
positive towards the brand. By this way people will give valuable ideas and will support business
in its growth. In order to manage logistic, warehousing activities company need skill and diverse
workforce hence HR has to maintain equality and diversity in the organisation so that working
performance of firm can be improved.
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REFERENCES
Books and Journals
Alexandra Beauregard, T. and et.al., 2018. Listen carefully: transgender voices in the
workplace. The International Journal of Human Resource Management. 29(5). pp.857-
884.
Boekhorst, J. A., 2015. Human resource management practices, work intensity, and workplace
deviance: exploring the moderating role of core self-evaluations.
Cortini, M., 2016. Workplace identity as a mediator in the relationship between learning climate
and job satisfaction during apprenticeship: suggestions for HR practitioners. Journal of
Workplace Learning. 28(2). pp.54-65.
Harrington, S., Warren, S. and Rayner, C., 2015. Human resource management practitioners’
responses to workplace bullying: cycles of symbolic violence. Organization. 22(3).
pp.368-389.
Tews, M. J. and et.al., 2015. Workplace fun matters… but what else?. Employee
Relations. 37(2). pp.248-267.
Wang, Z. and Han, Y., 2016. Establishing spirituality in the workplace: The case of Guangxi
Institute of Public Administration, PR China. Human Resource Management
International Digest. 24(4). pp.5-7.
Online
Everything Project Managers Should Know About the Risk Register. 2019. [Online]. Available
through < https://www.simplilearn.com/risk-management-framework-article >
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