Human Resource Management: Crafting an Effective Business Proposal

This report presents a Human Resource Management business proposal for Cafepod, an independent craft coffee business, focusing on developing an effective HR operating model to support its growth as an SME. The proposal details an operating model that reinforces business objectives, emphasizing efficient HR service delivery, talent acquisition through innovative approaches, and strategic employee development. It outlines a four-stage HR model, from personnel management to integrated talent management and direct business support, underpinned by a people and performance model. The report also discusses the advantages and disadvantages of the proposed HR operating model, including its potential impact on employee relations and the challenges of managing a diverse workforce. Furthermore, it explores innovative approaches to attract skilled talent, such as leveraging social media and building a strong employer brand, and proposes an onboarding methodology to ensure new employees' success. The strategic contingency theory is also highlighted for aligning HR practices with business needs.

Human Resource
Management business
proposal

Table of Contents
Introduction......................................................................................................................................3
HR operating model which can support any start-up or SME. An
operating model that will reinforce business objectives and alignment
including efficient approach to the delivery of the HR services to the
business. Underline the theories and analysis of the operating model, including advantages
and disadvantages of the model selected................................................................................3
Operating model that will reinforce business objectives:.......................................................4
Resourcing proposition that can assist towards attracting highly
skilled talent through innovative ..........................................................................................5
Advantages of the present new HR operating model:............................................................7
Disadvantages of the present new HR operating model:........................................................7
Attracting highly
skilled talent through innovative approaches. outline the
on-boarding methodology (approaches, theories, and best practices) in
your proposal enabling new employees to be successful......................................................8
Attracting highly
skilled talent through innovative approaches........................................................................8
Best practises:.......................................................................................................................11
Strategic contingency theory:...............................................................................................11
Development considerations in your proposal to enhance all
employees skills and ability to execute the business strategy.............................................12
Conclusion.....................................................................................................................................13
REFERENCES .............................................................................................................................14

Introduction
Human resource profession is related with having highly interconnected & transparent
practises that comprise of structure of HR. Present report is based on development of a HR
operating model that is based on resourcing and development of a SME Organisation. HR
operating models based on roles within a organisation structure. It also discussed the capabilities
that are require to deliver the structure and the process that are part of this structure. It also
analyses the processes that are part of this structure that includes enablers, governance,
measurement and roles (Fenech, Baguant and Ivanov, 2019). Cafepod is a independent craft
coffee business that was established in the year 2011. the main emphasis of the brand is to
conceive quality coffee for adventurous coffee drinkers that can be enjoyed at home, they are
inspired by the London coffee based on passion, creativity and pushing the boundaries. This
brand is now available across major supermarket and various online retail brands. The present
report is based on development of such type of human resource model for such brand for the
purpose of expanding and having competent workforce.
HR operating model which can support any start-up or SME. An operating model that will
reinforce business objectives and alignment including efficient approach to the delivery of
the HR services to the business. Underline the theories and analysis of the operating model,
including advantages and disadvantages of the model selected
Business objectives of SME:
In the present scenario cafepod company is having several business objectives which they are
willing to achieve in the long term scenario. It is related with achievement of higher profitability
and market share by having a competitive workforce (Ren, Tang and Jackson, 2018). In order to
have a competent and skilled workforce it becomes pessary for cafepod to attract and retain
employees who posses required skill sets. For this purpose there is need of a proper and effective
human resource operation model.

Human resource function is related to development of work based team that is spastically tasked
towards managing the overall responsibility of human resource in the organisation. There are
different associated aspects that includes HR department, HR team, HR business partner and
department for people. Thee are some of the issues that are arsing because of difficulty in the
process of people management. There is also need of process, structure that can help in the
process of defining the job roles for dealing with high employee turnover (Ogbonnaya and
Messersmith, 2019). For the purpose of maximization of the efforts of employees, development
of higher employee competence that can lead towards significant contribution in achievement of
laid mission and vision statements of business.
Operating model that will reinforce business objectives:
HR operating model is related with organisational structure that is the capabilities that are
basically required for the purpose of delivering the roles, process as part of this structure, it is
also related with enablers of government, measurement and technology.
SME can be board that includes wide range of businesses and organisation. In Cafepod the HR
approaches will range from just focussing on pay, contract and administration to develop a more
holistic approach for the purpose of addressing the employee life cycle (Pham, Hoang and Phan,
2019). For this the organisation is willing to ado pet several alternative approaches that is
managers and leaders are taking on HR representativeness that is expected to be developed
further in organisation.
In present scenario of Cafedpod being a SME organisation the head of HR is a board member
where human resource function is proactive. They are further willing to shape the function of HR
Strategy by delivering of the planned strategy effect to become HR business partner.
HR function in cafepod is to take instructions from the board and then further offer advices that
is part of operational and advisory departments (Marrucci, Daddi and Iraldo, 2021). That will act
CEO/MD
Board of Directors
HRM Finance Comms OperationsMarketing

as the expertise of the HR function. Further the human resource function will be offering the
process to the line managers and workers who are acting as hared transnational services.
Resourcing proposition that can assist towards attracting highly
skilled talent through innovative
In preset scenario of Cadepod the HR functional department is formulated in such a manner that
HR managers are working at each of these departments for the purpose of achieving the required
laid aims and objectives of the business.
There will be four major stages of the newly developed operating HR model in Cafepod. That
includes fur identified stages that is going to assist in the process of hiring and recruitment of a
competent workforce. For this purpose the four major stags of functiom8ing are evaluate below:
 Stage 1 of operating model: Personnel department: Control: In this department the
main function is to identify the vacancies and the requirements of workforce as per the
need of various job positions (Al Adresi and Darun, 2017). Apart from this in Cafepod
this department will have to work towards coordinate the tasks of development,
interpreting, review of personnel policies, programmes and practises that includes
employee benefits, job evaluation, safety programmes, training, development and
communication aspects of employees.
 Stage 2 of operating model: Serve staff, automotive: operational Human resource:
Operational human resource is related with day to day functionality & HR transactions. It
is associated with long range human resource gaols that require implementation of steps
for meeting of the organisation objectives, the function of operational department in
cafepod will be to ensure that there is formulation of recruitment and selection strategy to
determine the best qualified talent that is required in the organisation by tapping of
professional networks and selection of avenues.
 Stage 3 of operating model: Attracting development and management of talent:
Integrated talent management: In Cadepod, there will be integrated talent management
is related to management of traditional sub functions in a strategic manner. It is to be
aligned with the overall business strategy that will add value to the present functioning.
 Stage 4 of operating model: Supporting business directly & locally: There is support
that is offered to business in both direct and indirect manner. Such as the strategic goal of
Frontline Operations – Line Managers and Employees

this department of the operating model is to manage the present employee relations to
ensure that there is high amount of trust, leadership and engagement that is part of
enthusiastic approach of working & development of productive relationship between
employees and employers in long run (Zhao and Zhou, 2021) .
People and performance model:
In present scenario, the people and performance model is supporting the present new operating
business model of CAFEpod. It is associated with organisation having proper people
management practices and policies that is to create value to the organisation. In present scenario
it is the AMO model that the ability, motivation & opportunity (Chelladurai and Kerwin, 2018) .
Performance management is not a HR techniques but it is a process that forms part of the various
people management techniques. In present scenario there are some of the tools and technique
that will be adopted to manage the team, individuals and organisation in a effective manner.
The techniques and tools of performance management have to be adopted as per the way cycle
outlines the present performance of employees. In Cafedpod the present HR operating model will
outline the selection stage where individual will be selected based on the present competencies,
skills and knowledge. In next step when the individual will understand the organisation and
induction will be formulated for communication of the values, culture and strategic objectives.

In cafepod being a SME this aspect will help individual in developing a detail understand of the
roles that can lead towards contributing to the overall organisation performance.
Advantages of the present new HR operating model:
 The new HR model of Cafepod will empower the business employees, leaders and other
professional by alignment of work with capabilities and needs that can be deliver
effectively.
 It emphasizes on the coordination in and beyond HR. it will help in the process of
reshaping of the responsibility and roles in the HR.
 the model is starting point for SME that is a journey that is to greater level of business
that can be achieved through HR maturity.
Disadvantages of the present new HR operating model:
In present scenario of the new operating model of HR in Cafepod that is also associated with
some of the disadvantages:
 There may be issues associated with internal conflicts among human resource manager
because of strict regulations which may affect their present working. Sometimes lack of
flexibility can lead towards difficult Working management for employees.
 The high amount of diverse background may also affect the present hiring and
recruitment strategies in cafepod (Bratton and Gold, 2017). It may become difficult for
human residue manager to have proper synchronization among the present efforts of
individual employees and the level of contribution that they are making towards the
organisation functioning.
 There can be difficulty in the process of managing the employees as they poses different
view points. Some spaces being a SME HR manager may also face certain issues related
to management of the diverse nature of employee opinion and employee view point. It is
also one such issues that has to be managed to reduce the negative impact on the present
employee functioning.

Attracting highly skilled talent through innovative approaches. outline the on-boarding
methodology (approaches, theories, and best practices) in your proposal enabling new
employees to be successful
Attracting highly skilled talent through innovative approaches
In case of cafepod there are some of the innovation approaches that can be used by cafepod for
the purpose of attraction skilled candidates.
 Taking advantage of social media: There are different people from various
backgrounds who are using social media platforms for the purpose of attracting suitable
candidates. For this purpose in present scenario in order to attract the millennial
generation Facebook, Instagram, snap-chat can be used for the purpose of creation of
campaigns in order to attract competent individuals (Chaudhary, 2019).
 Leveraging of technology: In the present proposal of having a new operating model in
Cafepod it becomes important to evaluate the approaches, theories and overall best
practises that can assist in the process of enabling new employees to be successful.
 Building of employer brand: The present HR model has to focus on development of a
employer brand. In Cafepod there will be engagement of employees by focussing on
rewards and people to facilitate better employee brand. It will lead towards top talents
that can be attract in the organisation.
For this purpose some of the associated approaches are mentioned below:
Best HR approach:
The present new operating model will be based on selection stage that is on two principal
aspects:
 Short-list from applicants
 Assessment to determine the suitable person for the job
Selection procedures:
 In cafepod the selection process will be based on targeting of information
 Organising and evaluation of information
 Assesses of each of the candidate it helps in the future forecasting of performance on the
job.

There is use of forecasting of performance of a individual that is relate to job learning. The score
of 1.0 is the highest level of predictive validity.
Best Predictive Validity Measures
Lower Predictive Validity Measures
In this approach the main aspect is short-listing of candidates that sidesifne to reduce the overall
pool of applicant to a realistic number of interview. In cafepod it is going to lead towards higher
effectiveness in their present operating model by removing the inappropriate application that is
from unsuitable candidates. It is based on solely initial exclamation of the application form.
Duties of employer:

With respect to the present HRM model in the organisation there are some of the duties of
employer that includes ensuring safety, health and employee welfare. It is also the responsibility
of the employer in this model that they have to maintain proper welfare provision so that overall
employee working does not get affected (Marrucci, Daddi and Iraldo, 2021). Further in Cafepod
being a SME organisation it is the responsibility of employer to take responsibility of the health
& safety aspect to deal with all the health and safety issues that may arise in the organisation.
Best practises:
In Cafepod the present human resource operating model will be based on best fit practise. It is a
model that is based on development of HRM policies as per the laid business strategy. This
strategy involves performance objectives, future activities and policies towards achievement of
corporate aims. In Cafepod as per the newly laid down business strategy the organisation can be
through their life cycle HR practises that is to be aligned with alternating treatment of employees
so that they are able to deal with demotivating effect or any type of inconsistency that may arise
in the present corporate culture.
Strategic contingency theory:
In the present scenario of cafepod while there is implementation of a new HR operating model
there is need to focus on the two aspects that incudes contingency & strategic aspects of
contingency. In cafepod the main aim of this theory is to posses control on the contingencies that
may arise in the organisation. In cafepod the leader becomes central part of organisation to
develop skills to solve problems and issues.
Advantages:
 In cafepod, the main benefit will be to objectify the leadership technique that is based on
conform by relying on responsibility. The main focus of this theory will be to use only
affecting power in contingency control by use of a organisational subunit.
Transaction cost theory:
In context of present HRM situation transaction cost theory being part of corporate governance
aspect it is based on understanding of the overall governance aspects. This theory describes the
governance frameworks that is based on the concept that there are many different types of cost
that have to be managed in order to prevent its negative impact of the HR functioning.
Generals system theory:

It is another type of theory that is widely applied as part of interdisciplinary system study. It is a
cohesive conglomeration of interdependent and interrelated parts that can be human made or
natural. In Cafepod as per the present operating model it can be analysed that changing one part
of system may posses a impact on the other parts or the whole system. It is important to predict
such changes that is deepened on the different patterns of behaviour. The operating model is
based on this system theory that is related to analysing of the constraints, conditions dynamics
and elucidate principles that have to be applied to other ssytem at each level.
Development considerations in your proposal to enhance all
employees skills and ability to execute the business strategy
There are different skill, abilities and promotes that are affecting the effectiveness of working
teams in organisation. It is very important to determine the way employee capabilities are
responding to such changing requirement of organisation. In the present new HRM operating
model of Cafepod the main focus is to deal with the cognitive complexity that represent the
personal capacity to sort and acquire through various information experiences from the
environment.
As the part of present model there will be focus on employee training and development that is
term often used interchangeable to encompass the employee learning practices.
Cross departmental collaboration: It becomes important in Cafedpod after the implementation
of new HR operating model it is important to cohesively align all the department that is very
important for the purpose of achievement of continuous organisation growth. When employees
are able to build up strong personal relationship with their colleagues then it can help in smooth
running of operations.
Formation of induction programme: It is suggested that in cafepod the main focus of operating
model is to ensure that employees are integrating well in and across the organisation. Employers
in this case have to focus on management of absenteeism and reduction of turnover, for instance
if employees are starting of a new role in cafepod then it becomes important to have proper
induction and orientation programme so that they are able to understand about the organisation,
problems working ways and the ways new colleagues can be met up.
Tailor made programmes: It is suggest that as per the new operating model of HRM in Cafepod
it can be said that such programmes will help in the process of understanding the requirement nd
preferences of each employee individually. Employees feel valued and in case of various SME

organisations like Cafepod the main focus is on to integration of team, understanding of the
culture, value, becoming more productive and there is no presence of any type of internal
employee conflicts.
Analysing culture dimension: There are different dimensions of culture that is required to be
focussed in present situation of cafepod. That includes dimensions of culture related to
masculinity, femininity, uncertainty avoidance index. All such factors have to be considered in
order to deal with the cultural influence.
Conclusion
From the above made analysis of the development of new HRM model the main efforts
of the SME is towards creation of movement across HR boundary that can help in the process of
having extreme approaches. There can be instances when such extremes are dysfunctional in
organisations. But it becomes important to have proper practises that can help in the process of
preparing the present HR managers and leaders for a more business partnership rather than just
having HR jobs. The main objective of this HR role will be to rotate the function and is
associated with the strategic HR role. HR operating model is playing a very important role in the
process of improving the present scenario of working in organisations that will help in the
process of enhancing the existing skills and competencies of the employees.

REFERENCES
Books and Journals
Fenech, R., Baguant, P. and Ivanov, D., 2019. The changing role of human resource management
in an era of digital transformation. Journal of Management Information and Decision
Sciences, 22(2), pp.1-10.
Ren, S., Tang, G. and Jackson, S.E., 2018. Green human resource management research in
emergence: A review and future directions. Asia Pacific Journal of Management, 35(3),
pp.769-803.
Ogbonnaya, C. and Messersmith, J., 2019. Employee performance, well‐being, and differential
effects of human resource management subdimensions: Mutual gains or conflicting
outcomes?. Human Resource Management Journal, 29(3), pp.509-526.
Pham, N.T., Hoang, H.T. and Phan, Q.P.T., 2019. Green human resource management: a
comprehensive review and future research agenda. International Journal of Manpower.
Marrucci, L., Daddi, T. and Iraldo, F., 2021. The contribution of green human resource
management to the circular economy and performance of environmental certified
organisations. Journal of Cleaner Production, 319, p.128859.
Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Chaudhary, R., 2019. Green human resource management in Indian automobile industry. Journal
of Global ResponsibilityNankervis, A., Baird, M., Coffey, J. and Shields, J., 2019. Human
resource management. Cengage AU..
Chelladurai, P. and Kerwin, S., 2018. Human resource management in sport and recreation.
Human Kinetics.
Zhao, H. and Zhou, Q., 2021. Socially responsible human resource management and hotel
employee organizational citizenship behavior for the environment: A social cognitive
perspective. International Journal of Hospitality Management, 95, p.102749.
Al Adresi, A. and Darun, M.R., 2017. Determining relationship between strategic human
resource management practices and organizational commitment. International Journal of
Engineering Business Management, 9, p.1847979017731669.
Online:
CAFEPOD COFFEE CO. - CRAFT COFFEE - ESTABLISHED LONDON 2011 [online],
Available through<https://www.cafepod.com/pages/our-story>