Human Resource Strategies and Service Level Agreements Report

This report delves into the realm of human resource management, focusing on the strategic implementation of service level agreements (SLAs) and performance management within the JKL Company. It explores the importance of training in facilitating effective SLA implementation, emphasizing the significance of aligning strategies with company values, code of conduct, and legal obligations. The report further examines risk management strategies, including the calculation of Return on Investment (ROI) as a key performance metric, and proposes methods for monitoring performance against SLAs. It highlights the need for continuous improvement and building quality into processes to enhance efficiency and achieve financial goals. The report concludes by emphasizing the role of HR in fostering employee synergy, innovation, and strong management practices, supported by references to relevant academic literature.

HR service delivery and
strategies

 The report explains human resource strategies within service level agreements and
how performance management works onto avenues, with wider functional
standards formation and establishing innovative frameworks among company goals
through which management of underperformance can be enhanced.
INTRODUCTION

 The support for strategies can be
understood as widely one of the most
important for effective enhancement
services through which JKL
Company will be able to build on
strong working relationship with
parties for service contracts.
Support for strategies at SLA

 Relationships of SLA to business
performance at various levels can be
understood as one of the major
important factor which helps people to
meet customer demands, helps
managers to work with efficiency and
wider goals development within
company onto which JKL will be able
to develop onto new metrics.
Relationship of SLA to Business performance at various
levels

 The need for training is highly important for enabling effective implementation of
SLA where there shall be major focus pertained onto wider demands through which
company is able to achieve vision and set paradigms of functional goals.
Need for training to enable effective
implementation of SLA

 Risk level and risk mitigation
management can be understood as most
important strategies where active focus
enables for gaining stronger synergy of
operations, where SLA parameters are
focused for being effective and
dynamically pertained onto latest goals.
 As high percentage of investment is
operated within this risk management is
vitally important for gaining effective
reach, potentially enhanced service
growth factors.
Risk level and management risk mitigation for strategies

 Return on investment can be understood as one of the most innovative performance
measure metric used for evaluating efficiency levels of operations and how
company investments are working within various departments.
 ROI enables to directly measure the various amount of return on particular
scenario and how are the relative cost fundamentals working on within future set
objectives.
ROI

 Strategies to focus on building quality into procedure and continuous improvement
is highly important through which wider arenas of efficiency can be analysed
where company is progressively heading onto stronger financial results and
efficiency paradigms.
Methods for monitoring performance against
the SLA

 The JKL company shall focus onto strategies for monitoring performance against
SLA with respect to company values, code of conduct and legal obligations where
wide focus shall be pertained onto achieving wider results for higher profitability
and new scale services yielding onto new structural goals.
Strategies for monitoring performance against SLA with respect to
company values, code of conduct and legal obligations

 The report concludes how human resource management works for gaining effective
development and new strategies for functional advancement, higher synergy of
goals among employees with wide innovative skills and stronger management.
CONCLUSION

 Makedon, V., Hetman, O., Yemchuk, L., Paranytsia, N. and Petrovska, S., 2019.
HUMAN RESOURCE MANAGEMENT FOR SECURE AND SUSTAINABLE
DEVELOPMENT. Journal of Security & Sustainability Issues, 8(3).
 Claus, L., 2019. HR disruption—Time already to reinvent talent management. BRQ
Business Research Quarterly, 22(3), pp.207-215
 Stewart, G.L. and Brown, K.G., 2019. Human resource management. John Wiley
& Sons.
 Kaidarova, L.K., Arynova, Z.A. and Smagulova, Z.K., 2019. MODERN
METHODS HR-MANAGEMENT. OF SOCIAL AND HUMAN SCIENCES, p.170.
REFRENCES