BTEC Level 3 HRM Report: Lidl - Factors, Skills, and Cooperation

This report provides a comprehensive analysis of Human Resource Management (HRM) practices, focusing on Lidl, a discount supermarket chain. The report begins by emphasizing the importance of aligning HRM strategies with overall organizational goals, highlighting the need for focused training methods. It then delves into the internal and external factors crucial for human resource planning. Internal factors discussed include organizational needs, skills requirements, and financial plans, while external factors encompass the supply of labor, labor costs, workforce skills, government policies, labor market competition, and the changing nature of work. The report also explores how organizations identify the necessary skills for employees through methods like skills reviews and transferability. Furthermore, it explains how organizations obtain employee cooperation through employer-employee relations, disciplinary and grievance procedures, union membership, codes of behavior, and employee involvement techniques. The conclusion underscores the vital role of HRM functions in organizational effectiveness and the need for constant innovation. The report references various books and journals to support its findings.

Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK ..............................................................................................................................................1
P1 Internal and external factors to consider in human resource planning..................................1
P2 How skills should be possessed by employees for carry out their job...................................3
P3 Covered in Poster...................................................................................................................3
P4 How organisations obtain the cooperation of their employees..............................................3
P5 Covered in PPT......................................................................................................................4
CONCLUSION................................................................................................................................4
REFERENCES................................................................................................................................5

INTRODUCTION
The practice of HRM must be viewed through the prism of overall strategic goals for the
organization instead of a stand-alone tint that takes a unit based or a micro approach. The idea
here is to adopt a holistic perspective towards HRM that ensures that there are no piecemeal
strategies and the HRM policy enmeshes itself fully with those of the organizational goals. The
organization that takes its HRM policies seriously will ensure that training is based on focused
and topical methods (Chuang, Chen and Chuang, 2013). This report is based on Lidl which is a
chain of discount supermarket. In the below mentioned report, discussion on the internal and
external factors which is related to the human resource planning along with the skills so that they
can perform their job in a better way.
TASK
P1 Internal and external factors to consider in human resource planning
There are different factors which are considered in the human resources planning whether
it is internal or external:
Internal factors: Internal planning factors are those that relate to what is already happening inside
the business. This includes how the organisation is changing to cope with new methods of
working or new demands made on it, such as new introduction of technology or new
products/services. It is also a way of considering the new skills that will be needed for the future.
Organisational needs: The demand for products and services will affect the number of
employees needed in certain roles. An organisation may look for different ways to increase
business. This could be by: Considering new markets by targeting different countries or target
groups. For example; Lidl opening stores in china and Coca cola producing fruit shoot for the
younger market. Changing their distribution channels. Changes in their technology (Dries, 2013).
Skills requirements: As the nature and type of work changes within an organisation, so do
the skills requirements. More businesses are changing from being labour intensive (business
using a lot of people in the production process) to capital intensive. For example; Car
manufacturers are using more and more machinery in their production process and less
employees. Therefore, they are cutting back on employees and training the rest with skills
needed to operate machines.
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Financial plan: It is a basic inside factor that decides how HR are used. The aggregate
budgetary portion decides how any individuals can be employed or held or advanced, and if any
maintenance program can occur. In lean circumstances, HR organizers can devise creative
arrangements, for example, bring down base pay, more stocks, better retirement benefits, and so
forth (Fee, 2014).
Pay is a component of work supply and is less in a swarmed advertise versus work lack
times. HR organizers need to ceaselessly assess and guarantee that the pay is advertise focused.
External factors: External planning factors are those that influence the business from outside its
direct control. Some examples are:
 Supply of labour: In mainstream economic theories, the labour supply is the total hours
(adjusted for intensity of effort) that workers wish to work at a given real wage rate.
Higher wages usually will encourage a worker to supply more labour because work is
more attractive compared to leisure. Therefore the supply curve for labour tends to be
upwardly sloping (George, Haas and Pentland, 2014).
 Labour costs: The cost of labour is the sum of all wages paid to employees, as well as the
cost of employee benefits and payroll taxes paid by an employer. The cost of labour is
broken into direct and indirect (overhead) costs.
 Workforce skills: Skilled labour is a segment of the work force with a high skill level that
creates significant economic value through the work performed (human capital). Skilled
labour is generally characterized by high education or expertise levels and high wages.
 Government policy: A government policy statement is a declaration of a government's
political activities, plans and intentions relating to a concrete cause or, at the assumption
of office, an entire legislative session. In certain countries they are announced by the head
of government or a minister of the parliament.
 Labour market competition: A labour market is the place where workers and employees
interact with each other. In the labour market, employers compete to hire the best, and the
workers compete for the best satisfying job (Jabbour and et. al., 2013).
 Changing nature of work: The increasing presence of women in the workforce means that
there are more families in which both spouses work and more single parents in the
workforce. As a result, the needs of workers and their families are changing in ways that
make work and family decisions highly interdependent.
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P2 How skills should be possessed by employees for carry out their job
There are a few routes through which can distinguish the required aptitudes. Some of
these procedures are by surveying the coveted abilities set, aptitudes review, abilities
transferability, abilities procurement and by deciding the effect of innovation. In any case, an
abilities review is a method that is utilized to recognize the aptitude crevices in an association. At
the end of the day, it is an audit of workers' current aptitudes against the abilities that they will
require both now and later on. It can distinguish existing aptitudes, make sense of which extra
abilities they may need to complete a part more viably and to create general learning too.
Through this procedure, an organization examines what abilities their workers have and from
this, recognize whether certain people need to build up their aptitudes and how (Jackson,
Schuler and Jiang, 2014). A business may likewise evaluate the current abilities which a worker
has and in this way see if these aptitudes coordinate new hierarchical targets. Much of the time, a
few representatives may as of now have the vital abilities, however may not be utilizing them. In
that capacity, the business concerned, can exchange a representative to an alternate division
where their abilities may be more valuable.
Thusly, in this circumstance, may utilize these current workers as opposed to utilizing
new outer staff. This procedure is known as abilities transferability. To put it plainly, without the
data from an abilities review, an association won't know where to make strides. Another
preferred standpoint of the abilities review is that, it empowers future preparing and
advancement to be better focused on (Kehoe and Wright, 2013). The business will know about
which perspectives require promote thought and along these lines enhance, in view of the
consequences of the abilities review. Likewise, subsequently, the businesses will definitely know
which aptitudes they need and therefore better characterize their enrolment criteria to address
this deficiency and this will probably bring about the most suitable hopeful being utilized.
P3 Covered in Poster
P4 How organisations obtain the cooperation of their employees
Employer/employee relations refer to the communication that takes place between
representatives of employees and employers (Crook and et. al., 2011). Much of the employee
relations involve employees and employers working together. Indeed, part of the aim of the
European Union's social policy today is to create a system of shared responsibility of employers
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and employees for working practices, conditions and other areas of working life. This policy of
shared responsibility is called co-determination.
This has an advantage and as well as a disadvantage for the employees as they might
have less work to do compared to the other employees but they might not know when they are
getting their next job (Kooij and et. al., 2013). Disciplinary procedures are a set way for an
employer to deal with disciplinary issues.
Grievance procedures: This is a problem that could occur between the employee and
employer, it is a complaint that they could have against each other for something that either of
them has done wrong. (Kramar, 2014).
Union Membership: This is when a group of staff or workers is formed into a labour
union. These unions play a big role in the firm as they can talk about issues between each other.
An example is when there is a problem with the staffs pay amount of even the working
conditions.
Codes of behaviour: This is basically a set of conventional principles that are considered
binding on the employer/employee. This is mainly about what is acceptable behaviour in the firm
(Six Main Functions of a Human Resource Department, 2017).
Employee involvement techniques: Companies might use these techniques in order to get
the staff more involved in decisions being made for the organization. This may also motivate the
staff as they would feel they are also part of the firm and not just ordinary staff working there.
P5 Covered in PPT
CONCLUSION
After summing up the report it has been analysed that each of the functions of Human
Resource Management (HRM) really plays a vital role in the effectiveness of any organization. It
is true that firms need to constantly innovate and be “ahead of the curve” in terms of business
practices and strategies. It is from this motivation to be at the top of the pack that HRM becomes
a valuable tool for management to ensure success. There are number of theory that can be used
for evaluating employee performance like goals theory, benchmarking etc.
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REFERENCES
Books and journals
Chuang, C.H., Chen, S.J and Chuang, C.W., 2013. Human resource management practices and
organizational social capital: The role of industrial characteristics. Journal of Business
Research. 66(5). pp.678-687.
Dries, N., 2013. The psychology of talent management: A review and research agenda. Human
Resource Management Review. 23(4). pp.272-285.
Fee, M.C., 2014. Human resources management.
George, G., Haas, M.R and Pentland, A., 2014. Big data and management. Academy of
Management Journal. 57(2). pp.321-326.
Jabbour, C.J.C and et.al., 2013. Environmental management and operational performance in
automotive companies in Brazil: the role of human resource management and lean
manufacturing. Journal of Cleaner Production. 47. pp.129-140.
Jackson, S.E., Schuler, R.S and Jiang, K., 2014. An aspirational framework for strategic human
resource management. The Academy of Management Annals. 8(1). pp.1-56.
Kehoe, R.R and Wright, P.M., 2013. The impact of high-performance human resource practices
on employees’ attitudes and behaviors. Journal of management. 39(2). pp.366-391.
Kooij, D.T and et.al., 2013. How the impact of HR practices on employee well‐being and
performance changes with age. Human Resource Management Journal. 23(1). pp.18-
35.
Kramar, R., 2014. Beyond strategic human resource management: is sustainable human resource
management the next approach?. The International Journal of Human Resource
Management. 25(8). pp.1069-1089.
Online
Six Main Functions of a Human Resource Department. 2017. [Online]. Available
through:<http://smallbusiness.chron.com/six-main-functions-human-resource-
department-60693.html>. [Accessed on 24th August 2017].
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