HRM Report: JKL Business Analysis, Performance, Action Plan, and SLA

This report provides a comprehensive analysis of the human resource management (HRM) strategies employed by JKL, focusing on service level agreements (SLAs) and performance management. The report begins with an overview of JKL's business information, highlighting issues such as inconsistent practices and the need for improved employee training and leadership development. It outlines an HR service delivery and action plan, including the roles of a service manager and sales manager, along with their respective performance expectations and metrics. The report then addresses instances of underperformance, including issues with service providers, line managers, and HR officers, detailing how these issues impact overall business goals. An action plan is proposed to address these issues, followed by a conclusion summarizing the key findings and recommendations. The report references relevant academic sources to support its analysis and conclusions, providing a foundation for understanding and improving HRM practices within JKL.

Assessment Task 2 (HRM)

TABLE OF CONTENT
INTRODUCTION.................................................................................................................................3
MAIN BODY........................................................................................................................................3
Business information for JKL............................................................................................................3
HR service delivery and action plan..................................................................................................3
SLA...................................................................................................................................................3
PART 2..................................................................................................................................................5
Instances of under performance.........................................................................................................5
ACTION PLAN.................................................................................................................................6
CONCLUSION.....................................................................................................................................7
REFERNCES........................................................................................................................................7

INTRODUCTION
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.
MAIN BODY
Business information for JKL
JKL industry business information can be understood by analysing clear policies and
strategies where management is facing various complications and also wide fluctuating
scenario have widely made business slow and incompetent for gaining new functional
strength. The company has been inactive to wider management demands where there are
various issues of inconsistency within departments of sales, operations and human resources
and also various cases of unfair business practices which have been widely impacting team
member employees and their skill potentialities (Akter, Ali and Chang,2018)
HR service delivery and action plan
The HR service delivery and action plan can be understood with the fact that JKL
management within HR professionals have been inefficient for brining on new training
opportunities and leadership skills have been not specifically worked on among employees.
The performance factors of employees are not working with cooperation and strong strategic
planning where various elements are widely lacking to be worked on. HR is seen to be
merely providing administrative assistance with no practical working opportunities for
employees and direct motivation is widely less for bringing on new work scenarios.
SLA
(A) Service manager

Purpose: service manager makes sure that employees are trained to understand customer
service standards and helps to formulate innovative solutions
Vision: To formulate new functional vision of wider synergy through which efficiency is
developed.
Service performance
Mission: To work onto vision with efficiency and functional standards for higher work
avenues (Dewantara, Haerani and Hamid, 2019)
Hours of operations: 6-8 hours
Performance expectations:
 High efficient business documentation skills
 Performance management skills
Service expectations:
Service process Expectations Performance metric Performance
monitoring schedule
Seminars and
meetings
High efficient
business
documentation skills
Client retention rate Within once a month
Seminars and
meetings
Performance
management skills
Profit margin Within once a month
(B) Sales manager
Purpose: Creating sales plans for company
Vision: Analysing data with high supervision and innovation within company
Service performance
Mission: Higher functional efficiency within sales management performance avenues
Scope: Wide scope

Hours of operations: 6-8 hours
Performance expectations:
 Employee skills
 Motivation skills
Service expectations:
Service process Expectations Performance metric Performance
monitoring schedule
Seminars and
practical learning
sessions
Employee skills Activity metrics Once a month
Seminars and
practical learning
sessions
Motivation skills Result metrics Once a month
PART 2
Instances of under performance
Scenario 1-Service provider
The service provider enables us to analyse performance which is under the set
benchmarks where he has been unable to deliver ethical information metrics regarding
company policies to employees, which has created decrease in morale among employees and
leading onto higher turnover among parameters. Training is inadequate to business demands
which has reduced efficiency levels and also decreased company goals attainment metrics
creating confusion and delaying employee’s recruitment procedures (Madera, Dawson, and
Belarmino, 2017)
Scenario 2- Line manager
The line managers have been delaying final decisions which is considered to be
breach of service agreement and are not being effective towards their duties which is
creating wide inefficiency within parameters. The delays within functions and duties of line

managers have created operational inefficiency and also impacting the operational
capabilities to decrease within business which is also widely unacceptable. The line mangers
have been not working to function on the set goals within their duties towards assigning all
employees their functions and for working with leadership where company has been unable
to reach onto set relative goals (Ramezani, Salari and Mashhadi, 2017)
Scenario-3 HR officer
The HR officer underperformance metrics can be analysed with metrics where he has
been lacking business ethics to provide adequate information to employees and also working
towards remuneration and HR functions has been inefficient. There has not been effective use
of leadership worked on by the officer where morale of employees is also widely decreasing
and the staff is unable to deliver services as customer preferences with wide competitive
demands in business scenario. Workforce capability has not been generated onto set business
goals and employees have also been facing loss in leadership within their departments where
HR officer fails to appoint skilled personnel.
ACTION PLAN
Line manager
Activity Timeline
strategy
Application
of policy
Resources Person Policy
Conflict
management
training
4 months By working
on examining
present and
future skills
and abilities
Seminars and
practical
sessions
Line manager Conflict
management
policy
Time
management
training
3 months By working
on strategies
for effective
use of time
management
Seminars and
practical
sessions
Line manger Time
management
policy

CONCLUSION
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 (Roy, G. S. and Devi, 2017)
REFERNCES
Books and journals
Akter, K., Ali, M. and Chang, A., 2018. Work–life programs and performance in Australian
organisations: The role of organization size.
Madera, J. M., Dawson, M., and Belarmino, A. M., 2017. Strategic human resources
management research in hospitality and tourism. International Journal of
Contemporary Hospitality Management.
Ramezani, Y., Salari, T. and Mashhadi, A.H.B., 2017. A Comprehensive Framework of
Strategy D evelopment in Strategic Programming.
Roy, G. S. and Devi, V. R., 2017. I nclusive vs Exclusive Approach to Talent Management:
A Review Agenda. IPE Journal of. 7(2). pp.77-86.
Dewantara, I. W. G. S., Haerani, S. and Hamid, N., 2019, August. HRM Practices in Hotel
Industry. In 3rd International Conference on Accounting, Management and
Economics 2018 (ICAME 2018). Atlantis Press.