HNC Business Unit 3: HRM Practices for Sustainable Performance

This report provides a comprehensive analysis of Human Resource Management (HRM) practices within the context of organizational development and sustainable performance. It examines the main areas of HRM, including staffing, legal research, planning, and manpower management, and their contribution to creating a sustainable workforce, using Rivers Hospital as a case study. The report reviews the effects of organizational changes on human resources skills and knowledge, emphasizing the importance of alleviating fears and fostering greater communication. It further explores relevant HRM practices in recruitment and retention, considering legislative aspects, job security, and workplace flexibility. The analysis extends to the external and internal factors affecting HRM decision-making, such as the available labor pool, government regulations, level of growth, and technology use. The report also includes a practical application of HRM practices in a work-related context, including a personal CV, recruitment and selection process, and a reflective journal, concluding with recommendations for improving sustainable organizational performance. This document is available on Desklib, a platform offering a variety of study resources for students.

Unit 3: Human Resource
Management

Table of Contents
Introduction......................................................................................................................................4
Main Body.......................................................................................................................................4
PART A...........................................................................................................................................4
LO1..................................................................................................................................................4
P1 Explain the main areas of HRM in their contribution to creating sustainable performance..
................................................................................................................................................5
P2 Review the effects of the changing nature of organisations on human resources skills and
knowledge...............................................................................................................................7
M1 Compare areas of HRM to create sustainable organisational performance.....................8
M2 Examine HRM in relation to the changing nature of the modern business organisation.8
LO2..................................................................................................................................................9
P3 Review relevant HRM practices in relation to recruitment and retention of employees for
the achievement of business objectives..................................................................................9
M3 Evaluate the use of HRM practices in recruitment and retention in relation to the
importance of the labour market...........................................................................................10
LO3................................................................................................................................................11
P4 Investigate the external and internal factors that affect HRM decision making to support
organisational development..................................................................................................11
M4 Discuss the key external and internal factors that affect HRM decision making, using
relevant organisational examples to illustrate how they support organisational development.
..............................................................................................................................................12
Conclusion.....................................................................................................................................13
References......................................................................................................................................14
PART B..........................................................................................................................................16
Introduction....................................................................................................................................16
About the organisation.........................................................................................................16
Main Body.....................................................................................................................................16
LO4................................................................................................................................................16

P5 Apply HRM practices in a work-related context, using specific examples to demonstrate
improvement to sustainable organisational performance.....................................................16
Personal CV..........................................................................................................................16
Recruitment and selection process.......................................................................................18
Documenting job role...........................................................................................................19
CV short listing.....................................................................................................................20
Interview...............................................................................................................................21
M5 Illustrate how the application of specific HRM practices in a work related context can
improve sustainable organisational performance.................................................................21
Offering job..........................................................................................................................21
Employment contract............................................................................................................22
Induction process..................................................................................................................22
D3 Determine strengths and weaknesses of HRM practices to make recommendations for
improving sustainable organisational performance..............................................................23
Reflective journal.................................................................................................................23
Conclusion.....................................................................................................................................24
References......................................................................................................................................25

Introduction
Main Body
PART A
LO1
Company background

P1 Explain the main areas of HRM in their contribution to creating sustainable performance..
Notes
Taking into consideration chosen healthcare firm i.e., Rivers Hospital HR managers of
the firm takes consideration of following HRM practices for creating sustainable performance in
the workforce;

Staffing: When being working at a healthcare institution greater importance is being paid to hire
adequate and well-qualified staff. In the process being effective terms are determined on the
basis of which coordinated actions can be produced that will deliver the effective flow of
operations at the workplace. In context to chosen healthcare firm, HR manager performs
activities that enable effective processing of payroll processes and hiring of the medical staff at
the workplace. For the purpose being distinctive efforts are produced to perform effective
selection processes and prefer the quality of efforts through avoiding any sort of politics and
related practice in the workforce. Therefore, an initial sustainable basis is set that guides the
long-term productivity of the healthcare firm.
Legal research: Another role that is played by HR at the workplace is inclusive of
performing descriptive research in the business market. With relation to selected healthcare firms
HR manager of the firm operates activities with lawyers and takes into consideration legal
contracts with medical practitioners, employees’ contracts and close scrutiny of medical
practitioners. Through the analysis strong basis of the operational firm is being established that
coordinates with an effective basis of sustainability of workforce while operating in future
markets.
Planning and decision-making: The HR managers of the corporate firm are also
indulged in activities of planning and decision-making process of the business firm. While being
indulged in the process effective suggestions are made to directors or relative individuals taking
instance of regular operational tasks at the business firm.
Manpower management: In the context of chosen healthcare firm HR manager at the
workplace provides effective training programs to its staff members and integrates collaboration
of activities performed in the business firm. For the process is the handling of patients and their
respective families are being considered for maximum satisfaction.

P2 Review the effects of the changing nature of organisations on human resources skills and
knowledge.
Notes
Alleviating fears: As a result of frequent changes in organisational structure of the business firm,
there is a high risk of alleviating fears to the workforce. In relation to operational working at
selected healthcare firms, purely dedicated efforts are released that integrate effective terms on
the basis of which fear of the firm could be resolved. This includes maintaining positive work
culture at the operational firm that engages staff of the healthcare institute for becoming more
adaptable to changes.
Greater communication: Through the process of changes in organisational firm it
facilitates effective communication between various departments of the business firm. In the
context of chosen healthcare firms when being influenced by changes in organisational structure
there is a greater communication that is being done within the functional departments of the
business firm. Through the process, greater communication enables with a productive basis of
workings of the corporate firm and directs the frequent flow of business operations at the
workforce.
Developing a plan: The upper-level management of the business firm needs to develop
an effective plan that directs a better flow of activities and related tasks in the workforce. Being

indulged in the process of organisational changes effective terms are set to create productive
strategies that regulate effective organisational changes in the business firm.
M1 Compare areas of HRM to create sustainable organisational performance.
M2 Examine HRM in relation to the changing nature of the modern business organisation.

LO2
P3 Review relevant HRM practices in relation to recruitment and retention of employees for the
achievement of business objectives.
Notes
Legislation aspects
While looking for new employees - Businesses must consider the Equality Act (2010) during
this stage, which requires employers to treat people fairly and not discriminate in any way. This
means that a company cannot, for example, advertise a job opening as being only open to people
under the age of 30.
When new employees are hired - When an employee begins a new job, the Employment Rights
Act (1996) requires that they receive a written statement outlining the details of their
employment within two months of beginning. This written statement must include the following
basic information like the job title and location of employment, the start date of employment, and
the working hours
the wage or salary
Job security
Employees who settle down in a long-term position to advance their careers will benefit from job
security. Employees who make long-term career commitments have a better chance of achieving

their career goals than those who are constantly afraid of losing their jobs. Job security usually
leads to a more relaxed atmosphere at work. Job security leads to higher levels of employee
engagement. Employee turnover is reduced when employees are more satisfied. A secure job
will boost an employee's efficiency and productivity.
Workplace flexibility - Workplace flexibility emphasises the willingness and ability to adapt to
change, especially in terms of how and when work is completed. The needs of both the employee
and the employer are met in a flexible workplace. Workplace flexibility is frequently used to
retain and engage employees. It can also assist an organisation in meeting its objectives through
increased productivity.
M3 Evaluate the use of HRM practices in recruitment and retention in relation to the importance
of the labour market.
Different models of recruitment and selection facilitates organisation in maintaining employee
retention. Intense demand in labour against the less supply of the workers that are available has
prompted very managers in order to increase remuneration along with providing more flexibility
for conducting effective recruitment as well as retention efforts.

LO3
P4 Investigate the external and internal factors that affect HRM decision making to support
organisational development
Notes
External Factor:
Available Labour Pool: It is a source of skilled and trained employees which can be used at main
point for assignment. Increasing in growth also increases employment searching rate and reduce
separation rate that will result in reducing unemployment rate. In this way, it affects the process
of decision-making of HRM.
Government Regulations: Rules and regulations of government facilitate in making sure that job
candidates as well as workers are treated in a fair way and not get discriminated against any
factor. It influence decision-making process of human resource management.
Internal Factor:
Level of Growth: Business undergoing rapid growth required to add more employees so HR
managers have to concentrate on enhancing recruitment base and affects decision-making of
HRM.

Use of Technology: Using technology in HR workflow make professionals free from a high
amount of daily work and attains higher level of productivity of business along with positively
impacting decision-making.
M4 Discuss the key external and internal factors that affect HRM decision making, using
relevant organisational examples to illustrate how they support organisational
development.
These are the common functions: Planning: Planning is commonly regarded as one of the four
major functions of management, alongside organising, coordinating, leading, and controlling.
Simply put, planning entails determining where we want to go, why we want to go there, and
how we intend to get there. The planning functions include setting goals and objectives and
arranging them in a logical order. Administrators are also involved in both short-term and long-
term planning.
Organizing entails defining responsibilities and defining organisational relationships. The
function is to ensure that all elements of the organisation work together to achieve a coordinated
effort.
Staffing is the process of filling job openings with the right people at the right time and in the
right place. It entails defining staff requirements, creating job descriptions, and recruiting and
screening candidates to fill open positions.