Human Resource Management Report: British Telecom HRM Practices

This report examines Human Resource Management (HRM) practices within British Telecom (BT). It begins with an introduction to HRM, its functions, and objectives, followed by an analysis of the importance of human relations in HRM decision-making, including the impact on employee motivation, risk reduction, and productivity. The report then delves into the key elements of employment legislation, such as anti-discrimination, data protection, equality, health and safety, and human rights, and their effects on HRM decisions. The analysis covers the impact of employment legislation on both employees and employers. The report also includes an analysis of the relationship between employees and managers and concludes with a summary of HRM practices in the corporation, emphasizing the role of HRM in employee and organizational development. Overall, the report provides a comprehensive overview of HRM principles and their practical application within a large telecommunications company.

Human resource management

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 3............................................................................................................................................1
P5 Human relations importance in HRM decision making process ..........................................1
P6 key elements of employment legislation and its impact on human resource management
decision making..........................................................................................................................3
M4:..............................................................................................................................................6
D3:...............................................................................................................................................6
TASK 4............................................................................................................................................6
P7. Application of HRM practices in corporation......................................................................6
M5:..............................................................................................................................................8
D3:...............................................................................................................................................9
CONCLUSION................................................................................................................................9
REFERENCES .............................................................................................................................10

INTRODUCTION
Human resource management is formal term used for management of employees and
other peoples in company. HRM work is basically in three steps of organisation like; designing
work area for personnels, staffing, employees salary or compensation. It help in maximising
productivity and profit with the help of staff. The same also help in achieving organisation goal
or objective efficiently and effectively (Alfes, and et. al., 2013). Below mention report is on
British Telecom it is a telecommunication company founded in 1969 having stores worldwide
and headquarters in BT Centre London, EC1 United Kingdom. British Telecom deals in
telecommunication products. Apart from this, project explain strength and weakness of some
HRM approaches also describe purpose and function of human resource management. It through
some light on effect of HRM practices for employees and employers. In the end of report it also
show role of human resource management in development of employees and organisation.
TASK 3
P5 Human relations importance in HRM decision making process
HRM need to talk for their good ideas with each others as they share a sorrow and
happiness. Their should be a relations with a person so that better HRM decisions can be taken
while having a human relations within a British telecom company
. While making a relations with others members and involving them for giving their ideas and
views on HRM decisions will automatically be a relations with others staff of human resources.
Some of are the importance discussed in a human relation in HRM while taking a decisions of
human resources are as follows: ER influence taking decisions : Human relations individually take a decisions can miss
some of an important points that's why human resource management should make
relations and involve others members also for taking a initiative decisions
(BattandColvin,2011). Creating effective workplace: Doing work of human resource alone will lead to work
load on a individual person. In a British telecom organisation they always take decisions
of HRM while involving others members of British telecom organisation as taking a
decisions with others they have to make a relation with them by giving them importance.
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 Healthy employee relations reduce absenteeism: British telecom involve humans while
taking a decisions as they give importance to their employees and make relations as they
will be so happy working in a British telecom organisations it lead to reduce in
absenteeism (Buller and McEvoy, 2012). Feel motivated: Making a relations help in motivating as giving a good ideas
appreciation is given make human motivated itself. Human relation management involve
them in decisions it will feel like motivated internally to a individual human. They will
give there full efficiency to a British telecom company. It make good for human as well
as for a British telecom company. Ability to reduce risk: if there are more and more employees working together in
organisation and human resources management is continuous monitoring then there will
be less change of risk or overlapping of work. This will provide higher productivity and
maximum profit to British Telecom (CampbellCoff and Kryscynski, 2012). Improve productivity- when personnel working together in team this will reduce
individual workload and also deduct extra cost occurring in production department. When
employees have right to share their ideas and views which help managers in choosing
effective and efficient way of completing task.
 Sharing goals between employees- it simply means that dividing work according to
department and employees capabilities and skills so that, there will be no burden on
particular person. the same will help in achieving objective and goal on time. This
process will be possible when every one trust each other and agree to share their views to
each other.
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P6 key elements of employment legislation and its impact on human resource management
decision making
Employee legislation is a law or guideline which helps in governing employees within
their workplace (Choi, 2011). This factor affect the employee, employer and unions directly.
This employment law make sure that which employee can be or cannot be employed , how job
offering is done, how they are engaged in work including their time of work and type of work,
duties and rights of employer and employee and what are the protocols and rules to be applied
when they are wish to end their contract.
There are various institutional arrangements that provides employment protection like private
market, collective bargaining arrangements , court interpretation of constitutional provisions and
legislative. Some of the regulations which includes length of advance notice or aspects of
severance payments. One of the key feature of Employment protection Legislation of labour
court is to analyse appeals made by fired workers or interpretation of terminations by
employees.
Some key features of Employment Protection Legislation are
 protection of regular individual workers against their dismissals.
 Requirements and arrangements of collective terminations.
 Regulation of contracted and short term form of employment.
Employment legislation have a a very huge impact on human resource management decision
making as manager has to consider these guidelines and protocols fr management of employee.
Factors having huge impact on human resource manager (Clark and et. al., 2016).
Anti discrimination- Under anti discrimination law an employee cannot be discriminate
on the the basis of age, carer's responsibilities ,homosexuality, disability,race, marital or
domestic status ,sex and transgender status . It is also illegal to treat employee unfairly and
harass them on above mentioned ground. All the employees must be treated equally on their
individual merit instead of personal characteristics. In hiring process jobs must be given on the
candidate's merit only.
Benefits of anti discrimination law
 right person for right job
 skills are developed to get higher benefits for the organisation irrespective to their
personal characteristics
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diversity – just like an employee do not put all of its money in one place company also
do not give all its powers in the hands of only one employee (Daley, 2012). Company divides
power by dividing the company into different depigmentation and define their role which helps
in monitoring their work as workforce diversity helps in making sure the company is having
variety in experience and skills . Diversity can also be a challenging task on their own which
requires Human resource manager and their employee to have a better coordination and work in
a specific target. They also helps in observing federal laws for covering issues related to and
harresment ,discrimination and also any applicable county law .
1. Data protection – it turns out to be a very important factor when talking about securing
of data . company are very strict against stealing of data as it will hamper the growth of
organisation and competitors will take unwanted advantages . There are certain protocols
and guideline which helps in protecting the data . It defines unauthorised \entry and
stealing of data as a illegal measures . The culprit will be responsible to labour courts
and faces stiff fines and punishment . Human resource manager should ensure that the
planning about data should only be restricted to few relevant people .Managers must
also analyse that with the advance of digitalisation it has become very difficult to protect
data .there are some cases where we have observed that the hackers are entering the and
stealing data by getting accessibility through employers where an employee do not have
any ideas about that entry as he has to suffer , to overcome this problem the manager
must use high data protection tools as well as hire some technical experts to monitor
these activities (Dul, Ceylan and Jaspers, 2011).
Equality – like anti discriminatory law where the employees are judged based on their
merits just like that every employee of the organisation should be treated equality. This will
create a very positive environment in the organisation as people will feel like they were
evaluated on the basis of merits and they will have more focus on their work in virtue of
expecting growth. In the other hand the partiality can be reduced on the basis of distribution of
work. People should be given work on the basis of their ability and skill level rather than
pressurising the to do work which is out of their territory.
Health and safety- this also have and equal parity to above above factors . It must be
understood that every person have their ability and efficiency irrespective to their body e.g. like a
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young labour can do better work for longer hour as compared to a old guy. Or a person on
medication cannot do work like an efficient person. Apart from health their safety is also
important it is a responsibility for a human resource manager to make a secure environment for
employee like a labour working on towers must have safety belts and other safety cables. As
well all employees must have life insurance because in any case any casualty happens the family
should have some amount to stabilise them (Fulton, 2011). Across the telecom industry
casualties happen regularly as most of the cases are of falling from high towers these factors
must be taken very seriously and the managers must invest of training of employee.
time – it is also an important factor to be considered by managers they must implement
and define time for employees managers must understand that employees are not machines so
their workload is to be divided and managed which will help them them to work effectively
which will turn out to be a positive measure for an an employee. Employee will be more happy
with working in defined time frame as well as getting some off days from their work
Human rights – a very important factor for management is to respect the rights of
labours they cannot be exploited on the basis of salaries and bonds . There must be a ethical
environment inside the organisation where every person is respect barring the designation and
authority they have but from the employers point of view it must also be taken care that they do
not use their human rights power wrongly.
The above discussed points are the key measures which will help human resource
manager to analyse all the factors taking laws and guidelines into consideration. The
employment legislation helps in guiding both employee and employer to work in a systematic
manner (Guest, 2011).it helps in reduction of conflicts in an organisations , the protocols and
guidelines helps in analysing the factor related to working environment of employee hence helps
in monitoring and propel proper planning which collectively help both employer and employee.
In large organisation like BT group it has become very essential to to manage the internal
environment as the company gives stiff competition in market to other telecom networks by
improving network and expansion practices the conflicts may arise in distribution of power and
authority But BT group uses effective human resource management to overcome these small
conflicts. They have a good record of management of employee hence which has helped them to
grow rapidly in market .
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M4:
According to, (Jabbour and et. al., 2013) this it state that relationship of employees and
their managers should be good because it effect company in many ways it can be negative or
positive. Human resources management decision affect personnel as well as working of
company. Apart from this it also create familiar environment in firm so that employees can get
flexibility in their working.
D3:
There are many HRM application which help human resource manager in decision
making that influence employees as well as organisation. Efficiency and effective is important
for organisation because this help in minimum use of resources and fund so that, products are
less expensive and good in quality (Jiang,and et. al., 2012).
TASK 4
P7. Application of HRM practices in corporation
Human resource management help organisation in many ways for its efficient and
effective flow of work and management of employees to achieve company goal or objective.
Every organisation wants maximum productivity and profit, production according to customers
needs and wants for all these there is need of human resource management. This also play a vital
role in managerial activities like planning, organising, staffing, directing, controlling. On other
hand this also through light on managerial activity also like motivation to employees, training
and development, compensation and remuneration and more. The same help organisation in
many ways (Kakuma,and et. al, 2011).
In this organisation need receptionist for its hotel candidate should be according to
requirement of company there are some steps followed by enterprise in such process are mention
below. For vacant position hotel need person according to needs and wants. Various steps that
need to be followed while selection and recruitment process-
Job specification-
Job Specification
1. Detail related to Job
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Title of the job- Receptionist
Department- Human Resource
2. Job Purpose
 vacant position filling
 maximum profit and high productivity of company
 To give information to customer related to hotel
3. Responsibilities and duties
 Goals and objective of organisation should be achievement
 Controlling and monitoring work related to management of hotel
 analysing problems and situation of organisation for growth.
Description of CV – Curriculum Vitae is necessary for applying job this is the blueprint of
candidate personal detail description of this is given below.
1. General information
Name- Marry John
Phone no.- 9567422255
E-mail id- [e-mail]
2. Qualification
MBA Oxford University 89.00%
B.COM Oxford university 72.00%
HIGHER EDUCATION Cambridge school 90.00%
3. Experience
2 years experience in field of human resource
4. Personal skills
fluent communication skills
hard worker
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problem solving
leadership
5. Personal details
Father name- Steve John
Mothers name – Rome John
Date of birth- 26th December 1994
6. Achievements- paper published in international seminar
national level 1st price in extempore
Declaration- I hereby declare that above mention information is true and correct as per my
knowledge.
After getting CV of candidate further process start of hiring the candidate this is work of human
resource management department in organisation. Below explain are steps-
Recruitment and selection- this is next step for filling vacant position human resource
manger analyse information given by candidate and see that it is suitable or not. This process
includes various selection techniques like personal interview, group discussion, aptitude test for
identifying skills and knowledge of person applied (Meredith Belbin,2011).
Documentation- further work is verifying original document of candidate according to
mention in curriculum vitae. This is necessary for security of organisation as well as for other
employees also.
Orientation- this is conducted by manager of organisation to introduce organisation and
existing employees for further work and it is beneficial for communication or motivating
employees.
Training and Development- when employees are se4lected then they requires training
and development according to their job specification. which help them in betterment of company
and also in its growth (Mitchell, Obeidat and Bray, 2013).
M5:
According to, human resources management play crucial role in hiring candidate for
vacant position in organisation. This is important for organisation growth as well for smooth
flow of the same to maintain in current competitive market. Employees are the person who help
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in achieving company objective and goal according to pre planned strategies and policies.
Placing right person at right place includes steps like recruitment and selection, documentation,
orientation, training and development.
D3:
According (Van DoorenDe Caluwand Lonti, 2012) to this, HRM practices help in
maintaining employees relationship which beneficial for organisation to motivate them for future
benefits. Manager and leaders are the person who solves problem of personnels and issues
treated to other thing which motivate them to giver their hundred percent and increase
productivity and growth of firm. Receptionist in hotel should be well educated and suitable for
their position.
CONCLUSION
Above mention project stated that human resource management are important for
organisation for its effective and effective working for future growth and better productivity.
This report is based on business telecom which is communication sector organisation. Apart
from this, shows benefits of HRM in different sectors of organisation. Also in achieving
organisation goal and objectives. The same motivate employees for give their full to organisation
so that they can have better future.
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REFERENCES
Books and Journals
Alfes, K. and et. al., 2013. The link between perceived human resource management practices,
engagement and employee behaviour: a moderated mediation model. The international
journal of human resource management. 24(2). pp.330-351.
Batt, R. and Colvin, A. J., 2011. An employment systems approach to turnover: Human
resources practices, quits, dismissals, and performance. Academy of management
Journal. 54(4). pp.695-717.
Buller, P. F. and McEvoy, G. M., 2012. Strategy, human resource management and performance:
Sharpening line of sight. Human resource management review. 22(1). pp.43-56.
Campbell, B. A., Coff, R. and Kryscynski, D., 2012. Rethinking sustained competitive advantage
from human capital. Academy of Management Review. 37(3). pp.376-395.
Choi, M., 2011. Employees' attitudes toward organizational change: A literature review. Human
Resource Management. 50(4). pp.479-500.
Clark, W. C. and et. al., 2016. Boundary work for sustainable development: natural resource
management at the Consultative Group on International Agricultural Research
(CGIAR). Proceedings of the National Academy of Sciences. 113(17). pp.4615-4622.
Daley, D. M., 2012. Strategic human resource management. Public Personnel Management.
pp.120-125.
Dul, J., Ceylan, C. and Jaspers, F., 2011. Knowledge workers' creativity and the role of the
physical work environment. Human resource management. 50(6). pp.715-734.
Fulton, E. A. and et. al., 2011. Human behaviour: the key source of uncertainty in fisheries
management. Fish and Fisheries. 12(1). pp.2-17.
Guest, D. E., 2011. Human resource management and performance: still searching for some
answers. Human resource management journal. 21(1). pp.3-13.
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.
Jiang, K. and et. al., 2012. How does human resource management influence organizational
outcomes? A meta-analytic investigation of mediating mechanisms. Academy of
management Journal. 55(6). pp.1264-1294.
Kakuma, R. and et. al., 2011. Human resources for mental health care: current situation and
strategies for action. The Lancet. 378(9803). pp.1654-1663.
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.
Kakuma, R. and et. al., 2011. Human resources for mental health care: current situation and
strategies for action. The Lancet. 378(9803). pp.1654-1663.
Meredith Belbin, R., 2011. Management teams: Why they succeed or fail. Human Resource
Management International Digest. 19(3).
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