HRM Report: Workforce Planning, Recruitment and Employment Legislation

This report delves into the core functions and purpose of Human Resource Management (HRM), focusing on workforce planning and resourcing, with specific reference to the retail company ZARA. It assesses key HRM practices such as recruitment and selection, training and development, reward systems, and performance management. The report includes a case study to examine different methods used in HR practices and evaluates the effectiveness of employee relations and engagement within an organization. It also outlines essential aspects of employment legislation and their impact on decision-making. Furthermore, the report analyzes the application of HRM practices in a work-related context, providing relevant examples and evaluating the use of technology in improving recruitment and selection processes. The analysis covers internal and external recruitment sources, the importance of employee relations and employee engagement in HRM, and the impact of employment legislation such as the Equality Act 2010.

Human Resource
Management
Table of Contents

INTRODUCTION...........................................................................................................................1
1 Purpose and functions of HRM with respect to workforce planning and resourcing..............1
2 Assessment of workforce planning, recruitment and selection, training and development,
reward system and performance management............................................................................2
3. Case study examples to examine the different methods used in HR practices.......................4
4 Effectiveness of employee relations and employee engagement within organisation.............4
5 Key aspects of employment legislation....................................................................................5
6 Evaluation of employee relations and employment legislation on decision-making...............5
7. Applications of HRM practices in a work-related context with relevant examples from
organisation.................................................................................................................................6
8. Evaluation of usage of technology, online resources, digital platforms and social
networking for improving the recruitment and selection process...............................................9
REFERENCES..............................................................................................................................12

INTRODUCTION
Human resource management is represented as formal system which is devised to
manage people within organisation. They recruit, select, induct employees, provide orientation,
bestow training and development and motivate employees (Alfes and et. al., 2013). ZARA is
considered in this report to further understand concept of HRM. ZARA is a retailer organisation
which deals in clothing and accessories. It was founded in 1975 by Rosalia Mera and Amanico
Ortega. This report includes functions and purpose that are applicable to resourcing and
workforce planning. Strengths and weaknesses of recruitment and selection approaches is
discussed. Moreover, benefits of HRM are provided, their effectiveness and importance of
employee relations is provided. Key elements of employment legislation and their applications
are also discussed.
Task 1
1 Purpose and functions of HRM with respect to workforce planning and resourcing.
Workforce planning refers to strategies which are implemented by employers to foresee
needs and requirements of employees. It evaluates and examine need of workforce within
organisation. In this process suitable individual is placed as per their skills in job. Within ZARA,
it is necessary for HR manager to ensure that right person is placed or hired. This will enhance
productivity of organisation. Purpose and functions of HR manager with respect to ZARA is
shown below:
Purpose and functions of HRM:
It is essential part of organisation which includes, recruitment, compensation,
administration and communication. It is necessary for ZARA to make sure that secure, safe and
healthy environment is provided to all employees. Purpose and functions of HRM is discussed
below:
Recruitment & Selection: It is elementary function of HR manager for formulation of
plans related with recruitment of individuals. For this HR manager of ZARA make usage of
online job portals, newspapers and social networking sites. HR manager of ZARA makes sure

that potential candidate is chosen. For this individual goes through different process, that are
written test (aptitude and English), GD and personal interview. This will assist them to acquire
effective individual (Chelladurai and Kerwin, 2017). Build effective organisational culture is
mandatory for organisation to have healthy environment as it will lead to enhancement of
performance of employee's.
Training and Development: HR manager of ZARA ensures that different sessions are
conducted by which knowledge and skills of employees can be enhanced. By this overall
performance of employees and organisation will intensify. Within ZARA, responsibilities of HR
manager is to allot work to employees as per their capabilities. This will enhance their
performance as well as increase production level of organisation. This will ensure effective and
smooth working of organisation. It is obligatory for HR manager of ZARA to acquire knowledge
of different laws which are existing in retail sector. This will help them to conduct their
operations in healthy and smooth manner (Budhwar and Debrah, 2013).
2 Assessment of workforce planning, recruitment and selection, training and development,
reward system and performance management.
Recruitment and selection plays critical role within organisation to escalate their
workforce. Recruitment refers to process of determination and hiring of qualified individuals for
a specific role. Selection refers to process of determining effective individual for vacant position
within organisation. Different sources of recruitment which ZARA can opt for, are mentioned
below:
Internal source of recruitment: It is process of motivating employees to apply for openings
within identical organisation. Transfers, promotions and employee referrals are part of internal
source of recruitment.
Strengths Weaknesses
Loyalty of employees maximises when they
get opportunity to get higher position, this also
helps employers to motivate them by which
their performance is enhanced.
Limited scope of looking for efficient and
skilled employees and there is no means to
formulate new strategies and methods (Ulrich
and et. al., 2013).

External Sources of recruitment: Hiring and recruitment of individuals from outside
organisation is known as external source. This is carried out by means of advertisement,
employment agencies, campus placements and direct recruitment (Huselid and Becker, 2011) .
STRENGTH WEAKNESSES
It is a open process in which individuals
possess different skills which provides
organisation to choose between what they need
the most. Apart from this healthy competition
is provided (Ulrich and et. al., 2012).
It is expensive and time consuming process,
performance of existing employees is affected
as they do not get options for promotion. Apart
from this new joiner's do not have knowledge
of working environment of particular
organisation.
HR manager of ZARA can opt for any method depending upon their requirements. Furthermore,
they have opted for interview mode to select appropriate individual:
CRITERIA STRENGTH WEAKNESSES
ZARA has opted for this
method as by going through
CV, they can analyse skills of
individual. For this they have
made different questions based
on post.
It is useful to determine
communication and social
skills of individual, auxiliary
information can be gained,
knowledge of individual with
respect to job can be analysed.
Evaluations made are
subjective, decisions are made
within sometime, not reliable
when compared with written
exam.
Situational workforce planning: This approach is similar to traditional workforce planning.
This helps ZARA to examine difference between actual and required headcount.
Approaches to training and development: It is furnished to employees when they are recruited
by ZARA. This is done to ensure that they acquire different skills and perform up to their
potential (López-Nicolás and Meroño-Cerdán, 2011).
Approaches to reward system: It is crucial facet as by performing extraordinarily they receive
rewards. These rewards are either financial or non-financial. These rewards are given to
individuals so that they can work till their potential.

Approaches to performance management: Total quality management is implemented by
ZARA. It is based on quality of work done by employees, this work done is managed and
monitored to make sure that high quality is received by which organisational goals and
objectives can be achieved.
3. Case study examples to examine the different methods used in HR practices.
HRM plays important role within organisation, this intensify operations of organisation.
HR manager ensure that effective individual is hired with required skill set (Marchington and et.
al., 2016). HR manager of ZARA is engaged in different activities related with management,
recruitment and payroll. Some practices which are done by HR manager of ZARA are shown
below:
Employee Relation:
It is crucial aspect within organisation where organisation and employee can enhance
their end results. Formative strategies are implemented by ZARA to ensure healthy and smooth
working within organisation to enhance their competences. Effective communication system is
built within organisation which enhances performance of employees (Welch and et. al., 2011).
Illustration 1: Employee relations
(Source: Employee Relations, 2018)
Resolve Conflicts:
HR manager of ZARA formulates strategies and takes effective measures to resolve any
kind of conflicts which arises. Reason of conflicts can be jealousy, competition, cultural barriers
and language issues. It is essential for organisation to opt for team culture within their
organisation, this will enhance functioning of organisation.

4 Effectiveness of employee relations and employee engagement within organisation.
Employee relation refers to effort of an organisation to carry off relationship between
employees and employers. It can occur in form of formal and informal management and
interactions between them (Messersmith, and et. al., 2011). Employee engagement refers to
description of level of dedication and enthusiasm an employee has for their task or job. It is
emotional commitment of employee towards its organisation and their goals. Practices which are
followed by ZARA to enhance their profit are mentioned below:
Financial and non-financial rewards to alter performance of employees: In order to
enhance loyalty and motivation of employees, manager of ZARA has opted to reward their
employees. These rewards are given on basis of their performance in respective job role. For this
HR manager of ZARA must have innovative skills like they can give their employees unpaid
vacations. This will enhance performance level of employees (Armstrong and Taylor, 2014).
This approach is effective as it will help ZARA to motivate their employees and enhance their
performance as when employees are given rewards then they work till their potential. From
above it has been evaluated that HRM practices creates a strong impact on performance of
employees as by giving them these benefits they will be motivated enough by which overall
performance will be improvised.
Planning and Execution: Leaders and managers have significant impact within
organisation. They formulate strategies and needs to ensure that these strategies are executed
effectively so that organisational objectives and goals can be achieved. HR manager of ZARA
make sure that effective individuals are recruited which will aid them to maximise their
productivity (Renwick, Redman and Maguire, 2013). It helps ZARA to formulate plans and
strategies by which it will help to work as per formulated strategies and this will provide them
direction to carry out their functionality. By formulation of appropriate planning, employees will
be aware of what they have to do and ways in which it can be done. It will have affirmative
impact on performance of entire organisation.
5 Key aspects of employment legislation.
Workforce is heart of every organisation as they will aid them to bring productivity and
prosperity. It is primary responsibility of HR manager to provide healthy, positive and effective
environment to their employees. HR manager of ZARA have opted for formative strategies to
enhance satisfaction level of their employees and their retention for longer period of duration.

Importance of employee relations with respect to employee engagement in HRM decision-
making is shown below:
Maximisation of profit: Organisation can enhance their profits by building effective
relations with employees. HR manager of ZARA needs to enhance their relation with employees
so that satisfaction level of employees can have increased which in turn will increase their profits
in effective manner. This will assist ZARA in retention of their customers and enhance
sustainability of organisation (Storey, 2014).
Alteration in Sales: Effective relation between employees and employer have significant
impact on sales of organisation. When fine-textured and affirmative relation is established
between employees then sales and their productivity can be maximised. It is primary for ZARA
to have effective communication with employees this will have positive impact on their
performance. This will help ZARA to intensify their profitability and sales.
6 Evaluation of employee relations and employment legislation on decision-making.
It is essential for organisation to conduct their operations in specified manner, this will
help to eliminate uncertainty that can occur in future. Certain rules, laws and regulations are
made by government and these are mandatory for organisation to follow. Equality act, health and
safety act, taxation, are some laws (Rubery and Urwin, 2011). ZARA needs to abide to laws
made by government of UK, this will help them to carry out their functions smoothly. Few
elements of employee's legislation and its consequence in decision-making is mentioned below:
Equality Act, 2010: This act aims at protecting rights of each individual who is working
within any organisation. This act protects individuals from discrimination which can occur at any
moment. It is essential for ZARA to execute these legislations within organisation so that they
are not discriminated on basis of salary, caste, gender, colour or nationality. This will boost up
confidence of individuals and provide them satisfaction in their job. Apart from this they will
have desire to accomplish goals of organisation. By this ZARA can enhance their overall
performance.
The National minimum wage act,1998: As per this act wages are paid to employees
based on age. Certain limits of ages are set, they are employees who are in between 18 and 20
are paid £5.90, employees between 21 and 24 are given £7.38 and employees who are above 25
are paid £7.83. These wages are paid on per hour basis. This ensures that there is no

discrimination done on basis of salary. ZARA has adopted this law as it prevents different
conflicts which arises due to salary issues (Schermerhorn and et. al., 2014).
Family and Medical Leave Act, 1993: This act provides right to employee to have job
protected leave from employment. It is essential for management of ZARA to execute this act
and give their employees unpaid leave in case of emergencies. This will provide employees
surety about their safety and build positive working environment, this will in turn enhance their
productivity.
7. Applications of HRM practices in a work-related context with relevant examples from
organisation.
JOB DETAILS
Post: Deputy Sales Manager
Company: ZARA
Job Purpose
Must be able to carry out everyday activities within organisational stores. Obligated to set
targets, goals and objectives. Ensure that effective trainings are provided to employees and
focus on requirements of customer's.
Roles and Responsibilities
 Engage and motivate employees to set goals. Handle conflicts when complex situations
arises within organisation.
 Cognition to deliver enhanced services to customers. Must be able to interact and
convince dissatisfied customers so that loyal customers can be retained.
 Possession of analytical skills to evaluate weakness within system so that cost can be
saved and new opportunities can be determined.
 Identify strengths and weaknesses of team members and take effective steps to enhance
their performance.
 Assess organisations different distribution channels and provide a report to executives.
 Evaluate demographic areas and develop innovative sales initiatives.
 Examine current trends and perceptions of customers also maintain positive relationship
with them.
 Identify perceptions and latest trends within market so that positive relationship with

customers can be maintained.
Person Specification
Post: Deputy Sales Manager
Department: Human resource management
Attributes Essentials Desirable
Qualification & Experience Must possess graduation from
recognised university.
Must have excellent
communication skills.
Basic knowledge of computer
MS Office.
Must be able to manage and
handle dissatisfied and angry
customers. Apart from this,
give advice and resolve their
issues in effective way. Must
possess professionalism and
should not negate the
organisational contract.
Skills or Knowledge Convincing or influencing and
communication skills.
Working experience in MS
Offices.
Capability to speak with
discontented customer's in
impressive manner. Must be
flexible in nature.
Job Related Questions:
1. Introduce yourself?
2. Do you possess knowledge of data analysis?
3. In what manner can you explain about ZARA to a person who is unaware of brand?
4. Why you want to be a part of ZARA?
Job Offer Letter for Deputy Sales Manager
Name: ABC
Address: 21 Elizabeth Road, London,England.
Dear ABC,
It is pleasure to inform you that you are a part of ZARA, London for a position of Deputy Sales

Manager. Different terms with respect to roles and responsibilities are mentioned here:
JOB DUTIES AND RESPONSIBILITIES:
 Furnish every day report to management in respect to on-the-ground reports and sales
incurred.
 Identification of strengths and weaknesses of employees and ensure that effective
training sessions are provided to them.
 Review performance of employees and monitor whether they have achieved their targets
or not.
 Find different territories and evaluate distribution channels of organisation.
 Hold up formative contacts with distribution partners of organisations and provide them
additional information to remain competitive within market.
CONTRACT INCLUDES:
(A) Reporting: You need to contact supervisor in sales department.
(B) Basic Salary: At profile of Deputy Sales Manger, basic pay offered is 900 Pounds.
(C) Working Hours: This will be from 9:00 am to 7:00 pm.
(D)Compensations and Benefits: These benefits are given to Deputy Sales Manager, they are:
house rent allowance, meal card, family health care and insurance.
We are amused to give you letter of appointment within ZARA. Offer letter must be duly signed
by you. You have join from 1st March 2019.
Congratulations for being a part of ZARA organisation.
Thanking You,
ZARA
(Sara Samuel)
Human Resource
8. Evaluation of usage of technology, online resources, digital platforms and social networking
for improving the recruitment and selection process.
Technology have great impact on process of recruitment and selection process. This is
mentioned below:

 This aids ZARA to acquire valuable talent from wide range of opportunities. It helps
them to save their cost and time (Sheehan, 2014).
 It helps ZARA to seek talent. It assists them to recruit valuable individuals. Applications
can be tracked and systems can be sorted to find out effective individuals.
 This increases the productivity of the business as technology has made easier to test skills
and competency levels of the individuals performing the job.
 Technology provides automation which means time for different tasks has been
decreased. Thereby enhancing productivity of organisation.
 ZARA can opt for video interviews. It will save time of HR to manage all the activities
and cost related with that.
 ZARA can use social media to recruit individuals. It can be used as a referral source and
consider their social media accounts as their applications rather than opting to screen
candidates.
 ZARA has opted for mobile recruiting. This helps them to reach passive individuals
quickly and easily. Mobile-friendly application process is created by them, this reduces
load.
 Human errors can be reduced. Apart from this, it is ensured that decisions of recruiter are
not biased based on race, sex or age.
 Different technologies such as online talent platforms enhance efficiency of recruitment
process by usage of automation processes like screening of resumes. This improves
competitiveness of organisation as best talents are hired within short interval.
 Cloud based application systems are used by ZARA to manage administration process of
recruitment as it is cheap and efficient (Sparrow, Brewster, and Chung, 2016).
By making use of digital platforms the process of recruitment and selection process can
be improvised. For this, job advertisements are designed and placed on online platforms. By
making use of different technologies, it will become easy to screen every application and prepare
interview questions accordingly. This will assist organisation to prepare questions with respect to
their operations.
CONCLUSION
From above report, it can be concluded that HRM plays vital role within organisation.
Human resource management deals with recruiting and hiring of talented individuals. After this

they are trained on basis of requirement of organisation so that their proficiencies can be
maximised. By this organisation can enhance their productivity. It is essential for management of
organisation to opt for laws by which rights of employees will be protected and they will be
satisfied with working environment. This report includes job description and person specification
of Deputy sales manager and their duties are also elaborated. It is necessary for HR manager of
organisation to stay on laws and acknowledge all the laws so that they can carry out their
operations smoothly and in ethical manner.
REFERENCES
Books and Journals
Alfes 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.
Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management
practice. Kogan Page Publishers.
Budhwar, P. S. and Debrah, Y. A. eds., 2013. Human resource management in developing
countries. Routledge.
Chelladurai, P. and Kerwin, S., 2017. Human resource management in sport and recreation.
Human Kinetics.
Huselid, M. A. and Becker, B. E., 2011. Bridging micro and macro domains: Workforce
differentiation and strategic human resource management.
López-Nicolás, C. and Meroño-Cerdán, Á. L., 2011. Strategic knowledge management,
innovation and performance. International journal of information management. 31(6).
pp.502-509.
Marchington and et. al., 2016. Human resource management at work. Kogan Page Publishers.
Messersmith, J. G. and et. al., 2011. Unlocking the black box: exploring the link between high-
performance work systems and performance. Journal of Applied Psychology. 96(6).
pp.1105.
Renwick, D. W., Redman, T. and Maguire, S., 2013. Green human resource management: A
review and research agenda. International Journal of Management Reviews. 15(1).pp.1-
14.
Rubery, J. and Urwin, P., 2011. Bringing the employer back in: why social care needs a standard
employment relationship. Human Resource Management Journal. 21(2). pp.122-137.
Schermerhorn and et. al., 2014. Management: Foundations and Applications (2nd Asia-Pacific
Edition). John Wiley & Sons.
Sheehan, M., 2014. Human resource management and performance: Evidence from small and
medium-sized firms. International Small Business Journal. 32(5). pp.545-570.
Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management.
Routledge.
Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.