Human Resource Management Report: Implementation of HRM at Workplace

This Human Resource Management report provides a comprehensive overview of HRM practices, starting with an understanding of traditional and strategic HRM, and the evolution of HR activities. It delves into the various HR activities, including planning, recruiting, training, and evaluation, and explores the factors influencing HR practices, both internal and external. The report outlines specific HR policies relevant to the UK and their impact on organizational development. Furthermore, it examines the implementation of HRM, including strategic HRM, human resource planning, employee resourcing, development, reward systems, and employee relations. The report uses Deloitte as a case study, highlighting how the company manages its human resources. It explores the impact of employee engagement on organizational success and discusses barriers to implementing employee engagement activities, including solutions, and the role of communication and motivation on organizational performance. This report also covers the strategic alignment of new products or services with the current business strategy.

2019
HUMAN RESOURCE MANAGEMENT
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Table of Contents
1. Human Resource Management..............................................................................................2
1.1 Understanding Human Resource Management................................................................2
1.2 HR Activities....................................................................................................................2
1.3 Factors Influencing HR practices.....................................................................................3
1.4 HR Policies.......................................................................................................................4
1.4.1 List of HR policies specific to the UK......................................................................4
1.4.2 Impact on the Organisation.......................................................................................5
2. Implementation of HRM........................................................................................................5
2.1 Strategic HRM.................................................................................................................5
2.2 Human Resource Planning...............................................................................................6
2.2.1 Activities involved in Human Resource Planning....................................................6
2.3 The activities involved in Employee Resourcing, Development and Reward.................7
2.4 Employment Relationship................................................................................................7
References..................................................................................................................................9

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1. Human Resource Management
1.1 Understanding Human Resource Management
Traditionally Human Resource of the organisation was more transactional nature, it used to
search for the required personnel, interview him, provides information about employee
benefits and payroll, also look after resignation and termination of employees within the
organisation (Mayhew, 2018). Human resource management has evolved from the traditional
approach to strategic human resource management. The evolution of HRM includes stages
from focusing on the welfare of the working labour to management and development of
personnel within the organisation to development of proper human resource management
within the organisation, which is focused on organisational development along with the
employee motivation and development within the organisation (Lengnick-Hall, et al., 2009).
Along with the evolution of HRM, the roles of HRM has also changed within the
organisation, as from just recruiting and terminating the employee, now HRM focus on
employee engagement within the activities of the organisation, ensuring effective change
within the organisation culture and structure and contributing towards growth of the
organisation (Pilbeam & Corbridge, 2010). Human resource at Deloitte is focused on
managing change within the organisation, ensuring talent organisation and risk management
throughout the organisation (Deloitte, 2019).
1.2 HR Activities
Human Resource is important of the organisation, it is required for an organisation to have an
effective HR department within the organisation as the activities of the hr department is
focused towards achieving results within the organisation, managing the human resource,
identifying innovative ways to engage the employees within the organisation, and is a
continuous process which is important to achieve growth within the organisation. The

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functions of HR department include planning of hr requirement, recruiting effective
workforce, conducting training and development for employees, monitoring the employees,
implementing required changes within the organisation and maintaining the organisational
culture, so that the activities can be effectively conducted within the organisation
(Edvardsson, 2008). To ensure that the Hr department is working effectively within the
organisation, it is required to evaluate the activities of the Hr department. Such evaluation can
be done through auditing the hr activities, analysing the benefit that the organisation received
from the hr activities, and other qualitative as well as quantitative indices such as identifying
the cost and time included in per hire or the training cost of the employees. Such evaluation
methods help in effectively evaluating the HRM activities and implement necessary
developments in the process (Rao, 2014).
At Deloitte, the Hr focuses on managing the human resource effectively within the
organisation and to analyse the effectiveness of the employees the Hr department at Deloitte
uses job evaluation and grading techniques and also focuses on performance management
within the organisation to ensure that the employees are working effectively within the
organisation. To ensure the effectiveness of Hr activities, the management at Deloitte focuses
on analysing the hr service delivery effectiveness and hr capability within the organisation
(Deloitte, 2016).
1.3 Factors Influencing HR practices
An organisation operates in an environment which is exposed to various internal and external
factors that affect the working of the organisation, and are required to be managed and
maintained to ensure effective organisation performance. Hr deals in managing the human
resource of the organisation along with managing and developing a culture within the
organisation for employee development and organisational growth, so such factors need to be
analysed and monitored to reduce its effects on human resource practices. Such factors

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include changes in technology, as with any change in technology it is required to provide the
employees with effective training and development programs, changes in legal laws and
regulations, shift in cultural trends or people taste, competition within the industry, and any
change within the industry, such factors are the external factors that affect the working of the
human resource, internal factors include; organisation’s mission and vision statements,
decisions by top-level management, change in structure or size of organisation, or any
conflict or priorities of management within the organisation (Genç, 2014).
The effect of environmental factors at human resource practices at Deloitte is effectively
managed by its managers. The managers explain that the today's world is technology-driven
and the introduction of innovative technologies is advancing, and such advancements create
stress within the organisation and require that new policies and strategies to be developed to
cater the needs. The 2008 recession, has resulted in a decline in business productivity and the
Hr department of the organisation is focused on improving productivity (Walsh & Volini,
2017).
1.4 HR Policies
HR policies are set rules and regulations that guide how the employees within the
organisation are required to manage and their effectiveness can be improved. such Hr policies
are formed with accordance to the employment laws of the nation (Armstrong & Taylor,
2009).
1.4.1 List of HR policies specific to the UK
Hr policies play a significant role in defining the success of the organisation as the
organisation performance depends on the effectiveness of the human resource within the
organisation.
The HR policies identify by the UK government are:

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 Equal opportunities.
 Health & safety.
 Equality and diversity.
 Discipline/dismissal and grievance.
Setting effective hr policies is necessary so that the employees within the organisation can be
guided effectively and could be led towards organisational success (Peninsula, 2019).
1.4.2 Impact on the Organisation
Hr policies have an impact on organisational development and success. As, the policies guide
the hr how to deal with the employees within the organisation so that the effectiveness can be
achieved. Therefore, it is required that effective hr policies are established so that the
employees within the organisation can be managed effectively. Deloitte has developed an
effective Hr strategy which includes defining hr activities, defining the values that the
activities will deliver, establishing the hr strategies and continuously improve the hr services
(Deloitte, 2008).
2. Implementation of HRM
2.1 Strategic HRM
Organisational Performance is defined as the actual output of the firm as compared to the set
goals and objectives. It includes analysing the final output of the organisation and then
comparing it with the required or estimated output to analyse whether is organisation is
performing well or not (IGI Global, 2019). Strategic HRM is an evolution of HRM within the
organisation. As the HRM deals in managing the human resource of the organisation. SHRM
deals in manging the employees along with ensuring the development of employees along

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with focusing on the organisational growth. SHRM contributes towards the improvement of
the performance of the organisation. As implementing SHRM within the organisation results
in ensuring that the changes are being effectively implemented within the organisation, also
concentrates on the level of employee efficiency within the organisation. SHRM deals in
analysing the role of the leadership within the organisation, and focuses on ensuring team
building and motivation within the organisation (Zehira, et al., 2016).
2.2 Human Resource Planning
An organisation requires to estimate the need and requirement of the human resource within
the organisation to identify such human resource requirements hr department conducts human
resource planning, which effectively analyses the human resource within the organisation and
the future requirements (Nagendra & Deshpande, 2014).
Human resource planning is required in HRM to effectively analyse the future personnel
needs, implement effective change within the organisation, provides the management with a
guide for future investments, to recruit the required and skilled workforce within the
organisation, and to determine the future requirements of skills by the organisation.
2.2.1 Activities involved in Human Resource Planning
Human Resource Planning is an important aspect of managerial activities within the
organisation which is required to be carried out effectively. The activities in planning process
of human resource include, analysing the organisational strategies and policies, identifying
the need for conducting human resource planning, forecasting the future demand and supply
for the required skills within the industry, analysing the demands and supply with the
organisational requirements, and the last activity of the planning process is to monitor and
control the hr activities within the organisation (DeCenzo, et al., 2016).

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2.3 The activities involved in Employee Resourcing, Development
and Reward
Employee Resourcing is defined as a process through which the management ensures that the
organisation employs and retains the best employees within the organisation and is also
focused on employee productivity. Employee Resourcing includes activities such as staffing
of employees, monitoring the performance of employees, conducting developmental
activities and implementing effective change in working of the employees within the
organisation (Iles, 2013).
Employee Development within an organisation is a process through which the employer
ensures that the employees within the organisation are getting the opportunities to develop
and enhance their skills by acquiring new skills and knowledge. Employee Development
within an organisation includes activities which contribute to the development of employee’s
skills and knowledge. Providing opportunities to enrol in professional courses, proving on-
the-job training, guiding and motivating employees to improve their performance, and
delegating tasks and job responsibilities within the employees (Harrison, 2012).
Employee Reward refers to the tool used by the organisations to motivate the employees for
performing better within the organisation and in return providing them with certain monetary
or non-monetary benefit. The activities involved in employee rewards ensures that the
employees within the organisation are performing well and to motivate them and recognize
their work done, the organisation is providing them with relevant benefits that would either
contribute to their financial needs as well as psychological needs (Shields, et al., 2015).

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2.4 Employment Relationship
Employee Relation within an organisation refers to maintain the relationship between the
employer and the employees of the organisation. It is defined as maintaining a positive work
environment within the organisation that encourages an effective relationship between the
employees and the employer within the organisation (CIPD, 2019). Maintaining an effective
employee relationship within an organisation is beneficial for an organisation, as a good
employee-employer relationship contributes to increased productivity of the employees,
increases employee retention, and improves the motivation level within the employees in the
organisation. Also, maintaining an employee-employer relationship contributes to a reduction
in turnover and increased revenue of the organisation (Bal, et al., 2015).
To improve employee relations within the organisation, the management must focus on
promoting open communication within the organisation, encouraging team-building
activities, appreciate the employee for better performance, create opportunities for the
employees so that they can develop their skills, and ensuring a fair and common treatment for
all the employees within the organisation (Singh, 2010).
To ensure the employee relationships within the organisation, Deloitte focuses on the reward
to relation approach, through which the employee rewards are used as a guide to ensure
employee relations within the organisation. Using the approach, Deloitte defines the
requirement of maintaining employee relations within the organisation, setting up a proper
structure through which the employee relation can be improved and based on the set action
plan, the organisation concentrates on improving employee relations within the organisation
(Langsett & Flynn, 2019).

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References
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Bal, P. M., Kooij, D. T. & Rousseau, D. M., 2015. Aging Workers and the Employee-
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[Accessed December 2019].
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Management. USA: John Wiley & Sons.
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in-consulting-hc-hrt-business-enabler-noexp.pdf
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Harrison, R., 2012. Employee Development. India: Universities Press.
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