Unit 3 HRM Report: M&S Case Study and Analysis of Practices

This report provides a detailed analysis of Human Resource Management (HRM) practices at Marks & Spencer (M&S). The report begins with an introduction to HRM, defining its core functions and importance within an organization. It then delves into a case study of M&S, exploring its organizational structure, mission, and objectives. The main body of the report examines various aspects of HRM, including workforce planning, recruitment and selection processes, employee development and training programs, and performance management systems. It also explores employee relations, employee engagement strategies, and the impact of employment legislation on decision-making within the company. Furthermore, the report discusses the application of HRM practices in a work-related context, providing practical insights into how these practices contribute to achieving business objectives. The report concludes with a summary of the key findings and provides a list of references.

Unit 3 - Human Resource
Management

Table of Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY..................................................................................................................................3
Part 1................................................................................................................................................3
Organisation Introduction............................................................................................................3
Purpose of the HR function and the key roles and responsibilities of the HR function..............3
Approach to workforce planning, recruitment and selection, development and training,
performance management and reward systems...........................................................................5
Part 2................................................................................................................................................8
Approach to and effectiveness of employee relations and employee engagement......................8
Key aspects of employment legislation within which the organisation must work..................10
How employee relations and employment legislation inform decision making and meets
business objectives.....................................................................................................................10
Application of HRM practices in a work-related context..........................................................10
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................14

INTRODUCTION
Human resource development can be defined as a practice of managing people so that
they can achieve better performance. In addition to this, HRM is a process of employing and
recruiting people, training and compensating employees for the services they provide to
organisation. This report will discuss about HRM and different elements of HRM and report will
discuss about purpose of HR functions and key roles and responsibilities of HR functions.
Followed by this, report will also discuss about different approaches to workforce planning,
recruitment and selection, development and training along with strengths and weaknesses.
Followed by this, report will discuss about employee relation and employee legislation. This
report will contextualise M&S, British multinational retailer and it was founded in 1884 and is
headquartered at London, England, UK. M&S specialises in selling clothing, home products, and
food products of its own label.
MAIN BODY
Part 1
Organisation Introduction
M&S operates at 1519 locations in 62 countries and 44 websites and employs 78000
employees. Mission statement of the company is ‘To make aspirational quality that is accessible
to everyone through the depth and range of its products’. Core objectives of M&S includes
quality, service, innovation and trust and its purpose is to provide high quality, great food value,
clothing and homeware to its customers (Scott and Walker, 2017).
Purpose of the HR function and the key roles and responsibilities of the HR function
Staffing organisation- This is one of the very important purpose of HR function, it is very
important that organisation has right type of employees with adequate number to undertake all
activities of organisation. This is one of purpose of HR function to staff organisation with skilled
and competent employees (Szierbowski-Seibel and Kabst, 2018). Activities that are undertaken
in order to staff organization includes announcement of position, screening of applications and

carrying out interview in order to determine which candidate is best for certain position in
organisation.
Maintaining a safe organisational environment- This is one of the important purpose of HR
function in which they are required to ensure that M&S is a safe place for workers and
employees working there. This is important for several reasons firstly it is a legislative
requirement, secondly it enables employees to work effectively without any fear of their safety
and security while they are working at M&S. Workplace safety at M&S also contribute in
avoiding injuries and accidents and HR function is to maintain safety as well as train people for
safety while working.
Compliance to labour laws- This is also a purpose of some of the HR functions in which they
are required to ensure that all HR and employees’ related activities are complying to labour laws.
Labour laws regulate employees’ working within organisation and ensure that both employee as
well employer can effectively exercise their rights and carry out their responsibilities. This is
important to avoid legal and regulatory compliance for M&S and is also important for
maintaining ideal work conditions within organisation.
Employee-employer relations- This is a very important purpose of HR function through which
specialised HR function works on strengthening employee-employer relations within M&S. This
involves creating a work-environment where employees and management have cordial relations
and employees have work satisfaction and at the same time there is no conflict (Ben-Gal, 2019).
In case of conflict, there is effective mechanism developed in order to resolve conflict on time so
that conflict does not affect quality of performance as well as organisational environment.
Roles and responsibilities of HR includes-
HR Planning- This is one of the most important role as well as responsibility of HR in which
they determine future requirements of organisation in term of required manpower. This involves
undertaking different activities to determine what kind of staff in which number will be required
for fulfilling different requirements within M&S (Ulrich and Grochowski, 2018). This involves
analysis of demand and supply of manpower in organisation and on the basis of further activities
is undertaken.

Recruitment and Selection- This is another important role and responsibility of the HR in
which they recruit and select employees to fulfil different vacant position in organisation.
Recruitment is aimed at attracting candidates to apply for different positions within organisation.
Selection on the other hand is concerned with eliminating candidates after screening their
applications and lastly with help of different tests and interviews best candidate who have
applied for the job is selected to fulfil the position in M&S. This is very important role in which
HR ensures that organisation has competent and capable employees to perform all organisational
activities.
Performance Management- Performance management is a role and responsibility of HR in
which they are required to ensure that activities and performance of employees within M&S is
directly linked with its goals and objectives. Performance management is an essential element
while ensuring that all employees are productive and engaged towards their work. Performance
management involves setting clear goals, and providing adequate feedback and good leadership.
Some of the tools for performance management include annual performance review, 360-degree
feedback. Performance management also has some other benefits as it enables M&S as well as
employees to understand their training and development gap. This means what is the gap that
exists between their existing knowledge and skills and their required knowledge and skills.
Learning and Development- This is also a role and responsibility of HR in which they are
required to identify and determine learning and development requirement of employees. It is
very important that in order to fulfil their responsibilities and complete their assigned tasks on
time, employees are well trained (Nadiv, Raz and Kuna, 2017). HR in M&S undertakes different
activities to determine training requirements in order to enhance knowledge and skills of
employees so that they can perform effectively. Performance appraisal is one of the tools to
determine learning requirements of employees. Learning and development not only provide
knowledge to enhance and improve existing performance but also develop them for future
challenges and changes in industry.
Approach to workforce planning, recruitment and selection, development and training,
performance management and reward systems
Approaches to Recruitment and selection

Person-job fit approach- This is a approach of recruitment and selection in which recruitment
and selection is done on the basis of how closely individual attribute fits with the requirement of
job. This is a very important approach to be considered in job role where skills and attribute
required for job are challenging and in addition to this job does not get affected by organisational
influence (Sylva and et.al., 2019). However, in situation when skills can be easily developed but
behaviour plays important role in success of the person, this approach is not right.
In recruitment with this approach, recruiter is required to undertake analysis of job in as much
detail as possible and on the basis of this recruitment advertisement is developed.
In selection in person-job fit approach HR in M&S is required to undertake different tests and
interviews so that they can assess whether individual is fit for a job role or not.
Person-organisation fit- This is another approach for recruitment and selection. In this approach
it is considered that performance of individual gets significantly affected by environment in
which they work. This approach of recruitment and selection stresses on suitability of person
within organisation. This approach is highly suitable when job gets affected by organisational
environment and also at the same time job have impact on organisational environment such as
managerial positions. However this is not useful when job requires to have specified and
complex skill set of individuals because in such case skills are to be mainly focused rather than
their approach or behaviour.
Recruiters within organisation requires to analyse style, approach, pace of change and informal
ways of working within M&S and also what are requirements for individuals in these aspects.
Selection process involves analysing individuals on these aspects of their personality and
behaviour to determine whether they are suitable for M&S or not.
Approach to development and training
On-the-job- This is an approach in which training and development practices of individuals’
takes place when they are working within M&S (Roshchin and Travkin, 2017). In this induction
program is for all employees within M&S who are new starters in organisation.

Off-the-job- This is an approach for development and training in which individuals are provided
training off their job. This involves classroom sessions and lectures for employees. This is very
important for managerial employees and especially for those who require development for
growth in their career.
Technology-based learning- This is approach in which technology plays centre role in learning
and development of employees. In this M&S requires developing different programs for learning
that can be executed with help of technology. Technology based learning provides flexibility to
learners and is very helpful for additional learning as employees do not require to compromise
with their job.
Regarding training and development M&S employs varied practices that includes training
and performance coaching program and tailor program to meet needs of individuals and also
provide required support to individuals.
Approaches to performance management
Management by Objectives (MBO) - This is an approach for performance management in
which managers and employees together develop identify goals and develop plans. Followed by
this managers and employees periodically discuss progress regarding achievement of the
objectives. In this approach of performance management activities and efforts of individuals are
directly linked with goals and objectives of the organisation (Gladisa and Susanty, 2018). This is
very effective in measuring quantitative and qualitative output of the employees regarding set
goals and objectives.
Focus on culture- This is a new approach to performance management in which M&S requires
to extend its focus from goals and objectives to understand culture of organisation. This
approach of performance management requires focusing on performance management and its
impact on employees’ and its impact on culture and climate of organisation. This approach has
become important in new organisational and business environment because of increase in
workforce complexity within organisation. Diversity in workforce creates complexity in
workforce and it has impact on culture of organisation. By focusing on culture through
performance management organisation require understanding impact of this on culture and by

creating an effective organisational culture they can facilitate achievement of organisational
goals and objectives.
Approaches to reward
Approaches for rewards and benefit that M&S have applied includes-
Employee discount- In this employees get 20% discount on all in-store and online purchase and
there is no limit on amount of goods one can buy, however some exclusion are there (Esterman
and et.al., 2017).
Bonus- This is an approach for reward in which M&S have different bonus schemes through
which employees are rewarded for helping organisation in achieving their goals.
Health and wellbeing- In this approach, employees are offered discounted healthcare products
and wellbeing website with tips and health guides.
Part 2
Approach to and effectiveness of employee relations and employee engagement
Employee relations can be defined as efforts of organisation to manage effective
relationship between employers and employees. Good and favourable employee relations create
good working environment where everyone can perform to their best potential. Approaches to
employee relations are-
Psychological approach- This is an approach of employee relations in which both parties
employees and employers have different point of views and opinion. In addition to this both
parties consider other party to be less appreciative (Ali, Lei and Wei, 2018). In order to develop
effective employee relations as per this approach, it is very important that both parties work on
understanding each others’ point of view.
Sociological approach- This is an approach that considers that an organisation is part of society
and is a community that is made up of different people with different family background,
personalities, educational background and this difference creates problems and conflict. In order

to develop effective employee relations it is important that M&S have strong organisational
values in which outside differences cannot make impact on employee relations.
Human relations approach- As per this approach organisation consists of human beings having
desire of expression and control over their lives. These desires when are not valued by
employers, creates conflicts and problems. In this approach in order to develop strong and
effective relations it is important that individual employees are valued within M&S.
Employee engagement can be defined as extent to which employees feel passionate about
their work and they are committed to their organisation (Sun and Bunchapattanasakda, 2019).
This is very important state when employee engagement is high because high employee
engagement is highly beneficial for an organisation in terms of performance of employees
towards their respective job role. In addition to this, employee engagement also encourages
employees to be creative and innovative.
Regarding effective employee relations flexible organization and flexible working play
very important role. M&S is an organisation that is flexible and also provides opportunity for
flexible working. This involves part-time working, job sharing, and term-time working and also
provides support to those who wish to study further through unpaid leave for nine months.
Approaches for employee engagement
Communicating expectations to employees- This is one of the approaches for employee
engagement that M&S can utilise and in this approach organisation is required to communicate
what they expect from employees. This clear communication encourages their engagement with
the organisation.
Recognition and appreciation- This is another approach to foster workplace engagement in
which employees should recognised and appreciated for their achievement (Lemon, 2019). This
motivates them and encourages them to do better.
Providing training- This is very important that individuals have adequate knowledge and skills
for performing their duties effectively. This knowledge and skills of individuals get developed
through training. This is why training is also an approach for employee engagement that M&S
can utilise.

Key aspects of employment legislation within which the organisation must work
Equality Act, 2020- This is one of the very important employment legislation according to
which it is very important that within M&S everyone is provided equal opportunity regardless of
their protected characteristics (Benn, 2020). Protected characteristics include gender, ethnicity,
age and disability of individuals. They should be provided equal opportunity in selection and
then in organisation.
Employment Rights Act, 1996- This is another important legislation within which M&S must
work. In this legislation different rights that have been provided to employees have been outlined
and it is very important that M&S ensures that employees can exercise all the rights that they
have been given by law.
Health and Safety at Work etc. Act 1974- This is an act in which M&S is required to ensure
that it meets all safety and health regulations in workplace (Liu, 2019). This act involves
different guidelines for employer and employees and this is why it is important that to avoid
accidents and injuries this act is adequately followed by M&S.
How employee relations and employment legislation inform decision making and meets business
objectives
Employee relations and employee legislation are very important factors affecting
decisions regarding HR. Employee relations affect decisions through the impact of HR within
organisation (Sun and Bunchapattanasakda, 2019). This means that positive and cordial relations
leads to easy implementation of decisions, however conflict and problems within M&S can lead
to disagreement over decisions and create difficulty in implementing decisions of organisation.
Regarding informing decision making by employee legislation M&S requires be well
aware of impact of decisions on their regulatory compliance because it is very important that
decisions that are taken are within criteria of employee legislation.
Application of HRM practices in a work-related context
Job description for the position of marketing manager
Company Marks and Spencer
Post Marketing Manager

Report to Head of Marketing Department
Qualification MBA or equivalent qualification
Responsibilities Creating strategies for marketing function
and marketing campaign
Person specification
Title of the job Marketing Manager
Qualification required Essential Desirable
MBA or equivalent
qualification MBA or equivalent
qualification
Need of Experience 3-4 years 4-5 years
Personal
characteristics &
conduct
Team management skills,
managerial skills,
communication and personal
skills, creative and innovative
approach, advertising skills,
and ability to understand
audience and target market
Team management skills,
managerial skills,
communication and personal
skills, creative and innovative
approach, advertising skills,
ability to understand audience
and target market and
leadership skills.
Roles and
Responsibilities
Creating and managing
marketing campaigns,
developing strategies for
marketing, managing
marketing team, creating and
managing digital marketing,
managing marketing
campaign, planning and
Creating and managing
marketing campaigns,
developing strategies for
marketing, managing
marketing team, creating and
managing digital marketing,
managing marketing campaign,

performing planning and performing
Job offer letter
Date 13/02/2021
MR._____
As discussed earlier here you are being informed to have been selected for the position of marketing
manager in Marks and Spencer (M&S). You will be required to report to Marketing Manager on 01-03-
2020 at 10:00 AM.
Your compensation and salary will have been discussed in annexure and attached document involves a
contract that you are expected to read carefully and provide your consent in form of signature.
We hope to have a mutually beneficial relationship and further details concerned with your employment
will be provided while your joining.
Regards
HR Manager
Marks and Spencer
Process of recruitment and selection
Identifying need and developing position description- Identifying vacancy and what are
requirements for fulfilling position through job description and person specifications.
Planning recruitment- This involves developing planning for recruitment and selection and
developing selection criteria for candidates and interview guidelines.
Sourcing and advertising- This stage involves sourcing for vacant job role and placing
advertisement for position in M&S (Slavić, Bjekić and Berber, 2017).
Gathering applications- This involves collecting application for the position advertised from
different sources.
Screening applications- This involves screening and analysing applications and only relevant
applications are kept for additional process.

Selection and offering offer letter- This involves selecting candidate for the position by
eliminating those who are not suitable for position. Followed by this offer letter is offered to
selected candidate.
CONCLUSION
On the basis of above discussion, it can be concluded that HR in the organisation have
several roles and responsibilities and their role is very important for resourcing organisation and
acquisition of talent within organisation. Report discussed about purposes of HR functions and
approaches to workforce planning, performance management and reward system within
organisation. Followed by this report also discussed about employee relations and employee
engagement within organisation and aspects of employment legislation that organisation requires
to consider and lastly report included designing job description, person specification, and job
offer letter.

REFERENCES
Books and Journals
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relationship between strategic HRM and organizational performance in Chinese
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tools. Personnel Review.
Benn, A., 2020. The Big Gap in Discrimination Law: Class and the Equality Act 2010.
Esterman, M and et.al., 2017. Modulating reward induces differential neurocognitive approaches
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Lemon, L.L., 2019. The employee experience: how employees make meaning of employee
engagement. Journal of Public Relations Research. 31(5-6). pp.176-199.
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recruitment and selection process. Strategic management. 22(3). pp.36-43.
Sun, L. and Bunchapattanasakda, C., 2019. Employee engagement: A literature
review. International Journal of Human Resource Studies. 9(1). pp.63-80.
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645.
Szierbowski-Seibel, K. and Kabst, R., 2018. The impact of HR outsourcing and strategic HR
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Ulrich, D. and Grochowski, J., 2018. Building a world class HR department. Strategic HR
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Online
What is Recruitment? 2021. [Online]. Available Through:
<https://www.jobsoid.com/recruitment-process/>.