Human Resource Policies and Strategies at Telstra: A Report

This report analyzes human resource policies and strategies, with a focus on their application within Telstra. The paper begins with an introduction to HR policies and their varied implementation across organizations. The core of the report evaluates the impact of HR policies and strategies at Telstra, the organization where the author aspires to work. The author explores three significant perspectives for formulating HR policies as a human resource leader: universalistic, configurational, and contingency perspectives. The contingency perspective is selected as most suitable for analyzing Telstra, considering its focus on identifying correlations between organizational variables. The report also examines the most appropriate strategies for aligning HR policies with organizational objectives, suggesting a collaborative approach incorporating elements from all three perspectives, utilizing a balanced scorecard (BSC). Finally, the report discusses the approach for enlisting key stakeholders through stakeholder analysis and mapping, emphasizing the importance of understanding stakeholder interests and influence to facilitate communication and acceptance of HR changes within Telstra. The report concludes by re-emphasizing the importance of the contingency perspective and the BSC tool for aligning HR policies with business strategy.

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HUMAN RESOURCE POLICIES
By student’s (Name)
Professor’s Name
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HUMAN RESOURCE POLICIES
Introduction
Human resource policies are various sets of practices that an organization adopts while
implementing strategies and people management. In as much as each and, every organization has
a set of HR policies, the formulation of such practices vary from each organization. The content
of this paper evaluates the impact of HR policy and strategies in relation to Telstra, which is the
organization I inspire to work.
Question one:
According to Bamberger, Biron, and Meshoulam (2014), there are three significant
perspectives which as a human resource leader in Telstra Inc. I would employ while formulating
HR policies. These three perspectives include universalistic, configurational perspective, and
contingency perspective. In as much as all the three angles can be applied to investigate the
impact of HR policy adopted by Telstra Inc. business operations and performance, the most
appropriate perspective I feel most suitable is the contingency. I use this perspective based on the
fact that it is aimed at identifying the real correlation between independent and dependent
variables of the organization (Bamberger, Biron and Meshoulam 2014).
Thus, by application of contingency perspective, I would be able to investigate the
location of the organization, technology, size of Telstra, industry as well as capital intensity as
significant variables. Moreover, with the application of contingency perspective, the HR will be
able to relate performance indicators to the identified human resource management variables and
factors contingency factors (Ghasemi, Shahin, and Safari 2018). Compared to universalistic and
configurational perspectives, the contingency perspective as an investigative approach examines

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both the external and internal impact of the adopted HR policy by Telstra. Also, the contingency
further brings into light, intricate relation between the performance of the organization and the
expected change as well as elevates employees' motivation in alignment with the business
strategy.
Question two:
Telstra, as an organization is organized in a way that each one of its sectors has specific
goals and objectives to meet. This, therefore, means that an HR leader the formulated policies
and strategies must be organized in a way that every unusual aspect of the organization is met.
Thus the most appropriate way to account for each element of adopting the most appropriate
strategy that aligns the HR policies with the objectives (Christiansen, Biron, Farndale and
Kuvaas 2017). As an HR leader at Telstra, I would to this manner implement a collaborative
perspective that employs key HR aspects from all the three perspectives. And the most
appropriate strategy that combines elements from all the perspectives to account for the
multidimensionality would be through a balanced scoreboard (BSC) (Bratton and Gold 2017).
Question three:
The most suitable why I would go about enlisting key Telstra stakeholders is through
stakeholder and analysis and stakeholder Map. The analysis will enable me as a leader to
identify the interest of every stakeholder in relation to change, and those are willing to support
the change and those who are not ready (Bamberger, Biron and Meshoulam 2014). The
stakeholders' map on the second part will enable me as the HR leader to evaluate the degree of
the stakeholders' impact and influence within the organization. After placing the stakeholders
into specific categories based on their impact level and rate of influence, I will then tailor both
involvement and communication strategies. I believe that with the identification of the

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stakeholders' influence and impact, I will be able to communicate through both highly
collaborative and collaborative stakeholders to convince the leaders to accept HR change in
Telstra Inc.
Conclusion
In conclusion, human resource policy formulation can be based on any of the three
perspectives described by Bamberger et al. (2014). However, as a human resource leader at
Telstra Inc., would employ contingency perspective which enables an organization to align
policies with the business strategy. Also, ensure that every multidimensional aspect is accounted,
I would employ the BSC tool and use stakeholder map, and communicate to the leadership
through the most influential stakeholders.

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References
Bamberger, P.A., Biron, M., and Meshoulam, I., 2014. Human resource strategy: Formulation,
implementation, and impact. Routledge.
Bratton, J., and Gold, J., 2017. Human resource management: theory and practice. Palgrave.
Christiansen, L.C., Biron, M., Farndale, E., and Kuvaas, B., 2017. The global human resource
management casebook. Routledge.
Ghasemi, S., Shahin, A., and Safari, A., 2018. Proposing an improved economic value model for
human resource valuation. International Journal of Productivity and Performance
Management, 67(9), pp.2108-2125.
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