HR Function Report: Organizational Design and Leadership Analysis

This report analyzes the human resource function within the context of a new division of a manufacturing company. It examines the use of a matrix organizational structure for effective project management and a tall organizational structure for coordinating teams. The report explores various organizational design approaches, focusing on how the HR function aligns with strategic direction and company culture. Key issues such as planning, communication, and workforce resistance during organizational changes are discussed, along with effective strategies for communication and persuasion. The report also evaluates the use of HRIS technology to improve business operations and offers recommendations for enhancing the HR function. It covers topics like resource coordination, skills involvement, communication, and cost-effectiveness. The report also touches upon alternative organizational designs, such as tall structures, and their impact on communication, overhead costs, and employee management. The report concludes with insights gained from each section.

Running head: LEADER THE HR FUNCTION
Leader the HR function

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Executive summary
The main aim of this report is to analyze the human resource function. It is analyzed that matrix
organizational structure is used to manage the project effectively and efficiently. It also evaluated
that tall organizational structure can be used by senior HR director of new division to coordinate
the team members. It is also exhibited that there are different ways for organizational design in
which human resource function fits in the strategic direction and culture of the organization. It is
also finding out that Planning, Lack of agreement, Workforces Resistance and communication is
key issue that organization will face in the context of changes. It can be exhibited that Effective
Communication and Transparency, Individual Counseling, and Implementation and Monitoring
are effective strategies that could be used to communicate within the organization about the
change. It is also stated that communicate Constantly, Develop Accountability and celebrate the
progress are different strategies which are used to persuade others within an organization about
the changes. It can be evaluated that HRIS technology is used to improve the efficiency of cost
and effectiveness of the business operation. Along with this, there are several Strategies to using
techniques and strategically increase the efficiency of cost and effectiveness business operation.
It is illustrated that there are several recommendations to improve the HR function. In the last,
this report reflects each section and by which I have gained my learning.

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Table of Contents
Executive summary.........................................................................................................................2
Section 1: Human resource Departmental design............................................................................5
Structure of organization and Functional Roles of HR...............................................................5
Alternative solution design..........................................................................................................8
Organizational design ways of the Human Resource function that fits in the strategic direction
and culture of organization........................................................................................................11
Section 2: Evaluation of Modification and Communications Problems.......................................13
Issues that organization will face in context of changes............................................................13
Strategic to influence people regarding changes and ways by which the changes support to
strategic vision of a corporate....................................................................................................20
Section 3: Technology applications...............................................................................................22
Ways to which the technology would be used to improve the efficiency of cost and
effectiveness of business operation...........................................................................................22
Strategies to using techniques and strategically increase the efficiency of cost and
effectiveness business operation................................................................................................23
Recommendation to improve the Human resource function.....................................................24
Part 2: PPDP Reflection.................................................................................................................26
References......................................................................................................................................30

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Section 1: Human resource Departmental design
Structure of organization and Functional Roles of HR
A matrix structure is used to pool together the workforce who integrates the products and
functional experts for accomplishing the business goals and objectives.
This structure is used by senior HR Director in new division to manage the all 4 small
manufacturing companies. Under this structure, senior HR director will make the link the people
with different levels and departments within new division. This matrix organizational structure
can be implemented in both hierarchy and flat organizational forms as it is suitable for new
division.
Moreover, this organization structure incorporates the benefits of departmentalized and hierarchy
structure. Under this, each workforce report to a department manager for their work-related issue
and also contact with human resource manager for salary, promotion, discipline, and company-
wide regulation. The workforce can involve in a work-related decision with their department
executive as it would be beneficial to solve the issues regarding manufacturing of goods and
services (Armstrong, et al., 2014)
The following can be different benefits and disadvantages of using matrix organizational
structure within new division:
Resource coordination
This matrix organizational can facilitate the senior HR director of new division to emphasize on
their field of proficiency. Further, payroll and benefits manager of new division emphasizes on
the recruiting, training and organizing the workforce in their expertise whereas administrative
clerks can concentrate on attaining the goals and objectives of their particular products.
Skills Involvement

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The workforce may face more complexities to take benefits from the proficiency of people who
are in other fields. Under this structure, workforces have communicated with the team of other
functional fields through their relationship with the project team. This can enable the workforce
of new division to grab opportunities for building high extent of proficiency as compared to
other functional structure (Beardwell, et al., 2014).
Effective communication
The matrix organizational structure allows the employees of new division to make constant
relation with members of other functional fields. This can be beneficial for employees to get
more information and resources from other functional fields. As a result, it can be stated that
collaboration amid the functional team members facilitates the team member to effectively deal
with the complex issues and objectives.
Flexibility
This matrix structure also facilitates the human resources to share information across different
tasks. Furthermore, functional field develops the proficiency to attain the requirement of the
project (Brewster, et al., 2017).
Specialism
Recruiting workforces in functional fields can facilitate new division to make proficient the
employees in their particular area. It is also stated that proficient workforces can do extremely
well performance in their interested fields instead of doing well in multitask.
Exchange of Efficient Information
Matrix organizational structure can be beneficial for business perspective because it can lead to
effectively exchange the data within new division. Under this structure, the different department
works nearest with each other and also interact with together to promptly solve the problems. In

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this way, new division can enhance their productivity because this structure allows the effective
communication and make prompt decision-making at the workplace. For instance, individuals
from manufacturing field may communicate with each other to develop strategies. Since,
proficient exchange of data can allow senior HR director to act rapidly with respect to meeting
the customer’s needs and requirements (Chelladurai, et al., 2017).
Enhance motivation
The matrix organizational structure leads a democratic leadership style. This style integrates the
efforts of individuals before managers make a judgment. Further, incorporating precious ideas of
employees into decision-making process can increase the motivation and lead to employee’s
satisfaction in new division. Under the matrix structure, each individual acts in their proficient
functional fields. Besides this, senior HR director involves their team members in each day to
day practice which facilitates them to make a judgment with the perspectives of the workforce.
Internal difficulties
A prime disadvantage of using matrix organizational structure is that it can create internal
complexity. Some of the employees become confused about their supervisor. For instance, an
individual can get different guidance with respect to the same manufacturing issue from
managers who act in different fields. Besides this, dual power and interaction issue may create
division between managers and workforces. Moreover, miscommunication and ineffective
organization can prone to employee’s dissatisfaction and low morale amid employees. Another
issue is related to the lengthened project that can increase the employee turnover within new
division (Budhwaret al., 2013).
Costly to keep and eliminate the internal conflict

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Another disadvantage of using matrix organizational structure within new division is that it can
be expensive to maintain. An overhead cost of new division can increase due to the requirement
of double supervision. In addition, the contribution of the workforce can cause unhealthy rivalry
among managers at the workplace. The existence of limited resource can create hostility at the
workplace and also delay in manufacturing (Purce, 2014).
Alternative solution design
Organizational structure is defined as a structure to formally divide the work and builds co-
ordinations amid team members. A tall organizational structure could be centralized or
decentralized. An alternative design is a tall organizational structure that can be used by new
division to manage the human resources of all 4 manufacturing company. In this way, senior HR
director of new division will use centralized organizational structure to manage the workforces.
This structure has the high extent of hierarchy. Under this structure, there are a large number of
supervisors and each supervisor has a small span of control. Besides this, the tall organizational
structure can be more complex and complicated and can be slower to respond towards market
changes as compared to those organizations where supervisors have a larger span of control
(Sparrow, et al., 2016).
Administration
In this centralized organization structure design, there are large numbers of layers between top
management and workforces. In this way, each layer of management create its own regulation
and process, hence it can be stated that there is a large number of rule and regulation has
followed by employees due to several layers at the workplace. Consequently, it can slow down
the process of new division and develops it excessively bureaucratic. Together with, it can add

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more expenses because the certain function is performed by larger than one person (Storey,
2014).
Workforces
In the tall organizational structure design, there is a small number of employees to manage hence
managers of new division can be able to manage more personally and can spend more time to
train them. There is also clear career growth and promotion for workforces. But, at the same
time, it can be stated that employee satisfaction may be lower in this organizational structure
design due to many layers of administration and inflexible policies. As well as, there are fewer
opportunities for employees to take on accountabilities. It can lead to an “us versus them”
emotions between workforces (Marchington, et al., 2016).
Effective communication
In tall organization structure, there are several layers of management which indicates that there is
an unambiguous line of communication. However, it could be difficult for making a judgment
because there is need to make authorization from different people. Furthermore, it can be
complex for senior HR director to access the team members without going through several layers
of management. Since, communication moves forwards through the different level like
managers, management chain and employees in a parallel group hence it can create difficulty for
senior HR director of new division to directly communicate with the employees (Alfes, et al.,
2013).
Overheads
A tall organization can face a lot of expenses as compared to another type of business structure
because there is need of more supervisors and managers to manage the human resources.

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Furthermore, the cost can be raised due to taking more time in decision making and delay of the
production.
New division is a large multinational distribution company which has acquired all 4 small
manufacturing companies. This company has not previously run manufacturing operations. To
focus on manufacturing process, new division can use tall organizational structure. At the top
level, it will place the director and under this, it will place the payroll, administrative, and benefit
manager. Payroll is the executive and trainee manager. Administrative clerk will be worked
under the director. Benefit manager entails the trainee manager, shift running new division
manager and head of new division. In this organizational structure, trainee manager is low and
shift running is a top new division manager. In the last, new division manager manages the other
employees (Renwick, et al., 2013).
In addition, the culture of new division can be developed by using different factors such as
external environment, a way of their performance, their attitudes and values, the purpose of the
company. Along with this, new division’s location, products and services and management is
also considered to select the appropriate organizational structure (Brewster, et al., 2016).
The organizational structure can impact on the culture and performance and productivity of new
division. Further, each individual of all 4 manufacturing company has been delegated their
respective tasks because new division is a manufacturing company and it considers the different
operation that has not run previously by this large multination company. Along with this, morale
within the staff is effective hence, senior HR director of new division will provide promotions
and bonuses to their team members and managers. The culture is effective for new division as
well as the structure of manufacturing process of new division is efficient and effective. The way
in which new division deals may prove that their structure is in an appropriate manner. Further,

HR Business Partner Finance Staff Operations Staff Marketing Staff
Payroll & Benefits Manager
HRIS Administrator
HR Business Partner Finance Staff Operations Staff Marketing Staff
Marketing Staff
HR Business Partner
Operations Staff
Finance Staff
Finance Staff
Operations Staff Marketing Staff
HR Business Partner
Senior HR Director CFO COO Marketing
CEO
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senior HR director will use effective work specialization, a chain of command, a span of control,
formalization, and departmentalization (Aswathappa, 2013).
Following charts shows the organizational structure of new division that has acquired all 4
smaller manufacturing companies (A, B, C, and D):

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(Sources: Aswathappa, 2013).
Under the new organizational structure, it can be stated that the total employees will be 640 and
different HR staff will be appointed in new division. In this way, 4 director, 1 assistant director,
1payroll and benefits manager, and 4 HR business partner will be recruited in new division from
acquired all 4 smaller manufacturing companies who will work with each line managers and
coordinate HR functions such as Recruitment, Training and the work flow. Furthermore, all other
departments like finance, HR, marketing, operation can be centralized for all companies (A, B,
C, and D) and also one HRIS administrative person for the new division.
Organizational design ways of the Human Resource function that fits in the strategic
direction and culture of organization
Human Resources Practice to Build Culture
Senior HR director has a unique role to make sure that culture of new division will flourish and
continue. It is stated that new division should make job analysis and assessing its culture as it
would be beneficial to make effective HR policies, strategies, and programs. It will also aid to
build strength, and its core values and purpose. In new division, senior HR director will consider
the same beliefs and core features to encourage the each individual who come from 4
manufacturing companies (Anderson, 2013).
It can be recommended that senior HR director of new division can use different techniques to
develop and sustain the effective performance within the organizational culture. These
techniques are onboarding efforts, performance management program, recognition program, and
hiring practices. The key challenges for senior HR director are to decide how to implement these
techniques and allocate the resources effectively and efficiently in new division (Aswathappa,
2013).
Reward programs to employee recognition

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Senior HR director of new division can use the reward and recognition programs to encourage
the workforces and to act in accordance with the culture and values and organization. For
instance, Senior HR director can provide the bonuses on the basis of teamwork rather than
individual performance. It should also highlight on that person who exemplifies the value of new
division (Brewster, et al., 2016).
Onboarding plans
Senior HR director of new division plays an essential role to socialize the fresher workers by
supervising and designing the onboarding procedures. It is analyzed that onboarding creates
understanding among newcomers about the value system, norms and expected organizational
ethics of employer. Senior HR director should help fresher to become a part of the business
network within new division and ensure that they have past job experience which may reinforce
the organizational culture (Jackson, et al., 2014).
Efficient communications
Conflicting message with respect to corporate culture may generate cynicism and distrust that
can lead the employees to take action as injurious as misappropriation. Experts stated that
cultural variation may cause employees to grow unenthusiastic, and to create the belief of
untruthful management. Due to doubt statement, employees give their fewer efforts to do work
Hence, Senior HR director of new division may invest its significant money and time to create a
culture but may not be reaping the equal rewards particularly when a supervisor, executives, and
high-rank workers have their different perception regarding the culture of new division. Senior
HR director should ensure that new division constantly and visibly communicates about its
culture to all workforces (Nickson, 2013).
Legal Problems

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An employer that focuses on cultural fit in their recruitment and selection procedure can be
helpless to discriminate the claims in case they are not careful. Senior HR director of new
division should make sure that recruiting and selection practices are based on the rational cultural
decision and it will not create discrimination amid applicants. Along with this, the employer
should be aware of different kinds of organizational culture. For instance, cultures which are
highly male-dominated may create continue disparities in promotions, compensation, and other
terms of employment. These disparities may breach anti-discrimination edict (Hoque, 2013).
Hiring of candidates
The key role of Senior HR director is to capitalize new division and hiring the employees in its
organizational culture. Further, Senior HR director has the opportunity to choose people who are
appropriate to deal with the organizational culture. Conventionally, hiring practices primarily
emphasizes on the applicant’s skills. However, when a hired people fit with the culture of new
division then the employees will be able to provide superior performance (Boella, et al., 2013).
Section 2: Evaluation of Modification and Communications Problems
Issues that organization will face in context of changes
Change may affect each business at a certain level. It is existed in the form of acquiring of all 4
smaller manufacturing companies. Further, changes are required for company growth but new
division faces different challenges and issues to implement it.
Following are the major causes of implementing the changes:
Planning
Without planning, change in smaller manufacturing company is a major issue as it creates more
difficulties rather than benefits. Further, all four smaller manufacturing companies should
understand accurately about causes of changes and how those alterations will take place. For

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instance, a large multinational distribution acquires all 4 smaller manufacturing companies hence
there is need to make changes in the new management system. In this way, senior HR director
should identify that this new division will be compatible with all 4 smaller manufacturing
companies. Senior HR director should also address that how it will make an alteration in old data
to the new system and in case there will be limited access at the time of making changes. Senior
HR director of new division should also assign different roles to people who are capable of the
transition but all responsibilities should be covered. Along with this, it is analyzed that timeline
for changes is a prime issue which should be planned for avoiding the complexities to attain the
objectives of regular work tasks when implementing changes within new division (Marler, et al.,
2013).
Lack of agreement
When new division is unable to get everyone on board with the intention of transition then it can
face different challenges during this procedure. Therefore, the decision of implementing changes
must be taken to the top level of new division. All management level workforces should be on
board and compatible to participate in changes because if they will not participate then it will
show the disagreement within the team members. Moreover, it is analyzed that if new division
may not have each individual on board right from starting then it will demonstrate the manager’s
attitude towards implementing changes. It may affect the business performance hence company
should use step by step procedure to implement changes and encourage them to participate in the
change process (Riley, 2014).
Communication
It is analyzed that if new division fails to communicate with all workforces about changes at the
workplace such as acquisition of all 4 smaller manufacturing companies then it creates rumors

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and fear within an organization. Workforces want to get that what is going on and whether it
produces a negative or positive outcome. The feeling of uncertainty is created while management
does not communicate dislocated task as well as makes people feel that they are not a division of
the decision. Hence, senior HR director of new division should keep update to their employees
regarding progress and plan with respect to the implementation of changes. In addition to this, it
should entail all workforces as much as possible via brainstorming and meeting session to aid
employees at the time of planning (Morgeson, et al., 2013).
Workforces Resistance
In the given situation, employees resist to changes because they become comfortable with the
strategy that business users implemneted in regular practices. Further, employees know the
expectation and their role at the workplace. It is analyzed that if a change disrupts the recognition
of all 4 smaller manufacturing company then it may upset the employees. They do not want to
relearn their tasks and change the way that mandatory for them to do things. In such way, senior
HR director of new division can provide the effective training to understand the new roles as it
would be beneficial to ease the change process (Stredwick, 2013).
Company Difficulty
Changes are a complex procedure for a business that needs to manage. This complexity
incorporates the complex product, system, and procedures. It creates change issues because new
division unable to understand about manufacturing process (McDermott, et al., 2013).
Shift Planning and Bad Culture
In certain cases, a team of planning has no ideas that change can affect people. Since, the team
only focuses on developing the planning managerial structure, job duties, work area
accountabilities and structure of developing the report. It is assessed that planning team always

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unable to develop judgment regarding feelings and perception of members. In this way, senior
HR director of new division should focus on how people perceive, and react towards change as it
would be beneficial to overcome the barriers of change (Kehoe, et al., 2013).
Lack of Workforces participation
It is another barrier to change management. In this way, workforces of all 4 smaller organisations
have fear regarding changes and hence they will resist the changes instead involving in the
change process. This is a key cause that loyal member of the team has resisted change. There are
certain factors which unable new division to participate workforces in the process of change.
These factors are inadequate desire to embrace a new culture, and fear of the unknown which
completely created the issue for changes (Baum, 2016).
Strategies that could be used to communicate within the organization about the change
Effective Communication and Transparency
It is significant for senior HR director of new division to communicate the reason behind
changes together with it should communicate about the process that is required to change. For
instance, all 4 smaller manufacturing organizations have a requirement to implement change
process then it will aid to enhance the production of the employees. However, there will be
requirement of the high amount of initial employees to implement the new process and run the
business operation. Besides this senior HR director should communicate about the causes of
changes because if team members will understand that why changes are necessary then they will
show their interest to implement it (Knowles, et al., 2014).
Training and Effective Education
Training and qualification are necessary for workforces of all four smaller manufacturing
companies to build understanding and to involve the employees in the change process. In this

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way, if a new procedure is placed then employees are unfamiliar with that procedure and also
unfamiliar about how it will fit into their daily practices. In this way, training is required to aid
employees in creating awareness about changes as well as for adopting changes (Jones, et al.,
2015).
Individual Counseling
It is analyzed that when a major change has created within all four smaller manufacturing
organizations then certain workforces may feel uncomfortable regarding changes. Together with,
those employees may feel uncomfortable who highly affected due to changes. In this way, senior
HR director should develop a program for these employees within new division as it would be
beneficial for them to adopt the change (Shields, et al., 2015).
Implementation and Monitoring
This is another strategy that senior HR director takes to manage change at the workplace. In this
way, senior HR director monitors how these changes may affect the organization. It can be
monitored by using the previous information and assessing how employees are responding to the
changes as compared to how they were acted in previous days. Moreover, management of new
division should monitor how the changes will affect the whole production procedure. After the
earlier action, if the changes do not enhance the procedure then management should assess the
procedure to improve it (Gatewood, et al., 2015).
Following diagram shows the monitoring the implementation of change within all four smaller
manufacturing companies:

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(Source: Gatewood, et al., 2015).
Ladder to Smooth Organizational vary: Kotter
Kotter’s model defines the procedure in which managers can start, lead, implement and foster the
organizational transformation through employee engagement.
Enhance urgency
The senior HR director of new devision should inspire their subordinates to make genuine and
smart objectives, to move and meet their desires through changes. The key for change is getting
momentum (Bolman, et al., 2017).
Build the team to direct
Senior HR director should hire the right people as a leader who have right emotional loyalty, an
appropriate combination of skills and qualification, and understanding.
Right vision

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Senior HR director of new division should influence the team for developing an effective vision
and strategy and also concentrate on a creative and emotional aspect which is required to drive
efficiency and services at the workplace.
Communicate for Purchase
The Senior HR director of new division should communicate about essentials of changes and
also respond towards the need of people as it could be beneficial to involve a large number of
people as possible. In addition, they should remove streamline technological communication and
clutters which makes it efficient instead irresistible for workforces.
Authorize act
This process is effective to remove the obstacles wherever it possible. This step allows the
positive feedbacks and gets support from leaders. In this strategy, senior HR director of new
division can provide rewards which recognize the progress and achievement of employees hence
it is an effective tool for motivating employees towards changes (Locke, et al., 2013).
Build short-run wins
Senior HR director of new division should set the aims and objectives which are easy to attain in
convenient chunks. They should also administrate the number of programs that are started after
finishing the current process.
Do not permit up
Senior HR director of new division should enhance and lead the determination, ongoing process
of reporting, persistence. It can be performed by focusing on attained and prospect milestone
Build change stick

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This strategy reinforces the value of changes through promotion, recruitment, and new leaders.
The all 4 smaller manufacturing companies should make modification in an essential element of
culture during this strategy hence people will not consider it as foreign (Phillips, 2013).
By using the above strategies of change management, senior HR director of new division can act
to avoid the risk linked to changes that workforces do not like. For declining the prospect
organizational barriers, senior HR director of new division have to ensure that all of their
workforces are on a panel with implementing changes and also willing to aid it (Kinicki, et al.,
2014).
Strategic to influence people regarding changes and ways by which the changes support to
strategic vision of a corporate
Following are different strategies which are used to persuade others within an organization
about the changes:
Communicate Constantly
There can be some confusion regarding change procedure. Workforces of all four smaller
manufacturing companies may feel disoriented because the company goes through the new
procedure and embraces the old process. For making feel comfortable to employees, the senior
HR director of new division should ensure to communicate with them.
Remind and Reinforce
It is natural that each individual wants to get the result immediately. However, it can take time
for workforces of senior HR director of new division to understand the new techniques. It is
analyzed that managing transition needs to go through psychological changes. Further, when a
change takes place without people going through a change, then it may raise complexities hence
it should be arranged before implementing. The senior HR director of new division should

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encourage the employees by understanding them that changes take place to meet their desires. It
should also provide the time to employees to make adjustment psychologically and absorb the
new procedures. It should also ensure that employees do not hold the old method as it is time-
consuming. Moreover, training session, meeting, and written standard operating process may
help to reinforce the employees for changes (Armstrong, 2014).
Develop Accountability
When senior HR director of new division do not force the following new procedures and
techniques then there can be chances for employees to move towards the old procedure.
Responsibilities can be built by using the reports, and matrices. However, leadership quality
should be existed between employees before launching a new program. It can be dealt by one-
on-one meeting and a small cluster of team meetings.
The benefit of building a team is that there are different components of collaboration. This idea
demonstrates the togetherness of team. However, peer pressure is another element which may
affect the change implementation. In this way, each individual should be committed to making
an alteration, as well as change resisters, should make feel pressure to accept the new process
(Bamberger, et al., 2014).
Workforce feedback
Senior HR director of new division should also implement the channel for their workforces to get
the feedbacks about change procedures. There are different ways which can be used by the
company to get feedback from workforces like a suggestion box, town meeting in which
employee feedback is encouraged, recorded and responded a survey of employees at the key
checkpoint, and open door strategy through executive leadership (Cheeseman, et al., 2014).

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When Senior HR director of new division provides a solution to their employees about their
concern then they have a proactive way to express themselves as compared to venting,
grumbling, and complaining about closed doors. The new division should also emphasize on that
valued part of change plan.
Celebrate the progress
Senior HR director of new division should measure the progress to prevent the feeling of defeat.
It should also develop a key metrics right from the start and defines the team about their goals. It
should also consider creating signage and social dashboard to assess the progress of employees.
The new division should also provide transparency to the employees of all 4 smaller
manufacturing organization as it enables management to identify the efforts of employees
towards change. Moreover, assessment of metrics can build the feeling of teamwork and also
avoid the barriers for implementing the changes. As a result, it could be effective to grow the
business. Besides this, senior HR director of new division should celebrate incremental
achievement at the workplace to motivate the employees towards changes. Further, the small
celebration can renew the staff along with rewards can show the efforts of employees (Mok, et
al., 2013)
Section 3: Technology applications
Ways to which the technology would be used to improve the efficiency of cost and
effectiveness of business operation
The main reason for implementing HRIS technology as it enables the senior HR director of new
division to decline expenses and facilitate to make better communication. It could be also
beneficial to re-orient the HR operation to gain the strategic contribution of the department. This

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system aids the corporation to make a feasible decision and HR planning in different ways
(Dries, 2013).
These ways are discussed as below:
Human resources evaluation
HRIS system facilitates the analysis of Human resources, which is a source of HR planning and
business decision making. Senior HR director of new division makes a different business
judgment as per the competencies of workforces and different judgment to make their employees
proficient and happy. Moreover, management of new division can build effective program to
enhance the HR resource and to improve the performance of employees and company as well as
it builds the happy emotion among employees (Clark, et al., 2016).
Prompt reports and dashboard
HRIS facilitates the competency to quickly run information and access control panel. In this way,
it permits the management and CEO of new division to make feasible judgment associated with
employees. This system also identifies the area that can affect the manufacturing process as a
whole. For instance, HRIS report and dashboards can demonstrate the real-time information and
offer immediate data regarding ROI which can be earned through human capital and training of
employees. It aids the senior HR director of new division to assess cost per hire, pays benefits as
an operating expense percentage, and expenses regarding healthcare benefit for each employee
(Cloke, et al., 2013).
Strategies to using techniques and strategically increase the efficiency of cost and
effectiveness business operation
Operational human resource information systems (HRIS)

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Operational HRIS is effective approach to use technology and to improve the operational
effectiveness of the new department. This approach facilitates the all required information to
senior HR director of new division and aids them to make routine and recurring human resource
judgment. This approach is used by different operational level human resources to gather and
evaluates the human resource information. This approach also involves the information regarding
the employees and their position as well as government regulation which could be beneficial for
the senior HR director of new division to make human resource decision (Keohane, et al., 2016).
Planned HRIS
Tactical HRIS provides support to senior HR director of new division to make a decision
regarding allocation of resources. This approach includes the certain domain of HR like job
analysis, design decision, recruitment judgment, and compensation plan for employees. As a
result, it could be beneficial to enhance the efficiency and effectiveness of manufacturing
operation of the new devision (Kavanagh, et al., 2017).
Premeditated HRIS
Strategic HRIS emphasizes on negotiating with labors, planning of workforce and certain human
resource software. The key purpose of this approach is to build a good idea regarding the
planning of workforce and labor resources.
Recommendation to improve the Human resource function
The following factors demonstrate the strategies to improve the human resource function:
Leadership
Senior HR director of new division should use the leadership to improve their function within an
organization. Since, leadership is the capability of an individual to build team perspectives and
common interest. Senior HR director of new division should use different kinds of leadership

LEADER THE HR FUNCTION 25
style named participatory, authoritarian, and consultative. Each style could be appropriate in the
context of employees. Senior HR director of new division should also use different sources of
leadership sources like hierarchy power, knowledge and behavior and charismatic. This strategy
could be beneficial to improve the HR function (Brunckhorst, 2013).
Mentoring
Senior HR director of new division should use mentoring strategy to improve the human
resource function. Since, it is a procedure by which person advice, teaches and guides to another
in their professional and personal development. This strategy would be beneficial to gain
employee’s retention and engaged them with the corporation (Shaw, et al., 2013).
Following are different assumption makes for building resources to improve the HR function:
Strategy
Senior HR director of new division builds the knowledge regarding business strategy and
challenges that may impact on organization performance. They also assess what extent of HR
vision, programs, strategy, and policies are linked with business strategy.
Structure
It is also assumed that Senior HR director of new division assist to deliver and design the
changes required to the HR operation model and organizational design integrates. These
components are governance structure, and role and competencies requirement. The structure
incorporates principles, regulation, rules and operational efficiency which are used to assess the
behavior of people and reformation of technology.
Process
The Senior HR director of new division identifies the existing process of human resources and
also identifies how they managed, supported and controlled. They also address the complexities

LEADER THE HR FUNCTION 26
of the process, bottlenecks, and process improvement. It also aids to assess the key performance
indicators for human resource process (Wehrmeyer, 2017).
Part 2: PPDP Reflection
This research is beneficial for me to develop the understanding regarding human resource
function. From the section 1, I have gained my human resource design skills. In this way, it can
be evaluated that organizational design is effective for developing new HR department. I have
also learned that matrix structure is exercised to pool the employees for working together. I have
also learned that this structure is beneficial to combine the functional and product experts as I am
able to meet the business objective and goal in an appropriate manner. From this section, I have
also learned that organizational structure entails the benefits of hierarchy and departmentalized
structure. I have also observed that matrix organizational structure is used by new division
because it is advantageous to build coordination among human resources, effective
communication, and involvement of skills. I have also learned that matrix organizational
structure provides flexibility and gain motivation level among employees. But, I have also found
that this structure is expensive to maintain and creates internal conflict.
In addition to this, this section has also built my knowledge regarding alternative design. In this
way, I have learned that tall organizational structure can be used by human resources to manage
a small number of employees (Greenberg, et al., 2013).
From this section, I have also learned that this structure incorporates a large number of a
supervisor where each supervisor has a small span of control. As a result, I can apply this
knowledge to work with larger and small organization.
I have also observed that this structure has several layers of management which declines
conflicts due to effective communication. I have also analyzed that each layer of management

LEADER THE HR FUNCTION 27
have built their own rules and regulation as it could be beneficial for me to decline conflicts
among team members. However, I have pointed that this structure is more costly as compared to
other organizational structure. This learning experience is beneficial for me to make effective
strategy within an organization. Consequently, it would be beneficial to become a good human
resource manager (Wehrmeyer, 2017).
This section has also built my understanding regarding different ways in which HR function fits
with the strategic and cultural direction of the larger company. In this way, I have pointed that
HR practice, rewards and recognition program, communication, onboarding program, and hiring
practices are different ways in which HR function fits with the culture and strategic direction of
the larger company.
Through section 2, I have developed my understanding of a different issue that new devision will
face relative to change. I have learned that changes may impact each business process at high
extent. It can be also evaluated that changes can happen in the form of acquiring and merging
with another organization and restructuring of minor employees. As a result, I am able to
participate in change process within an organization as it can grow my personal as well as
professional career. In this way, I have learned that improper planning, Lack of Consensus,
ineffective communication, and Employee Resistance are a major issue that will face by the
organization due to changes. It can be stated that Kotter’s model illustrates the process where
managers can initiate, lead, realize, and enhance the organization change via employee
engagement. This learning experience was beneficial for me to identify major issues that will
face organization relative to change.
As a result, it is effective for me to implement changes without any issue. Along with this, I have
gained my experience regarding strategies that can be used by the manager to communicate

LEADER THE HR FUNCTION 28
about the change. In this way, it can be evaluated that Transparency and Effective
Communication, Effective Education and Training, Personal Counseling and Kotter approach are
effective strategies to avoid change issues. As a result, this experience was beneficial for me to
become a good HR manager in a reputed company.
From this section, I have gained my understanding regarding different strategies that could be
used to influence other about changes. In this way, it is observed that communicate consistently,
Reinforce and Remind, Establish Accountability, and Invite Employee Feedback are effective
strategies to persuade others towards change implementation at the workplace. I have learned
that company should facilitate the transparency for their workforces because it allows
management to address the efforts of workforces with respect to changes.
From Section 3, I have developed my knowledge regarding the application of technology. I have
also analyzed that the main cause of executing HRIS technology is to reduce expenses and
develops better communication. This learning experience would be beneficial for me to make a
feasible decision and HR planning in different ways (Brunckhorst, 2013).
I have also identified HRIS system is used to assess the human resource function and Quick
reports and dashboards. As a result, this learning experience could be beneficial for me to
improve the HR function by using HRIS technology. From this section, I have pointed that
different approaches are used to use technology and to strategically improve the operational
efficiency and cost-effectiveness of the new department. In this way, it can be stated that
operation, tactical and strategically HRIS approach is used by managers to improve the
effectiveness of the new department. As a result, it would be beneficial for me to improve my
personal as well as professional life.

LEADER THE HR FUNCTION 29
This section also develops my understanding regarding different strategies to improve the human
resource function. These strategies are leadership and mentoring. In this way, I have learned that
HR manager should focus on leadership to enhance their business function. This experience has
developed my leadership capabilities to generate team building and common interest. I have also
gained my understanding regarding mentoring. In this way, it can be evaluated that this strategy
is effective to enhance the human resource function. This experience has developed the
competencies to teach, guide and advice to another in the personal and professional field.
I have also built my knowledge about different assumption for building resources to enhance HR
function. In this way, it can be evaluated that strategy, structure, and process is key assumption
or choices that can be made by managers. Consequently, these could be effective for me to build
effective strategy at the workplace (Brunckhorst, 2013).

LEADER THE HR FUNCTION 30
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