Strategic Human Resource Management Report: FP plc, Level 7 Diploma

This report provides a comprehensive analysis of Strategic Human Resource Management (SHRM) within the context of Framlington Property (FP) plc. It begins by examining the internal and external factors influencing FP's human resource planning, including organizational culture and changes i...Read More

Strategic Human
Resource
Management
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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 2............................................................................................................................................3
(a) The internal and external factors affecting FP's human resource planning............................3
(b) The current and future requirements of FP............................................................................4
(c) Develop human resource plan for FP.....................................................................................4
(d) How human resource plan contribution to FP in achieving its objective...............................5
TASK 3............................................................................................................................................6
(a) Purpose of human resource management policies..................................................................6
(b) The employment law requirement that likely to apply in FP and their impact......................7
TASK 4............................................................................................................................................7
(a) How de-layered UK organizational structure for FP could affect management of human
resources......................................................................................................................................7
(b) Current organizational culture at FP likely to affect the management of human resource....8
(c) Performance indicators normally used to monitor and evaluate performance of an HRM
function........................................................................................................................................8
(d) Improvements to the effectiveness of HRM function at FP...................................................9
CONCLUSION................................................................................................................................9
REFERENCES..............................................................................................................................10
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INTRODUCTION
In order to hire, develop and motivate the existing workforce of the organization it is
essential for the organization to focus on strategic human resource management (SHRM). The
process is concerned with the management of people and employees within the organization so
that they can contribute in attaining overall goals and objectives (Strategic human resource
management: concept and process, 2016). However, SHRM also addresses wide issues and
problems of the organization that are accompanying with modification of organizational cultural
as well as managing the future requirement of the employees. The present report focuses on
understanding the significance of SHRM within Framlington Property (FP) plc as FP director is
not clear about the concept as it contributes in accomplishing organizational objectives. FP Plc is
the property developer that buys and develops the land for domestic and business use.
Furthermore, it has also measures the certain factors which underpin the human resource
planning within the organization.
TASK 2
(a) The internal and external factors affecting FP's human resource planning
FP plc, one of the leading property dealer that focuses on developing the luxurious flats
and buildings for the domestic and office use. In order to ensure proper human resource planning
it is the foremost duty and responsibility of the HR manager to focus on managing the workforce
in an effective manner so that goals can be attained effectively (Mayhew, 2012). There are
various internal and external factors that affect FP's human resource planning that commonly
include- Organizational culture: The foremost internal factors that affect the human resource
planning within FP include organizational culture of organization. Organizational culture
depicts that how staff and employees should communicate with each other within the
organization (Grote, 2007). For instance; in the small business organization, the company
culture is limited to one location but in the large organization, culture is different there is
flexibility in the working that assist the employees in gaining job satisfaction. Therefore,
FP organizational culture also affects the human resource planning within their premises.
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 Change in organizational activities: Another factor that impacts the FP plc human
resource planning includes change in activities and services of the company. With the
change in external environment and demand of customers, the cited organization is
required to modify their services (Gavino, Wayne and Erdogan, 2011). In such situation,
the human resource planning of FP is affected as they require more qualified and
competent personnel in building so that they can easily resist the change.
(b) The current and future requirements of FP
Human resource plays vital role in the present scenario that assist the Framlington
Property plc to succeed in the construction industry within the UK. It is the main purpose of HR
manager to focus on measuring the current and future requirement of human resource in FP plc.
The current requirement of FP plc includes commercial analysts that generally render services to
support the managers so that they can perform construction operations in the proper manner
(Colbert, 2014). However, the role of commercial analyst also includes measuring and
suggesting the financial advices regarding construction projects so that manager can take
effectual decisions for the company.
In addition to this, future requirement within FP plc include human resource consultant
that generally focuses on providing advices and suggestions regarding the human resource
services within the construction company. However, FP plc is focusing on expanding their
business activities in the emerging market like China and India as both the countries will give
proper return on the investment (Claydon and Beardwell, 2010). Therefore, it is necessary for the
cited organization to focus on hiring human resource consultant that will result in providing
proper suggestion regarding recruitment and selection process, maintaining good relations etc. so
that they can succeed their activities in the new market.
(c) Develop human resource plan for FP
In the competitive scenario, it is essential for FP plc to develop human resource plan so
that HR manager of cited organization can emphasize on recruiting, selecting and developing the
employees so that they can accomplish the target of the organization (Boella and Goss-Turner,
2013). It is essential for FP construction company to focus on effective techniques to hire the
workforce so that they can easily renders services in constructing building, luxury apartments
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etc. as per the requirement of customers. The human resource plan for FP property developer
focuses on different activities-
 Determining objective- The foremost element in human resource plan include
determining the objectives and activities of FP plc that they carry out to meet requirement
of customers and clients (Longenecker and Fink, 2013). Thus, it helps the company in
planning their human resource so that they can easily achieve the objective.
 Human resource planning- Another element within human resource plan include
planning for human resource which are required by the FP plc in constructing and
developing the buildings and flats for domestic and business use (Lamond and Zheng,
2010). In case, if there is demand of human resource than HR management would focus
on recruiting calibre and skilled workforce. On the other hand, if there is surplus of
workforce within the organization then it results in terminating the employees to reduce
extra cost.
 Recruitment and selection of candidate- Another element in the human resource plan
include focusing on effective method of recruitment and selecting the candidate. Through
using advertisement method, the company will recruit effective personnel. While, for
selecting the candidate they must ensure proper steps and stages to select competent and
qualified personnel (Sánchez and Soriano, 2011). Development of employees- After selecting the employees, HR manager must focus on
amending and developing required skills and abilities of the personnel so that they can
render adequate services within the construction sites.
Success criteria
The successes criteria for measuring the HR plan will result in measuring desired goals
and objectives that are achieved by the FP plc. However, by focusing on the proper HR plan FP
plc results in maintaining effective relation among the employees as well as staff.
(d) How human resource plan contribution to FP in achieving its objective
According to Rothwell and Kazanas (2013) to manage and control the human resource
within the FP plc, it is necessary for HR manager to focus on the process of human resource
planning (Rothwell and Kazanas, 2013). It has been measured that through proper planning HR
manager can easily manage the workforce that result in accomplishing the stated goals and
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objectives. Although, Ruel (2011) has also stated that HR plan focuses on effective recruitment
and selection procedure that assist the FP plc in selecting qualified personnel which contribute
in building luxurious apartment and offices for the clients (Ruel, 2011). Furthermore, it also
contributes in improving and developing the required skills and abilities of the personnel so that
they can render adequate services within the construction sites.
TASK 3
(a) Purpose of human resource management policies
Human resource management policies plays significant role within the organization as it
assist the company to abide by certain laws within their operation so that they can easily manage
the workforce (Lee, Lee and Wu, 2010). The different HRM policies include recruitment and
selection, health and safety, training and development etc. that would support the organization in
performing their operations. The different HRM policies are as follows-1. Recruitment and selection- The foremost HRM policies are related with recruiting and
selecting the qualified personnel within the organization. The main purpose of policy is to
select the qualified candidate for the vacant post within the organization. However,
recruitment and selection policies also focus on devising proper steps related with
selection of the candidate (Snell and Bohlander, 2010). Thus, enabling the recruitment
and selection policies within the enterprise will result in hiring competent candidate that
drive the organization towards attaining the objectives. In addition to this, the main
purpose of policy is to ensure ethical and fair practices so that they can result in selecting
right candidate for the right job profile.2. Workplace policies- Another HRM policy includes workplace policies that generally
focuses on addressing working hours, pay information, safety measures within the
organization etc. However, the main purpose of workplace policies is to provide safe
internal environment where employees can render quality services (Harzing and
Pinnington, 2010).
3. Health and safety- It is essential for the HR manager to emphasize on health and safety
policies within the organization as the cited organization is a construction company that
develops and constructs the luxurious flats and building for the office use. Therefore, the
firm is required to abide with health and safety policy for their worker and staff those
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who work at the construction sites (Armstrong, 2011). In addition to this, the main
purpose of health and safety HRM policy is to provide safety measures for the employees
so that they can maintain their health.
(b) The employment law requirement that likely to apply in FP and their impact
As per the laws framed by the UK government, it is essential for the FP plc to focus on
different employment law as it supports the firm in performing their activities in an effectual
manner. According to the case study, female employees working in the Framlington Property plc
they has alleged race and sex discrimination at the workplace. However, it has also been
identified that internal grievance procedure of the organization is not followed as per the
standard format (Storey, 2014). Therefore, FP plc is required to focus on different employment
law that will positively affect their operations. For example, FP plc must apply different laws
related with anti-discrimination, equality act etc. so that management cannot discriminate
employees on the basis of sex and race. Anti-discrimination Act must be enforced within the
construction company so that they may not discriminate the employees on the basis of their sex,
race, religion or caste. The impact of applying Anti-discrimination Act in Framlington Property
results in enabling no discrimination at the workplace regarding gender.
Another employment law requirement that is likely to apply in FP plc includes focusing
on grievance policies. Government has enforced different rules for overcoming grievances that
occurs within the organization (Van Buren, Greenwood and Sheehan, 2011). Thus, management
of FP plc must focus on framing effective grievance policy so that they can meet the interest of
both the parties. The grievance policies will likely impact the organization in minimizing conflict
and grievances that exists within the organization. In addition to this, the proper grievance policy
within the cited organization also results in reducing the employee turnover rate which leads in
improving the performance of employees.
TASK 4
(a) How de-layered UK organizational structure for FP could affect management of human
resources
Organizational structure of the company directly affects the activities and operations of
FP's human resource management. According to the current organizational culture, the company
was set up by James Hardy and their two associates Atif mehmood and Jennifer gardener
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(Camelo-Ordaz and et.al., 2011). Therefore, all the decisions are taken by the managing director
that is the owner of FP plc. However, the organizational structure of FP plc is tall it need to be
de-layered so that all the activities and operations can be done in the smooth way.
De-layering the UK organizational structure of FP plc will directly impact the
communication process of the organization. The communication process within the organization
becomes highly effective and also reduces the chances of mis-interpretation. Furthermore, de-
layering the organizational structure assist the management and employees to work effectively so
that they can carry out the big building projects (Mayhew, 2012).
(b) Current organizational culture at FP likely to affect the management of human resource
Organizational culture generally focuses on the values, beliefs and assumption that decide
how an employee or individual behave at the workplace. However, the organizational culture
directly impact and influences the activities of employees within the FP plc. As per the case
scenario of FP plc, organizational culture for senior management, directors and managers are
quite beneficial as FP continuously focus on staff development, training and holiday entitlement
for these personnel that assist the employees to be retained within the premises (Gavino, Wayne
and Erdogan, 2011). Therefore, such culture for the senior management will positively affect the
activities of HRM as they will focus on devising effective strategies for retaining and developing
the skills of strategic level. Thus, it directly result in framing effective polices for the
organization so that they can manage the challenging environment.
(c) Performance indicators normally used to monitor and evaluate performance of an HRM
function
In order to evaluate the performance of HRM function of the FP plc, it is essential to
measure the performance indicators. The performance indicators of the cited organization
include assessing the rate of employment turnover that depicts that performance of HRM
function is effective within the organization (Colbert, 2014). However, the policies and strategies
framed by HR manager of FP plc is effective as it results in lowering the employee turnover rate
as well as it also minimizes the situation of arising conflict and issues within the construction
sites.
Other performance indicators that are used to monitor and evaluate the performance of
HRM function include measuring the number of conflict and issues within the organization. In
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case, if the number of conflict and grievance is less within the organization than it can be said
that the HR policies of the organization are effective in reducing the conflicts (Claydon and
Beardwell, 2010). On the other hand, if the number of conflict increasing within the construction
sites than it can be stated that performance of HRM function within the cited organization is not
as per the required standard it need some improvements.
(d) Improvements to the effectiveness of HRM function at FP
In order to improve the effectiveness of HRM function at FP plc, it is essential for the HR
manager to focus on different techniques like setting benchmarks. Setting benchmark will
support the HR manager to examine and measure the individual actual potential of rendering
services within the organization. However, through this technique HR manager can focus on
setting different targets for the employees so that in the proper time period they can easily amend
the skills and abilities of employees as per the requirement (Longenecker and Fink, 2013).
Another recommended method for improving the effectiveness of HRM function at FP
include focusing on taking feedback and suggestions from the worker and employees those who
are rendering services in the construction company. Therefore, taking feedback also supports in
improving the activities and policies that HR manager devises for the employees which
ultimately results in improving the overall productivity.
CONCLUSION
The above entire report concluded that human resource are considered as an essential
resource within the business organization that generally render services in accomplishing the
medium and long terms goals. Furthermore, the report has also concluded that development of
human resource plan also support the organization so that it can easily maintain the demand and
supply of the human resource within the organization.
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REFERENCES
Books and Journals
Armstrong, M., 2011. Armstrong's handbook of strategic human resource management. Kogan
Page Publishers.
Boella, M. and Goss-Turner, S., 2013. Human Resource Management in the Hospitality
Industry: a Guide to Best Practice. London: Routledge.
Camelo-Ordaz, C. and et.al., 2011. The influence of human resource management on knowledge
sharing and innovation in Spain: the mediating role of affective commitment. The
International Journal of Human Resource Management. 22(07). pp.1442-1463.
Claydon, T. and Beardwell, J., 2010. Human Resource Management: a Contemporary Approach.
6th ed. London: Prentice Hall.
Colbert, B., 2014. The Complex Resource-Based View: Implications for Theory and Practice in
Strategic Human Resource Management. The Academy of Management Review. 23(4).pp.
341-358.
Gavino, C. M., Wayne, J. S. and Erdogan, B., 2011. Discretionary and transactional human
resource practices and employee outcomes: The role of perceived organizational support.
Human Resource Management. 51(5).pp. 665-686.
Harzing, A. W. and Pinnington, A., 2010. International human resource management. Sage.
Lamond, D. and Zheng, C., 2010. HRM research in China: looking back and looking forward.
Journal of Chinese Human Resource Management. 1(1). pp.6 – 16.
Lee, F. H., Lee, T. Z. and Wu, W. Y., 2010. The relationship between human resource
management practices, business strategy and firm performance: evidence from steel
industry in Taiwan. The International journal of human resource management. 21(9).
pp.1351-1372.
Longenecker, O. C. and Fink, S. L., 2013. Creating human-resource management value in the
twenty-first century: Seven steps to strategic HR. Human Resource Management
International Digest. 21(2). pp.29 – 32.
Rothwell, W. and Kazanas, H., 2013. Planning and Managing Human Resources: Strategic
Planning for Human Resource Management. Human Resource Development.
Ruel, M. J. H., 2011. Electronic HRM in Theory and Practice. Emerald Group Publishing.
Sánchez, M. A. and Soriano, R. D., 2011. "Human resource management and corporate
entrepreneurship". International Journal of Manpower. 32 (1). pp.6 – 13.
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Snell, S. and Bohlander, G. W., 2010. Principles of human resource management. South-
Western Cengage Learning.
Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals).
Routledge.
Van Buren, H. J., Greenwood, M. and Sheehan, C., 2011. Strategic human resource management
and the decline of employee focus. Human Resource Management Review. 21(3). pp.209-
219.
Online
Grote, G., 2007. Human Resource Management (HRM). [Online]. Available through :
<http://www.oat.ethz.ch/education/material/material_06_07/material_VO_HRM_06_07/
HRM-WS06-24._31.10.pdf>. [Accessed on 19th February 2016].
Mayhew, R., 2012. Purpose of HR policies and procedures. [Online]. Accessed through
<http://yourbusiness.azcentral.com/purpose-hr-policies-procedures-2055.html>. [Accessed
on 19th February 2016].
Strategic human resource management: concept and process. 2016. [Online]. Accessed through
<http://s-h-r-m.blogspot.in/2010/07/strategic-human-resource-management_24.html>.
[Accessed on 19th February 2016].
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