Most of the assignment has been completed. There is an area in Task 2 which needs to be completed. I will send the full template guideline Task 3/4 need to also be completed and the flow of the work assessed for any gaps or miswritten areas.

Unit3Human Resources

Human Resources and Human Resources Management

Janine Brathwaite | Human Resources | 14/01/2020

An Introduction to Human Resource Management (HRM)

The HRM function is responsible for a range of tasks involving recruiting, screening, training, rewards, and appraisal. Price, A (2011)

There are two models of Human resource management: Hard HRM and Soft HRM. Both reflect opposing ways of understanding people’s positions in the employment relationship.

Hard HRM

The hard HRM views Human Resources mainly from a cost angle, therefore focusing on regulating the headcount of employees. For instance, training will be considered only if improvements to the bottom line will occur as a result. Cost is the prime deciding factor when considering business decisions.

Soft HRM

The Soft HRM is associated with utilising highly talented individuals to perform tasks within the workplace. A high level of trust is vital and skilled staff are valued over cost. The Soft HRM also relates to the goals derived at through flexibility and adaptability.Wood, A (1996). Staff are perceived as the company’s asset.

 

The Purpose and Importance of HRM in theOrganisation

Human Resources Management is important in organisations as it deals with:

Salaries Ensuring staff are paid

Minimising Liability issues HRM deals with issues that may arise in the workplace.

Training and Development Ensuring that staff are trained well to do the job and identify areas for improvement

Recruitment Ensuring there are enough staff to keep the business going

Compliance HRM ensure that the business is adhering to business laws and regulations.

 

 

Hennes & Mauritz (H&M)is a highly successful, global organisation which utilises HRM to support their business decisions and success.

H&M is a Swedish global retail brand founded in October 1947 who supply a range of fashionable clothing, footwear and cosmetics for men, women, and children at affordable prices. They operate in more than 60 countries, with over 4500 stores.

Their growth and success are heavily supported by the strategic operation of their HRM department. H&M are careful to retain their core values as they expand, enabling them to trade successfully in other countries, regardless of cultural differences. Their mission is to offer quality at the best prices.

H&M consider the people of the company to be their most valued assets which suggests their use of the Soft HRM, ensuring the right people are selected and trained, continually meetingtheir objectives and company values.

 

Functions of HRM

 

HRM have several functions within their department as outlined below:

Performance Management is a process of guaranteeing that the arrangement of activities and tasks by an organisation, department, employee, or process meets an association’s objectives in a viable and proficient way.

Compliance refers to how the business, employees and treatment of consumers are managed in line with laws and regulations.

Workforce Planning is a systematic organisational process comprising of preparation and planning to forecast labour needs.

Recruitment and Selection relates to the process of sourcing, screening, and the selection of the right candidates for any vacant position.

Reward and Compensation. The Reward segment ensures the implementation of the process which awards people fairly and consistently according to their position or responsibilities within the organisation. Compensation refers to awards based on the employee’s performance level and/or contribution to the success of the company.

Employee Relationsdeals with managing the relationships between employees and creating and maintaining positive relations.

Training and Development concentrates on staff training in accordance with business needs and objectives, recognising opportunities for growth and development.

 

Workforce Planning

As discussed, Workforce planning is the process in which planning is implemented to ensure that there are enough staff to meet business demands.

The purpose of workforce planning for H&M is to ensure they are meeting their objectives by forecasting business requirements and employers needed to carry out these activities. The diagram above demonstrates the importance of customer satisfaction and the importance of employing the right people to keep their business promises.

 

The functions of the systematic Workforce planning model for H&M

Business Plan A plan for the business idea	Action Plan H&M put a plan of action in place to implement tasks for a project. For example, when they opened their new HOME department store in Birmingham, West Midlands
Scenario Planning Planning to prepare for varying possible scenarios	Demand Forecasting When H&M opens new stores, specific measures are taken to identify whether there is a demand for expansion
Supply Forecasting– Enabling the business to foresee services or products consumers will need.	Implementation Carrying out project activities in accordance with the strategy H&M
Monitoring and evaluation Observing actions taken regularly to ensure consistent relevance

 

Recruitment and Selection

Recruitment and Selection is the process of attracting applicants to fill an available role, then selecting the most suitable applicant for the job.

With H&M being the second largest global retailer, it is imperative they utilise recruitment and selection at its best to ensure that they are meeting their goals and objectives and maintaining their success by selecting the right candidates to deliver their mission.

 

The Functions of the stages of Recruitment and Selection (R&S) for H&M

Due to changes and developments in jobs now by way of technology as a factor, organisations need to implement a tactical and structured process for Recruitment and Selection. Nikolaou, I et al(2015). As H&M expands (for instance, opening new stores and online stores etc.), they follow a process during R&S to ensure business demands are properly met.

Job Analysis: HR will need to identify the job role itself and analyse it to understand what type of person(s) is required to fill the available position(s).

Job Description: When advertising available jobs, a clear explanation of duties and responsibilities are outlined by the company so that potential candidates are well-informed of what is required prior to applying.

Person Specification: This area within the job advert specifies the type of person required for the role, based on essential and desirable skills and experience necessary for the position. The diagram below details how H&M outline their requirements in the Skills and Responsibilities section of the job advert.

 

Attracting Applicants: Through job advertisements, organisations can tactically attract potential applicants. There are various tactics used in this scenario.

H&M attract candidates by highlighting opportunities for growth, rewards, and daily challenges.

 

H&M typically require candidates to apply directly on their company’s site but advertise their vacancies on other sites, such as Indeed.com.

Sifting Applications: CV screening – When candidates apply for jobs in today’s market, most employers request their CV as it outlines their work experience, skills and interests. This information is then used to shortlist candidates.

Selections Methods: Interviews, assessments or tests are then used at the final stage to determine the most suitable candidate. H&M uses a final stage interview in their selection process.

 

Internal recruitment and its advantages and limitations

Internal recruitment is when the company recruits staff who are currently employed at theorganisation.

An advantage is that the employer is already aware of the staff’s skills and experience. It costs much less to advertise internally.

This recruitment method can be limiting, however, as the company is potentially missing out on candidates who have more diverse and up to date knowledge.

External recruitment and its advantages and limitations

External recruitment refers to hiring people outside of the company. This is advantageous as external candidatesmay have new perspectives and can bring fresh ideas to the company. It is, however, costly to advertise externally and there is a risk that newcomers may not fit in with the already established work culture.

Different Approaches to external recruitment adopted by H&M

Website advertising on the company website means there is focus on a particular audience and it is cost effective.

However, advertising in this way alone limits the number of potential employees, meaning the company could miss out on people with specific expertise.

Online job boards – allows for a vast range of potential candidates but this can be quite costly.

 

 

 

 

 

 

 

H&M’s Recruitment and Selection Process

Selection Methods adopted by H&M

Selection Methods	Useful for:	Limitations
Face to face interview A formal discussion between employer and candidate about experience and skills to determine suitability for the role	·         Gaging body language ·         Identifying social cues	·         Interviewer can be biased ·         Costly and time consuming
Personality tests These are rests formulated to gain an understanding of the candidate’s personality type in relation to the role.	·         Shortlisting if completed before the interview ·         Helping to prepare questions for interview	·         Can be lengthy, putting candidates off applying ·         Not enough information to decide on candidate suitability.

 

H&M have several selection methods which all are useful to a degree, with some limitations. It is important to incorporate several to ensure that the most suitable candidate is selected for the role. H&M can do this successfully by taking advantage of several tactics

Based on the analysis of H&M’s way of advertising for their job roles in relation to their business objectives, it is most productive to advertise using the following strategies

Advertise online: Indeed – this is a popular choice as it one of the most popular job search engines amongst potential candidates.

Cvs can then be sifted, identifying key words applicable to the role.

Personality tests do not prove very useful as individuals can sometimes answer as to what they think the employer prefers

Telephone interview

It is best to conduct group exercises to examine social interaction

Face to face interview to gain a better understanding of the individual

Background checks

Job Offer

Training

 

 

 

Best process practice to assess the needs of the business and consumer demands, advertise for the job based on this analysis. It is best to advertise using online job boards, Indeed is a popular choice as many employees use this site to job search and applying is usually straight forward. Gather CVs, narrow down search through personality tests and telephone interviews, conduct group interviews/exercise for and idea on how individuals interact socially, narrow down to one to one interviews to get to know candidates on a more personal

Training and Development

The simplest definition of Training and Development is “employees learning” Raymond A. Noe et al, (2014). Tannenbaum, S.I. and Yukl, G., (1992) state that within the organisation, the training structure needs to demonstrate the effectiveness of the learning itself as well as its application to the role and is also there to enable development of the staff within the company.

Training can be delivered effectively in various ways as the diagram below illustrates.

 

 

The Benefits of Training and Development for H&M and their employees

H&M are positioned within a highly competitive industry and demonstrate their own competitiveness through strategic pricing and quality fashion choices. Shen, B (2014). To facilitate their goals and objectives, Training and Development secures their position in the market by providing their staff with the knowledge they need to perform their daily tasks as well as for growth and development, personally and within the business.

 

H&M offer various Training Programmes for their staff to support their growth and development as well as company ethos.  An example of one of their Training and Development Programmes is their 12-month Business Trainee programme where the employer gains an insight into the core of H&M’s business.

Kirk Patrick’s model is useful for evaluating and analysing the effectiveness of training.

 

 

 

 

Using Kirk Patrick’s model will help to evaluated the effectiveness of the programme.

Reaction/Satisfaction – A review of customer feedback on H&M’s website reflects that trainees enjoyed the learning as they were given responsibility, opportunities to travel abroad and experience working within different organisations within the company

Learning – Employees reported that they learnt many new skills during this training which they now apply to their roles.

Behaviour – Students announced that the training aided in their personal growth and confidence.

Results – The result of the training enabled a guaranteed position with H&M. H&M found that staff were capable and performed at high levels, resulting in increased profits (find a source to reference

Return on Investment – According to H&M, yes….

 

 

Benefits of trainee programme to the employee :

An immediate job offer and opportunities to explore H&M in different countries< Opportunity for undergraduates to gain skills and employment

To the company

Knowledge that employee has learnt everything they need to do the job well and increase company positive reputation

Limitations

Expensive as accommodation and flights are catered for

Training could benefit a competitor

 

Employee Relations

Employee Relations involves the management of relationships between employees and with the organisation.  Gennard, J. and Judge, G. (2005). When managed well, it influences all HR decisions made in the workplace. The process involves, managing, rewarding, analysing and implementing the employer/employee relationships across several areas including, conflict resolution, the structure of the organisations, employee engagement, employee discipline procedures and workplace investigations. Ngo, H.Y et al (2008)

The importance of Employee Relations lies in successful resolutions to conflicts in the workplace that could involve salaries, disciplinary practices, working hours, responsibilities and a vast amount of other issues which could arise in the organisation.

H&M utilise several concepts to reflect their use of Employee Relations.

Employee Participation and Employee Involvement

Employees involved in decisionmaking may motivate them to execute their decisions more effectively. Seeing results of successful decision-making can satisfy their need for achievement, recognition and enhance self-esteem.

Participation involves giving the employee the opportunity to make their own decisions about how to carry out their own tasks and responsibilities rather than telling them what to do. H&M empower employees to have some control in the way they work, again with the hopes of enhancing their sense of purpose and achievement as outlined in Maslow’s Model earlier.

In H&M’s annual report (2017) they report/say/comment that their encouragement of collaboration and engagement offer new opportunities and bring forth more customers which is linked to HRM decisions regarding …….. They believe their workplace is open and inclusive and they encourage their staff to use their own initiative which in turn increases motivation and improved execution of tasks which reflects in the profits of the organisation.

Psychological Contract and Employee Engagement

A Psychological contract within the organisation refers to an unwritten mutual agreement concerning needs, goals, expectations and processes perceived by the employer and the employee. It is largely associated with increased motivation and reduced staff turnover.

As a Psychological contract is unwritten, it is difficult to unite ideas where employees have individual expectations. There is no proof of existence of the contract so doubt can arise as to whether one truly exists.

However, through effective communication, mutual agreements can be made between staff and employers.

Psychological practices are likely influenced by HR practices because utilising HR practices properly will create a positive working environment, inspiring the fulfilment of promises between employer and employee. (Marchington, 2001)

The ration behind utilising Psychological Contracts as part of the HR practice is to improve and enhance organisational performance.

 

In summary, Employee Relations is very important and when utilised effectively, greatly benefits employees and the organisation. Tie these in with HRM decision making

 

UK Employment Legislations are put into place to ensure that people at work are protected by the law. HRM are responsible for abiding by these laws. A few areas of the legislations include:

The Equality Act 2010 applies to any organisation providing a service to the public and protects individuals from discrimination. Some of the characteristics include age, disability, gender, race, religion. It is seen as an extension of the Equality law to provide a clearer and consistent understanding of that it involves. It essential so that individuals can be accommodated and included with a right to fair and respectful treatment regardless of their differences.

Health and Safety at Work Act 1974

Often referred to as HASAW, the Health and Safety at Work Act 1974 is the main piece of Legislation in Great Britain regarding the health and safety of employees. It places a duty of care on all employers to ensure the welfare of workers where practical.

 

Data Protection Act 2018

The importance and impact that these UK employment legislations have upon HRM decision-making within H&M

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

 

Ngo, H.Y., Lau, C.M. and Foley, S., 2008. Strategic human resource management, firm performance, and employee relations climate in China. Human Resource Management: Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 47(1), pp.73-90.

Unknown Author 2017. H&M Annual Report. [Online]. [6 May 2020]. https://about.hm.com/content/dam/hmgroup/groupsite/documents/en/Digital%20Annual%20Report/2017/Annual%20Report%202017%20Our%20employees%20and%20values.pdf>

Marchington, M., Wilkinson, A., Ackers, P. and Dundon, T., 2001. Management choice and employee voice. London: CIPD.

Ioannis Nikolaou, Janneke K. Oostrom2015 Employee Recruitment, Selection, and Assessment: Contemporary Issues for Theory and Practice, Psychologuy Press, London

 

Price, A 2011, Human resource Management Fourth ed, South Western engage Learning accessed14/01/2020 <https://books.google.co.uk/books?id=SuGQudHihnUC&printsec=frontcover&dq=hrm&hl=en&sa=X&ved=0ahUKEwigjNPgi4PnAhVBhlwKHXF6APAQ6AEIKDAA#v=onepage&q=hrm&f=false>

Munbodh, E (2020) H&M to close 175 stores this year across Europe – including in the UK, Deputy Monitor Editor, The Mirror <https://www.mirror.co.uk/money/hm-close-175-stores-year-21392993> accessed 04/02/2020

Noe, R.A. and Kodwani, A.D., 2018. Employee Training and Development, 7e. McGraw-Hill Education.

Tannenbaum, S.I. and Yukl, G., 1992. Training and development in work organizations. Annual review of psychology

Shen, B. Sustainable Fashion Supply Chain: Lessons from H&M. Sustainability 2014, 6, 6236-6249.

 

• Define HRM
• A brief section outlining the purpose and importanceof HRM for Organisation of your choice
• Identify and explain the main functions of HRM

Workforce Planning

• Define Workforce planning
• Briefly explain the purpose or rationale of workforce planning for Organisation of your choice
• Briefly explain the functions of the systematic Workforce planning model for Organisation of your choicesuch as:
• Business Plan
• Action Plan
• Scenario Planning
• Demand Forecasting
• Supply Forecasting,
• Implementation,
• Monitoring and evaluation etc.

Recruitment and Selection

• Define Recruitment and Selection
• Briefly explain the purpose of Recruitment and Selection (R&S) for Organisation of your choice
• Briefly explain the functions of the stages of Recruitment and Selection for Organisation of your choice

1. Defining requirements: HR plans, Job analysis, Job description, Person specification.
2. Attracting applicants: job advertisements.
3. Sifting applications: CV screening.
4. Selections methods: Interviews, Tests etc.
5. Reference and background check: Previous employers, Legal working rights etc.
6. Job Offer: Offer letter, Employment contract etc.
7. Follow up: On the selected employee’s progress and review effectiveness of the R&S process.

Approaches to Recruitment adopted by Organisation of your choice

• Briefly explain Internal recruitment and its advantages and limitations.
• Briefly explain External recruitment and its advantages and limitations.
• Choose 2 different approaches to External recruitment adopted by Organisation of your choice and explain the strengths (advantages) and weaknesses (limitations)of each approach.
  1. Online recruitment
  2. Advertising
  3. Recruitment agencies etc.

Approaches to Selection adopted by Organisation of your choice

• Briefly explain the different types of selection methods adopted by Organisation of your choice.
• Choose 2 different approaches to selection adopted by Organisation of your choice and explain the strengths and weaknesses of each approach.
  1. Interviews
  2. Selection tests
  3. Assessment centers etc.

1. Training and Development

• Define Training and Development
• You MUST explain benefits of Training and Development for Organisation of your choice and its employees
• Provide an example of a specific training and development at Organisation of your choice such as Team leadership training and then you MUST evaluate the effectiveness of that training and development using Kirk Patrick’s model. The evaluation must have the benefits and the limitations of the training, in addition to your own conclusion of the impact that this particular training has on Organisation of your choice in terms of enhancing organizational profit, productivity and employee motivation

2. Reward Management

• Define Reward Management
• You MUST explain the benefits of rewards in Organisation of your choice both for the company and its employees
• Provide examples of at least 2 types of Rewards in Organisation of your choicen and you MUST evaluate the effectiveness of these rewards in terms of the benefits and limitations of these reward strategies in terms of enhancing organizational profit, productivity and employee motivation. You MUST use at least one Motivation theory to do so such as Abraham Maslow’s motivation theory.

 

3. Performance Management

• Define Performance Management
• You MUST explain benefits of Performance Management for Organisation of your choice and its employees
• Provide an example of the Performance Management process at Organisation of your choice and then you MUST evaluate the effectiveness of the process (for example 360 degree appraisals) to highlight the benefits and limitations of this process in terms of enhancing organizational profit, productivity and employee motivation

4. Flexible working practices

• Briefly explain Atkinson’s model of the ‘Flexible firm’
• You MUST explain benefits of Flexible working practices for Organisation of your choice and its employees
• Provide at least 2 examples of flexible working practices at Organisation of your choicesuch as compressed working week, work-from-home etc. and then you MUST evaluate the effectiveness of these in terms the benefits and limitations of these practices in relation to enhancing organizational profit, productivity and employee motivation

 

 

 

 

Employee Relations (P5)

• Define Employee Relations
• Analyze the importance of Employee Relations in respect to influencing HRM decision-making within Organisation of your choice. In your analysis you need to cover 2 of the areas, such as

(1) Employee participation and Employee Involvement,

(2) Representative participation& Trade union,

(3) Psychological Contract & Employment relationship.

 

UK Employment Legislations (P6)

·         Identify and briefly explain at least 2key UK Employment legislations such as:

§  Equality Act 2010

§  Health and Safety at Work Act 1974 (HSWA)

§  Data Protection Act 2018 (DPA) and GDPR.

·         Explain the importance and impact that these UK employment legislations have upon HRM decision-making within Organisation of your choice.

 

 

 

 

 

 

Activity 4: Organisation of your choice

 

Activity 4 Illustratethe application of Recruitment and Selection practices by preparing the following documentations as part of an individual portfolio: (P7)

 

You MUST prepare the following documents for the role play activity

• Job description for the position of HR administrator forOrganisation of your choice
• Person specification for the position of HR administrator for Organisation of your choice
• Job advert suitable for different media for this position
• Interview script ( 10-15 questions) and selection criteria
• Job offer letter
• Rationale behind selecting candidate

 

 

 

 

Job Description

Position: HR Administrator for Organisation of your choice

 

• Job Title:
• Salary Band:
• Hours:
• Accountable to:
• Location:                          

 

Job Summary

 

 

 

Main Duties/Responsibilities (Outline minimum 5 duties/responsibilities)

 

 

 

 

 

 

 

 

 

 

 

Person Specification

Position: HR Administrator for Organisation of your choice

 

Requirements	Essential Criteria	Desirable Criteria	Assessment Method
Education/Qualifications
Experience
Skills, Knowledge & Abilities ( Must provide at least 5 )

 

 

 

 

 

 

Job Advertisement

Position: HR Administrator for Organisation of your choice

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Interview Script

 

 

Prepare your interview script and questionnaire: 10 questions.

 

 

Selection Criteria Sheet: Candidate A

 

Interview: HR Administrator- Organisation of your choice

 

Interviewers:            

Interviewee:

Date:                                

Time:

Selection Criteria	Poor (1)	Average (2)	Good (3)	Very Good (4)	Outstanding (5)
Communication Skills
Problem Solving Skills
Teamwork
Self-Confidence
Knowledge about the Company
Motivation

 

 

 

Total Score:

 

 

 

 

 

 

Selection Criteria Sheet: Candidate B

 

Interview: HR Administrator- Organisation of your choice

Interviewers:            

Interviewee:

Date:                                

Time:

 

Selection Criteria	Poor (1)	Average (2)	Good (3)	Very Good (4)	Outstanding (5)
Communication Skills
Problem Solving Skills
Teamwork
Self-Confidence
Knowledge about the Company
Motivation

 

 

 

Total Score:

 

 

 

 

 

Employment Offer Letter

Date:

Name (Applicant’s Full name):
Address (Applicant’s Address):

 

RE: Job Offer Letter for the Position of HR Administrator for Organisation of your choice

 

Dear (Applicant’s first name),   

 

Following our recent discussions,(Insert Company Name) is pleased to offer you the position of (Position Title) in the Department of (Insert Department Name). We are very excited about the potential you and your experience bring to the table and we hope that you are equally pleased with this opportunity. We are confident that you will find this new opportunity both challenging and rewarding.

 

As we have discussed, you will be working in our (Company Location) office. Upon the completion of orientation, you will begin your job duties.

 

The following points outline the terms and conditions we are proposing in this offer:

 

• Title: Position title
• Start Date: Start date
• Salary: Amount per year
• Probation: Describe your organization’s probationary policy (period).
• Hours of Work: Describe the hours of work per week this position requires.
• Reporting to: Manager’s Name and Title

Kindly find the employment contract attached. You are kindly requested to sign the contract and send it back to us at (Company’s Email Address) no later than 5 working days.

 

We look forward to a long lasting and mutually beneficial relationship in an atmosphere that is successful and mutually challenging and rewarding.We are confident that your abilities will play a key role in our company.

 

Please do not hesitate to contact us if you have any additional questions.

 

Sincerely,

(Name)

(Title)

(Company Name)

 

 

Rationale for the application of specific HRM practices in recruiting and selecting a specific candidate for Organisation of your choice

 

 

Conclusion

Provide a brief conclusion to all Activity’s/sections of the report

 

Reference List

Please note that you are required to provide adequate academic and reliable in-text references and a reference list adhering to the Harvard referencing style

 

HNC Assignment Brief Session: September 2019
Programme title	Pearson BTEC HNC in Business (RQF)
Unit number and title	3	Human Resource Management
Assignment number & title	1 of 1	Understanding & applying tools and techniques for effective Human Resource Management
Assessor (s)	Mehul Halari/Pronab Mondal
Issue Date	13.01.2020
Final assignment submission deadline	20.04.2020
Late submission deadline	The learners are required to follow the strict deadline set by the College for submissions of assignments in accordance with the BTEC level 4 – 7 submission guidelines and College policy on submissions. They should also refer to Merit and Distinction criteria that require evidence of meeting agreed timelines and ability to plan and organise time effectively without which the learner may not expect to receive a higher grade. On completion assessments should be uploaded to Canvas.  You will receive a receipt to acknowledge your submission of evidence.  This ensures that there is a clear audit trail for submission of assignments.
Resubmission deadline	TBA

 

General Guidelines

·         The work you submit must be in your own words. If you use a quote or an illustration from somewhere you must give the source. ·         Include a list of references at the end of your document. You must give all your sources of information. ·         Make sure your work is clearly presented and that you use readily understandable English. ·         Wherever possible use a word processor and its “spell-checker”. ·         The work you submit must be in your own words. ·         Include a list of references at the end of your document. You must give all your sources of information (this must be in accordance with the Harvard referencing system). ·         Make sure your work is clearly presented in chronological order and has a logical flow. ·         English presented within the body of your assignment must show academic proficiency and comply with academic requirements.  If an individual has additional learning needs these should be appropriately assessed and met.

Feedback

In-class feedback will be available from draft submissions on a task-by-task basis in the form of formative feedback and also for initial submission (formative feedback will not include any indication of final grades, the process will focus upon supporting development). Summative feedback will be provided within 3-4 weeks of the assignment submission however; final grades will be released in accordance with organisational policies and procedures. Please note you will be required to authenticate receiving your summative feedback.

 

Internal verifier	Lisa James
Signature (IV of the brief)	L James	Date	18/09/2019

 

 

Aim

The aim of this unit is to enable students to appreciate and apply principles of effective Human Resource Management (HRM). People are the lifeblood of any organisation and being able to attract, recruit and retain talented staff is at the core of all HRM activity. This unit will explore the tools and techniques used in HRM to maximise the employee contribution and how to use HR methods to gain competitive advantage. Students will explore the importance of training and development in building and extending the skills base of the organisation and ensuring it is relevant to the ever-changing business environment. Students will also consider the growing importance of becoming a flexible organisation with an equally flexible labour force and become familiar with techniques of job design and with different reward systems. The unit investigates the importance of good employee relations and the ways in which employers engage with their staff and possibly with trade unions. Students will gain an understanding of the law governing HRM processes as well as the best practices which enable an employer to become an ‘employer of choice’ in their labour market.The knowledge, understanding and skill sets gained in this unit will help students to choose their own preferred areas of specialism in future studies and in their professional career.

Learning outcomes and criteria covered by this assignment:

 

• All pass criteria
• All merit descriptors
• All distinction descriptors

 

Edexcel Grading Criteria

 

This assignment/portfolio will be assessed according to the following grading criteria:

• To attain a ‘PASS‘ grade, learners need to achieve all the ‘PASS‘ criteria.
• To attain a ‘MERIT‘ grade, learners need to achieve all the ‘MERIT‘ criteria, along with all the ‘PASS’ criteria.
• To attain a ‘DISTINCTION‘ grade, learners need to achieve all the ‘DISTINCTION’ criteria, along with all the ‘MERIT’ and PASS criteria.

 

*NB: It is not accepted practice to submit assignments that present the grades, pass, merit and distinction as separate entities.  A holistic integrated approach must be used whereby the criterion appears seamless within the body of the text.

Plagiarism and collusion

 

Any act of plagiarism and collusion will be seriously dealt with according to the City College Limited regulations. In this context the definition and scope of plagiarism are presented below:

• Using the work of others without acknowledging the source of information or inspiration. Even if the words are changed or sentences are put in a different order, the result is still plagiarism (Cortell 2003).

Collusion is described as the submission of work produced as a result of the collaboration between two or more parties. Additionally, collaboration entails the sharing of one person‘s work with others who submit either all or part of their coursework ―as their own.

 

 

Learning outcomes and assessment criteria:

Learning outcomes   On successful completion of this unit a learner will:	Assessment criteria for Pass	Assessment criteria for Merit	Assessment criteria for Distinction
LO1  Explain the purpose and scope of Human resource Management in terms of resourcing an organisation with talent and skills appropriate to fulfil business functions.	P1 Explain the purpose and the functions of HRM, applicable to workforce planning and resourcing an organisation.   P2 Explain the strengths and weaknesses of different approaches to recruitment and selection.	M1 Assess how the functions of HRM can provide talent and skills appropriate to fulfil business objectives.     M2 Evaluate the strengths and weaknesses of different approaches to recruitment and selection.	D1 Critically evaluate the strengths and weaknesses of different approaches to recruitment and selection, supported by specific examples.                 D2 Critically evaluate HRM practices and application within an organisational context, using a range of specific examples.           D3 Critically evaluate employee relations and the application of HRM practices that inform and influence decision-making in an organisational context.
LO2 Evaluate the effectiveness of the key elements of Human Resource Management in an organisation.	P3 Explain the benefits of different HRM practices within an organisation for both the employer and employee.   P4 Evaluate the effectiveness of different HRM practices in terms of raising organisational profit and productivity	M3 Explore the different methods used in HRM practices, providing specific examples to support evaluation within an organisational context.
LO3 Analyse internal and external factors that affect Human Resource Management decision-making, including employment legislation.	P5 Analyse the importance of employee relations in respect to influencing HRM decision-making.     P6 Identify the key elements of employment legislation and the impact it has upon HRM decision-making.	M4 Evaluate the key aspects of employee relations management and employment legislation that affect HRM decision-making in an organisational context.
LO4 Apply Human Resource Management practices in a work-related context.	P7 Illustrate the application of HRM practices in a work-related context, using specific examples	M5 Provide a rationale for the application of specific HRM practices in a work-related context.

 

 

In order to achieve all learning outcomes within this unit, you will be required to complete all the learning outcomes. Your work can be presented in a range of formats, either a type written report, a hand written report or a recorded, formal verbal report. Whichever option you choose, you should remain within the designated word count and give all due consideration to form and structure. The format chosen will not impact on your final grade.

 

 

Unit 3 Assignment

Scenario

You have been appointed as a new Assistant Human Resource Manager (HRM) of an organisation of your choice. This can be your current or previous place of work. Your line manager has asked you to produce a report which will help in restructuring of the department. You are to review the effectiveness of the HR function within the organisation, researching the role and scope of HR and reviewing and assessing the main HR functions within the organisation. The report must indicate how you can improve the HR system and the practices within the organisation. You are required to carry out research by using supportive materials like books, journals etc., to support your critical analysis and evaluation in an academic and professional format duly referenced according to Harvard referencing guidelines.

To prepare this report, you will be required to complete the following tasks:

 

Task 1

1.1 Provide an overview of your selected organisation’s HR practices and identify areas of improvement in terms of HR management and planning.

 

1.2 Criticallyevaluate the purpose and scope of Human Resource Management in terms of resourcing an organisation with talent and skills appropriate to fulfil business objectives.

 

1.3 Critically evaluate the strengths and weaknesses of different approaches to recruitment and selection for your selected organisation.

 

Task 2

2.1 Critically evaluate the effectiveness of the key practices of Human Resource Management in the context of your selected organisation, in terms of the impact they may have on your selected organisation’s productivity and profitability.

 

Task 3

3.1 Critically evaluate the impact of employee relations in informing and influence decision-making for your selected organisation. Contextualise and relate your evaluation with your initial analysis of the organisation you submitted in task 1.1.

 

Task 4

Scenario

This task requires you to demonstrate your ability to put your knowledge and understanding of HR concept, planning and processes into practice. For your selected organisation, you are now required to create an individual portfolio based on the improved recruitment and selection process which you wish to put in place. You must create a portfolio which showcases that effective recruitment and selection process is carried out.To complete this task, you will be completing the following activities:

 

4.1 Design a sufficiently detailed job specification for aposition in the organisation in line with the organisational policies and employment legislation.

4.2 Create a checklist or criteria you would apply to short list individuals.

4.3 Documentation/template to record notes during interviews.

4.4 Create a document of a job offer to the selected candidate.

4.5 An evaluation of the process and the rationale for conducting appropriate HR practices.

 

 

Submission format:

The submission for this task is required in the form of document portfolio. All documents should be written in a concise, formal business style using 1.5 spacing and font size 12. You are required to make use of headings, paragraphs and subsections as appropriate, and all work must be supported with research and referenced using the Harvard referencing system. The recommended word limit is 1,000–1200 words, although you will not be penalised for exceeding the total word limit.

 

Important Information                  

 

You should include a bibliography using the Harvard referencing system.

Each unit will be graded as a Pass, Merit or Distinction. A Pass is awarded for the achievement of all outcomes against the specified assessment criteria based mostly on DESCRIPTIVE content. Merit and Distinction grades are awarded for higher-level achievement which includes degrees of CRITICAL THINKING, ANALYSIS & EVALUATION – these are higher level skills that you should work on over the period of your programme.

 

If your submission fails to meet all Pass criteria, it will be referred. The second attempt will then be capped at a Pass, as per the Pearson Edexcel regulations.

 

Please access HN Global for additional resources support and reading for this unit. For further guidance and support on report writing please refer to the Study Skills Unit on HN Global.

 

For support with this assignment please contact your tutor on 0121 4557964 or via email info@city-college.co.uk

 

Submission Instructions

Please submit your work soft copy digitally on Box and send a copy via email to your course tutor on the set dates and notify via email to info@city-college.co.uk. Request a receiving receipt in the form of a reply email which you should keep safe.

 

All marked work is expected to be returned to learners within 4 weeks of submission.

 

Glossary:

 

Analyse: Break an issue or topic into smaller parts by looking in depth at each part.  Support each part with arguments and evidence for and against (Pros and cons).

 

Critically Evaluate/Analyse:  When you critically evaluate you look at the arguments for and against an issue. You look at the strengths and weaknesses of the arguments.   This could be from an article you read in a journal or from a text book.

 

Discuss: When you discuss you look at both sides of a discussion. You look at both sides of the arguments. Then you look at the reason why it is important (for) then you look at the reason why it is important (against).

 

Explain: When you explain you must say why it is important or not important.

 

Evaluate: When you evaluate you look at the arguments for and against an issue.

 

Identify: When you identify you look at the most important points.

 

 

 

 

 

 

 

Recommended Resources

• ARMSTRONG, M. and TAYLOR, S. (2014) Armstrong’s Handbook of Human Resource Management Practice. 13th Ed. London: Kogan Page.
• BACH, S. and EDWARDS , M. (2013) Managing Human Resources. Oxford: Wiley.
• BRATTON, J. and GOLD, J. (2012) Human Resource Management: Theory and Practice. 5th Ed. Basingstoke: Palgrave
• TORRINGTON, D, et al. (2011) Human Resource Management. 8th Ed. London: Prentice Hall.
• CIPD (Chartered Institute of Personnel and Development) available at

www.cipd.co.uk.

 

Wider reading is  available via our MOODLE website with guidance given within the Unit 3 folder and also links are available giving remote access to the e-library resources including e-books, journals & databases. You are encouraged to use these to develop your assignment. Let your college administrator know if you need any help with MOODLE/CANVAS login.