hr role and priorities

7/23/2019 HR Role and Priorities

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HR role and priorities:

HR functions enable organisations to maximise the contribution of people to delivery of the

organisation’s goals.

• building the people strategy providing the framework of policies and procedures

related to the employment of staff

• providing the tools to do this effectively

• Providing guidance, support and advice on the effective implementation of the

strategy, policies, procedures and tools.

HR functions are including recruitment and selection, reward management, training and

development, performance management and etc. ccording to !eingberg et al. "#$%$:&$'

when it is developed HR planning process it is important to have HR functions at the

organisation and it is affecting for the HR plan. s an example at (esco they have training

and development programs which are conducting each year and the cost is depending on the

number of participants.

(he works of )archington ) * !ilkinson, "%++', one of the best skills an

organisation can teach their employees are transferable skills. (his has stemmed from today’s

economic stage, in terms of employment availability and the evolving trend that no

organisation today offers a -ob for life, this has resulted in individuals feeling they have lesser -ob security but taking more responsibility for their career paths.

mployees are increasingly becoming more mobile and according to Harrison, R

"#$$#', top employees have more scope of choice of where to work and change of

employment for reasons such as better incentives, for example, promotion, better security,

better opportunities, and satisfaction. Harrison states that: to retain these key individuals, the

role of HR must create an environment suited to personal growth.

/nternal and external influences



People at each level of responsibility in (esco, from administrators and customer

assistants to directors, face different types of decisions. ach comes with its own

responsibilities and timescales. (hese will influence the most appropriate leadership style for

a particular piece of work or for a given pro-ect or audience.

(esco managers have responsibilities for 0front of house’ "customer1facing' staff as well

as 0behind the scenes’ employees, such as office staff. 2efore making a decision, the manager

will consider the task in hand, the people involved and those who will be affected "such as

customers'. 3arious internal and external factors may also affect the choice of leadership

style used.

/nternal factors include the levels of skill that employees have. 4arge teams may have

members with varying levels of skill. (his may re5uire the manager to adopt a more directive

style, providing clear communication so that everyone knows what to do to achieve goals and

tasks.

xternal factors may arise when dealing with customers. 6or example, 2erian may need

to use a persuasive style to convince a customer to accept a replacement product for an item

that is temporarily out of stock.

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%. Regaining competitiveness in the core @< business

Restoring performance in the @< is (escoAs number one priority and while it is still early

days, (esco is showing signs of turning a corner, with latest market share figures showing a

return to sales growth for the first time since Banuary #$%C of D$.E%. !hile this rate of

growth was still behind the market, it reflects (escoAs progress in appealing to shoppers over

recent months. /n particular, performance has been lifted by a focus on higher levels of

staffing and better availability.

#. Few management structure taking shape

4ewis will also be committed to building the right team around him to deliver change across

(esco. /n Bune, )att Gavies, Halfords ;roup =hief xecutive will -oin (esco in the new role

of @< and /reland =?. Gavies has a reputation for focusing on customer service and

building staff morale. non1executive director of Gebenhams, he will also bring valuable

non1food retailing experience to his new role. His people skills will be much1needed as (esco

takes action to reduce costs across head office functions by $E.

. Reshaping the store portfolio

t the start of the year (esco announced it would not be going ahead with plans to develop C+

sites for large format stores in the @< and that it would close C existing stores. Half of these

store closures affected the retailer’s xpress format, with the changing retail landscape

calling the commercial case for these stores in to 5uestion. (he cutbacks follow (escoAs tight

control over capital expenditure: this year it plans to invest %bn, down from C.bn in

#$$&7$+.

C. (argeting international investment where it counts

/nternationally, (esco faces many local challenges and there has been significant speculation

about possible exits from underperforming markets. However, having retreated from the @>

and =hina, and given that it is a leading player in many of its territories, (esco will bereluctant to withdraw from further markets if there are other options available.



=hanges in the structure of HR function

(here have been a number of dimensions to the changing face of the HR function over recent

years. >ome of these interlink. >ome are to be seen only in larger, more sophisticated

organisations. >imply put, for those in the vanguard of change there has been a move to

increase the value HR offers its business customers.

2usiness environment is changing environment and so is HR environment. (he changing

environment of HR) includes work force diversity, economic and technological change,

globalisation, organisational restructuring, changes in the nature of -obs and work and so on.

%. !ork force Giversity: Giversity has been defined as any attribute that humans are

likely to use to tell themselves, that person is different from me and, thus, includes

such factors as race, sex, age, values, and cultural norms’.

#. conomic and (echnological =hange: long with time, several economic and

technological changes have occurred that have altered employment and occupational

pattern. /n /ndia too, there is a perceptible shift in occupational structure from

agriculture to industry to services.

.

;lobali9ation: (he Few conomic Policy, %++% has, among other things, globalised

the /ndian economy. (here has been a growing tendency among business firms to

extend their sales or manufacturing to new markets aboard. (he rate of globali9ation

in the past few years in /ndia has been nothing short of phenomenal.

C. ?rganisational Restructuring: ?rganisational restructuring is used to make the

organisation competitive. 6rom this point of view, mergers and ac5uisitions of firms

have become common forms of restructuring to ensure organisationalcompetitiveness.

I. =hanging Fature of !ork:

long with changes in technology and globali9ation, the

nature of -obs and work has also changed. 6or example, technological changes like

introduction of fax machines, information technology, and personal computers have

allowed companies to relocate operations to locations with lower wages.



(he field of strategic HR) is still evolving and there is little agreement among

scholars regarding an acceptable definition. 2roadly speaking, >HR) is about systematically

linking people with the organisationJ more specifically, it is about the integration of HR)

strategies into corporate strategies. HR strategies are essentially plans and programmes that

address and solve fundamental strategic issues related to the management of human resources

in an organisation ">chuler, %++#'.

/n adopting an organisational model for HR the danger is that we believe there is a one

si9e fits all approach. !e look for, one model that meets all needs, or look at external best

practice in admired companies to decide what model to apply. (he problem is that every

organisation faces a uni5ue set of challenges in terms of scale, culture, maturity, strategy,

market, sector, geography, customer needs etc. ach organisation needs to look at its own

context and develop a model that meets its own different challenges.

(here are three theoretical approaches to strategic management of human resources, namely:

%' universal access,

#' ccess to opportunities and fitting,

' n approach that is based on resources.



%' @niversal access focuses on the concept of human resource management Kbest practicesK,

based on four ob-ectives of human resource policies that must be met in order to obtain the

desired organi9ational result.

Human resources policy ob-ectives are:

• >trategic integration "human resource management is integrated into strategic

planning'J

• =ommitment "employees feel as a part of the organi9ation and they show it by their

relationship to performance'J

• 6lexibility "structure of the organi9ation is flexible' and

• Luality "high 5uality employees provide high 5uality goods and services'.

•

#' pproach to integration or opportunities is based on two basic forms of incorporation.

(he first involves external integration "human resources strategy fits the demands of

organi9ational "business' strategy' and the second involves internal integration "all human

resources activities fit together making one unit'.

' (he approach based on resources focuses on the relation between internal resources,

strategy and performance. (he development of human capital provides a competitive

advantage. (here are four ways in which human resources generate competitive advantage,

namely:

• (he resource must have a value "merging with the re5uirements of the individual

competencies of the organi9ation estimated value'J

• 4ow fre5uency of resources "organi9ations that have difficulty in searching for the

best talents'J

• Gifficult to imitate resources "the inability of competitors to copy resource'J

resource should be indispensable "human resources do not become obsolete as

opposed to technology and can switch from one market to another' "(orrington et al.,

#$$C'.

hr role and priorities

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