Business environment is quickly changing and delivering new challenges

Bratton and Gold state that "The role of HR is becoming more important if not more than any other executive command function (Bratton & Yellow metal, 2003) in dealing with the challenges brought about by the changes in business environment. The changes influencing the OUDCE environment include; Globalisation, which has enabled the earth to become one giant market (Stiglitz, 2003), people are moving around and working in countries dissimilar to their own. Progress in technology which has made information preparation and dissemination inexpensive, hence time, space and other temporal constraints to information have been reduced and perhaps eliminated. Economic downturn or recession has had major impact on business, as consumers are spending less. Political changes like, lately the government has decrease funds to school, this has resulted in financial crisis. The new government has executed strict immigration guidelines that have impacted HR Managers as they have to deal with these new guidelines. Increased competition between the leading colleges. These environment changes have brought a whole lot of obstacles to the University or college of Oxford HR division. As this can be an academic establishment, the problems will slightly vary from those experienced by retail shop, medical center, finance institutions etc. The difficulties are the following:

Globalization has brought about diversity in the workplace. A diverse workforce includes individuals of different cultures, races, religions, gender, backgrounds and value working alongside one another towards a goal. This causes differences of opinions, discrimination and exclusion. Negative attitudes and behaviours can be barriers to organizational variety because they could harm working interactions and harm morale and work efficiency (Esty, et al. , 1995)

The Human Source is confronted with the task of preserving high personnel performance. The creation of performance culture can be quite challenging for HR managers as it is difficult to balance morale and productivity in the ideal way for HR department's success (Mackintosh, 2008) and because of this managers have a tendency to turn a blind attention to poor staff performance, fearing that drawing attention to it will cause problems in the atmosphere and work place. Another obstacle that is closely associated with this is that there is high competition to employ leading scholars, research workers and Brain of Departments. From the problem to ensure that right very skilled individuals are selected. Maintaining and enhancing educational standards is merely possible through highly skilled lecturers or professors and also support staff. And this brings about the pressure on HR administrator to establish strategies for arranging the conditions which will make possible greater self-direction by personnel in the performance of the duties.

As a rsulting consequence the Industrial Trend and its emphasis on field of expertise (Paul et al, 2004), the OUDCE HR developed sub-departments that included specialised functions. This organizational beliefs, known as departmentalization, was identified by HR in an effort to enhance the accumulation and dissemination of knowledge. However this framework has led to troubles like rigidity, rising costs, and declining performance. To cope with this HR have to restructure the sub departments. This restructuring has led yet to some other problem whereby ageing members of academic personnel and brain of departments are refusing to retire. According to the Career Equality (Era) Rules 2006 it suggests that "employees will possess the right to request to work beyond the day which their company intends them to retire. Where requests are made, employers have a obligation to consider the need under a procedure lay out in the Laws" Ageing academics and other employee are demanding to stay past their retirement life age ranges, this is an encumbrance to HR department as they know that the personnel have the right to sue them if they're forced to retire.

The impact of the info trend and demand for a technological environment (Howell, 1995) is a problem to HR as the managers have to ensure that technology a practical, productive area of the work place. Most employees who have been working for long remain quite hesitant to adjust to the new technology. It's problematic for the HR to foresee and predict requirements and develop suited IT training so that personnel are up to date with the technology.

Due to the downturn and funds slashes, the HR section must look for areas to control cost. It's quite difficult for HR professionals to decide which areas need cost lowering and how the control will impact on personnel. It's likely that personnel will feel that their jobs are not secure hence begins looking at other areas for work.

The HR Team can get over these challenges by applying the following strategies:

HR managers can manage diversity by promoting a safe place for personnel to speak (Koonce, 2001). Creating dialogues through Intercultural seminars in which associates of staff listen and receive an opportunity to words their concerns. Managers can also use plans such as mentoring programs to provide personnel usage of information and opportunities. Staff should not be rejected necessary, constructive, critical reviews for studying flaws and successes (Flag, 2002)

HR managers should show that they trust their employees by letting have job possession, as personnel will feel responsible and have a high sense of accountability; therefore will lead to raised efficiency in the company. There also needs to be motivational Workshops for staff as this brings about high performance, good working environment this will permit the personnel achieve maximum flexibility, increased efficiency, and increased productivity.

Training and examining the performance of employees, individuals learning resource management training is an advisable investment for most HR Team, (Samad, 2010) at the end of the day its people who make up an organization and without them there would be no organization. Basic training helps the staff to comprehend the responsibilities they'll presume in their role. Those that work in HR have to build up their knowledge atlanta divorce attorneys aspect of human reference management, including reimbursement and benefits, orientation, training, development, worker relations and performance management.

2. Comment how HR activities contribute to the success of your chosen organisation. Use any 2 HRM Models to make clear your answer.

HRM is specially worried about all the actions that contribute to successfully attracting, growing, motivating and preserving a higher performance workforce that result in organisational success. (Sims, 2008) The OUDCE's HR functions include deciding what staffing needs should be achieved and whether to work with independent contractors or retain the services of employees to fill up these needs, recruiting and training the best employees, guaranteeing they can be exceeding performance anticipations, working with performance issues, and ensuring that employees and management procedures conform to various regulations. Other activities also include controlling the approach to employee benefits and payment, employee details and personnel policies. The Two models to be utilized here i. e. the Harvard analytical construction model and Warwick Model.

The Harvard Model

This model states that "Without either a central idea or a proper vision - that can be provided only by basic professionals - HRM will probably remain a couple of self-employed activities, each guided by its own practice custom. " (Beverage et al, 1990). In this particular framework stakeholders' hobbies and situational factors act as constraints on HRM policy choices. These insurance policies directly have an impact on immediate human source outcomes, such as staff commitment and competence. The achievements of these results will lead to favourable long-term outcomes like specific well-being and organisational effectiveness. This model also adopts an available systems perspective, since long-term HRM effects can in turn have feedback effects on the framework in which HRM decisions are used (stakeholder hobbies and situational factors). The primary aim of HR is to utilise the University academic and support staff's talents all together to the benefit for the institution. This model presents HRM as a "broad set of policy selections" (Nankervis et al, 2002) of the organisation to respond to the changing requirements of organisational characteristics. The characteristics compose of a number of stakeholders having different passions. Stakeholders could be Millionaires who account the college or university, shareholders, management, student unions and employees. The model recognises the genuine interests of the groups and shows that HRM insurance policies should be created to address these passions. Staff influence ensures that there exists "delegated degree of expert, responsibility and electricity of employees in the company" (Price, 2004).

HRM policies look at the situational factors associated with an organisation as well. These factors could be inner (e. g. workforce characteristics, business strategy, management idea and job technology) as well as external (e. g. Universities market conditions, labour market, immigration laws and societal prices) and are subjected to continuous changes. HRM regulations need to support these changes to achieve better organisational effects. These results could be higher determination from university's staff, cost success and competence within OUDCE HR Team. And each one of these will eventually lead to long-term consequences like specific and societal well-being besides organisational efficiency.

The situational factors effect management's selection of HRM strategy. This has workforce characteristics, management viewpoint, labour market, rules, societal worth and patterns of unionization. This model conforms to the reality of the particular HRM know: 'the job relationship requires a mixing of business and societal prospects' (Boxall, 1992 : 72).

Author's critism of Harvard Model

This Model can be applied the soft methodology of HRM, it does not identify between HR consequences of different strategies, types of organisation, situational factors and so on. Another weakness of the model is the absence of a coherent theoretical basis for calculating the relationship between HRM inputs, results and performance. Commitments to bargaining are weakened i. e. assumed stakeholders quickly incorporated into one organisational plan. The Model is very prescriptive i. e. it assumes certain final results rather than genuine experience.

Warwick Model

This Model emanates from the centre for Corporate and business Strategy and change at the Warwick University or college and with two particular experts i. e. Hendry and Pettigrew in the 1990's. This model pulls intensely from Harvard platform. The model takes into account HRM business strategy and HRM procedures, the external and internal framework where these activities happen, and the process where such change occurs, including interactions between

changes in both framework. The effectiveness of the model is that it recognizes and classifies important environmental affect on HRM. Hendry and Pettigrew's research focused on mapping the context, identifying an internal (organizational) context and an exterior (wider environment) context and checking out how HRM designed to changes in framework.

This Model features the importance of OUDCE's stakeholders and situational factors. In addition, it suggests the HRM Insurance policy choices vary in relation to these wider factor. It advises coherence in practice and coverage to be the main element.

3. What role HR planning plays in your chosen organisation? Describe any 3 HR planning Methods that is used to achieve organizational goals.

HR Planning is the procedure which anticipates and maps out the consequences of business strategy by using an organization's human resources (Price, 2003). HR planning is very important to the College or university as this will ensure that uncertain changes are catered for, it provides scope for growth and development of employees through training and development, it also helps to satisfy staff needs and helps in anticipating organisational costs, by foreseeing the need for redundancy. In addition, it helps to do something to improve individual resource contribution by means of increased production, sales and turnover. (Priyadarshini, 2009) In addition, it facilitates the control of most functions, businesses, contribution and costs of the University's Individual Resource. Last but not least it triggers the development of various sources of human reference to meet organisation needs. Three HR planning methods/tools that'll be mentioned are: "Smoke" detectors (Predictors), Retention plan and Re deployment/Agility Plan



"Smoke cigars" Detector (predictors)

Just such as a literal smoking detector warns folks of potential flames and helps you to save them, the same case applied to this method of HR Planning. When the University is applicable a smoke-detector system in destination to notify managers before a expertise fire gets beyond control, it'll be much much easier to minimize the actual damage. HR professionals should develop programs and solutions before smoke turns into fireplace and before professionals have to request them. These system of "alerts" alert managers of small problems (they can rectify with little effort) before they become major problems. These detectors allows HR managers to effectively mitigate their impact upon the university or college. HR should provide professionals with sufficient lead-time and a "heads up" on people conditions that will/ do face them.

Retention Plan

Retention plays its part in creating a capable labor force, and these same factors can contribute to its downfall too. (Lazar, 2009) The reality of hiring freezes and possibly even lay-offs during financial slowdowns means it is advisable to focus on keeping and enabling the rest of the staff to reach peak performance. Retention plan will reveal reason for employee turnover and show strategies to avoid wastage, through compensation procedures, change in work need (Moman, 2010) Key employee retention is crucial to the long-term health insurance and success of any organisation. HR Professionals know that keeping the best employees ensures high productivity, satisfied participants of staff, effective succession planning and deeply embedded organizational knowledge and learning.

Redeployment/Agility Plan

OUDCE has set up itself in teams with broader ownership than just specific tasks. This enables easy redeployment. HR considers skills from every part of the organization as a possible successor for the positions and builds a flexible team that allows for non permanent redeployment, if the need arises. Proper project planning, robust functions, standardized quality control techniques, and review mechanisms (Vembu, 2009) this helps HR managers to manage the situation with the given resources and available means.

Recruitment and collection of senior managers is one of the activities that impact most critically on the performance of an company (Robbins, 2009) Although it is understood and accepted that poor recruitment decisions continue to influence organisational performance and limit goal achievements, it is taking a very long time for OUDCE in many jurisdictions to identify and use new, effective hiring strategies. In some areas, existing laws inhibit change; in others, the inhibiting factor is managerial inertia.

The first strategy that OUDCE uses in recruitment is the campaign and transfer of existing employees. That is quite beneficial as campaign of staff to senior level ensures that staff member morale and drive is increased, the organisation has a much better opportunity to determine knowledge & skills of the candidate. That is also beneficial for OUDCE as the prospect has existing knowledge about the organisation and less time is spent on orientation.

The other strategy is by sending memo to staff. In house employees have first chance to make an application for these older vacancies that come up within the business. OUDCE also uses the Intranet and internet to market for senior managers as the HR department realises that this medium is popular and can be used by 76% of the global organizations surveyed. (Ddi, 2009)

Another recruitment strategy is to place the job advert on the college or university gazette. The advertising campaign itself contains sufficient information about job content, requirements and experience, compensations and other conditions of service.

OUDCE uses psychometrics test as this strategy provides a powerful way of ensuring the best individuals are preferred by examining their potential and preferred behavioural styles. In addition, it means that more prepared recruitment decisions are created by giving additional objective information about a candidate. This plan has also shown to work better than interview alone (Bryon, 2001) meaning that less emphasis is positioned on the skill of the interviewer (who might not be a recruitment specialist)

The best practice in selection requires a comprehensive program that includes realistic testing of work practice and the utilization of validated psychometric musical instruments. Three of the very most commonly used selection techniques by OUDCE are: Curriculum vitaes / rsums and written applications, Interviews and most importantly Reference bank checks.

There is initial testing and interview of the determined candidates, this will lay focus on the experience and certification of the shortlisted candidate. Preliminary interview is often used by OUDCE specially when hiring senior workers. This strategy enables the company to start to see the applicants in person so that both physical and emotional disposition of candidate can be assessed. It also enables recruiting officers to evaluate the validity of information within the application forms or letters given by the job seekers.


The need for human resource development rises every day, so it is very important to market and administer individual learning resource development with a long-term point of view, and to assimilate research into policies, turn perspective into action, changing the curriculum, formal mentoring, informing about scientific change, and relating to the population in decision-making. (Khan, 2007) Matching to Peter F. Druker, "the success, if not the survival of any business is determined by the performance of its managers of tomorrow". The individuals learning resource should be nurtured and used for the advantage of the organisation. The effective performance of an organization depends not merely on the available resources, but its quality and competence as required by the business every once in awhile. The difference in the level of performance of two organizations depends on utilization value of human resources. In addition, the efficiency of development process and various areas of management depend to a larger extent on the amount of human resources development. The greater important aspects of human resources are aptitude, ideals, attitudes and beliefs. The vitality of HR to OUDCE will depend on upon the level of its senior staff development. Although positive personnel guidelines and programs stimulate the employees by their dedication and loyalty but these initiatives only cannot keep the organization powerful. For OUDCE to be vibrant it should have got dynamic human source of information, active here means that Human resources should acquire capacities continuously, choose the prices and beliefs and aptitude relative to changing requirements of the College or university. When OUDCE staff use their initiative, take risks, test, innovate and make things happen, then your company will be thought to have an enabling culture. Hence competent human resources can be reported to be dynamic within an permitting culture. OUDCE can form, change and excel, only when it possesses developed recruiting. Thus, HRD performs significant role to make the human resources vital, useful and purposeful.


The three training methods that OUDCE HR section uses for its older management are: On the Job training, Mentoring and coaching and Home Development

On the work training

According to Edwin Flippo, training is "the action of increasing the knowledge and skill of a worker for performing a particular job". (Flippo, 2003) OUDCE HR department realises that effective on the Job training is very important to the newly recruited senior director and then for the company as well. This will likely ensure that he/she will perform the work appropriately and also with efficiency. A mature manager needs training for advertising and for his/her self-improvement. Mature Managers receive training immediately after session and thereafter every once in awhile. Training is necessary due to scientific changes rapidly taking place in the professional field. Additionally it is essential combined with the introduction of new techniques, new methods. It is necessary for producing overall personality of mature management and also for expanding good attitude towards fellow staff, job and organisation.

Managerial / Exec Development Programmes

Managerial ability is the most important advantage that any company can maintain. Management development means that as and when the demand for managers arises, suitably experienced persons will prepare yourself and on hand to complete the vacancies. Managerial development consists of all means by which senior management figure out how to enhance their performance. Regarding to P. N. Singh, "Management development can be an activity designed to increase the performance of existing managers, provide a supply of managers to meet the need of organisations in future and stretch the knowledge of the management activity by attracting from the next three resource areas: (a) Knowledge, (b) Experience, and (c) Trainee himself. (Singh, 2007) It really is designed to enhance the performance of mangers in their present careers and to make them for higher jobs in future. Managerial development aims at supporting the mangers to realise their full potential.

Management development is ways to improving the culture of the Company such that it could be geared to excellence. "People move organisations-not machines. "

Training for campaign is given after the advertising but before getting started with the post at the higher level. The purpose is to enable a worker to modify with the task assignment at the higher level. The purpose of refresher training is to update the professional skills, information and connection with people occupying important executive positions. Training for managerial development is given to managers to be able to increase their efficiency and in that way to allow them to simply accept higher positions. A firm has to make provision for providing all types of training.

Joseph Stiglitz (2003) Globalization and its own discontent

http://www. expresscomputeronline. com/20090928/technologylife01. shtml ( Joe Lazar, 2009)

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