Analysis of how relevant labour market trends relate to the ongoing human resources planning of Marks & Spencer When analysing the information of the labour market statistics, it is noticeable that M&S have explored national and local labour markets in relation to its workforce, which can be used in the nearest future. The relevant labour market trends are very important in human resources planning; because Marks & Spencer have to plan how they go on to conduct new recruitments, hiring the right people suitable in the labour market. The main initiative of Marks and Spencer using labour market statistics is to plan ahead of their current competitors and rivals. Therefore the Human resources will be able to forecast and carry out projections of its future staffing needs. By carrying out this, Marks and Spencer can develop the right strategies for recruitment, training and development of its employees. They use labour market trends, such as external labour market that show the amount of vacancies in a job centres, if they can see if they are able to plan to recruit. By looking at the availability of skills, Marks & Spencer can predict whether their future plans to employ certain number of people with certain skills can be attained, depending on the availability of workforce. Once Marks & Spencer has decided on the number and type of employees it needs in future, the next step is to ensure if they have the right people at the right time, to meet the work force planning requirements. A starting point for Marks & Spencer to analyses the current position of employees. This is likely to involve calculating the number of employee working in a particular job and identifying their category and function. It may also mean gathering information on their age, length of service, qualification and performance results. If Marks & Spencer wanted to employ managers may look at the number of graduates within their current employees or may look at the amount of graduates that are unemployed, so they can plan to forecast.
In a competitive economic environment, human resource management has taken more of a strategic, hands-on role in many companies to handle the challenges they face to stay competitive. Companies must find ways to bring in customers and keep good, well-motivated employees on the job. With this in mind, companies that are successful must have sound HRM practices and provide a positive workplace for employees. Looking at the Top 10 Companies to work for, we want to know if HRM practices have an effect on that company being one of the best places to work. We will look at REI, number 9 in the top ten companies to work, to see if Strategic Human Resource Management plays a role in their success.
labour in certain areas, so they can see whether it is in fact easy or
Human Resource Management (HRM) is the administration and control of employees. Its purpose is to ensure that the workers and the employer cultivate a valuable relationship. As a result, the company will record an exceptional performance particularly with regard to employee productivity (Paauwe, 2004). Further, the workers will benefit in terms of job satisfaction and self-development (Paauwe, 2004). Some of the activities involved in managing workers include selection and recruitment, training, development, motivation, and appraisal (Sharma, 2009). This paper aims to analyse the role of human resource management in organisations and its linkage to the wider organizational strategy using Tesco and Harrods as illustrations.
Human Resource Management ensures that a business has the right staff with the right skills, at the right time, who are committed and motivated to give their best to the business.
The human resources department within a business looks after the labour side of the organisation. This sector is what used to be known as the personnel department, and deals with all aspects of the structure, recruitment, appraisal, selection and training of the workforce. The human resource department is also responsible for looking after the general welfare of the employees, implementing health and safety legislations at work and dealing with disputes, appraisals, complaints and grievance procedures that may arise. Human resource management is the management of labour within a business and involves a few factors in which help keep the human resources department well organized and maximize on efficiency. These are: Organizational strategy-
I am going to explain is how the human resources department in Sainsbury’s recruit employees The functional areas at J Sainsbury’s are:- · Human resources · Finance · Administration · Production · Marketing And Sales · Customer Service Each functional area operates to support Sainsbury’s aims and objectives and a range of activities goes on in each one. How the functional areas interact with one another is important. For Sainsbury’s to be efficient and effective there has to be close links within different function areas, especially when their activities are related. Functional areas are important to Sainsbury’s as if there was no such thing, the business itself would fall apart. Here is a diagram to show how this would happen:- Human Resources: The first functional area of J Sainsbury I will be covering is Human resources.
Terms of reference: This report is being produced to fulfil the criteria required for Unit four of the Advance Vocational Certificate of Education (AVCE) course in Business Studies. It will give a comprehensive overview of the way's in which the human resources function(s)', within businesses are organised and managed and how they operate, and an analytical insight into the human resource management team, of the business that I' am focusing on, which is HSBC Group Plc. The report will specifically focus on the possible conflicts of interest between employees or individuals, the way's which human resources planning procedures take place, the recruitment and selection process, training and development programmes and performance management at HSBC Group Plc, in view of the current economic climate for retailing/banking. An Introduction to the Report: In this assignment, I have been asked to structure an analytical approach, about human resources and its effects, on one business, and to file all of my information in one simple, but sophisticatedly structured report.
Explain giving examples how Woolworths should go about HR Planning? Human Resource Planning (HR) is the identification of the future labour requirements needed by a company and how these are going to be met. It is the process by which a company ensures that it has the right number and kind of people, in the right places at the right time, doing the things for which they are economically most useful. It is a method for determining future human resource requirements and developing action plans to meet them. It is defined as a strategy for the requisition, utilization, improvement and retention of an enterprise’s human resources and it encompasses the subject concerned with the developing range of manpower policies, including those for recruitment, deployment, development and retention.
Recruitment and selection are processes concerned with finding, evaluating and engaging new employees by screening out the right candidate for the job description. Recruitment is a set of techniques to attract qualified candidates to apply for job vacancies for Tesco. Selection is a process of choosing the most suitable candidate that applied for a job at Tesco.
Jones Plastics and Engineering has a corporate office with a board of directors who appointed Craig Jones as the CEO of the company. The General Manager is Chuck Flaherty who has five people under him. Jeff Steele is the Vice President of Purchasing, Kevin Hobbs is the Finance and CFO, David Elliot is the Vice President of Operations and he is over all of the plant managers at each facility. Christy Williams is the Director of Human Resources and over the Corporate Human Resources staff (C. Williams, personal communication, August 17, 2015). Each staff member at the corporate level affects the respected department they are over in our facility. I am in Human Resources so Christy Williams plays a big part on the performance of my department.
Taylor, W (2008, May 19). Why zappos pays new employees to quit—and you should too.
Armstrong ( 2010) defined Strategic Human Resource Management (SHRM) as “an approach to making decisions on the intentions and plans of the organisation in the shape of the policies, programmes and practices concerning the employment relationship, resourcing, learning and development, performance management , rewards and employee relationships,” ( p. 115). There is a paradigm shift from a functional role to a tactical one through the strategic management process. SHRM is very important to the effectiveness of my learning organisation because it ensures that the needs of the learning community are met and provides the opportunity for instructional leaders to “add value to the learning community” (Introduction to Human Resource Management, 2012, p.6) while achieving the goals and objectives of the institution.
Strategic human resource management involves the development of consistent and aligned practices, programs, and policies geared toward the achievement of an organization’s strategic objectives. It requires human resources (HR) managers to abandon the standard personnel management mindset and focus instead on strategic issues. These programs must be integrated into a larger framework that facilitates the organization’s overall mission and objectives (Mello, 2015). Nordstrom considers customer service to be at the core of the company’s culture (Spector & McCarthy, 2012) and sales is their service.
Business strategy is the means by which firm’s plans to achieve its goals and objectives. It can also be termed as organization long-term planning. The strategy covers periods between 3-5 years and sometimes longer. Businesses use two major types of strategy, general or generic and competitive strategies. The overall strategy involves strategies of growth, globalization and retrenchment. The competitive advantage includes low pricing, product and customer differentiation. We will look at the business strategy used by Marks and Spenser (Cole, 1997). The company is a British multinational located at Westminster London and specializes in clothes and luxurious food products.
have more of a major effect on the company's health. Irving Burstiner was quoted in in The