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business environmental analysis of Hillingdon Hospital
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The Hillingdon Hospital

by Shamsul May 24, 2023

The Hillingdon Hospital

The report aims to cover the business environmental analysis of Hillingdon Hospital. This analysis is initiated in the context of Human Resources aspects and policies in the healthcare facility and how the key forces shape the HR agenda of the hospital.

 

Contents

Introduction

History of the Hillingdon Hospital

Vision and mission statement of the Hillingdon Hospital

Macro Environment Analysis (PESTEL).

Political Factors.

Economic Factors.

Social factors.

Technological Factors.

Environmental factors.

Legal factors.

Key forces that shape HR agenda.

HRM in The Hilingdon Hospital

The Functions of The Grhselon Ulrich.

Tools for analyzing the business environment.

SWOT analysis.

Porter’s five forces analysis.

Ansoff Matrix.

Key stage of strategy formulation.

Contribution of HR to business ethics in Hillingdon Hospital

HR role in change management.

The Kurt Lewin Change Model

References.

Introduction

The report aims to cover the business environmental analysis of Hillingdon Hospital. This analysis is initiated in the context of Human Resources aspects and policies in the healthcare facility and how the key forces shape the HR agenda of the hospital. Additionally, how HR strategy is formulated and its critical phases are explained in detail. 

History of the Hillingdon Hospital

The hospital’s origin was a workhouse infirmary built in 1838. In 1907, a separate female infirmary was added, and this healthcare facility was started to be managed by the Middlesex County Council in 1929, after which the site began to develop in 1932. 

In October 1940, the hospital was seriously damaged due to bombings though there were no casualties; however, the hospital was moved to temporary accommodation. The new Hillingdon hospital was opened in 1967, which included 7 new wards, pathology laboratories, operation theatres, an accident and emergency department, an imaging department, an outpatient department, occupational therapy, physiotherapy, single rooms, and a canteen. The healthcare facility operates with more than 3,500 employees (Hillingdon Hospital, 2015). 

 

Vision and Mission Statement of the Hillingdon Hospital

Vision

To serve as an outstanding provider of healthcare services through recognized academic and health partnerships, transforming the services for the provision of the best healthcare wherever required.

Mission

We provide safe, high-quality, and compassionate healthcare services and improve the well-being of the people we serve.

Values

The value of the healthcare organization stands on CARES – Communication, Attitude, Responsibility, Equity, and Safety. 

Macro Environment Analysis (PESTEL)

PESTEL analysis, combined with the Five Forces Model (Michael Porter) and analysis SWOT by Albert Humphrey, refers to a strategy that seeks to evaluate the components that might affect the performance of an organization. The PESTEL model, an abbreviation for Political, Economic, Socio-cultural, Ecological, and Legislative, focuses on those aspects that surround organizations and need to be analyzed closely.

 

Political Factors

Political factors have an important role in determining those factors impacting Hillingdon Hospital. That the hospital is operating in a country where Brexit is an aspect that has shaken the country’s entire economy. With this, the political environment and political systemic risks are also impacting the work environment in the country (Davis et al., 2008). 

Role of non-government organization: UK has a powerful network of civil society communities, and Hillingdon Hospital should create bridges between them and sort out areas from amongst them. The groups of civil society are influential in the process of policymaking along with creating a narrative that is society-wide.

Regulation and deregulation of the government: The Brexit movement has brought in huge changes within the country’s regulatory environment. There needs to be consistency in both the policymaking as well as the application of these policies.

Size of the government budget: The budget of both national and local governments have low levels of budget, which can be beneficial for companies in the short term. However, it might result in an increase in the inflation rate in the medium term.

 

Economic Factors

Fluctuations of price in both international and national markets: In comparison to the level of quantitative easing that incurred in the previous decade, the cost of the services and products of the hospital and the prices of the overall products in the UK market have been somewhat sticky. Hillingdon should closely consider the fact that these deficit levels can result in rampant inflation and a serious threat related to the currency’s depreciation.

Productivity of the workforce: In the UK, workforce productivity has grown by 25 – 30% in the previous two decades, even though basic salaries fail to reflect these gains. In this way, Hillingdon Hospital can hire a skilled workforce, and that too at very competitive salaries.

The inflation rate: The inflation rate in the country can highly impact the demand for the products offered by the hospital. The higher the rate of inflation, hospitals will be required to increase prices in line with the inflation rate, which can also result in low levels of brand loyalty as well as continuous endeavors to manage costs. In such a situation, there are better strategies than cost-based pricing to undertake.

Source: West et al., (2015).

 

Social Factors

Gender Composition in the labor market: Hillingdon can utilize the gender composition in the labor market to determine the level of liberal nature of the society, the rights of women, as well as women’s, say in the issues of the society as well as consumption decisions. Gender composition is a handy indicator of disposable household income, priorities of the household, and needs.

Attitude towards savings: The overall culture of savings is somewhat different in the UK, which is well below 20%. Such a culture of both savings and consumption influences the type of consumption and its magnitude of consumption.

Attitude towards health and safety: This attitude is most commonly reflected through the cost structuring of the manufacturing processes and in the product quality. Hillingdon Hospital is operating at stringent norms that are held for health and safety, so in developing countries, the hospital will have to compete with players that might not have higher cost structures like Hillingdon.

Source: Archambault (2017)

 

Technological Factors

Penetration of mobile phones and the internet: The hospital should closely assess the penetration of mobile phones and the internet in the country as it can be requisite in developing a business model that is based upon current realities and needs.

Related infrastructure development and e-commerce: E-commerce is very crucial for the business model of Hillingdon Hospital. Hence, evaluating the technological and e-commerce infrastructure prior to entering a market is very important.

Empowering supply chain partners: The hospital should evaluate those areas where technology can empower the partners in the supply chain network. In this way, the hospital can improve transparency levels and make the supply chain more flexible.

Source: Jacobzone (2003)

 

Environmental Factors

Paris Climate Agreement and Commitment of National Government under the Agreement: Determining the country’s commitments as per the Paris Agreement and the general consensus level with respect to the Paris Climate Agreement in the UK. 

Emphasis and spending over renewable technologies: What budget is spent on renewable energy sources, and how can the Hillingdon Hospital make this investment a part of its competitive strategy? 

 

Legal Factors

Adherence to the Common Law: Is the country following a common law uniform for all market players? If there is arbitrariness in the judicial process, the hospital management should not be sure about its judgment.

Consumer Protection Laws: The hospital should determine the common laws. Additionally, the enforcement rate, the authorities’ attitude toward consumer protection regulation, and the role of activist groups in enforcing consumer protection law should also be evaluated. 

Fundamental Forces that Shape HR Agenda

The HR department, its missions, its functions, and its specializations 

To Bender et al. (2015), “as HRM develops, new functions appear. Quite normally, each new issue generates its own specialists and structures to gradually integrate in an optimal manner “. They draw up a non-exhaustive list of the main functions of HRM: recruitment and selection; work organization; staffing; administrative management of individual files; preparation and monitoring of employment contracts; remuneration, payroll management; control and discipline; social relations (relations with employees, representatives, etc.); training; statistics, social report, social climate studies, monitoring of societal themes; management of working time, schedule arrangements, leaves, absences, delays, etc.; dispute management; description of positions, functions; skills management; Career Management; evaluation of performances; mobility management; social services to the person; management of information systems; change management; internal communication; etc. Grouping by function is often possible and proposed in most HRM manuals: recruitment/selection; employment and skills management (GPEC); compensation and benefits; training; social relations.

The functions mentioned above demonstrate that the missions devolved to human resources are numerous and varied. The tasks and skills of HR managers must therefore be multiple and, above all, adaptive. These different functions, as well as the groupings which may result from them, are materialized by the existence of different services within the human resources management service and of different specializations/functions. This is the case with large (and medium) companies. It is the same situation in the hospital sector and is gradually becoming so (Castro De La Cruz, 2017).

 

HRM in The Hilingdon Hospital

The Hillingdon Hospital’s HRM department is made up of 4 services:

(1) The personnel administration service provides administrative follow-up, particularly for contracts and appointments, the setting of salaries, salaries, schedules and services, health assessment, pension files and obligations vis-à-vis external organizations.

(2) The HR data exploitation service which takes charge of the development, management and use of consolidated data relating to personnel: collection, processing, and use of all HR data, development, adaptation, and implementation of management of collective data.

(3) the HR strategic unit – performance and quality which aims to build, implement, maintain and ensure the professionalization of HRM within the hospital: co-definition / co-development, implementation, and maintenance of all the processes of HRM, management methods and procedures, monitoring of the performance and quality of HRM processes and procedures, support/advice for institutional strategy, HRD, HR department managers, and the entire hierarchical line of departments and hospital services.

(4) the recruitment and integration service, which supports the hierarchy in recruitment and selection operations, internal and external, of staff (excluding doctors) from the search for candidates to monitor the integration of hired staff (Davister et al., 2010).

 

The Functions of The Grhselon Ulrich

Ulrich (1997) proposes a human resources management model allowing the creation of added value where four functions must be fulfilled and includes: 

Strategic partner: Process-oriented and long-term, contributes to developing and applying the business strategy, builds and reviews its processes in line with the business strategy; the role of HRM is to align HR strategy and policies with the organization’s strategy.

Administrative expert: manages the employment contract, legislative, administrative, and payroll (operational / process); the role of HRM is to design and deliver effective HR processes; this is the traditional role of HRM. 

Agent change: person-oriented, but in the long term, it is the long-term oriented activities that bring support to workers; the role of HRM is to develop the capacity for change, among other things, by identifying and promoting behavior that will support the firm’s competitiveness. 

Employee champion: short-term person-oriented; he supports employees on a daily basis; the role of HRM is to manage the expectations and daily problems of employees.

For Dietrich and Taskin (2016), “these different roles are not mutually exclusive, they combine. This combination, and therefore this multiplicity of roles, requires new skills within the HR function. HRM is supposed to ensure that it achieves satisfactory results by giving equivalent attention to the four roles it must take on”.

Source: Andrade and Devlin (2014)

Tools For Analyzing The Business Environment

SWOT Analysis

SWOT-Analysis

Strengths 

  • The Hillingdon Hospital represents the main hospital unit for care in the Lausanne area: 64% of hospitalized residents in the district are, in fact, in its departments. The Hospices Group is also a major player in the private market, with a 19% market share in the canton of Vaud.
  • Hillingdon Hospital presents implicit centers of advanced medicine in terms of its hospital activity. They are distinguished in particular by a significant volume of cases treated presenting a high complexity, excellence in research, and a broad influence which results in strong attractiveness. 
  • Training and research are the foundation of innovation at Hillingdon Hospital. These strengths are strengthened by the establishment’s relations with its key players, the Faculty of Biology and Medicine at TLC and ICR.
 

Weaknesses

  • The hospital needs more room for operations in terms of management of the institution, although they benefit from a specific law in this area. The hospital is responsible for its financial balance by still being a state service. However, it needs to have a wide choice of its means (finances and human resources) in the context of competition. Furthermore, they do not benefit from legal personality.
  • The current efficiency of the hospital needs to be improved as the environment becomes more competitive. Although the healthcare institute has started the ambulatory shift, it still needs to be stepped up. Alternatives to hospitalization (outpatient surgery) should be developed, considering new funding methods and the resulting comparisons between health establishments. 
  • The hospital does not present a sufficiently structured and convincing unifying project vis-à-vis the facility’s departments and establishments, and employees’ feeling of belonging to the institution is uneven. 
  • Based on a proposal from the General Management, the Council of State has already decided, in May 2002, to undertake a reorganization of the hospital aimed at reducing the number of hierarchical levels and specifying the roles and responsibilities of the various levels in particular between general management and departments and between departments and services. The first stage of this reorganization was implemented in September 2002.
 

Opportunities 

  • The patient profile is changing significantly: aging of the population, migratory movements, and more informed and demanding patients. The practice of medicine is also changing with the introduction of new forms of care. These structural changes force the institution to adapt its responses to its environment and offer the best possible services. In this sense, it is a complete vector of evolution for the health organization. 
  • Patients “outside the region” represent nearly 16% of the care activity of the hospital. Although the hospital has a good location, this situation still needs to be sufficiently exploited by the institution, which could take advantage of it to increase its attractiveness in specific fields or pathologies. The Group’s strongest appeal is in the cantons of Ealing, Harrow, Buckinghamshire and Hertfordshire (around 5% of hospitalizations); on the other hand, market shares are only 3% for the other regions.
 

Threats

  • According to UKACR demographic forecasts, population growth will be strongest in districts where the hospital does not currently enjoy a strong position (Nyon, Rolle). However, the London Borough of Hillingdon and the surrounding regions of Ealing, Harrow, Buckinghamshire and Hertfordshire will stagnate. The new mode of financing by services as well as the new cantonal hospital organization giving more weight to future sector hospitals will cause an increase in competition between actors within the framework of a limited population pool. In addition, the concentration of specialized care in four sectors, as proposed in the health policy report, will ultimately lead to an increase in the capacities of these centers and will consequently modify the flow of patients from these hospitals to the reference university hospital. 
  • In the coming years, budgetary pressure will be intense. On the one hand, the paying partners (states/insurers) will increase efforts to control costs. On the other hand, the number of insurers will continue to decline, increasing the bargaining power of the remaining groups. The revision of the NHS and the possible transition to a monist financing system will contribute to this pressure.
  • The hospital is highly dependent on human resources (3,500 employees on the regular budget in 2002 and 500 others on funds) in the context of a growing shortage of nursing staff and particular medical specialties (pediatrics, psychiatry, anesthesiology, for example ), in the USA, UK and most of the European countries. Hence, human resource management signifies a major strategic factor for the organization’s successful future.

Source: Berkman et al., (2000)

Porter’s Five Forces Analysis

Bargaining power of suppliers

The bargaining power of Hillingdon Hospital is moderate. Among significant factors, medical equipment and physicians are considered to be a supply for the healthcare institute. The hospital has set up its own information technology system. In addition, the hospital has a highly sophisticated Medicare system, and there is high competition among the suppliers, resulting in price reductions and a positive indicator for the hospital. A huge base of suppliers is associated with the supply of products to Hillingdon Hospital, which means it is easier for the facility to switch suppliers. Since the hospital purchases supplies in huge volumes, it tends to reduce the bargaining power of suppliers.

 

Bargaining power of consumers

For Hillingdon, the bargaining power of consumers is low since the hospital has a competitive edge over its customers. Primary consumers of Hillingdon Hospital services are patients. Presently, the hospital provides 45% of care to the region where it operates and 15% to the broader Hillingdon region. The hospital has diversified its healthcare facilities and established institutes or departments to deliver quality care to patients. The central message of the hospital, ‘Patient’s First,’ indicates that the employees and physicians at the Hillingdon Hospital relentlessly work to provide measurable quality services. The hospital has also created state-of-art technology for obtaining patient information and utilizing various applications for tracking patient-related data. The facilities of healthcare services are very important, and there is a huge consumer base for Hillingdon Hospital services; hence, buyers are left with limited choices, lowering consumers’ bargaining power.

 

Current rivalry

For Hillingdon, the competition is moderate. The reason is that the industry’s size is huge, and the hospital has been operative for many years. Barriers to entry are higher, and there are very few competitors in the market. The main competitors of the hospital are Royal United Hospital. Though many other healthcare facilities operating in the region tend to compete with Hillingdon, these rivals are less powerful. Hillingdon has spread operations over the industry and is the only acute and specialist service provider closest to Heathrow Airport for emergency treatment services. Hillingdon also provides these services in Mount Vernon Hospital in cooperation with the East & North Hertfordshire NHS Trust. Moreover, government regulations and legislation limit the competition level in the health industry; hence the intensity of existing rivalry could be higher.

 

Threat of substitutes

The primary substitute for Hilingdon is Royal United Hospital, which provides the same service level. The regions being covered and the number of physicians visiting the hospital is close to Hillingdon. Many other smaller health systems are operating in the region that is directly competing with Hillingdon. The threat of substitutes is low, and the hospital has the potential to expand its operations in other regions. Substitutes are performing low, and their service could be of better quality in comparison to Hillingdon Hospital. Additionally, there is a factor of higher costs to switch from the hospital and go for a substitute. Since Hillingdon Hospital offers high-quality service, the threat of substitutes is low.

 

The threat of new entrants

This threat is significantly low as the barriers to entry are incredibly high. No firm can easily enter the industry because of the highly sophisticated healthcare industry in the country. The cost of entering in the industry is very high, which means that entering the health industry is very difficult hence lowering the threat of new entrants.

Source: Pilzer (2002)

Ansoff Matrix

New Market

Market Development

Diversification

Existing Market

Market Penetration (Advertisement)

Product Development

As per the Ansoff model, Hillingdon Hospital is specialized in acute A&E services. The healthcare facility will soon introduce Mental Health services in the hospital. The hospital has hired several healthcare assistants trained and educated in Mental Health Nursing. When a patient in mental health care is admitted to the hospital, they can receive in-house care. The hospital will gradually introduce some clinics around mental health. Then after constant monitoring as well as rapport building, the hospital will expand operations to other specialties, i.e., Adult, child, Rehab, etc.

Key Stage of Strategy Formulation

Hillingdon HR management, from its People Strategy 2017-22, has based on six strategies that are grouped into two main axes: 

Axis of differentiation (What to do?): 

  1. Promote the hospital’s role to meet better the needs of the region’s population and the cantons. 
  2. Promote the creation of a limited number of poles to concentrate efforts in advanced medicine and ensure leadership at the country level in the selected fields. 

Axis of innovation (How to do it?): 

  1. Face the increased competition by strengthening the capacity for innovation through research and training. 
  2. Strengthen relationships with other players in the health system to better benefit from synergies. 
  3. Face the context of a shortage of professionals by improving human resource management to attract and retain the best professionals. 
  4. Rethink the approach used in the search for efficiency and ensure the financial balance of the institution.

To fulfill its care and research missions, the hospital will deploy the abovementioned strategies to allow the institution to differentiate itself and innovate. Differentiating yourself from the point of view of advanced medicine implies making choices and setting priorities, particularly regarding the lines of research pursued. It is also a question of innovating in the framework of patient care in order to stabilize, maintain, and even develop the population pool (Cady et al., 2011). 

Contribution of HR to Business Ethics in Hillingdon Hospital

It is necessary to consider that each actor, whatever his function in the hospital, medical or nursing staff, teacher, researcher, director of the establishment, supervisory authority, regulator, or financier, contributes to the system’s ethics. Hospital managers must therefore question the ethics of health management or how health management must be ethical. This question is all the more fundamental in the context of social crisis, financial tensions, economic demands, rising medical consumerism, suffering at work, and loss of meaning that the issue of health management is – like the subject of the action – the human: the users (patients, residents, children and adults with disabilities, vulnerable people) and professionals of the health system who contribute to health and medico-social care, training, research, and innovations (Cordeiro, 2003).

For the health manager, having ethical management means respecting principles:

  • Be at the service of its function and through it at the service of the population’s health in a territory, of its collaborators and staff.
  • Ethical management is that which gives meaning to each and which guarantees the ethics of the collective.
  • The one who embodies consistency and ensures cohesion.
  • The one who sets the rule and applies it by setting an example.

For example, suppose the establishment is in financial difficulty and engaged in a financial recovery plan. In that case, the ethical manager knows not to be anxiety-provoking or catastrophic and to give confidence to his employees and teams to overcome difficult situations and move closer to objectives.

In its action as in its decisions, it supports equity and justice. The good projects of the production without putting the pressure on the producers, that is to say, without pushing the effectors to make the activity to make the figure without being concerned with relevance, good use, adequacy between needs and means. He manages the transformations to be accomplished by respecting the people involved and their professional ethics while being attentive first to the human being in human resources (McKendall et al., 2002).

HR Role in Change Management

The Kurt Lewin Change Model

This is a very popular model for initiating change in the healthcare sector. The simplicity of those models is why it is widely implemented for leading a culture of change and a guide for its sustenance in the healthcare sector (Hussain & Ali, 2018). 

The Kurt Lewin Change Mode has three stages that address maintaining and retaining change in the healthcare institution. The Lewin model’s stages are:

  • Unfreeze: This involves determining the current behaviors and the need to change them. From the Hillingdon Hospital viewpoint, this can be specific to introducing a bar-code system for delivering medication to patients. Major components of this step include communicating with stakeholders, including administration, managers, and frontline nurses. By including frontline workers, there will develop a feeling of empowerment. This will help in overcoming their resistance to change as they will get a precise understanding of the importance of the change. Also, know how it will benefit both the hospital and the patients (Bozak, 2003).

  • Change stage: This is the period in which the actual change takes place. With the example of the bar-coding facility at Hillingdon, sustained efforts from different teams such as information technology, clinical information services, nurses, administrators, and others. Bozak (2003) states that the nursing staff should be actively involved in this process to develop a feeling of ownership of the project. Some aspects that need to be considered include the timeline, educational requirements, equipment reliability, organizational leadership and culture, and impact on workflow (Spetz, Burgess & Phibbs, 2012).

  • Refreezing: It is the final stage where the changed practice is refreezing and will lead towards a situation of evaluation and stability (Bozak, 2003). Continuous support on the part of the frontline workers and technology should continue until the applied change is considered as complete and all users are adaptive towards it.

 
 

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Read More:

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References

1- Archambault, E., Bouchard, MJ., Defourny, J., Gardin, L., Jany-Catrice, F., Laville, JL., Lévesque, B., Nyssens, M., Petrella, F., Pinaud, S ., Prouteau, L., Richez-Battesti, N., (2017), Social and solidarity economy, socioeconomics of the 3rd sector, Louvain-la-Neuve: De Boeck Supérieur.

2- Berkman, L. F., Glass, T., Brissette, I., & Seeman, T. E. (2000). From social integration to health: Hilingdon in the new millennium.Social Science and Medicine, 51,843e857.http://dx.doi.org/10.1016/S0277-9536(00)00065-4

3- Bozak, M., (2003). Using Lewin’s force field analysis in implementing a nursing information system. Computers, Informatics, Nursing, 21(2), pp.80-85.

4- Cady SH, Wheeler JV, DeWolf J, Brodke M. Mission, vision and values: what do they say. Organ Dev J 2011;29:63 – 79

5- Castro De La Cruz, G., Human resources management in social economy enterprises, Thesis, Faculty of economic, social, political and communication sciences, Catholic University of Louvain, 2017

6- Claudia Campos Andrade, Ann Sloan Devlin (2014) Stress reduction in the hospital room: Applying Ulrich’s theory ofsupportive design. Journal of Environmental Psychology 41, 125-134.

7- Cordeiro, W. P.: 2003, ÔThe Only Solution to the Decline in Business Ethics: Ethical ManagersÕ, Teaching Business Ethics 7, 265–277

8- Davis MA, Miles G, McDowell WC. Environmental scanning as a moderator ofstrategy–performance relationships: an empirical analysis of physical therapy facilities. Health services management research. 2008;21(2):81-92.

9- Davister, C., Henry, A., Marée, M., Mertens, S. and Rijpens, J. (2010), Management of Social Enterprises, Liège: Edi.pro.

10- Hussain, S. H., & Ali, M. (2018). Kurt Lewin’s change model: A critical review of the role of leadership and employee involvement in organizational change. Journal of Innovation & Knowledge, 3(3), 123-127.

11- Jacobzone S. (2003) Ageing and the Challenges of New Technologies: Can OECD Social and Healthcare Systems Provide for the Future?, Geneva Papers on Risk & Insurance – Issues &  Practice 28(2): 254-274.  URL:  http://www.blackwell-synergy.com/servlet/useragent?func=synergy&synergyAction=showTOC&journalCode=gene&volume=28&issue=&year=2003&part=null.

12- Lehman, K., (2008). Change management: magic or mayhem. Journal for Nurses in Staff Development, 24(4), 176-184.

13- McKendall, M., B. DeMarr and C. Jones-Rikkers: 2002, ÔEthical Compliance Programs and Corporate Illegality. Testing the Assumptions of the Corporate Sentencing GuidelinesÕ, Journal of Business Ethics 37, 367–383.

14- Pilzer,Paul Zane, 2002, ‘The Wellness Revolution”, John Wiley and Sons Inc, New York

15- Spetz, J., Burgess, J. F., & Phibbs, C. S. (2012). What determines successful implementation of inpatient information technology systems? The American Journal of Managed Care, 18(3), 157-162.

16- West DC, Ford J, Ibrahim EX. Strategic marketing: creating competitive advantage: Oxford University Press, USA; 2015.

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CIPD Profession Map | Human Resource Professionals

by Shamsul May 18, 2023

CIPD Profession Map | Human Resource Professionals

CIPD Profession Map

The Effective HR Professional

The CIPD HR profession map defines in detail what Human Resource (HR) professionals require to know, implement and deliver in the different stages of their careers. The CIPD profession map illustrates standards for HR professionals that explain the activities, knowledge, and behaviors required to succeed in the HR career (CIPD, 2019). Also note, the CIPD standards help define excellent HR practices, besides helping diagnose areas that need improvement to lead to success. The map helps in building HR capability and aids achievement recognition through professional qualifications and memberships.

The CIPD profession map is updated and reviewed regularly, incorporating information and knowledge from successful HR professionals from all over the globe to explain and define what HR professionals need to know and do at the different career stages to be successful at everyone. CIPD profession map, in short, offers a benchmark using which HR capabilities can be built on various levels, e.g., individual, function, team and organization (CIPD, 2019).

 

The Profession Map Was Developed on the Following Design Principles.

  • Describe what HR professionals need to do, and know within the professional area categorized under the four bands of professional competence.
  • Cover different behaviors and other technical elements required in the HR profession to achieve professional competence.
  • Organization of professional competence areas specifically and not job levels, structures or roles
  • Covers the entire Hr profession depth and breadth, encircling large to small organizations, from the most sophisticated of HR practice to the most fundamental one, from the global aspect to the local element, from consulting to corporate to the public sector to charity and from progressive parts to traditional ones (CIPD Profession Map, 2018).  
  • Versatile enough to be viewed as an entire whole or applied in parts, with the center resting on the core areas of the HR profession as the main source relevant to all others.

 

CIPD Range of Knowledge, Activities and Behaviors

The two professional areas explained in detail in this section are

Performance And Reward

Performance and Reward help create an organizational culture set as high achieving. This is done through the deliverance of reward programs that recognize key employees’ skills, capabilities, performance, experience, and behaviors and ensure that all offered reward systems are fair, cost-effective and relevant to what the market is offering elsewhere (CIPD, 2019a). The range of knowledge, activities, and behaviors of Performance and Reward at Band 1 is defined in Table 1. Below

 Source: CIPD (2019a)

Performance and reward systems significantly motivate employees to effectively and efficiently perform towards organizational goals. Malhotra et al. (2007) stress that rewards and performance appraisal systems are critical for building and maintaining commitment in organization employees, ensuring that a high level or standard of performance is achieved, along with workforce ability. Armstrong (2012) further adds that rewards and performance appraisal influence the workforce’s effectiveness by offering a means of achievement and recognition (Chandra et.al., 2018). For example, reward systems in the banking sector require a multifaceted approach. Not only are employees required to be empowered, but they need to be individually appraised, along with team recognition as well. In areas where teamwork is critical to success, rewarding an individual and the entire team to boost motivation and team spirit morale is essential.

 

Employee Engagement 

Employee engagement works towards strengthening employee connections with their work, colleagues and the overall organization. It helps contribute to more fulfilled employees with respect t their work, offering them as greater sources of contribution towards the management (CIPD, 2019a). The range of knowledge, activities, and behaviors of employee engagement at Band 1 is explained below in Table 2.

  

Employee Engagement – Band 1

  

Knowledge

 Source: CIPD (2019a)

Employee engagement is the most essential and critical to the success of any organization. Deci & Ryan (1985) conducted an influential study, presenting their findings by differentiating between two types of motivation, intrinsic and extrinsic. They concluded that autonomy, competence and other psychological relatedness, which all belong to the employee psychological, needs to motivate employees resulting in the initiation of behavior that leads to a feeling of well-being in individuals. Vandenabeele (2014) further explains that satisfaction is the core need directly related to employee dedication. Employees’ dedication and purposeful work make them realize that they are valuable and worthy to an organization, thus directly affecting employee satisfaction (Osborne & Hammoud, 2017).

An example of how meaningful employee engagement is can be understood because every top organization today practices employee empowerment. L’oreal is a company that manages an employee onboarding app, involving and engaging employees from the moment they join the organization, explaining how the organization works and taking in their input (Akseli, 2017). This is the level of employee engagement important for an organization.

 

How CIPD Profession Map Elements Aid HR Profession

The CIPD Profession map elements help define the principles to be followed in each defined professional area spread over different professional competence levels. The professional map elements also define the challenges faced in the transition phase from one competence level to another and how different contributions lead to success in the progression. The elements are targeted toward defining how professional competence can be achieved rather than how certain roles, job levels or structures are to be handled. The elements cover all sizes of organizations and practices ranging from the most basic to the most sophisticated level. The CIPD defines in detail the benchmark of HR services in the defined 8 professional areas, also stating the behaviors essential to carry out the functions and activities at all levels of competence (CIPD Profession Map, 2018a). 

Activity 2 – Group Dynamics and Conflict Resolution | CIPD

Group Dynamics 

Tuckman Team Model

Bruce Tuckman proposed Tuckman’s stages of Group Development in 1965, describing four stages a team passes over time. A fifth stage was added later. These stages included

  1. Forming
  2. Storming
  3. Norming
  4. Performing
  5. Adjourning

McCahan, et.al. (2015) defines the Tuckman stages of group development as proceeding from the organizing stage to producing. The stages of the model appear linear; however, teams can also move backward on the model, depending upon the team’s communication strategies and influence. Another finding of the model stated by McCahan, et.al. (2015) is that a team may also be at a standstill on a stage and never realize its optimal potential at all.

The Tuckman model stages include

1- Forming

In this stage, the team’s ground rules are decided upon, while the team acquaints with each other. Members at this point are still strangers to one another ad formalities are practiced.

2- Storming

At this stage, the communication process initiates and feelings are exchanged; however, members still consider themselves individuals and not part of a team. Here resistance against group leadership is experienced and hostility is shown.

3- Norming

At this stage, team members start considering themselves as members of the team and realize the truth that they can only achieve objectives if they work as a team and respect and listen to the views of others.

4- Performing

In this stage, an atmosphere of trust and openness is established between members and flexibility towards each other is observed. Hierarchy is not important and everyone participates equally.

 

5- Adjourning

An annual performance assessment is done by the team where contributions of different members are recognized and a transition plan is implemented.

For example, a team performs front and back-office activities in retail banking. However, this kind of team is only adjourned once a team member exits the job. Retail banking services run or thrive on teamwork on both sides of the desk, as customer service is vital which is possible only when all team members work together. When a new bank branch is set up, a new team is formed with varying experiences and knowledge; thus the first stage of the Tuckman model is initiated. After some time passes and the team members get to know each other, the second stage starts, where people start to communicate with each other and everyone knows about the weaknesses and strengths of each other.

A bank branch that thrives in offering excellent retail banking services is an example of a team at stage three of the Tuckman model, where everyone is aware of their role and understands the importance of teamwork. The fourth stage of the model is an example of thriving bank branch services, where all activities are efficiently and effectively performed and everyone performs to their optimum capacity. Though a certain level of the hierarchy is present, however, everyone works in their areas independently. As mentioned before adjourning in this team is only when a team member is either transferred to another branch or leaves the job.

 

Conflict Management | CIPD

The two theories of conflict management discussed here include the TKI (Thimas-Kilmann) model and the H.E.A.T. model.

The TKI model explains two dimensions: the X axis is concerned with what we want as conflict responses and the Y axis is concerned with what others want as conflict responses. The X-axis is termed as assertiveness and the y-axis is termed as cooperativeness. The five options for handling conflict include

  1. Competing
  2. Accommodating
  3. Avoiding
  4. Compromising
  5. Collaborating

According to the TKI model, one of the five approaches can be taken if a conflict arises between customers and the bank’s department. For example, suppose a customer is satisfied with the services offered by the bank. In that case, the management can either adopt competing options or be completely uncooperative in defending the procedures being followed. The management can also avoid the issue altogether or postpone the decision on the issue and end the conflict. Another conflict-resolving option is to compromise and find a solution to the problem that offers something to both parties.

The extreme opposite conflict-resolving option compared to the first two is the accommodating and collaborating options. In the accommodating option, management can take a fully cooperative approach, respect the customer’s complaint, and agree that their views are correct and that things must change. Similarly, in the collaborating option, the bank management can devise an innovative solution to the problem and ensure the customer will not continue and handle the customer in a way that accommodates them instantly taking all traces of conflict away (Kilmann Diagnostics, 2019).

The same issue can be solved using the H.E.A.T. model. The H.E.A.T. model slowly focuses on resolving issues considering the feeling of others. The H.E.A.T. model refers to

  • Hear them out
  • Empathize genuinely with the situation
  • Ask for more details
  • Take action (CIPD, 2015).

Considering the same situation, the angry client’s H and E version demands understanding their query and assuring that wrong has been done and reasonable actions will be taken. The A and T version of the client is more settled, where more details are acquired about the issue and relevant solutions are thought of before taking action. It is important to avoid over-commit and offer a solution that can be implemented and resolve the conflict as well, with a happy customer leaving the bank.

 

Activity 3 – Project Management | CIPD

Task 3.1 – Application of Project Management Techniques

While serving in the retail banking sector, I was a team member responsible for project management of launching an app that diverted branch traffic of customers requiring account opening or other such services. The app was also directed towards appointment scheduling so that customers reach the designated individuals without wasting time, thus allowing the branch o focus on other activities. My role was to gather diagnostics of what activities commonly took place in the retail department. It could be done online, followed by a later project evaluation analysis of how much of the set target was achieved from the project.

SMART Project Management Techniques

We followed the project by setting up SMART objectives where

  1. Specific goals were set (diverting customers seeking basic retail banking services online and offering appointment scheduling services)
  2. Measurable goals were set by diverting an estimated 30% of branch customers’ shift to online apps for essential services.
  3. Achievable targets were set up within a year and we decided to achieve the first milestone of 30% basic services customer diversion.
  4. Relevant objectives were set up as the same was being done worldwide successfully and offered the full potential of success.
  5. Time-bound objectives were set up as the time for results was set for a year. The app launch was required to be done in a time period of three months only to start working on results.

Monitoring and Evaluation Of Project 

Another project management technique used in later stages was monitoring and evaluation. The monitoring process was done by offering promotions on the use of online apps for basic retail banking services and evaluating how much traffic was being diverted and how many people actually used the online app and for what services. Also, a section of comments was initiated to get customers’ feedback on any additions they would like to the new virtual services. Also, an evaluation of cost was being done simultaneously to judge how cost-effective the online app banking service was or could be.

Task – 3.2 – Problem-Solving Techniques | CIPD

During the project, there needed to be more clarity on what services should be covered by the online app and what should remain under the direct branch services. This conflict was a major one as the bank needed to consider what services other competitors planned to impart through their online services. Also, there was a need to ensure that online service would not in any way negatively affect the retail banking business. To resolve this issue, Porter’s 5 forces model was analyzed, where competitive rivalry was analyzed to check what the competitors were doing or planning to offer.

In terms of suppliers’ banks deals with customers who make deposits, take loan and mortgages, and offer baked mortgaged securities and loans from other financial institutions. With a strong market, the supplier power was generally good for the bank. In terms of buyer power, since individuals alone were not a threat; however, the service was being designed to facilitate them so that they consider it an easy option instead of traveling to the branch for essential services.

The most prominent substitute threat banks face comes not from other banks but from other nonfinancial institutions such as Fintechs. Since these services are already mainly being operated online, there was a need for banks to rise to the situation and offer similar ease to customers. Also, since the banking industry is already highly competitive, there was a need to select the right services that would enhance customer interaction and only lessen traffic from branches. Considering these factors and analyzing competitor actions allowed us to decide on which services should be offered via online apps, as Porter’s 5 forces analysis offered insight into the internal and external capabilities of the bank.

 

Application of Techniques

Influencing – During the online app introduction project, My min influencing power, as defined by Cialdini’s 6 principles of Influence, was to highlight how a service was scarce and not yet offered by competitors, making it rare ad an excellent option to boost sales and services.

Persuading – during the online app launch project, through collecting and compiling diagnostic data, I persuaded other team members on which services could be offered online and which would possibly offer positive results. I applied the rational model of persuasion, which states that based on information, we can persuade others to change their mind and thoughts.

Negotiation – Following the RADPAC model of negotiation, whenever I reach a point of conflict with any of my team members, I resort to the model, initially understanding wholly what the issue is (Rapport), debating on the issue, presenting my points and hearing out other as well (Debate & Propose), and finally reach a common co0nsensus before deciding on a mutually agreed situation (Agreement & Close).

Activity 4 – Continuing Professional Development | CIPD

 Self Assessment 

After a detailed self-assessment of personal capabilities in the areas of employee engagement, I found that areas, where I require focusing on or enhancing my performance, include:

  1. employee inclusion
  2. Team development 
  3. Communication

Though I do not feel uneasy talking to employees from diverse backgrounds, I cannot reach the level where they can open up to me. I require more training and experience in employee inclusion, as only inclusive employees are engaged employees and serve to their maximum potential. 

Team development is another area where I can use more help, as I need to focus more on dividing responsibilities, overviewing performance and a little help in conflict management would benefit my skills a lot. 

Communication is a vital area of all HR activities and I feel I can do much better in the area of communication and with a little more help and experience, I can better handle many situations, which can result in conflicts owed to inappropriate communication techniques being used or lack of proper communication altogether. 

 
 

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High Level Human Resource Management is Essential for Success

by Shamsul May 18, 2023

High Level Human Resource Management is Essential for Success

From small businesses to large groups, whatever the size of your business, Human Resource Management is an essential function in the success and development of your organization. It represents a driving force in implementing and managing its overall strategy to remain efficient and achieve its objectives.

1- Who are HR Theorists?

2- Differences Between Strategic Human Resource and Human Resource Management

3- Compare Two Differences Between Human Resource Management And Personnel Management

4- How HRM Manager Performs Key Functions To Improve Organizational Culture

5- How Improvement In Team Engagement Enhances Organizational Performance

6- HRM Plan – Marketing Manager

7- HRM System

What exactly does human resource management cover? What is its role, and what fields of action characterize it? This article sheds light on this pivotal function in the company’s success and reviews the main activities of an HR department.

 

Definition of Human Resource Management


Human resources management (HRM) corresponds to all the systems put in place to organize, use wisely and develop human resources, that is to say, the individuals who work within an organization.

While the administrative management of personnel only focuses on purely administrative aspects, HRM is more global. It is committed to managing and administering everything related to the company’s personnel, all trades and statuses combined.

This personnel management also includes the dimensions of listening, support, and advice essential for managing women and men.

Today, faced with the growing number of tasks incumbent on HR, their processes require more and more automation. This is why human resources managers are increasingly turning to specialized software.

Human Resource Management | HR Theorists

Elton Mayo

Elton Mayo transformed the management theory and offered a base for modern human relations management methods. He is known for the famous Hawthorne experiments he conducted, in which he observed the productivity levels of employees under various different environmental conditions. Elton Mayo’s findings suggested that humans or employees are motivated more by relational factors such as camaraderie and attention instead of mere monetary rewards or environmental factors of humidity, lighting, etc. (Wood & Wood, 2004)

 

Abraham Maslow

Abraham Maslow presented his HR theory in 1943. By presenting the hierarchy of needs in which he stated that humans are motivated by 5 basic needs that he tiered in the form of a pyramid. The pyramid’s base was the fundamental physiological needs (Food, clothing, shelter, etc.), followed by safety needs (employment, property, etc.). The following motivational need was love and belonging (friendship, family, etc.), followed by self-esteem (sense of achievement, respect by others, etc.), and finally self-actualization (creativity, morality, serving mankind in different ways). According to Abraham Maslow, the first need will be the most basic, completion of which will lead to the next need until the last need of self-actualization is reached (McGuire, 2012).

2- Differences Between Strategic Human Resource and Human Resource Management

Workplace Culture

1- Reactive Versus Proactive

Regarding workplace culture, Strategic Human Resources and Human Resource Management differ based on their action approach. While human resource management activities are often considered reactive, strategic human resource management activities are proactive.

Human resource management takes actions only when they are required or necessary. However, in comparison, strategic human resources beforehand work towards handling any potential HR-related issues that may arise in the future.

 

2- Organization Versus Individual

Human resource management activities concern individual employees. They focus on an individual employee’s development, considering the employee’s growth at a time (Mello, 2010).

Strategic human resource management focuses on the organization. They consider decisions that impact an organization’s entire workforce, creating a conducive workplace environment that collectively enhances employee performance (Mello, 2010).

3- Compare Two Differences Between Human Resource Management And Personnel Management

Workplace Culture

1- Treating Humans As Tools Versus Assets

In personnel management, an organization’s workplace culture treats humans as mere tools to be utilized for the better of an organization. Personnel management manipulates employee behavior according to the organization’s core competencies. Personnel management is concerned with the benefits that can be derived from an employee, and an employee himself is of no value. Human Resource Management considers employees as assets of an organization. HRM deals with employees in a manner that promotes goals mutually enhancing both an employee’s economic performance and human resource development (Koster, 2007).

 

2- Evaluating Employees On Job Versus Performance

Personnel management evaluates employees based on their job description. It considers how well an employee contributes based on the job description without considering the individual performance and merits of an employee. Owing to this limited focus on personnel management, the results of such evaluation are limited to determining wage policy only (Koster, 2007).

 Human resource management considers the personal performance of an employee, considering an employee’s comparative merits. This allows the HR department to make further decisions related to promotion and transfers, offering a broader scope to employ the workforce efficiently in an organization (Koster, 2007).

 

4- How HRM Manager Performs Key Functions To Improve Organizational Culture

Recruitment

Organizational culture is of immense importance for any organization that should be reflected through every function carried out in an organization. Managers enhance workplace culture by focusing on how well a new candidate can adjust to the organizational culture instead of focusing on the individual’s background. Through placing an efficient recruiting system, the ability of a new candidate to fit into the organization easily. It helps in the long run. It is also important to know that any employee that does not fit in the right with the organizational culture is hard to retain, resulting in turnovers (Simplicant, 2018).  

Technology-based company managers, at times, focus more on individuals that carry a combination of skills required for the job and the ability to adjust to the organization’s culture. Managers believe skills can be taught and polished; however, an individual that fails to fit into the organizational culture will ultimately cost more to the organization in the form of turnovers (Simplicant, 2018). An individual who is skilled but unable to adjust in the organization ultimately quits the job.

 

Training & Development

HR managers, in order to enhance organizational culture, introduce different ways of training. It enhances employee skills and ensures that, based on individual needs, every employee has what he or she requires in terms of development. It also promotes a sense of teamwork, with every individual contributing in their own unique ways. In a technology-based company, when an employee completes his training properly for a job, he or she requires lesser supervision. It proves to be more efficient, less errors and has new potential. Which contributes to the positive culture of an organization (Koslowski & Salas, 2009)

 

Employee Relations

Poor relations with employees or subordinates are the biggest disrupter of organizational culture. 

Any organization works as a family, where every person contributes in their own unique way. However, relationship building is essential in any firm in technology-based companies, where innovation takes place in the form of teamwork. Managers require building sound relations with employees based on empathy and understanding, as the more satisfied an employee is with a manager, the better the workplace environment and the organizational culture and, ultimately the performance of the firm (Belasan, 2007).

 

Compensation

Compensation attracts, retains, and motivates employees. Thus, in order to attract employees that embrace the culture of a particular organization, it needs that the compensation and benefits offered to employees are in compliance with the values the organizational culture offsets. This will include the work-life balance that is in practice in an organization. For example, suppose a manager wants to promote a culture where he wants to empower employees. In that case, he or she will introduce flexible timing, flexible work arrangement, or time off jobs for employees with respective compensation packages that will lend out the culture of the organization by offering freedom and empowerment of its employees (Flannery, Hofrichter, & Platten, 2002).

 

5- How Improvement In Team Engagement Enhances Organizational Performance

It is indisputable that a high level of employee or team engagement results in high business performance in the form of increased productivity, profitability, customer metrics, employee retention, and levels of safety as well. Team engagement is the collective amalgamation of company performance and employee potential (Imperatori, 2017).

Considering the case of a technology-based company, where often team-based project management and team engagement offers the most significant benefits. Here, communicating the clear goals of the project or organization and stating the expectations with employees helps strengthen team engagement, which ultimately results in enhanced productivity and motivated employees.

Team engagement offers excellence in performance which results in the end product. Resulting in satisfaction and loyalty of customers, operational efficiency enhanced productivity and profitability, and low turnover of employees (Imperatori, 2017).

6- HRM Plan – Marketing Manager

Training and Development Plan

1- Assessing basic or compliance needs and job-specific needs. Assessing the performance of employees based on the required skill set for the job and personal development, assessing the performance of employees based on organizational culture, and employee competency. This includes checking on the ability to develop strategies, use successful marketing campaigns and their implementation, level of creativity and experimentation, ability to produce valuable marketing content, ability to handle strategic relationships with partners and key strategic players, leadership quality, ability to measure and report market results, etc.

2- Assessing general development of employee needs. Considering aspects where employee shows room for improvement.

3- Assessing management and leadership needs.

4- Deciding on the best mode of training for the employee, including a decision on whether to impart onsite or offsite training and deciding on the right time and manner to impart training (SSA Training, 2018).

 

Remuneration Plan

1- Considering employees’ skill sets and talent based on factors such as education, skills, experience, etc.Considering soft skills such as communication, team maintenance, leadership, etc. Considering employees’ output and efficiency level (HR Council.ca, 2018).

2- Based on the above considerations decision on remuneration packages and retirement plans are available keeping in mind standard market remuneration as well (HR Council.ca, 2018).

 

Labour Relations Plan

1- Setting up a proper mechanism to report any grievances on employment matters, including wages, workplace relationships, etc

2- Setting up an employee welfare program allowing annual holidays and healthcare services.

3- Freedom to union practices as long as they comply with the rules of the organization (Management Study Guide, 2018).

 

Safety, Health, And Welfare Plan

1- Ensuring the safety of the workplace by carrying out a comprehensive safety program

2- Immediate health facilities are available on-premises, and extended healthcare facilities are available in a majority of hospitals for employees.

3- Responsibility of immediate supervisor and on-board health officer to deal with any emergency health issues.

4- Rent facilities for employees after certain job levels.

5- Office conveyance is available to employees until serving the organization (Management Study Guide, 2018). 

7- HRM System | Human Resource Management

HRM system or HRMS is the combination of different processes and systems that attach IT and human resource management in the form of HR software. HRMS is directed toward revolutionizing a corporate workplace.

HRMS automates time-consuming tasks, freeing up organizations’ resources to focus on more strategic aspects such as retention, culture embedding, and other areas that greatly impact the organization.

 

Advantages and Disadvantages of HRM System

Advantages

1- Time efficient – HRMS highly automates functions that were otherwise being repetitively done. All information related to employees and their tasks can be into the system once and used whenever required.

2- Integration of data – HRM is more integrated as interdepartmental data is available easily to make strategic decisions making reporting and analysis easier than before.

3- Accuracy of data – Errors remain minute.

4- Ability to schedule automatic reminders of processes – performance appraisal, benefits and other cyclic procedures are active automatically (Mukherjee, 2012).

 
Disadvantages

1- Security – Security is the biggest issue, as unauthorized access can leak sensitive and confidential data.

2- High Cost – Managing HRMS offers a cost factor for the organization as it also carries acquisition costs and other maintenance costs.

3- Staffing – HRMS requires experienced IT specialists to manage the system (Mukherjee, 2012).

 
 

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RIGHT SET OF HRM ACTIVITIES ALLOW ORGANIZATIONS TO ACHIEVE GOALS

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References

Belasan, A. T. (2007). The Theory And Practice Of Corporate Communication: A Competing Values Perspective. Los Angeles (LA):Sage Publications.

Flannery, T. P., Hofrichter, D. A., & Platten, P. E. v(2002) People, Performance, & Pay: Dynamic Compensation For Changing Organizations. New York (NY): The Free Press.

HR Council.ca. (2018). HR Planning. [online] retrieved from http://hrcouncil.ca/hr-toolkit/planning-compensation.cfm

Imperatori, B. (2017). Engagement And Disengagement At Work: Drivers And Organizational Practices To Sustain Employee Passion And Performance. Milan, Italy:Springer.

Koster, M. (2007). Human Resource Management Versus Personnel Management. Norderstedt, Germany: Grin Verlag.

Kozlowski, S. W. J., & Salas, E. (eds). (2009). Learning, Training, And Development In Organizations. New York (NY):Routledge.

Management Study Guide. (2018). What Is Human Resource Planning? [online] Retrieved from https://www.managementstudyguide.com/human-resource-planning.htm

McGuire, K. J. (2012) Maslow’s Hierarchy Of Needs. An Introduction. Seminar Paper. Retrieved from https://books.google.com.pk/books?id=_qw6LvpknKkC&printsec=frontcover&dq=HR+theory+of+Abraham+Maslow&hl=en&sa=X&ved=0ahUKEwiUveyGoJzaAhUEjCwKHQgtCOIQ6AEIKzAB#v=onepage&q=HR%20theory%20of%20Abraham%20Maslow&f=false

Mello, J. A. (2014). Strategic Human Resource Management. (4th Ed). USA: Cengage Learning.

Mukherjee, J. (2012). Designing Human resource Management Systems: A Leader’s Guide. New Delhi:Sage Publications.

Simplicant. (2018) 7 Ways Organizational Culture Affects Hiring. [online] Retrieved from https://www.simplicant.com/best-practices-and-tips/7-ways-organizational-culture-affects-hiring/

SSA Training. (2018) What Really Matters … Training mAterials. [online] Retrieved from http://www.wrmtraining.com/wrm/index.php?option=com_content&view=article&id=82&Itemid=92

Wood, J. C., & Wood, M. C. (eds) (2004). George Elton Mayo: Critical Evaluations In Business And Management. (Volume 1). New York (NY): Routledge.

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HR Practices Implemented at Marks and Spencer

by Shamsul May 8, 2023

HR Practices Implemented at Marks and Spencer

Introduction

The report discusses the present organizational structure and Human Resource practices implemented at Marks and Spencer. Owed to the company’s current business objectives, a lot of structural changes have been done in the organization, along with altering several HR practices as well. The report discusses how these structural changes have affected the organization and its daily operations.

The prime point of the report is on the Human Resource related changes that have brought about a change in Marks and Spencer’s organizational structure, along with discussing in detail how these practices have aided or hampered the organization’s current working.

 

Marks and Spencer Organizational Structure

The current organizational structure being practiced in Marks and Spencer is the flatter type of organization, where fewer layers of hierarchy are present, and a two-way communication system is followed, holding almost every employee responsible for undertaking their responsibilities by taking related decisions whenever and wherever needed (Morgan, 2015).

This new organizational structure is the most practical, logical, and scalable option for large organizations as it can deal with the rapidly changing market environment and accordingly make instant decisions to manage competitive advantage over competitors (Harris & Raviv, 2000).

Marks and Spencer’s previous traditional organizational structure was not able to deliver the swift actions required to maintain market competitiveness. Decisions to be taken took a lot of time to be initiated, as they had to follow the entire hierarchy to reach the top and back again by the time the initial decision would, at times, become obsolete altogether. In today’s dynamic markets, the need for instant decisions to be taken is significant, and the best structure that can facilitate this requirement is the flatter organizational structure which facilitates instant decisions to be taken at every level, thus aiding in maintaining competitiveness.

 

Corporate Culture at Marks and Spencer

As per Charles’s handy model of organizational culture, Marks and Spencer follow a role culture where every employee is given a role or responsibility in accordance with his or her qualifications and abilities, and in accordance with that, they are required to perform their role in their best capacity (Trowler, 2008). In this culture, the person assigned a job is usually responsible. For taking all related decisions to deliver the best possible results, likewise is also accountable for all the decisions and outcomes (MSG, 2017).

In Marks and Spencer, every individual is assigned a particular job or role in the organization, which he himself is responsible for undertaking to ensure the best possible outcomes. All related decision to an assigned role is the power vested in every individual. However, they are responsible for the decision taken and are required to take full ownership of the role assigned to him or her (Burnes, 2004). Like in this organizational culture everywhere, even in Marks and Spencer, an individual has power determined by the amount of responsibility he or she is bestowed upon by the organization’s work culture (Liao, 2005).

 

Management Style In Marks And Spencer

Among the three widely practiced management styles of autocratic, Laissez Faire and Democratic, Marks and Spencer is a clear case of the Democratic management style being practiced in the organization.

The reason Marks and Spencer employ the democratic management style is that it advocates creativity and allows full participation from every part of the organization, which is exceptionally healthy in case the organization requires incorporating innovation or new creative ideas in its daily work processes. Since everyone is given the liberty to make decisions in their own spheres, a lot of fresh thought and ideas are put in to derive better results, which is the just requirement of today’s rapidly changing, dynamic environments. In such a system, every possible improvement option is checked out, and staying up to date and in line with the current business trends and competitors are one significant factor of this management style (Buttner, 2001).

Another reason why this management style suits Marks and Spencer’s objectives is that it offers the required flexibility that offers the ability to adapt to changing environments swiftly and adjust organizational goals and practices in accordance with the need of time (Cherry, 2016).

 

Performance Management In Marks and Spencer

In Marks and Spencer, every employee undergoes a performance review or appraisal every six months, which defines how successful or unsuccessful he or she has been in delivering in the assigned role. This is one effective way of determining whether a person is capable of handling the vested responsibilities and whether any training and development activities are essential to bring out the best in an individual (Radin, 2006).

In the democratic management system followed by Marks and Spencer, this is an essential function as it is the exclusive way to assess how every individual in the organization performs. Since everyone is given the authority to make decisions on their own as they see fit, this is one way to make them accountable for their actions (Lin & Lee, 2011).

 

Training and Development In Marks and Spencer

Training and development is also an integral part of the Marks and Spencer organization as after every performance review of individuals where discussions with line managers and immediate bosses are made, the need for training and development is also assessed, as no individual is complete in their talent and will always require extra help to bring out the best in them (Swart, et.al., 2012).

This function guarantees that every individual performs to their maximum capacity and serves the organization to their best possible efforts. Through these management procedures, Marks and Spencer ensure its legacy of ruling the markets, which it has for decades.

 

Conclusion

Seeing the need of the changing times, Marks and Spencer decided to change its organizational structure from a rigid traditional model with a strict hierarchy to a more democratic, lesser hierarchy, and more role-oriented empowered management style. Every employee is held responsible for their activities and decisions, and a regular bi-annual performance review ascertains that everything is going according to the best possible efforts that can be put in. Lacking areas are centered on training and development activities, completing the entire democratic management structure that allows the company the flexibility and swiftness to respond instantly to the ever-changing market environments.

 
 

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References

Burnes B. (2004) Managing Change: A Strategic Approach to Organisational Dynamics, 3d ed. London:Prentice Hall.

Buttner, E. H. (2001) Examining “Female Entrepreneurs” Management Styles: An Analysis Using A Relational Frame. Journal of Business Ethics. 29, pp. 253-269.

Cherry, K. (2016) What Is democratic Leadership? (online) Available at https://www.verywell.com/what-is-democratic-leadership-2795315 [Accessed: 28 March, 2016].

Harris, M., & Raviv, A. (2000) Organizational design. (online) Available at  http://faculty.chicagobooth.edu/finance/papers/orgdsign.pdf [Accessed: 27 March, 2017].

Liao Y. (2005) Business Strategy And Performance: The Role Of Human Resource Management Control. Personnel Review. 34(3), pp. 294-309.

Lin, J. S., & Lee, P. Y. (2011) Performance Management in Public Organizations: A Complexity Perspective. International Public Management review. 12(2), pp. 81-96.

Morgan, J. (2015) The 5 Types Of organizational Structures: Part 2, flatter Organizations. (online) Available at https://www.forbes.com/sites/jacobmorgan/2015/07/08/the-5-types-of-organizational-structures-part-2-flatter-organizations/#2523891f6dac [Accessed: 27 March, 2017].

MSG. (2017) Charles Handy Model of Organization Culture. (online) Available at http://www.managementstudyguide.com/charles-handy-model.htm [Accessed: 28 March, 2017].

Radin, B. A. (2006) Challenging The Performance Movement: Accountability, Complexity, and Democratic Values.  Washington DC:Georgetown University Press.

Swart, J., Mann, C., Brown, S., & Price, A. (2012) Human Resource Development. Great Britain: Routledge.

Trowler, P. (2008) Cultures and Change in Higher Education: Theories and Practices. Hampshire: Palgrave Macmillan.

May 8, 2023 0 comment
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Happiness
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15 Good Character Traits Important for Happiness

by Shamsul November 2, 2022

15 Good Character Traits Important for Happiness

 
 

When we meet someone for the first time, we assume his personality on the basis of his good character traits. There are so many good character traits, such as simplicity, politeness, optimism, fairness, forgiveness, and the list goes on. These traits were carved about Abraham Lincoln, the sixteenth President of the US. He was known for his honesty and integrity. He was the emblem of several good character attributes. He abolished slavery and worked for his people by using his traits.

 

What are Good Character Traits?

As we discussed above, there are plenty of good character traits such as courage, loyalty, fortitude, integrity, etc. These attributes are necessary for showing good behavior. When someone does something on the basis of his or her traits, it will produce fruitful results because he is doing morally right. These traits define your behavior, and people will treat you based on your traits. He or she expresses his attributes through actions or words.

 

Why is Good Character Essential?

A good character shows one’s identity and behavior. The foundation of a positive society is based on people’s good character traits. It is important to develop good character traits. With these attributes, you can excel in anything. In this chaotic world, you should show good character traits to form a healthy and united society. Good characters build confidence, trust and self-respect. It can help you in everyday life and you can take important decisions with the help of good character traits. When you value your integrity and honesty, you can produce positive results. How to develop good character traits? What are the major good character traits? You can get the answers in this post. So, keep reading!

 

1- Integrity

Your integrity is one of the most important personal traits. They exhibit your core values and principles. You can consider them as your guide to spending your life. If your integrity is strong, you can easily maintain good character traits.

 

2- Honesty

The most important trait in your life is your honesty. If you want to become a good person, then you must develop this trait into your character. You have to be straightforward in your dealings, thoughts, and interactions. To develop this personal trait, you need to develop authenticity and self-honesty.

 

3- Ambitiousness

In order to achieve your goals and objectives, you should develop this trait. Whether you want to earn money, establish a business, or master in any career, you have to be ambitious. The reason behind is that it gives you the desired motivation to achieve your goals. However, it is crucial to develop ambitiousness in a positive sense.

 

4- Encouraging

You can motivate people when you have encouraging traits. Through this trait, you can offer strength, help, and hope to others. You can literally increase anyone’s confidence through this trait. When you have this trait, you can understand people more vigilantly and can offer help. Your encouraging and supportive nature will force everyone to love you.

 

5- Loyalty

Loyalty is one of the most important traits that you show to your loved ones and relatives. You can only establish a faithful connection with others when you show some loyalty. With this good character trait, you can make strong bonds with your loved ones, employers, friends, and community.

 

6- Respectfulness

When you give respect to everyone, they will love you more. You should treat everyone with kindness, civility, and dignity. When you give respect to your loved ones and friends, your relationships become unbreakable.

 

7- Courageousness

You have to keep courage in every matter of life. When you show some courage, you present yourself as a man. You can fulfill your commitments with the help of the right plan or decision, but it takes some courage of course.

 

8- Generosity

When you give someone your time, emotions, energy, or words without expecting anything in return, this is called generosity, and is one of the biggest good character traits.

 

9- Forgiving

If you have the ability to forgive anyone no matter how big his mistake was, you have one of the biggest personal character traits. It is a fact that we as a human have so many flaws. So, when you forgive someone, you show your good character. This attribute is the manifestation of commitment and courage.

 

10- Thoroughness

When you are straightforward in your dealings and actions, you put more effort in your work and dealings to achieve the desired results. You can easily complete your commitments when you are through. This ability is essential if you want to transform yourself into a good human being.

 

11- Considerate

The real meaning of being considerate is to show politeness and respectfulness. You show love and care in your dealings to others. In short, you adjust your behavior according to the situation.

 

12- Responsibility

You have to show your 100 percent responsibility in every matter. When you fulfill your responsibilities, people will love you more and will consider you as a responsible person. It is an important character trait.

 

13- Optimism

You have to be optimistic because it can help you achieve more. When you show optimism in your approach, you can win hearts of people. It is an important personal character trait that you can develop easily.

 

14- Lovingness

It is one of the most crucial personal character traits that every human being should develop. When you love your family, friends, and colleagues, you can easily establish a strong bond with them. With some love, you can achieve your desired goals and objectives.

 

15- Politeness

Your good manners and positive behavior is the biggest good character trait. Your etiquette and politeness is the thing that can do magic for you. You can win the trust of people with your politeness and positive attitude. When you encounter with people politely, they will definitely like and love to encounter with you again. You can fortify your relationships with people when you learn this particular skill.

 
 

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