CASE STUDY – HALFORDS 1) Consider whether Halfords’ HR objectives are SMART? SMART targets need to be ‘specific’, ‘measurable’, ‘agreed’, ‘realistic’ and ‘time-bound’. This allows for targets to appropriately suit the business and help it to work at maximum standards. ‘Ensure that employees have market-leading knowledge of a wide choice of products.’ This target can be seen at a glance to be unmeasurable due to the absence of qualitative measures or even anything to compare the employee’s knowledge to. This is very much a negative towards Halfords as it won’t become apparent when a target has been reached, subsequently leading to no gratification to employees which can cause demotivation. However, this negative of the first target can be …show more content…
Knowledge is also an external factor as it is needed to be competitive. Financial constraints have definitely not been a factor in deciding the HR targets and so even though both internal and external influences have been used, external influences become more apparent when analysing the HR objectives of Halfords. 3) In achieving its HR objectives, assess whether Halfords’ HR strategy is likely to have been hard or soft, and why the particular strategy is likely to have been selected. A hard HR strategy treats employees as a resource, just like any other resource, to be monitored and used in an efficient manner in order to achieve the strategic objectives of the organisation; a soft HR strategy views employees as valuable assets, a major source of competitive advantage and of vital importance in achieving strategic objectives. When looking at the first objective; ‘ensure that employees have market-leading knowledge of a wide choice of products,’ does initially portray them as a voice of the product; describing every detail and making it seem advantageous over other competitors. This can be added to further when looking at the new 750 specialists capable of hardwired technology fitting, 2000 trained to fit child seats, 1500 trained to deliver satellite navigation systems and 800 fully trained bicycle mechanics. Employing these new individuals can be seen as a
Human resource departments today have a more distinct, calculated position within organizations, and human resource strategy influences the bottom line. “One of the challenges for HR leaders is convincing executive leadership teams that human capital is one of the most important resources in which the company can invest” (Mayhew, 2014, p.). Subsequently, “this return on investment is an essential part of the argument for including HR as part of an overall business strategy” (Mayhew, 2014, p.). Human resource departments utilize the information given to them from company executives and leaders, coupled with their respective expertise on all things personnel, and they plan and implement staffing concerns for the betterment of the organization. From preparing job analysis, to comparing inventory and forecasting, it is the responsibility of human resources to consider the objectives of an organization and fulfill those goals while operating the specific planning relative to HR.
Human Resource plays a key role in designing the performance management framework. Human Resource role is manifold and each of these roles well played can be highly beneficial to the organization. However, as it is now, the people in the department do not seem up to par. In the article, "Why We Hate HR," written by Keith H. Hammond, the author portrayed a negative stance on the department. He listed four reasons describing what is wrong with the Human Resource people. Based on those four main criticisms, three individual interviews were conducted to see either Hammond’s point of view is agreeable or not. The interviewees also have given their personal experiences and opinions when comparing their
3. Why is it important for HR management to transform from being primarily administrative and operational to becoming a more strategic contributor?
1. Following Sportsman’s shift in competitive strategy, what are some considerations for the company’s human resource management practices?
The internal factors to be considered when planning the human resource requirements for an organisation are the internal planning force, demands for products/services, technological change, skill requirements, workforce profiles (age, gender, ethnicity, ability) and new markets. Internal planning factors are within the business to help the organisation change to cope with new methods of work or new demands; it may be the business is being introduced to new technology or new product lines. Also it maybe developing new skill so that the workforce can work more efficiently.
2. Explain how the compensation, staffing, and training strategies were aligned or integrated with each other to create an overall HR strategy for the Oakland A's organization.
| Explain how different organisational structures and management roles can impact on the HR Function (AC: 1.3)
I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff.
3. You have been asked to advise a growing organisation which employs 75 people in office-based roles but which has no specialist, dedicated HR function. Managers are particularly keen to know how they can best evaluate the effectiveness of their HR activities and initiatives. Despite limited funds being available the organisation manages to provide some form of formal training and development opportunities for everyone each year, gives everyone an annual performance appraisal and seeks to involve staff through a consultative forum which all attend at least once a year. What advice would you give? Justify your answer.
1. (A) Soft HR treats employees as the most important resource in the business and a source of competitive advantage Employees are treated as individuals and their needs are planned accordingly whereas hard HR treats employees simply as a resource of the business like machinery and buildings.
Q1: Why is it important for HR Management to transform from being primarily administrative and operational to becoming more strategic contributor?
In the past it was noted by Snell, Youngy and Wright (1996:62) that organisations would purposely 'take human resource out of the strategic equation'. Today it is widely accepted that linking HR to strategy because of a shift in ideas concerning competition and firm advantage (Snell, Shauder and Wright (2001:3)). This shift was identified by Quin (1992:241) "with rare exceptions, the economic and producing power of the firm lies more in its intellectual and service capabilities than in its hard assets"
‘Hard’ – ‘military’ model – management as commander – dictates strategy, then HRM follows – quantitative emphasis on the numbers
Hard HRM, on the other hand, stresses 'the quantitative, calculative and business-strategic aspects of managing the "headcount resource" in as "rational" a way as for any other factor of production', as associated with a utilitarian-instrumentalist approach (Storey 1992: 29; see also Legge 1995 b). Hard HRM focuses on the importance of 'strategic fit', where human resource policies and practices are closely linked to the strategic objectives of the organization (external fit), and are coherent among
Perception- With a greater influence on employee satisfaction, engagement, and retention HR as a strategic partner improves employee’s and leadership’s perception of human resources. (Mayhew, 2016)