Diploma in Strategic Management & Leadership

Coursework
Unit Title: Human Resource Planning Unit Code: 7012 Unit Level: 7 Semester: 1 Issuing Date: 0 !0"!2010 Su#mission Date: $!0 !10 %eig&t: 7 credits Unit Leader: %il'rid (landa

Academic Year : 2010 2011

Course)or* Tas*: This assignment provides you with an opportunity to examine the nature of HR Planning and requires you to identify how HR Planning is implemented in an organisation. You should have (or that !om ines e a le to a!quire" a high degree of familiarity with the organisation (e.g. your !urrent or former employing organi#ation". $n ex!ellent paper is one oth ri!h des!ription of the underlying HR Planning with a thorough and informed ( y the readings" analysis and !ritique. %f you are not in an organisation or you have no responsi ilities for human resour!es planning you should des!ri e the prin!iples you would adopt and thus demonstrate a !lear grasp of theory& !on!epts and te!hniques as well as your 'nowledge and understanding of the (earning out!omes. $t minimum& your paper should: S+CTI,- 1 Understand &o) t&e HR .lan su..orts t&e strategic o#/ectives )nderstand how the HR plan supports the strategi! o *e!tives e more

Learning ,utcome 1

To.ic 1 Strategic ca.a#ilit0 %dentify how a dynami! approa!h to learning !ould help your organisation !ompetitive and su!!essful.

How far is your organisation developing its strategi! !apa ility in human resour!es+ How !ould it improve what it,s !urrently doing+ -omplete the !urrent good pra!ti!e and ideas for improvement. oxes elow with your

Targeted training and develo.ment ,rganisational learning

Sta''ing .olicies Develo.ing .eo.le1s a)areness

To.ic 2

Putting toget&er an HR strateg0

(ist some 'ey ways in whi!h your own organisational strategy is lin'ed to your HR strategy How well do you manage your short and long.term human resour!e strategies+ /hat are the 'ey features of ea!h+ 0a'e a !omparison (eatures o' s&ort2term HR strateg0 (eatures o' long2term HR strateg0

Ho) )ell do 0ou manage eac& strateg03 1xamine the mix of your HR strategy in terms of People as a resour!e People and ehavior 2rgani#ing people %dentify in the ta le elow some of the 'ey issues you are fa!ing as an organisation in

terms of your approa!hes in these areas. 3uggest some solutions to the issues to get the right mix in your HR strategy. 4e0 issues 'or HR strateg0 mi5 Possi#le solutions to issues

To.ic 6

,rganisational design

%dentify the prevailing !ulture or stru!ture of your own organisation. -omment on how the !ulture or stru!ture helps your organisation strategy and how it hinders it. /hat needs to !hange+ /hat are the impli!ations of any !hange on your HR strategy& in terms of the sorts of people you should e re!ruiting+

/hat are the various impli!ations for your own HR strategy thrown up

y professor

4hosal,s approa!h to organisational design+ How far does your own organisation refle!t the 5P approa!h+ /hat more would you li'e to see done+ To.ic $ T&e .rocess o' HR Planning

-onsider the methods for analy#ing the demand and supply of employees& strategi! o *e!tives& used usefulness.

ased on

y your organisation. 0a'e some !omments a out their

S+CTI,- 2

7ttracting8 recruiting and selecting talent )nderstand the legal and organisational framewor's for the employment of staff

Learning ,utcome 2

To.ic 1 7ttracting talent )se the equity !ontinuum to assess your own organisation,s level of diversity. /hat further measures !ould you ta'e to improve diversity in your own organisation+ /here would it have the most impa!t+ $ssess your own reward system against the total reward system of $rmstrong and rown. /hat !hanges !ould you ma'e to it to ma'e it more appealing to a wider sele!tion of wor'ers+ /hat are the mar'eting impli!ations of re!ruiting from a wide as possi le pool of talent for your organisation+ /hat should e your mar'eting methodology+ To.ic 2 Recruiting talent

$ssess your own re!ruitment pro!ess against the -hartered 0anagement %nstitute,s est pra!ti!es. /hi!h parts of the pro!ess !ould you improve and how+ How do you review the effe!tiveness of your re!ruitment pro!esses+ $re you using enough sour!es for review+ /hat improvements !ould e made+

To.ic 6

Selecting and inducting talent

$ssess your own organisation,s sele!tion methods. How effe!tive do you thin' they are+ /hat are their pros and !ons for you+ How !ould they e made more effe!tive+ )sing the -hartered 0anagement %nstitute,s list of indu!tion steps& assess your own indu!tion pro!ess for new re!ruits on a s!ale of 1 to 6& where 1 is failure and 6 is !ompletely su!!essful. -omment on why& you,ve s!ored as you have.

Success 'actor Review the positioning of the indu!tion -he!' the !overage of the indu!tion programme $ppoint a mentor

Tic* a..ro.riate #o5 17586 17586 17586

Plan the indu!tion and involve and inform others Prepare the wor' area %ntrodu!e the re!ruit to the organisation and the department 1mphasise the importan!e of organisation poli!ies and pro!edures

17586 17586 17586 17586

S+CTI,- 6

,rganisational culture and )or*ing .ractices )nderstand the effe!t of the organisational environment on staff

Learning ,utcome 6 To.ic 1

Culture and its a''ect on em.lo0ees

/hat impa!ts do you thin' your organisational !ulture has on new re!ruits+ How do you get them used to your !ulture+ -arry out a !ultural we analysis of your own organisation. /hat needs to !hange and

y how mu!h+ 0a'e some suggestions. To.ic 2 C&anging )or*ing .ractices

/hat are the !urrent 'ey issues driving flexi le wor'ing pra!ti!es in your organisation+ Highlight the enefits and pro lems with flexi le wor'ing in our organisation. Then

note how you go a out dealing with the pro lems. To.ic 6 T&e %or*2li'e #alance etter wor'.life alan!e

/hat are your organisation,s 'ey reasons for using

arrangements su!h as flexi le wor'ing and family friendly poli!ies+ /hat are the pros and !ons for your organisation of introdu!ing wor'.life pros over !ons+ Has it een worth it& and why+ S+CTI,- $ Legal re9uirements and e5ternal agencies )nderstand the grievan!e& dis!ipline and dismissal pro!ess alan!e arrangements su!h as alan!e of flexi le wor'ing and family.friendly poli!ies+ How would you assess the

Learning ,utcome $ To.ic 1

Legal re9uirements 'or HR

How ro ust is your re!ruitment and sele!tion pro!ess against !laims of dis!rimination+ /hat improvements !ould you ma'e+ /hat are the ma*or pro lems you have in dealing with dismissal in your own organisation+ /hat improvements !ould e made+

To.ic 2

Disci.linar0 and grievance .rocedures

$ssess your own organisation,s dis!iplinary pro!edure ased on the points made in this se!tion. /hat are the 'ey pro lems with it+ /hat do you need to do to improve it+ $ssess your own organisation,s grievan!e pro!edure ased on the points made in this

se!tion. /hat are the 'ey pro lems with it+ /hat do you need to do to improve it+ To.ic 6 T&e role o' e5ternal agencies

%t,s important to try to sort out employment disputes efore they get to 1ts. How good is your organisation,s re!ord+ Have you got a pro lem+ %f so& how !an you resolve it+

(earners are en!ouraged to use methods of presenting data& analysis and information other than straightforward narrative text. %n the appropriate !ontexts& ta les& graphs& pie !harts& diagrams and illustrations are *ust as demanding on the learner. 7ssignment Documentation: 1. -over page. 3tudent 9um er& and -oursewor' details: 7. -ontents page: 5. Refle!tive statement of no more than 5;; words (whi!h does not !ount within the total num er of words"& des!ri ing the value and 'nowledge gained from underta'ing this assignment. The refle!tive statement is not assessed: however it should en!ourage you to review the value and appli!ation of your learning: 8. )se a standard report stru!ture: 6. )se 0i!rosoft /ord to develop your report and 1x!el for graphi!al presentation: <. $verage si#e of report is etween 5;;; and not more than 56;; words: =. -ollusion and Plagiarism must e a solutely avoided: you must su mit your wor' as hard !opy with turnitin report less than 7;> of plagiarism. ?. $ll wor' should all sour!es must e !omprehensively referen!ed (Harvard 0ethod of Referen!ing" and e a!'nowledged fully& as oo's and *ournals& we sites et!. 4ive the

page num ers& pu lisher,s details and year of pu li!ation:

9. Failure to follow the instructions may result in failure on the course. Marking Criteria for Assignment:
$ll learning out!omes must e !overed and will e assessed on a Pass or referred mar'. %f your assignment is assessed as referred& you will e notified with an indi!ation of the areas to

e addressed. You may resu mit an assignment& or su mit a new assignment& on a further two o!!asions during your period of registration as an %nstitute learner. Indicative Resources $ll learners are strongly re!ommended to ma'e full use of the %nstitute,s 3tudy Resour!e -entre in online to gain a!!ess oo's to to a wide range of support resour!es& e prompted to in!luding !he!'lists to read& orrow& arti!les to download and videos to wat!h.

(earners will initially need their mem ership num er to login and will then

!reate a personali#ed username and password for future a!!ess. -ontinuing Professional @evelopment (-P@" . (earners should visit www.managers.org.u'A!pd to a!!ess self assessment& guidan!e and support.

1. Handy, C., 1993, Understanding Organisations, Penguin 2. Handy, C., 1989, The age of unreason, Penguin 3. Hannigan, T., 2008, Management Concepts and Practices, FT Prentice Hall 4. Torrington, D., Hall, L., and Taylor, ., 200!, Human Resource Management, FT Prentice Hall 5. Torrington, D., Hall, L., Haylor, "., and #yer$, %., 1991, mployee Resourcing , C"PD &. T'o(a$, ).)., 1992, !eyond Race and "ender# Unleashing the Power of your Total $or%force &y Managing 'i(ersity, *(aco( !. +il$on, T., 1998, 'i(ersity of wor%# The &usiness Case for )uity, %o'n +iley , on$ 8. Leec', Corinne, Recruitment and *election# 'iploma in Management+ -nit 041, C#" 9. *r($trong, #., and .ro/n, D., 200&, *trategic Reward# ma%ing it happen, 0ogan Page 10. 12an$, C., 1998, Managing the fle,i&le $or%force# nhancing Performance &y 11. -ligning Organisational and !usiness .eed$, )o33ey Par4 #anage(ent "n$titute 12. "llege($, 5., and 5er6e4e, ., 2005, Fle,i&le $or%ing Te,t&oo%, C'artered "n$titute o3 Per$onnel and De2elo7(ent 13. Clutter6uc4, D., 2003, Managing $or% /ife !alance# - guide for HR in -chie(ing Organisational and 0ndi(idual Change, C'artered "n$titute o3 Per$onnel and De2elo7(ent 8C"PD9 14. #cCartney, C., 2003, $or%1life !alance# - guide for Organisations, )o33ey Par4 "n$titute 15. :'o$al, u(antra, e7;oct 1999, <=e/ t'in4ing 3ro( Pro3e$$or 1&. :'o$al>, trategic C'ange, 5ol 8, i$$ue &, 77. 3&!?!0

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