CONTENTS

Introduction 01

Learning Outcomes

01

Supporting Resources

04

Assignment

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Recommended Readings

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Introduction: Four Key Aspects of Human Resource Planning Strategic Human Resources strategic capability, how to put a HR strategy together aligned with the business strategy, the role of organisational design as a strategic issue and the process of HR planning. Attracting, recruiting snd selecting staff process, methods, and the role of diversity. Getting the best out of people through having the appropriate culture, making use of flexible working practices, and developing work-life balance arrangements. Gettings things right namely, the law: make sure you know the key areas of employment law and key processes backed by law such as disciplinary and grievance procedures, and getting help when you need it from the various agencies that help administer the law such as the Equality and Human Rights Commission.

SECTION 1: Strategic Human Resources Leaning outcome: Undestand how the HR plan supports the strategic objectives. Key areas: The notion of HR strategy as part of the resource-based view of the organisation. How to put an HR strategy together by linking it with the business strategy, and what the key components of an HR strategy. The role of organisational design as part of HR strategy, and which types of structures might be suitable to make the correct strategic fit. The HR planning(manpower planning) process supply and demand forecasting and developing an HR plan. SECTION 2: Attracting, Recruiting and Selecting Talent Learning outcome: Understand the legal and organisational frameworks for the employment of staff. Key areas: How to attract the best people from a wide pool of talent and process of recruitment. The role of job description and person specification and the importance of reviewing the recruitment process. The various methods of selecting staff and their various advantages and disadvantages.

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The selection of interview, and the conclusionof the selection and the recruitment process in the induction phase. SECTION 3: Organisational Culture and Working Practices Leaning outcome: Understand the effect of the organisational environment of staff. Key areas: What culture is? Why is it imprtant? And how can we analyse and change it. The impact of changing the working practices in an organisation and the cause and various impacts on both employees and employers. The aspect where culture and working practices come together. The notion of the work-life balance. SECTION 4: Legal Requiremnts and External Agencies Learning outcomes: Understand the legal and organisational frameworks for the employment of staff Understand the grievance, discipline and dismissal process Key areas: The key areas of the employment law in three areas: when the employee starts, during the employees term of employment and when they leave. The discipline and grievance which are key aspects of employee resourcing. The external agencies involved in the employment law area such as ACAS, Employment Tribunal and the Human Rights commission and the Information Commissioners Office.

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SUPPORTING RESOURCES Information Services Take advantage of the Institute's management knowledge through our Information Services. Our resources, which are unequalled in scope, variety and accessibility, are available to members and are designed to give you the support you need to succeed throughout your management career.

Study Resource Centre www.managers.org.uk/study The Study Resource Centre is organized by qualification and unit. It brings together a range of materials and resources to assist members in their research and studies. These resources include Management Checklists on key skills and techniques, suggested further reading and links to e-journals. A series of Study Guides will help you to cope with the stresses and demands of study, while our new Management Models series provide a one-page overview of some of the more widely used techniques. Studying members are encouraged to exchange views and ideas through the Study Talk section of our Management Discussion Forum. In Study Talk there are areas for Certificate, Diploma and Executive Diploma members.

Subject Search www.managers.org.uk/subjectsearch Its fast, accurate and free to members Subject Search is an effortless retrieval facility which delivers the full range of Institute resources on management skills and practice. New multimedia resources - 60 Leader Videos, Institute pod casts and e-learning modules Authoritative definitions of management terms 220 Management Checklists and 60 Management Thinker profiles Downloadable Institute articles and research Lists of books and articles which are available from the Management Information Centre. All these resources are freely available to members from one source where you can search by subject. Definitions give you a headline understanding of topic; Checklists and Standards provide the essentials; and books and articles enable you to research further. Depending on your need you choose how far you want to go.

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For in depth research try our e-journals service

www.managers.org.uk/fulltext The Chartered Management Institute has joined forces with EBSCO Information Services to offer members access to Business Source: Corporate, a database providing direct access to articles on management and business from a range of academic journals and business magazines. Members also have access to country, company and industry reports from leading providers.

Institute Library (CMI) www.managers.org.uk/miclib The Institute Library database offers members access to the Management Information Centres database of books, reports and journal articles on management techniques and practice. The database provides abstracted references to documents. You can search for information on any management subject and call up a list of books or journal articles. Members (within the UK) can click to borrow or to request journal articles.

Management Discussion Forum www.managers.org.uk/managementforum The Management Discussion Forum provides a platform for ideas, thoughts and questions on management topics and enables members to discuss management and business-related issues. Studying members can exchange views and ideas through the Study Talk section of our management discussion forum. There are Study Talk areas for Certificate, Diploma and Executive Diploma members.

Information Services www.managers.org.uk/library Ask a researcher Unable to find what you are looking for, or do you have a research need that we can help with? Our qualified, experienced and knowledgeable team of researchers can be contacted by e-mail or telephone. We will respond within one working day.
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ASSIGNMENT To address the Learning Outcomes you are required to make statements as a senior/strategic manager or potential senior/strategic manager which demonstrate that you have fulfilled the Learning Outcomes given below. Your statements are to be prefixed with the specific Learning Outcome and should demonstrate reviewing strategic aims and objectives, analysing progress towards achievement and evaluating alternatives within your work area or in an organisation with which you are familiar. If you are not in an organisation or you have no responsibilities for organisational direction you should describe the principles you would adopt and thus demonstrate a clear grasp of theory, concepts and techniques as well as your knowledge and understanding of the Learning Outcomes. The Assessment Criteria give you the context in which the Learning Outcomes are set. Your statements should be based on research, investigation and analysis which you personally have carried out.

Word count: In total, it is suggested that your statements should not be less than 3000 and not more than 3500 words. You should make appropriate use of tables, graphs, diagrams, Gantt charts and flowcharts etc. You must make sure that you reference any sources you have used to complete this assignment; listing reference material and web sites used. Appendices must not be included.

You are encouraged to produce a reflective statement of no more than 300 words (which does not count within the total number of words), describing the value and knowledge gained from undertaking this assignment. The reflective statement is not assessed; however it encourages you to review the value and application of your learning. This Unit is about reviewing strategic aims and objectives, analysing progress towards achievement and evaluating alternatives.

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LEARNING OUTCOMES 1. Understand how the HR plan supports the strategic objectives 2. Understand the legal and organisational frameworks for the employment of staff

ASSESSMENT CRITERIA 1.1 Assess the strategic importance of current, future and anticipated HR requirements 1.2 Analyse how HR planning impacts on the strategic 2.1 Evaluate the current legal requirements influencing a HR plan 2.2 Describe a process for recruitment and selection of new staff (external candidates) that complies with current legislation and organisation requirements 3.1 Discuss how organisational culture affects recruitment and retention of staff 3.2 Assess work life balance issues and the changing patterns of work practices 4.1 Identify the process to be followed in a grievance situation 4.2 Describe the stages of a discipline issue that results in dismissal 4.3 Explain the role of ACAS, Employment Tribunals and other external agencies that could be involved in grievance, discipline and dismissal processes

3. Understand the effect of the organisational environment on staff

4. Understand the grievance, discipline and dismissal process

Learners who are not in an organisation or have no responsibilities for organisational direction in a work area can meet the requirements by describing the principles they would adopt and thus demonstrate a clear grasp of theory, concepts and techniques as well as their knowledge and understanding of the Learning Outcomes.

Learning Outcome 1: Understand how the HR plan supports the strategic objectives Describe the strategic importance of current, future and anticipated HR requirements in your organisation Analyse how HR planning impacts upon your organisations strategic plan Evaluate your organisations strategic objectives and associated plans to obtain
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information needed for workforce planning purposes and identify any key issues for further consideration Describe the sources of specialist expertise in relation to workforce planning and how to make use of them

Learning Outcome 2: Understand the legal and organisational frameworks for the employment of staff Evaluate the current legal requirements influencing a HR plan Describe a process for recruitment and selection of new staff (external candidates) that complies with current legislation and your organisations requirements Specify workforce requirements that are matched to your organisations objectives Describe how you ensure your organisation has a diverse workforce which provides a suitable mix of people to achieve objectives

Learning Outcome 3: Understand the effect of the organisational environment on staff Discuss how your organisations culture affects recruitment and retention of staff Assess work-life balance issues and the changing patterns of work practices Consider the need for a mix of full-time, part time, temporary and contractual workers appropriate to your organisations objectives

Learning Outcome 4: Understand the grievance, discipline and dismissal process Identify the process to be followed in a grievance situation Describe the stages of a discipline issue that results in a dismissal Explain the role of ACAS, Employment Tribunals and other external agencies that could be involved in grievance, discipline and dismissal processes

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INSTRUCTIONS AND INFORMATION FOR LEARNERS It is designed to assess your achievement of all the Learning Outcomes and associated assessment criteria in the relevant unit of the qualification you are undertaking. Your tutor will advise you when you should start work on the assignment, and the date when you must hand in your completed work. You should make sure that you plan your work carefully, to ensure that you cover all the requirements of the assignment, and complete it within the time limit specified. Your statements in answer to the Learning Outcomes need to be prefixed with the specific Learning Outcome title or at least the Learning Outcome number. This will help you keep on track and should ensure you address the details. Work submitted without a Learning Outcome prefix will be returned unmarked. Your statements should not be just a description of work place activities but should include what you have learned from your programme of study. In other words you need to show how you can relate what you have learned to day-to-day management activities. You must make sure that you acknowledge any sources you have used to complete this assignment, listing reference material and web sites used. Appendices will not be accepted as any part of the assignment. You must submit your work as hard copy with turnitin report less than 20% of similarity index is marked or plagiarism. You should mark the assignment with your name, learner number, the unit number, your Centre name and a brief description of the context in which the assignment was undertaken. You may include a title page if you wish. You are strongly advised to keep a copy of your completed assignment before you submit it for assessment - the copy you submit will not be returned to you. Your assignment may be kept by the Institute for quality assurance purposes. Any assignment not kept for quality assurance will be securely deleted. The assignment result will be published to BITE moodle or will be sent to your bite email address privately, normally within 6 weeks of submission. If your assignment is assessed as referred, you will be notified with an indication of the areas to be addressed. You may resubmit an assignment, or submit a new assignment, on a further two occasions during your period of registration as an Institute learner. If there is anything in these instructions or in the assignment itself which you do not understand, please seek guidance from BITE. ADDITIONAL GUIDANCE REFLECTIVE STATEMENT You are encouraged to add a reflective statement or learning log, although this does not form part of the formal assessment process and is not included in the word count. Your reflective statement should describe the values and experience you have gained from undertaking the external assignment and how the knowledge gained may help your managerial techniques in the future

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RECOMMENDED READINGS Books Johnson, G., Scholes, K., and Whittingdon, R., 2008, Exploring Corporate Strategy, Pearson Education see Part 1, The Strategic Position, Chapter 3, Strategic capability. Hamel, G., Prachalad, C.K., 1994, Competing for the Future, Boston, Harvard Business School Press Key definitions of the core competence. Drucker, P., 1980, Managing in Turbulent Times, London, Heinemann effective management of strategies in turbulent times. Handy, C., 1993, Understanding Organisations, Penguin discussions of four choices of organisation design. Handy, C., 1989, The Age of Unreason, Penguin discussion of the Shamrock organisation. Hannigan, T., 2008, Management Concepts and Practices, FT Prentice Hall excellent breadth of coverage of management in general, including human resource planning. Torrington, D., Hall, L., and Taylor, S., 2007, Human Resource Management, FT Prentice Hall one of the best text books on the subject: see especially Chapter 3: Planning: Jobs and People. Torrington, D., Hall, L, Haylor, I., and Myers, J., 1991, Employee Resourcing, CIPD though there is more updated information in Human Resource Management, it still has some interesting features such as graphs; see Chapter 7: Manpower planning. Thomas, R.R., 1992, Beyond Race and Gender: Unleashing the Power of You Total Workforce by managing Diversity, Amacom for a discussion on what diversity is. Wilson, T., 1998, Diversity of Work: The Business Case For Equity, John Wiley & Sons the equity continuum model and more. Leech, Caroline, Recruitment and Selection: Diploma in Management, Unit 041, Chartered Management Institute. Armstrong, M., and Brown, D., 2006, Strategic Reward: Making it Happen, Kogan Page discuss the notion of total reward.

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Smith, M., and Smith, P., 2004, Testing People at Work, Blackwell Publishing ideas on how to make the interview more valid and the respective validities of different selection methods. Evans, C., 1998, Managing the Flexible Workforce: Enhancing Performance by Aligning Organisational and Business Needs, Roffey Park Management Institute. Illegems, V., and Verbeke, A., 2003, Moving towards the Virtual Workplace, Edward Elgar. Streadwick, J., Ellis, S., 2005, Flexible Working Textbook, Chartered Institute of Personal and Development some useful case studies on how organizations respond to the peaks and troughs of consumer demand. Clutterbuck, D., 2003, Managing Work Life Balance: A Guide For HR in Archieving organizational and Individual Change, Chartered Institute of personnel and Development (CIPD) gives a more detailed look at how organizations can get a better work-life balance; written for HR specialists for HR specialists, but line managers would benefit from it. McCartney, C., 2003, Work-life Balance: A Guide For Organisations, Roffey Park Institute gives a good overview for organizations who want to make a start in promoting work-life balance. Slocombe, M., 2006, Employment Law Made Easy, Lawpack Publishing Ltd. Lewis, D., and Sargeant, M., 2007 Essentials of Employment Law, CIPD.# Painter, R., and Holmes, A., 2008, Cases and Materials on Employment Law, OUP. Eccleston, D., and Goschen, K., 2008, The Managers Guide to Discipline. Gower Publishing Ltd. Sharrad, H., 2007, Human Resources Disputes and Resolutions: The Managers Guide to Employment Headaches and the Law, Kogan Page.

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Articles Barney, J.B., 1991, Firm resources and sustained competitive advantage, Journal of Management, Vol 17, Issue 1, pp. 99 120 - for the discussion of the type of asset that leads to competitive advantage. P+ Hamel, G., and Parhalad, C.K., May/June 1990, The core competence of the corporation, Harvard Business Review, Vol 68, Issue 3, pp. 79-91 how to identify and build core competences from strategic intent. P+ Teece, D.J., et al., Aug 1997, Dynamic capabilities and stragetic management, Strategic Management Journal, Vol 18, Issue 7, pp. 509-33 definition of dynamic capabilities and how they can lead to the success of the organisation. P+ Wernerfelt, B., April/June 1984, The resource-based view of the firm: ten years after, Strategic Management Journal, Vol 5 Issue 2, pp. 171-80 discussion of the resources at its disposal. P+ Lockett, andy, OShea, Rory P., and Wright, Mike, 2008, The development of the resource-based view: reflections from Birger Wernerfelt, Organisation Studies, 2008, Vol. 29, Issues 8 and 9, pp. 1125-41 assesses the development of the resource based view of the firm from Wernerfelts own perspective as he looks back over his 1984 article A resource-based view of the firm. P+ Chmielewski, Danielle, A., and Paladino, A., 2007, Driving a resource orientation: reviewing the role of resource and capability characteristics as drivers of a resource and capability characteristic, Management Decsion, Vol 45 Issue 3, pp. 462-83 examines the role of resource orientation in different market conditions. HR focus, Jan 2009, HR Strategies to cope with the economy HR focus, Vol 86, Issue 1, pp. 1-9 a useful article showing how HR cam impact positively on business strategy when things go wrong. P+ Personnel Today, 11/18/2008, Award for best HR strategy in line with business, Personnel Today, pp. 18-19 a good case studies of the winners. P+ Chow, Irene, H., Huang, Jai-Chi and Liu, Shinshi, Winter 2008, Strategic HRM in China: configurations and competitive advantage, Human Resource Management, Vol 47, Issue 4, pp. 687-706 an interesting empirical study to show the interaction between HR strategy and business strategy and the effects on competitiveness. Ulrich, Dave, Younger, Jon and Brockbank, Wayne, Winter 2008, The twenty-firstcentury HR organisation, Human Resource Management, Vol 47, Issue 4, pp. 829-50 a
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challenging article identifying the HR function of the future in terms of it structural alignment with the business structure and its five roles and responsibilities: service centres, corporate, centres of expertice, embedded HR and operational HR. P+ Bailey, Leigh, Sept 2008. Stepping up to the table: the HR professionals role on corporate strategy, Supervision, Vol 69, Issue 9, pp. 6-7 discusses the role of the human resource professional when it comes to corporate strategy. P+ Macaleer, Bill, and Shannon, Jones, Jan/Feb 2003, Does HR planning improve business performance? Industrial Management, Vol 45, Issue 1, pp. 15-20 focuses on the significance of good human resources planning to the improvement of business performance. P+ Weblinks: www.peoplemanagement.co.uk/pm/subjects/corporate-hr-strategy - lastest news items and ideas on HR and corporate strategy from the CIPD. www.leeds.ac.uk/esrcfutureofwork/downloads/workingpaperdownloads/paper9.pdf - a challenging research paper by Fang Lee Cooke (2000) entitled Human resource strategy to improve organisational performance: a route for British firms? www.cso.ie/abouts.documentshumanresourcestrategy2004-2006.pdf - an example of an HR strategy linked to organisational strategy from the Central Statistics Office of Ireland. www.rbfrs.co.uk/pdfs/hr-strategy.pdf - an example of a partnership-based HR strategy from the Royal Berkshire Fire Authority. www.dh.gov.uk/en/Publicationsandstatistics/Publications/PublicationsPolicyAndGuidenc e/DH_4124746 -you can download from this site A national framework to support local workforce strategy development: a guide for HR directors in the NHS and social care which provides useful information about developing and implementing HR strategy in a public sector context. www.12manage.com/methods_mintzberg_configuration.html - Mintzbergs views on organisational design. www.uplink.com.au/lawlibrary/Documents/Docs/Doc11.html - an explanation of the difference between bureaucracy and adhocracy in organisational structure. www.gov.ns.ca/psc/default.asp?mn=1.360.363 an interesting model of integrated succession planning from Nova Scotia.
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www.hrvs-rhsbc.ca/hr-toolkit/home.cfm -useful Canadian site about HR planning for the voluntary and non-profit sector; register to access free HR toolkit. www.msubilings.edu.BusinessFacualty/larsen.MGMT321/Internal%20v%20external %20hiring.htm discussion on whether you should focus your supply plans on recruiting internally or externally. www.learndirect.co.uk/campaigns/nurturingtalent/whatdoesthereportsay/ - the findings of Cranfields Nurturing Talent Report on the arguments for and against homegrown or new blood. www.cipd.co.uk/futures/_publication1/_chapter6.htm advice from John Philpot of the CIPD on how the credit crunch should affect your HR planning. www.personeltoday.com/articles/2008/01/28/44104/recession-testing-times-requiretried-andtested-hr-tactics.html - positive advice from personnel Today on HR tactics in the credit crunch. www.cipd.co.uk/subjects/hrpract/general/success.htm - advice from CIPD on succession planning. www.acas.org.uk/index.aspx?articleid=744 ACAS advisory booklet on recruitment and induction. www.businesslink.gov.uk/bdotg/action/layer?topicld=1074207535 good information and links on recruitment. www.onrec.com free magazine for online recruitment around the world. www.recruiter.co.uk principal magazine for the UK recruitment profession. www.cipd.co.uk/subjects/perfmangmt/competnces/comptfrmwk.htm - the CIPD says thst competences and competency frameworks may be used instead of job descriptions and person specifications, though they should include an indication of roles and responsibilities. www.cipd.co.uk/subjects/recruitmen/onlnrcruit/onlrec.htm - factsheet on erecruitment from CIPD. www.cipd.co.uk/subjects/recruitmen/general/_rltnhrcrag.htm the relationship between HR and recruitment agencies.

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Further Reading: Armstrong, Michael, 2006, Strategic Human Resource Management: A Guide to Action, Kogan Page Bechet, Tom, 2008, Strategic Staffing: A Comprehensive Model for Effective Workforce Planning, Amacom Boxall, Peter, and Purcell, John, 2007, Strategy and Human Resource Management, Palgrave Macmillian Brown, Andrew, 1998, Organisational Culture, FT Prentice Hall Clements, Phil, and Spinks, Tony, 2009, The Equal Opportunites Handbook: How to Recognise Diversity, Encourage Fairness and Promote Anti-discriminatory Practice, Kogan Page Gambles, Richenda, Lewis, Suzan, and Rapoport, Rhona, 2006, The Myth of Work-life Balance: The Challenge of Our Time for Men, Women and Societies, John Wiley & Sons Harvard Business Review, 2008, Harvard Business Review on Talent Management, Harvard Business School Press Holbeche, Linda, 2001, Aliging Human Resources and Business Strategy, ButterworthHeinmann Huselid Mark A., Becker Brian E., and Ulrich, D., 2001, The HR Scorecard: Linking People, Strategy and Performance, Harvard Business School Press Kenton, Barbra, and Yarnell, Jane, 2005, HR The Business Partner, ButterworthHeinmann Ozbil, Mustafa, 2008, Managing Diversity and the Business Case, CIPD Roberts, John, 2007, The Modern Firm: Organisational Design for Performanceand Growth, OUP Salaman, Graeme, Storey, John and Billsbury, Jon, 2005, Strategic Human Resource Management: Theory and Practice, Sage Publicatons Sims, Doris, and Gay, Matthew, 2007, Building Tomorrows Talent: A Practitioners Guide to Talent Management and Succession Planning, Authorhouse. Stanford, Naomi, Guide to Organisation Design: Creating High Performance and Adaptable Enterprises, 2007, Economist Books Taylor, Ian, 2007, A Practical Guide to Assessment Centres and Selection Methods: Measuring Competency for Recruitment and Development, Kogan Page
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Wood, Richard, and Payne, Tim, 1998, Competency-based Recruitment and Selection: A Practical Guide, John Wiley & Sons

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