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Strategic Human Resource Management

Assessment Information
Subject Code: GB520
Subject Name: Strategic Human Resource Management
Assessment Title: Assessment 3 – Report
Weighting: 40%
Total Marks: 40 marks
Word Limit: 2000 words +/- 10%
Due Date: Due by 12Feb 2017 23.55 PM
Assessment Description
Assessment 4
Research project report: Strategic Human Resource Management Twelve Month Plan
Submission method: on-line submission to Turnitin via the link on the subject's Portal page
Late Submission Possible: No
Description:
• For this assessment, you need to assume the role of the new HR Director for an organisation of your choice.
• The organisation you select may be an organisation that you or have either worked for or are currently working for. It may also be any another organization of your choice.
• Your task is to develop a new 12 month Strategic HR plan for the organization. In doing this, you are to identify and apply relevant business theories and concepts from GB520.
• The outcome of this major assessment will be the construction of a ’12 Month Human Resource Management Plan’. The plan should be presented in REPORT format.
• The following guide attached will be of significant help in this assessment. It is strongly recommended that you structure your report as follows. Code: GB520 Strategic Human Resource Management 
1) Executive Summary
2) Table of Contents
3) Introduction
4) Company Vision and Strategy
5) Key Strategic HR Issues
6) 12 Month HR Plan (key initiatives, rationale, priorities, timeframes, success measures)
7) Conclusions
Use this guide to develop your 12 month Strategic Human Resource Management Plan
Development of Human Resource Plan
Executive summary. Often this is not finalised until all components of the plan have been worked through. Introduction. This covers the scope of the plan and identifies the key goals.
Step 1. Establish the Company’s Vision and Mission
Know the company’s business goal and the exact ideas on which you’re planning. Some companies incorporate both vision and mission into one single statement or paragraph, while others create yearly mission statements in line with their business strategy for the year.
As you go about gathering ideas and developing your plan, understand these three basic principles to observe
• Formulate strategies that are aligned with the core values and the core purpose of the company’s vision and missions.
• Human resources are not just workforces to mobilize. They are real people with personal desires and ambitions, which is why they went through years of education and training. Now it’s up to the human resources department to recruit individuals whose interests, competencies and capabilities are attuned to the core values and purpose of the company. Nonetheless, the department is not expected to be always accurate in the recruitment assessment, which makes it important to keep assessment programs part of the staffing strategy.
• Every employee desires to become a part of a business organization that is well-organized, which they could perceive as soon as they submit their applications for the recruitment process. They will experience this as they undergo the training initiatives and benefit from this through management’s performance. The best part about an organized company, is that the compensation being afforded to employees is paid as a form of recognition for their contributions.
Step 2 – Identify Strategic HR Issues
Once a clear understanding of the department's objectives, direction and key challenges is established, the next step in formulating the HRM Plan is to identify the department's strategic HR issues. These are the key HR issues that will affect the department's ability to achieve its strategic objectives. The HRM Plan will need to address how to manage these issues.
What to Do
Assess the HR implications of the findings of the strategic analysis. Identifying the HR issues Arising from the Strategic Analysis
• Do people have the competencies to meet the strategic objectives? What new competencies are required?
• How are superior performers differentiated from average performers? What systems are in place to track their performance?
• How can below standard performers be guided/developed to upgrade their performance?
• Are people being developed to meet the challenges of the future? What improvements need to be made?
• Are people motivated to meet the current and future challenges? What is impacting their motivation?
• Are the right people being attracted and retained to meet the future challenges? If not, what can be done to attract people of the right calibre?
• Is the current culture aligned with the vision, mission, and values ofthe department?
• Where is the misalignment?

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