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The functions of the human resources management within the company take on all responsibilities between management and staff. These duties include supervising recruitment, pay, employee relations, and the provision of direction for the people employed by the company. The function concerns all issues such as employing, compensation, health and safety, employee incentives and training and development. 
The organisation in focus is Norton Rose LLP, an international law firm which has offices in several countries across the world and employs over 1800 lawyers.  The aim of the firm is to be "recognised as one of the elite global practices" and according to the firm's information resource, they sincerely believe that people are at the heart of the success of the practice. Recruiting and retaining highly valuable employees at all levels is the main focus of their HR department. 
Recruitment encompasses all areas of how prospective employees are hired for positions within the company. This task often enlists the assistance of experts within this specialised field such as employment agencies, online recruitment websites, head-hunters or by promotion of staff within the organisation.
The objective of recruitment at Norton Rose is to thoroughly check potential employees ensuring the best candidates for the positions available. By doing this, the company aims to match prospective employees to Key tasks within the position available and thereby achieving the company goal of becoming a leading global business law firm.
Successful recruitment involves various processes. The first process is to find potential employees. This can be carried out by advertising online, in news papers or utilising employment agencies ensuring a thorough job specification is included. The next process is to check through all submissions including Curriculum Vitaes (CV's) from prospective candidates. Depending on the number of applicants the process may then be split into further stages. It is usual at this stage to check the applications to ensure the candidates have the required education, skills, experience, favourable references, and interests, enabling a short lists to be drawn up for further testing and or interviewing. 
For example paralegals are usually required to take proof reading tests to access their level of attention to detail and understanding of legal concepts. The final stage of recruitment is the hiring the successful candidate and begin induction training.
2.Training and Development
This is a Key task of the Human Resource Department which encompasses the planning and organising of valid learning, training and development methods in order to enhance the qualifications of employees within their perspective industry related skills.
The aim of Training and Development is to educate all employees new and effective skills thereby achieving enhanced job performance. At Norton Rose Training and Development can take many forms and includes IT training specific to the legal industry. The aim here is the utilisation of computers and the internet for legal research, to manage confidential documents, correspond with clients in the UK and overseas and to keep track of billing, and client expenses. Training and Development may also include legal and judicial debates in departments to give experience to newly qualified lawyers in the art of public speaking.
Also, an important aspect of the function is to organise internships for potential lawyers and secondments for current employees which allows transfers from different branches of the organization to gain experience in a particular aspect of the business.
A major function of the Human Resources Management is compliance. This deals with monitoring employee's adherence to statutory and industry regulation and policies. The benefit of compliance to significantly improve productivity lies in the legal monitoring of employees conducted within well defined compliance regulations which focus on the best interest of the employees and the achievement of the firm's objectives.
At Norton Rose important compliance issues include health and safety, equal opportunities, money laundering, and employee performance. The objective of this function is to ensure that employee's follow laid down rules and regulations which govern the legal industry as a whole as well as the firm's specific requirements.
There are several ways to ensure compliance within the firm. These include planned appraisals to monitor performance, employing health and safety officers to regularly check and find solutions to employee's health issues, monitoring communication between employees and clients by installing web and computer checks, monitoring compliance with immigration by checking the passports of migrant workers and recently of great importance is the adherence to Money Laundering regulations by instituting regular reporting of financial transactions by employees.
Theoretical models of human resources management
With HRM there are several theoretical models that are the most important such as the guest HRM model, Fombrun, tichy and Deyanna (also known as the Michigan model). However we are going to discuss in detail the guest model and the Michigan model.
The Guest model
The guest model of HRM has six dimensions of analysis such as:
The human resources approach to the HRM suggests a high orgasnational performance. However David Guests clearly illustrates his concepts by using his theories to emphasise strategic planning, guidelines, loyalty of employees within the firm which will result in high business performance and management.
On that note Guest clearly pinpoints these desired goals to be achieved it must start off by solving problems, cost effectiveness and different methods, in which all must be completed.
His model focuses on goals; however there are also several criticisms that can arise from his model, critics such as (Ogbonna and Whipp 1999). They argued that the model lacks consistency and internal contradictions such as 'commitment' and 'flexibility' simultaneously. 
The Fombrun,Tichy and Deyanna Model(Michigan Model)
This model also known as 'matching model' is designed in a way to fit an organisations overall strategy, because it clearly demonstrates how appraisal, selection, reward and development can be used to support high performance from employees within an firm.
The ultimate aim of HRM's function is to make sure that the business or organisation is staffed correctly, by the right number of people with the skills relevant to the businesses needs. The processes of the models' demonstration are as follows: selection matches people to their jobs; appraisal is their performance, and rewards and development is what is rewarded back to employees due to their skills at work.
Just like the Guest model, the Michigan model also has criticisms such as the fact that it ignores political and personal influences. The model is demises because it doesn't focus on the importance of societal and external factors, this is because the model adopts a 'best fit approach'.
On the other hand, this theory has been intensified by Shuler and Jackson who have suggested a more extensive framework to analyse the types of employee behaviours and satisfying a business strategy by applying the business strategies defined by porter (1980) 
The Human Resource Cycle 
Task 2: HR Planning and Development
'Human resource planning has been traditionally known to be used by organisations and businesses to ensure that the right person is in the right job at the right time.' 
Human Resource Planning (HRP) examines the number of employees and their skills needed by the organisation to achieve the businesses objectives. It involves forecasting the organisations future based on human resource needs and planning how to achieve those needs and how they will be met. To achieve these needs the objectives must be developed by e.g staffing and training to ensure people within the organisation are appropriate and have the right skills. There also may be the need for implementing programs to improve employee performance. This results in organisational productivity and innovation.
There are several HRP models that are used in different companies. Three of these models are highlighted in this analysis.
Integrated Human Resource Planning Framework 
Where we Where do we
Are now want to be?
Design and use plans to achieve transition
This framework clearly combines all aspects of the HRP including behaviour and culture systems factors.
This framework enables the organisation alignment of where it wants to be, where its is now, and only by identifying these organisation can improve its performance.
Essential stages in this model are as follows:
Analysing the environment- this involves identifying and gathering relevant data which can affect the demand of workforce of an organisation.
Current workforce situation- this is the study of the current factors that influence a workforce both internally and externally.
. Forecasting future needs - this combines emerging trends of the external environment to determine the firm's future needs. This can be done by a technique such as forecasting for qualitative and quantitative futuring
Moving forward and a targeted future: when the qualitative and quantative futures are put together then critical elements are identified. That way the targeted future is achievable by considering the surrounding factors.
The last and final step is to focus on the current situation and by focusing on the future then one able to determine appropriate actions. 
Effects of the Model:
The Norton Rose model is effective as it takes all necessary factors into account that the HR needs. However, the HR planning model focuses on the organisations strategic aim to get the best possible results to enable the Norton Rose to fit the right employees in the right department at the right time, which is crucial if the organisation is going to become a leading global practice.
State of California Workforce Planning Model 
2. Identify work functions
3. Identify staffing requirements
4. Project workforce supply
5. Analyse workforce gaps
6. Develop Priorities and solutions
7. Evaluate the plan
Step 1: Review Strategic Plan
This first step involves the department strategic planning, mission and its vision. The measurable goals and objectives review the completion schedule.
Step 2: identify work functions
Identifying the necessary work functions to achieve the objectives
Step 3: identifying staffing Requirement
Identifying the number of staff necessary and skills or qualifications needed to accomplish task.
Step 4: project workforce supply
Developing the workforce includes numbers of staff as well as capabilities. This means taking into account, gradual loss and assuming no management actions taken to replace staff lost over time.
Step 5: Analyse workforce Gaps
Determining the workforce gap by comparing staff requirements, which are also identified in step 3.
Step 6: develop Priorities and solutions
Identifying the workforce needs which are solved by prioritizing and creating relevant solutions to fill in the gaps.
Step 7: Evaluating the plan
Evaluating the success or failure of measure instituted. Making necessary modifications and tackling new issues which may rise.
The advantage of this model, it's simple and easy to understand in a practical order. Norton Rose has several benefits which allow the organisation objectives to set their priorities identifying existing and potential problems and solving them. This allows room to make modifications where necessary which is advantageous because it keeps the real issues of the organisation is facing. Issues within the organisation are efforts that are made to archive the firm's objectives and goals. 
State of Texas workforce planning model
This model was developed by the Texas Auditor's office. 
Set Strategic Direction
Determine further functional requirements of the workforce through the firm's strategic planning and budgeting process
PHASE II Conduct workforce analysis
Analyse supply: determine current workforce profile
Analyse demand: develop future workforce profile
Analyse gap: identify discrepancy between supply and demand analyses
Develop strategy: recommend solutions to reduce shortages and surpluses in the number of staff and needed skills
PHASE III Implement workforce plan
Communicate workforce plan
Implement strategies to reduce gaps and surpluses
PHASE IV Monitor, Evaluate and Revise
Assess what's working and what's not working
Make adjustments to the plan
Address new organisation-al issues that affect the workforce.
The effect of this model lies in the direct and active use of its employees. It ensures that in all positions within a firm like Norton Rose there are always staff available to replace within the workforce vital roles that need to be taken on. The model justifies the expense of training and the education of skilled staff. In this way the existing workforce will improve their effectiveness to prepare for restructuring, reducing or increasing the workforce. 
Task 3: Performance
To measure HR Performance is to measure the contribution of the HR function as well as the human capital to the organization. This can be done through the measurement of staffing costs, recruitment speed, efficiency, training, employee satisfaction and a range of other important factors. It is important to show the significance of HR department by adopting a measuring method which highlights HR's invaluable contribution to the business performance. 
How does Norton Rose monitor HR performance
Norton Rose like many other global law firms in their field uses a range of tools to measure and monitor HR performance. Some widely used performance indicators include Absence Analysis and Costing Techniques, Equal Opportunities Analysis and the use of Score cards.
Absence Analysis and Costing is a combination of the absence percentage rate and the absence frequency rate. These calculations can provide some information regarding the sort of absence issues the firm is facing and how to tackle them. 
Equal opportunities analysis is the assessment of different groups of people employed in the different sectors of the firm. The aim of this is to provide an organisational profile of the ethnic origin, gender, age and disability of the employees. The result of the analysis when compared with that of competitors or national tables gives a view of how representative the firm is of the community at large.  This is usually done by filling in an equal opportunities form when applying for a job at the firm.
In order to measure and monitor HR performance Norton Rose uses Score Cards as well.
The areas which are measured include financial growth, customer services, internal business process, learning and development.
How effective are they?
The importance of the systems used by Norton Rose is highlighted in that it not only measures the performance of its workforce but also that of monitoring how effective the HR department is functioning. An example of this is absence analysis. Absence's can cost large organisations globally millions of pounds. By introducing alternative options and facing problems direct you give employees viable alternatives to going absence.
Norton Rose has special religious facilities and prayer rooms for the Christian, Muslim and other religious denominations at the firm. By facilitating the ethnic needs of all its employees in the company the firm is representative of the community within which it operates.
Norton Rose find that the use of scorecards is a highly useful method to assess the internal performance of HR as well as the external outlook. An example of this is to ask outgoing employees to details all aspects of their work within the company and how they would have improved the working environment to include reason for leaving.
Improvements to be made
There are several beneficial ways to measure HR performance; however Norton Rose, being a people based organisation would benefit from a measurement system which focuses on the human contribution such as is illustrated by Andrew Mayo in the "Human Capital Monitor". It aims to relate the basic worth of the human capital in the organisation to the working environment. This measuring system takes into account the factors which influence the employee's behaviour and attitudes as well as the contribution made by the employee.
Mayo's Human Capital Monitor
People as assets
Human asset worth
= Employment costs x
Individual asset multiplier
IAM= a function of
Maximising human capital
Acquisition - How successful
Retention - What drives
People motivation and commitment
- How Successful are we?
The work environment that drives success
The work group
Learning and development
Rewards and recognition
People contribution to added value
The value added to each stakeholder
The "People as Assets" enables an evaluation of the cost of the people and the value they contribute to the organisation. This assessment is important because it allows comprehensive resourcing decisions, encourages the appreciation of the values of individuals as well as teams, assists with investment decisions and finally allows the company to monitor the increase or decrease of its talent.  It is suggested that to maximise human capital, one must look at potential. The second box concerns Motivation and Commitment. It recommends the measurement of absence levels, satisfaction surveys etc to determine the commitment and motivation of the employees. The third box suggests that the focus should be on wealth creation. "To this end we compare a conventional income statement with the value added financial statement which goes beyond seeing people just as costs." 
The effective management of the Human Resource within a company is a necessity to the success and survival of the Company.
Effective planning and development of Human Resource models allows the company to employ the right people for the right position at the correct time.
Finally by constantly monitoring and testing the functions of HR this enables the Company to provide the correct opportunity to positively change.