Traditional Personnel Management and Modern HRM

As the first step it is necessary to identify the difference between two functions with correct definition as follows;

Personnel Management – this is a administrative function conducting operational level to maintain records. This is mainly conducting fair terms in general to manage the employees working as organization with proper records on individual departments. The ultimate purpose is to get organizational success efficient employees management.

Human Resource Management – this is a modern practice of develop and implement personnel strategies to achieve corporate objectives of the organization. This is not just a management function and doing an additional strategic role. Mainly consider to maintain and develop the organizational culture, values, set objectives, good structure, motivation and perfect direction to achieve HRM objectives. (137410-difference-between-human-resource-development-traditional-personnel-management.html, 2010)

Even though the concept has been changed still HRM is performing previous functional activities of the personnel management in advanced way such as job analysis, HR Planning, recruitment and selection, performance management, training and etc.

Main Differences between Personnel Management and HRM

Personnel Management

Human Resource Management

Highly considering the workforce (employees) of the organization such as recruiting, training, payments, explain the job responsibilities and drive them to functional activities.

This is a resource oriented approach. Mainly focus the management function and drive the employees to the strategically / corporate objectives. It is properly organized approach.

Not clear about the objectives of the management. Only target to achieve functional objectives such as daily performance to measure a person.

This is a forecasting of the organizational requirement. Continuously measure and monitoring performance of the employees and take immediate actions to adjust the operation to reach objectives.

This is basically an operational function which is focussing daily minor activities of the employees.

HRM is strategic function with lot of responsibilities to continue the process throughout the entire process.

This is maintaining and administrative activity to adjust the people in to right track.

HRM is more proactive develop people to be more accurate, innovative, effective and efficient in their responsibilities.

Role of a HR Director

In each and every modern organization there should be a person to look after employees with modern Human Resource Management functions. Generally Human Resource Manager is responsible for this activity. If the organization is having large number of employees need several defined layers as this organization.

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Many studies indicate that teams, and organisations, are at their most successful when people are emotionally engaged and believe in what the team as well as organisation is looking to achieve. As such it is crucial a team development and talent management plan is put together to ensure the high performance and cohesiveness of the new teams put in place and perhaps more importantly, gain the employees ‘buy into’ the plan is the major responsibility.

A key role in delivering this is the HR Director’s role. The role is primarily to create value for the customers, the organisation, their team as well as other stakeholders within the company. The HR Director is also responsible for maintaining sales and safeguarding the brand from competition and other influential factors by creating customer oriented staff.

1.3 Line Manager’s Role

All line managers have to play a vital role in Human Resource Management. As a result it is essential that team members are clearly briefed about the objectives that need to be achieved and met, what needs to be done, by whom, why, when and how to do them. The extent to which these need to be stressed by the line manager depends on the people that are involved in the work, the work context and the nature of the particular task. In instances where team members are delegated certain responsibilities, the managers need not brief them in great detail and entrust them to work independently as they see fit.

It is anticipated that the majority of the current employees of the LOCOG team will continue within the new public private partnership. It is therefore considered that these employees should be transferred to their new employer under the same terms and conditions that they currently enjoy. An employee who is unwilling to accept such a transfer should be allowed to make that decision.

The following objectives have been set in order to facilitate the development of the teams within the newly structured organisation and this is the main responsibility of each and every line manager.

Increase the skills, knowledge and capabilities of the team members based on their job specifications and responsibilities.

Increase the cohesiveness and coordination between team members and increase the level of transparency and communication.

2. Recruitment and Selection Process

2.1 HR Planning process for the London 2012 Olympics

Initially need to do situational analysis about the current situation and future expectation. An analysis of the current skill levels, knowledge, capabilities, cohesiveness and performance level of the marketing team members are examined and evaluated as the first step to identify where they stand within the current organisation. From the analysis the following capabilities have been identified:

LOCOG regularly funds staff training relevant to their areas of work/expertise.

Strong emphasis to recruit people within LOCOG.

Majority of employees have working experience for several years.

Strong functional skills across trading, marketing, supply, operations, web, systems and finance teams.

Limited horizontal movement between functions with staff employed to fulfil specific roles.

Limited integration between departments due to isolation of skill sets.

When looking to develop a team it is important to remember that the context in which a team operates will affect how the team performs and the relationship that develops as a result. People implement organisational strategies within the context of organisational structures and to fully understand how strategy may be implemented effectively it is important to consider management teams and team management within the new organisation.

Belbin (2004) has identified nine important team roles and assigned individuals to these roles based on established personality theories. Each of these roles can be separated into three areas; action orientated roles, people orientated roles and task orientated roles. It is crucial to consider which areas people within the current organisation fall into when looking to form teams within the new organisation. Due to the current management approach employed within LOCOG the majority of employees will fall between action and people orientated roles.

Having identified the roles necessary for a successful team to function it is also important to consider the various stages that will take place after the formation to the team. According to Tuckman there are five stages of group development that team performance goes through over a period of time; Forming (where the team members get together and the team is initiated), Storming (where the team members’ ideas and perspectives compete with each other), Norming (where group harmony increases), Performing (where the group starts working well with each other) and Adjourning (where the task is completed and the team is dispersed). Two factors the new organisation will need to focus on are the resolution of interpersonal relationships and of task activities to ensure the cohesiveness and high performance of the teams through the various stages mentioned.

2.2 Importance of a Structured HR planning process

The implementation of a new structured HR Planning process in order to revise the role of marketing is a very significant change in culture for both the public and private sector. It will and can only work to the greatest effect if all marketing and promotional activity in the Island is either under direct control or can, to a great extent, be influenced by the new organisation.

The new organisation must be a real partnership if it is going to be successful. This makes it imperative that private sector members, who will be making a contribution to the annual budget, are given a significant role to play in partnership with EDD who would continue to be the major source of funding. Throughout the organization, from its Board through to employees and members, individuals will need to subscribe to the partnership ethos and be empowered to adopt a commercial approach to marketing and promoting LOCOG as a best games hut to entertain participants from all around the world.

2.3 Selection and Retaining Methods

Segmentation

LOCOG need to segment the internal customers in order to define their buyer characteristics and their adoption mentality. Interview method is only one selection method of the LOCOG. But it is necessary to retain all these existing staff by motivating and creating skill full and talented staff. LOCOG is a special even and it is necessary to create suitable mind set of all employees.

Criteria

Employee Type

Employee Type

Manager

Supervisor

Front Line

Support Staff

Employee numbers

10

50

500

5,000

Buyer Characteristic

DMU

Adopter

Adopter

Adopter

Location

H/O based

H/O and field based

H/O and field based

H/O based

Customer Contact

Influencer

Contractor

Contractor

Isolated/Modifier

Business Division

All Departments

Sales and Marketing

Sales, Marketing, Customer service

HR, Finance, production, distribution

Access to communication channel

High

High

High

High

Mentality

Support

Neutral

Oppose

Oppose

Targeting

The internal customers within the identified segments can be characterised under supporters, neutrals and opposes. Supporters will fully adopt the new changes within the organisation and embrace. The neutral employee has a central stance with regard change, and information on the short and long term benefits to themselves and the organisation will adopt and adapt to change. Oppose is fundamentally opposed to change and has a traditional approach to the organisations environment.

Adoption mentality

Internal Customer

Supporter

Manager

Supervisor

Front Line

Support Staff

Neutral

Manager

Supervisor

Front Line

Support Staff

Opposes

Manager

Supervisor

Front Line

Support Staff

It is important for LOCOG to target the supporters within the management segment first with the internal marketing plan. These individuals are responsive to change and quick to adapt and adopt new strategies. Their personal ownership of the new internal objectives will have a positive multiplier effect when member of the decision making unit adapt to the new changes. It is important to label the managers as opinion leaders within the business and therefore employees at the lower levels of the hierarchy such as the front line and support staff segments are influenced by management.

In addition within each segment of managers, supervisors, front line and support staff there will be supporters, neutrals and opposers. We will therefore target the benefits of the internal marketing plan first on the supporters of change in each segment once the supportive managers have adopted the new innovative changes. Smith and Nephew will then follow a structured internal communication plan to target the neutral and opposers with each segment.

Positioning

The new internal marketing plan for LOCOG will be positioned to the customer in a customer orientation framework, focusing on the needs of the customer and the benefits the new plan can offer them. This will be conducted in a SIVA (solution, information, value, access) approach to customer orientation. This mix of benefits relayed to the workforce through internal communication will motivate staff and lead to adoption of strategies and adaption into wok processes.

2.4 Legal Process in basic Selection Process

Within Government l legal legislation there is sometimes a conflict between the needs and wants of the employees, and therefore the role of HR and political and policy decision making. Not all decisions made by government are popular e.g. the research evidence into the benefits of minimum wages suggested an unpopular cause of action. This external conflict of public opinion and policy making can be alleviated in part through marketing, predicting and mitigating risk as well as targeting communications around insights.

Each and every European country is having separate or similar labour legislation and judicial enforcement. This has been adjusted according to the social patterns and democracy of the country. UK operates a highly liberal labour market compared to other countries. This legislation standards with the minimum of legislative intervention and administrative ‘red tape’. Employment rights have taken shape around the common law of contract and onto this central pillar have been bolted a number of statutory constraints in such spheres as working time, maternity, union rights and minimum pay. The UK does not have a written constitution and its court system has grown in a rather piecemeal way. However, specialist employment tribunals are empowered to hear almost all individual disputes and they are an integrated element in the civil court structure.

Official guidance on maternity provisions (pdf)

Disability Discrimination Act 1995

Employment Rights Act 1996

Protection From Harassment Act 1997

National Minimum Wage Act 1998

Public Interest Disclosure Act 1998

Data Protection Act 1998

Employment Rights (Disputes Resolution) Act 1998

Human Rights Act 1998

The Employment Relations Act 1999

Statutory Instrument 1999 No. 3312

Statutory Instrument 1999 No. 3323

(natlaw.html)

3. Principles and procedures for monitoring and rewarding employees

3.1 London 2010 Project’s job evaluation process

Target

Measured

Performance

Monthly

Departmental Meeting Attendance

Monthly

Completion of training

Monthly

Developmental Objectives

Mid and Year End

Internal Marketing Awareness

Monthly

Motivation Survey

Quarterly

Talent Development

Yearly

In order to achieve the planned team and talent development of member of the LOCOG the above key performance indicators need to be measured on an agreed time scale that is both realistic and achievable for LOCOG the individual.

Feedback

In order to ensure employee motivation and job satisfaction, individuals will be required to complete a motivational questionnaire and survey on job satisfaction. This will initially be on a quarterly basis. As motivation and job satisfaction are directly linked to performance and retention this is an essential control mechanism for the success of the development plan.

Performance

The performance of the marketing department will be monitored against both marketing output such as the number and type of marketing communications will customers as well as against the overall sales of smith and nephew.

Absenteeism and staff retention

This will be closely measured against the previous year figures absenteeism and staff turnover and its success is associated with all other aspects of the development plan. A failure to reduce the factors will result in the evaluation of all other aspects of the development plan.

Talent development plan

This will be measure on the number of successful applicants filling internal vacancies within LOCOG upon completing the internal and external training of new skills and knowledge.

3.2 Reward systems and Impact on Employees’ Performance

The HR Manager has a core role in monitoring and controlling the implementation of the plan and is supported by effective managing information systems. This rewording system plan also requires extensive cross functional communication and relies on a collaborative rather than competitive approach to resources. The more cross functional interaction, the more realistic the costs and the better the final external communications.

Budgeting sets out a plan and clear goal that improves coordination and motivation through good rewording system. It also enables control functions to be established to ensure a systematic and agreed plan is fulfilled. Currently the HR budget is allocated top down, with HR being allocated an overall financial sum by policy functions based on overall affordability, influenced to a degree by historical spend. However, the recommendation going forward would be to have a bottom up planning and control approach once overarching objectives have been agreed with policy colleagues.

Whilst a top down approach based on profit or effectiveness would be desirable for rewording system, the complexities of proving the contribution of marketing to road casualty reduction is challenging A bottom up approach would reflect marketing industry standard and enable the whole team to be involved in the budgeting process. It would also encourage efficiencies and value for money with less pressure to spend the allocated budget without the risk that this would have implications on the following year’s allocation. Agreeing a longer term strategy would be beneficial to gain greater stability and certainty of marketing budgets over a period of several years.

With a focus on reducing overall communication spend across Whitehall competitive parity will be more evident than in previous years. Rather than competing for share of voice with other Government Departments overall spend will be down and any larger budgets will be under significant scrutiny.

3.3 Monitoring Performance

Following Deming’s control cycle will ensure that the implementation of the plan is effectively monitored against targets with action taken to address and issues.

As well as providing a framework for control and monitoring, adopting a quality model also encourages a quality mindset in the team which will improve outputs for both internal and external customers. The model will also set a standard and provide clarity for the internal customer base who have not historically worked with the marketing function.

The balance scorecard approach can also be used to monitor outputs across the four key areas of financial performance, internal processes, innovation and learning and customers. Within each area goals, measures, limitations and frequency for review are identified. Examples of measures include:

Increase in profits via more targeted/relevant communications

Actual against forecast variance

Meetings and events attended

KPIS meet on service delivery

Number of complaints

Effectiveness of communications e.g. intranet page views

Staff turnover

Staff satisfaction

Objectives and training and development plans in place

Innovation against benchmark

Customer satisfaction

Customer retention

Customer acquisition

Performance benchmarking against other Departments

Contingency planning should also be carried out given the limitations of marketing operating in this new way and in new environments. There are some influences on the effectiveness of this plan that we are unable to control, these should be identified and included within the risk analysis. Due to the significance and implications of decisions made by the Department, it is culturally very risk averse. This risk adverse culture must therefore be reflected in the planning and implementation of this programme of work.

4. Exit from the Organisation

4.1 Exit Procedures & Employee Redundant

However, where this occurs, such an employee should be considered to have voluntarily terminated his contract rather than transferring it and he would not, therefore, have title to any redundancy terms provided by the LOCOG after the event.

Where, however, there are no equivalent roles for a LOCOG employee in the new public private partnership or where there are significant differences between the role that an employee currently undertakes and other roles that remain vacant within the newly created public private partnership, it would be inappropriate for the LOCOG to require that person to transfer. In these circumstances, the States should offer alternative suitable employment for those employees within the public sector or agree mutually acceptable redundancy terms. Clearly, it would not be fair and responsible to force employees into roles for which they are not suited, nor would it be sensible to place the success of the new public private partnership in jeopardy if such people were placed into roles for which they did not possess the relevant knowledge, skills and experience.

An additional safeguard that will be provided to any employee who has transferred to the new public private partnership – and which has been provided to other employees in similar circumstances – is that these people will be circulated with all vacancies that arise within the public sector and would be able to apply for any such vacancies for a period of a year following their transfer. If they were to make a job application then they would be treated by the LOCOG as if they were a States’ employee, which would mean that they would have to undertake any of the recruitment processes that are applied on such occasions to internal applicants.