A Comprehensive Overview and An Analytical Insight Into Human Resource Management at Barclays Bank Plc
Introduction
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This report is being produced to fulfil the criteria required for unit
4 of the AVCE course in business. It gives a comprehensive overview
and an analytical insight into human resource management at Barclays
bank plc. The report particularly focuses on the possible conflict
between Recruitment and Selection and Training and Development. At
Barclays bank plc in view of current economic climate for banks of
competition.
My report is going to include the four following functions:
1. Human Resources Planning - this will include
; Responsibilities covered by the HR function in the business, the
importance of people to the business
; Internal staffing information and external labour market information
to plan HR within the business
; Relevant labour market information and my comparison with how my
chosen business has used labour market
; An analysis of how relevant labour market trends relate to ongoing
HR planning of the business
2. Recruitment and selection - this will include
; Staff records, Human resources department will keep a record of
every employee - past and present. This usually kept on a computer
database. The record will include details of the employee's name and
address, date of birth, current job title and salary, starting and
leaving date, qualifications and experience and works number.
It is important for the department to have all personnel records
confidential, especially comments on attendance, punctuality and
personal circumstances.
; Identification of the features of key recruitment documents and the
factors to be considered in planning to fill a vacancy and carrying
out interviews
; An analysis of the key recruitment documents and an evaluation on
the quality of information in relation to the purpose of each document
; All organisations regularly need new staff - either to replace those
who are leaving or to fill in new vacancies if the company is
expanding. This is where personnel department comes in.
Noe, Raymond A., et al. Human Resource Management: Gaining a Competitive Advantage. 7th ed. New York: McGraw-Hill/Irwin, 2010. Print.
Lengnick-Hall M.L.; Lengnick-Hall, C.A.; Andrade, L.S.; Drake, B. 2009. “Strategic human resource management: The evolution of the field.” Human Resource Management Review, 19, pp. 64-85.
Human Resource Management (HRM) is the administration and control of employees. Its purpose is to ensure that the workers and the employer cultivate a valuable relationship. As a result, the company will record an exceptional performance particularly with regard to employee productivity (Paauwe, 2004). Further, the workers will benefit in terms of job satisfaction and self-development (Paauwe, 2004). Some of the activities involved in managing workers include selection and recruitment, training, development, motivation, and appraisal (Sharma, 2009). This paper aims to analyse the role of human resource management in organisations and its linkage to the wider organizational strategy using Tesco and Harrods as illustrations.
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
Terms of reference: This report is being produced to fulfil the criteria required for Unit four of the Advance Vocational Certificate of Education (AVCE) course in Business Studies. It will give a comprehensive overview of the way's in which the human resources function(s)', within businesses are organised and managed and how they operate, and an analytical insight into the human resource management team, of the business that I' am focusing on, which is HSBC Group Plc. The report will specifically focus on the possible conflicts of interest between employees or individuals, the way's which human resources planning procedures take place, the recruitment and selection process, training and development programmes and performance management at HSBC Group Plc, in view of the current economic climate for retailing/banking. An Introduction to the Report: In this assignment, I have been asked to structure an analytical approach, about human resources and its effects, on one business, and to file all of my information in one simple, but sophisticatedly structured report.
" This global London-based mining and mineral company was severely impacted by the global recession in 2008. Such an impact forced unprecedented workforce reductions worldwide and decentralized HR management had to be brought in under a single umbrella to ensure an orderly and efficient system that would support the organization’s future productivity."( Case Study OneRedesigning HR HRMG 5000 - Student Simple). Human resources have a strategic significance if managed efficiently and productively. The company revamped and managed its HR functions in a manner so as to achieve the strategic goals of the
Nankervis, A., Compton, R. and Baird, M. (eds) (2008), Human Resource Management: Strategy & Processes. Sixth edition. South Melbourne: Thomson, p. 401-427.
...selid, M.A. 1995. ‘The impact of human resource management practices on turnover, productivity and corporate financial performance’, Academy of Management Journal, Vol 38, pp635-670.
John Bratton, Jeff Gold (2007). Human Resource Management: Theory and Practice. 2nd ed. London: Macmillan press limited. p21.
Torrington, D., Hall, L., & Taylor, S. (2005). Human resource management (6th ed.). Harlow, Essex, U.K: Prentice-Hall.
Lewis, Clive (2007) Human resource management international digest. Bradford: 2007. Vol 15, Iss.4: pg. 3.
Torrington, D. Hall, L. & Taylor, S. (2005) Human Resource Management. Harlow: Financial Times Prentice Hall
Under the new model, licensed banks were authorized to carry out the following types of businesses: commercial banking (with regional, national and international reach); merchant (investment) banking; specialised banking (microfinance, mortgage, non-interest/Islamic banking); and, development finance (Sanusi, 2012). In response to this changing and evolving climate, an attempt to elevate HR’s perceived value to banking business emerged. Banks began to explore innovative strategies to attract professional and highly driven executives; this was in addition to massive manpower development programmes to re-train existing
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
Noe, Raymond A., John R. Hollenbeck, Barry Gerhart, and Patrick M. Wright. Human Resource Management: Gaining a Competitive Advantage. 7th ed. Boston: McGraw-Hill Irwin, 2010. Print.