human resources assignment sample

Faculty Resources

Assignments.

The Human Resources Management course includes a series of openly licensed written assignments and discussions aligned to specific learning outcomes and chapters. If you import this course into your learning management system (Blackboard, Canvas, etc.), all of the assignments and discussions (listed in the table, below,) will automatically be loaded into your LMS assignment and discussion-board tools. They can be used as is, modified, combined with your own assignments, or removed altogether.

The assignments in this course align with the following scenario:

You are a college senior who has been selected to participate in a hybrid internship/onboarding program with an elite HR research and advisory firm. Your training consists of a combination of formal education—specifically, enrollment in this Human Resource Management course—and a rotation in support of the principals of the firm. In your rotations, you will synthesize what you’ve learned in the relevant modules to address firm or client issues, conducting additional research as necessary and developing draft deliverables as instructed by the principal consultant. The quality of your deliverables – that is, your ability to convert learning into practical insight – will largely determine whether, at the end of the internship period, you are offered a position with the firm or simply thanked for your participation.

You can view them below or throughout the course.

Rubric for Assignments

There is also a sample rubric to assist you in grading. Instructors may modify these guidelines or use their own.

Discussions

The following discussion assignments will also be preloaded (into the discussion-board tool) in your learning management system if you import the course. They can be used as is, modified, or removed. You can view them below or throughout the course.

Rubric for Discussion Posts

Answer keys for the discussion posts are available to faculty who adopt Waymaker, OHM, or Candela courses with paid support from Lumen Learning. This approach helps us protect the academic integrity of these materials by ensuring they are shared only with authorized and institution-affiliated faculty and staff.

• Assignments. Provided by : Lumen Learning. License : CC BY: Attribution
• Pencil Cup. Authored by : IconfactoryTeam. Provided by : Noun Project. Located at : https://thenounproject.com/term/pencil-cup/628840/ . License : CC BY: Attribution

Want to create or adapt books like this? Learn more about how Pressbooks supports open publishing practices.

2.2 Writing the HRM Plan

Learning objective.

• Describe the steps in the development of an HRM plan.

As addressed in Section 2.1 “Strategic Planning” , the writing of an HRM strategic plan should be based on the strategic plans of the organization and of the department. Once the strategic plan is written, the HR professional can begin work on the HR plan. This is different from the strategic plan in that it is more detailed and more focused on the short term. The six parts described here are addressed in more detail in Chapter 4 “Recruitment” , Chapter 5 “Selection” , Chapter 6 “Compensation and Benefits” , Chapter 7 “Retention and Motivation” , Chapter 8 “Training and Development” , Chapter 9 “Successful Employee Communication” , Chapter 10 “Managing Employee Performance” , and Chapter 11 “Employee Assessment” .

How Would You Handle This?

Compensation Is a Touchy Subject

As the HR manager, you have access to sensitive data, such as pay information. As you are looking at pay for each employee in the marketing department, you notice that two employees with the same job title and performing the same job are earning different amounts of money. As you dig deeper, you notice the employee who has been with the company for the least amount of time is actually getting paid more than the person with longer tenure. A brief look at the performance evaluations shows they are both star performers. You determine that two different managers hired the employees, and one manager is no longer with the organization. How would you handle this?

As you can see from this figure, the company strategic plan ties into the HRM strategic plan, and from the HRM strategic plan, the HR plan can be developed.

The six parts of the HRM plan include the following:

• Determine human resource needs. This part is heavily involved with the strategic plan. What growth or decline is expected in the organization? How will this impact your workforce? What is the economic situation? What are your forecasted sales for next year?
• Determine recruiting strategy. Once you have a plan in place, it’s necessary to write down a strategy addressing how you will recruit the right people at the right time.
• Select employees. The selection process consists of the interviewing and hiring process.
• Develop training. Based on the strategic plan, what training needs are arising? Is there new software that everyone must learn? Are there problems in handling conflict? Whatever the training topics are, the HR manager should address plans to offer training in the HRM plan.
• Determine compensation. In this aspect of the HRM plan, the manager must determine pay scales and other compensation such as health care, bonuses, and other perks.
• Appraise performance. Sets of standards need to be developed so you know how to rate the performance of your employees and continue with their development.

Each chapter of this text addresses one area of the HR plan, but the next sections provide some basic knowledge of planning for each area.

Determine Human Resource Needs

The first part of an HR plan will consist of determining how many people are needed. This step involves looking at company operations over the last year and asking a lot of questions:

• Were enough people hired?
• Did you have to scramble to hire people at the last minute?
• What are the skills your current employees possess?
• What skills do your employees need to gain to keep up with technology?
• Who is retiring soon? Do you have someone to replace them?
• What are the sales forecasts? How might this affect your hiring?

These are the questions to answer in this first step of the HR plan process. As you can imagine, this cannot be done alone. Involvement of other departments, managers, and executives should take place to obtain an accurate estimate of staffing needs for now and in the future. We discuss staffing in greater detail in Chapter 4 “Recruitment” .

Many HR managers will prepare an inventory of all current employees, which includes their educational level and abilities. This gives the HR manager the big picture on what current employees can do. It can serve as a tool to develop employees’ skills and abilities, if you know where they are currently in their development. For example, by taking an inventory, you may find out that Richard is going to retire next year, but no one in his department has been identified or trained to take over his role. Keeping the inventory helps you know where gaps might exist and allows you to plan for these gaps. This topic is addressed further in Chapter 4 “Recruitment” .

HR managers will also look closely at all job components and will analyze each job. By doing this analysis, they can get a better picture of what kinds of skills are needed to perform a job successfully. Once the HR manager has performed the needs assessment and knows exactly how many people, and in what positions and time frame they need to be hired, he or she can get to work on recruiting, which is also called a staffing plan . This is addressed further in Chapter 4 “Recruitment” .

Recruitment is an important job of the HR manager. More detail is provided in Chapter 4 “Recruitment” . Knowing how many people to hire, what skills they should possess, and hiring them when the time is right are major challenges in the area of recruiting. Hiring individuals who have not only the skills to do the job but also the attitude, personality, and fit can be the biggest challenge in recruiting. Depending on the type of job you are hiring for, you might place traditional advertisements on the web or use social networking sites as an avenue. Some companies offer bonuses to employees who refer friends. No matter where you decide to recruit, it is important to keep in mind that the recruiting process should be fair and equitable and diversity should be considered. We discuss diversity in greater detail in Chapter 3 “Diversity and Multiculturalism” .

Depending on availability and time, some companies may choose to outsource their recruiting processes. For some types of high-level positions, a head hunter will be used to recruit people nationally and internationally. A head hunter is a person who specializes in matching jobs with people, and they usually work only with high-level positions. Another option is to use an agency that specializes in hiring people for a variety of positions, including temporary and permanent positions. Some companies decide to hire temporary employees because they anticipate only a short-term need, and it can be less expensive to hire someone for only a specified period of time.

No matter how it is done, recruitment is the process of obtaining résumés of people interested in the job. In our next step, we review those résumés, interview, and select the best person for the job.

After you have reviewed résumés for a position, now is the time to work toward selecting the right person for the job. Although we discuss selection in great detail in Chapter 6 “Compensation and Benefits” , it is worth a discussion here as well. Numerous studies have been done, and while they have various results, the majority of studies say it costs an average of $45,000 to hire a new manager (Herman, 1993). While this may seem exaggerated, consider the following items that contribute to the cost:

• Time to review résumés
• Time to interview candidates
• Interview expenses for candidates
• Possible travel expenses for new hire or recruiter
• Possible relocation expenses for new hire
• Additional bookkeeping, payroll, 401(k), and so forth
• Additional record keeping for government agencies
• Increased unemployment insurance costs
• Costs related to lack of productivity while new employee gets up to speed

Because it is so expensive to hire, it is important to do it right. First, résumés are reviewed and people who closely match the right skills are selected for interviews. Many organizations perform phone interviews first so they can further narrow the field. The HR manager is generally responsible for setting up the interviews and determining the interview schedule for a particular candidate. Usually, the more senior the position is, the longer the interview process takes, even up to eight weeks (Crant, 2009). After the interviews are conducted, there may be reference checks, background checks, or testing that will need to be performed before an offer is made to the new employee. HR managers are generally responsible for this aspect. Once the applicant has met all criteria, the HR manager will offer the selected person the position. At this point, salary, benefits, and vacation time may be negotiated. Compensation is the next step in HR management.

Determine Compensation

What you decide to pay people is much more difficult than it seems. This issue is covered in greater detail in Chapter 6 “Compensation and Benefits” . Pay systems must be developed that motivate employees and embody fairness to everyone working at the organization. However, organizations cannot offer every benefit and perk because budgets always have constraints. Even governmental agencies need to be concerned with compensation as part of their HR plan. For example, in 2011, Illinois State University gave salary increases of 3 percent to all faculty, despite state budget cuts in other areas. They reasoned that the pay increase was needed because of the competitive nature of hiring and retaining faculty and staff. The university president said, “Our employees have had a very good year and hopefully this is a good shot in the arm that will keep our morale high” (Pawlowski, 2011).

Determination of compensation systems is a balancing act. Compensation should be high enough to motivate current employees and attract new ones but not so high that it breaks the budget.

Nathan Rupert – Venice Beach Tightrope Walker – CC BY-NC-ND 2.0.

The process in determining the right pay for the right job can have many variables, in addition to keeping morale high. First, as we have already discussed, the organization life cycle can determine the pay strategy for the organization. The supply and demand of those skills in the market, economy, region, or area in which the business is located is a determining factor in compensation strategy. For example, a company operating in Seattle may pay higher for the same job than their division in Missoula, Montana, because the cost of living is higher in Seattle. The HR manager is always researching to ensure the pay is fair and at market value. In Chapter 6 “Compensation and Benefits” , we get into greater detail about the variety of pay systems, perks, and bonuses that can be offered. For many organizations, training is a perk. Employees can develop their skills while getting paid for it. Training is the next step in the HR planning process.

Develop Training

Once we have planned our staffing, recruited people, selected employees, and then compensated them, we want to make sure our new employees are successful. Training is covered in more detail in Chapter 8. One way we can ensure success is by training our employees in three main areas:

• Company culture. A company culture is the organization’s way of doing things. Every company does things a bit differently, and by understanding the corporate culture, the employee will be set up for success. Usually this type of training is performed at an orientation, when an employee is first hired. Topics might include how to request time off, dress codes, and processes.
• Skills needed for the job. If you work for a retail store, your employees need to know how to use the register. If you have sales staff, they need to have product knowledge to do the job. If your company uses particular software, training is needed in this area.
• Human relations skills. These are non-job-specific skills your employees need not only to do their jobs but also to make them all-around successful employees. Skills needed include communication skills and interviewing potential employees.

Perform a Performance Appraisal

The last thing an HR manager should plan is the performance appraisal. While we discuss performance appraisals in greater detail in Chapter 11 “Employee Assessment” , it is definitely worth a mention here, since it is part of the strategic plan. A performance appraisal is a method by which job performance is measured. The performance appraisal can be called many different things, such as the following:

• Employee appraisal
• Performance review
• Career development review

No matter what the name, these appraisals can be very beneficial in motivating and rewarding employees. The performance evaluation includes metrics on which the employee is measured. These metrics should be based on the job description, both of which the HR manager develops. Various types of rating systems can be used, and it’s usually up to the HR manager to develop these as well as employee evaluation forms. The HR manager also usually ensures that every manager in the organization is trained on how to fill out the evaluation forms, but more importantly, how to discuss job performance with the employee. Then the HR manager tracks the due dates of performance appraisals and sends out e-mails to those managers letting them know it is almost time to write an evaluation.

Human Resource Recall

Have you ever been given a performance evaluation? What was the process and the outcome?

Communication Is Key in Performance Evaluations

(click to see video)

Communication is imperative in any workplace, but especially when giving and receiving a performance evaluation.

Key Takeaways

• Human resource planning is a process that is part of the strategic plan. It involves addressing specific needs within the organization, based on the company’s strategic direction.
• The first step in HR planning is determining current and future human resource needs. In this step, current employees, available employees in the market, and future needs are all analyzed and developed.
• In the second step of the process, once we know how many people we will need to hire, we can begin to determine the best methods for recruiting the people we need. Sometimes an organization will use head hunters to find the best person for the job.
• After the recruiting process is finished, the HR manager will begin the selection process. This involves setting up interviews and selecting the right person for the job. This can be an expensive process, so we always want to hire the right person from the beginning.
• HR managers also need to work through compensation plans, including salary, bonus, and other benefits, such as health care. This aspect is important, since most organizations want to use compensation to attract and retain the best employees.
• The HR manager also develops training programs to ensure the people hired have the tools to be able to do their jobs successfully.
• Of the parts of HR planning, which do you think is most difficult, and why? Which would you enjoy the most, and why?
• Why is it important to plan your staffing before you start to hire people?
• What is the significance of training? Why do we need it in organizations?

Crant, J., “How Long Does an Interview Process Take?” Jobsinminneapolis.com, December 2, 2009, accessed October 28, 2010, http://www.jobsinminneapolis.com/articles/title/How-Long-Does-an-Interview-Process-Take/3500/422 .

Herman, S., Hiring Right: A Practical Guide (Thousand Oaks, CA: Sage, 1993), xv.

Pawlowski, S., “Illinois State University to Get Salary Bump,” WJBC Radio, July 11, 2011, accessed July 11, 2011, http://wjbc.com/illinois-state-university-faculty-to-get-salary-bump .

Human Resource Management Copyright © 2016 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Human Resource Management Assignment

2017, Human Resource Management Assignment

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9 HR Capstone Project Examples for HRMBA Students

• Published April 27, 2018
• Last Updated June 23, 2023

Find Your Degree!

Nine HR Capstone Project Examples

• Human Resources Theory into Practice
• Effect of Increasing Training Budget
• Methods of Employee Assessment
• How Does the Human Resources Department Increase the Value of a Company?
• Workplace Diversity Concerns
• What Are the Key Factors that Contribute to Employee Turnover Within the Organization?
• What is the Relationship Between Employee Recognition Programs and Employee Morale and Retention?
• How Does the Implementation of Flexible Work Arrangements Affect Employee Engagement and Work-Life Balance?
• How Does Leadership Style Impact Employee Motivation and Job Satisfaction in Organizations?

A capstone project is one of the final tasks in business school.  Through the process, whether an international business or HRMBA capstone project, students demonstrate that they understand the principles of their field and can practically apply this information. Many business students, especially those in human resource management, choose to use their final project as an opportunity to learn more about a particular subcategory as well as boost their resume. Since there are so many different career paths for HRMBA graduates, a targeted capstone experience can help these students jumpstart their career after graduation. Some human resources management capstone project ideas include the following.

Read:  Top 50 Best Online Master’s in HR Degree Programs (MSHR)

1. Human Resources Theory into Practice

For this project idea, students can examine a few different theories in human resources or just do an in-depth study on one and describe what the selected theories look like in the industry. Many times, these capstone projects include an element of experiential learning where the student spends time in a workplace to understand what the job is actually like. During this experience, the student then watches for specific techniques used by the human resource department. Then, at the capstone presentation, they can highlight which theories and techniques were used at the work site and the results and any recommendations based on human resources theory.

2. Effect of Increasing Training Budget

This project focuses on the degree to which employee training can affect profits. For this capstone idea, after choosing a specific workplace, a student can examine the current training methods and determine what changes would be effective. Based on the data collected and predictive modeling techniques, the student can calculate the tipping point, or at what point adding money to training no longer increases profits and how much is added up until that point.

3. Methods of Employee Performance Appraisal

Along with training, another aspect of human resources involves rating an employee’s performance in a variety of areas. Sometimes, this is based on definitive data, but other times, this involves quantifying less directly measurable skills. For this HRMBA capstone project idea, a student could explore ways of objectively scoring employee performance in these positions. Another aspect of this involves removing subjective bias during the interview process.

4. How Does the Human Resources Department Increase the Value of a Company?

This capstone idea focuses on the intrinsic value of a strong human resource department and how this affects different aspects of the company. Training methods, employee motivational programs, benefits selection, and recruitment processes all affect how employees view their workplace. Further, the student can describe how these also determine the opinions of other companies, potential applicants, and the general public.

5. How do Diversity and Inclusion Initiatives Impact Organizational Performance and Innovation? 

Increasing diversity at all levels of employment is becoming more important. According to Forbes , the field of human resources is changing, and one main aspect of this involves companies being open about the diversity of their staff or lack thereof. For this capstone HR  project, students demonstrate all the benefits of diversity in the workplace including the financial and cultural effects.

6. What Are the Key Factors that Contribute to Employee Turnover Within the Organization?

This capstone could be a research project looking at the top reasons for turnover within an organization.  While specific factors can vary based on the industry, several factors could be explored including:

• Job dissatisfaction
• Lack of career development
• Poor leadership and management
• Lack of recognition and reward
• Work environment and relationships

If turnover is your area of interest, HRMBA students could partner with an organization to do an assessment and make recommendations.  Interviews or surveys could be conducted with management and former staff to learn more about their reason for leaving.  Recommendations could be made to the organization with ways they could reduce their turnover rate.

7.  What is the Relationship Between Employee Recognition Programs and Employee Morale and Retention?

Recognizing and appreciating employees’ efforts and achievements boosts their motivation and morale.  When employees feel valued and appreciated, they are more like to be engaged and productive.  But how do you know if your organization’s recognition program is effective?  A capstone studying an organization’s recognition program that includes interviews or surveys with staff would be of great value to an organization.  Some other HR project ideas in this area could consist of:

• What are the key factors that influence employee retention within an organization?
• What is the relationship between employee recognition and retention within the organization?
• How effective are current employee retention efforts in reducing turnover rates?
• What role does work-life balance play in employee retention?

8. How Does the Implementation of Flexible Work Arrangements Affect Employee Engagement and Work-Life Balance?

While flexible work arrangements existed before the COVID pandemic, there has been a 20% increase in companies who prioritize flexible scheduling since 2019.  After years of remote work, there is finally enough data to show that it works.  According to McKinsey’s American Opportunity Survey, 58% of Americans reported having the opportunity to work from home at least one day a week.  The survey also showed that 87% of workers accept a flexible work arrangement when it is offered.  Flexible work arrangements are a desirable feature for American workers.

Not every industry is structured to support work from home, so fortunately company leadership can choose from a variety of flexible work arrangements.  Here are some research questions that could provide some capstone project ideas .

• What are the perceived advantages and disadvantages of flexible work arrangements from the perspective of both employees and employers?
• What is the impact of flexible work arrangements on team collaboration, team building, and coordination?
• How do different types of flexible work arrangements affect employee outcomes and organizational outcomes?

9.  How Does Leadership Style Impact Employee Motivation and Job Satisfaction in Organizations? 

Human resources is a popular concentration within an MBA program.  MBA graduates are prepared for leadership roles within an organization, so their capstone experience must provide them with the opportunity to develop these leadership skills.  HR MBA capstone project ideas related to leadership style can be a journey of self-discovery.  Completing a capstone experience in an organization can help you identify leadership behaviors that drive employees to succeed.  By comparing the leadership styles within several different organizations, MBA HR students can begin to see which styles have a positive impact on an organization and which may be toxic.

At the end of most graduate programs, students need to display their mastery of the core competencies in their field. Completing a capstone project during an HRMBA program showcases a student’s knowledge and also allows students to focus on an area of human resources that is of particular interest to them.  We hope these capstone human resources /MBA ideas have been a helpful resource.

10 Assignments For Human Resource Managers To Develop Future Skills

• By Simon Carvi
• No Comments

The Covid-19 pandemic has put tremendous pressure on organizations to change the way they operate: from sales and marketing, to finance and customer service. CEOs know that resilience and capacity to innovate are deeply rooted in the company’s human resources. 

To kickstart skilling efforts in the organization, what better place to start than to make sure the Human Resources department is properly equipped. Otherwise, who else should you empower to upskill the rest of your organization? As a matter of fact, the HR function is at the forefront of digital disruption. Your ability to build a skilled HR department is instrumental to make your organization future-ready. 

Remember that when it comes to training, individual Active Learning (classroom, eLearning, reading, etc.) accounts for roughly 10% of the job only! Around 20% of the learning journey to retain a skill is done through others (mentoring, peer interactions, etc.) and 70% by actually doing things! Of course the right blend depends on you and other parameters, such as your company’s business, industry and individual themselves.  

In this short article we will explore 10 SMART ways C-Level and Directors can make sure their HR Managers are being stretched in a good way, exploring projects that will strategically fit the company’s long-term growth and resilience to change. 

Let’s get started!

Table of Contents

1. Present a digital transformation strategy to top management

Competency developed: Digital transformation.

Objective: Own the topic of digital transformation within your company. 

Explanation: Yes, strategy! Ultimately digital transformation is about people skills and the ability to evolve in a digital environment. HR managers should be at the center of the conversation to understand future needs, analyze current gaps, and design a plan.

Tips: Read the literature on the topic. Collect feedback from experts or peers leading the same topic within their organizations. WORK WITH IT. 

2. Create and present new dashboard to CHRO including key metrics and qualitative analysis

Competency developed: People Analytics.

Objective: Analyse your company’s HR performance and contribute to business success. 

Explanation: Has your company a clear vision of its HR performance? Take advantage of the latest HR systems and Business Intelligence tools available to connect the dots. Measure actionable indicators and present them to management.

Tips: Collect expectations from CHRO and top management. Does your company already have a dashboard in place? Start collecting feedback from the current dashboard and try to connect new data points to provide new insights Collaborate with IT to learn how to structure and visualize data!

3. Make 5-year manpower plan aligned to business targets and present to top management 

Competency developed: Strategic workforce planning.

Objective : Plan the Human side of your company strategy so it can meet its turnover, profitability, or sustainability targets.

Explanation : How workforce will be utilized in the future? How to attract and develop the necessary skills. You’ll need more than one meeting to produce such a plan.

Tips: Make sure you collect the most relevant business targets to get a clear vision of the 5-year objectives and gaps. Meet with business line manager, top management, and collect market data to validate assumptions.

4. Highlight company’s top 5 turnover reasons with action plan to top management. 

Competency developed: Business partnering.

Objective: Develop your HR Managers to become real Business partner.

Explanation: From back seat to the front seat. HR managers are not only responsible for collecting data, but also to strategize an action plan. 

Tips: This stretch assignment is better utilized during the yearly budgeting period where managers are expected to summarize data and action plans. 

5. Ask HR Manager to personally train all managers on how to make Individual development plans 

Competency developed: Career development planning .

Objective: Boost your organization career development culture and processes. 

Explanation: It is true that HR managers do not own the career development paths of all employees, Line Managers do. On the other hand, HR Managers are responsible for the talent management process , making sure high potential employees are identified and that provided career paths match the organization’s long-term goals. This assignment will boost the HR Manager’s influencing skills while putting employee retention clearly at the center of the conversation.

Tips: This stretch assignment is better implemented with different workshops 5-7 managers maximum. Ultimately, the HR Manager shall control the quality of each Individual Development Plan (IDP) formalized. It is possible to imagine one on one sessions with managers failing to pass the IDP quality control. 

6. Rethink your company’s benefit package and implement one innovative benefit in line with the new workplace reality 

Competency developed : Compensation & Benefits management.

Objective : Make your company compatible with 2020 new workplace expectations. 

Explanation : Disrupted times call for bold measures and flexibility has just become every employee’s number one priority. HR managers must be creative and offer to top management solutions that will guarantee performance while fitting the employee’s expectation of the new normal.

Tips : You do not need to think money when thinking benefit. A good place to start to ensure creativity would be to run a survey. For example, what does work from home implies for your employees, or top management? Try to know more about those changes, and how does the company can help. 

7. Apply reverse mentoring within your team during monthly one on one sessions 

Competency developed : People Management.

Objective : Become a more balanced leader, get a deeper understanding of the motivations of younger employees and get up-to-date with digital tools.

Explanation : The odds are your HR Manager is a bit older than the team he/she manages. Organize ways to collect constructive feedback about your leadership and use them to improve. Subordinates can offer a wealth of feedback and guidance (digital tools!).

Tips : Reverse mentoring is hard, but the benefits on leadership skills can be huge. Do come with an open mind. During the meeting, let subordinate talk most of the time. Receive their feedback with a smile and spare some time to study their deeper meaning. 

8. Redesign performance management system to make it a continuous process. 

Competency developed : Continuous performance management.

Objective : Retain and develop talents.

Explanation : Spoiler alert! Feedback is not a “twice-a-year” thing anymore and one should not wait 6 months to get a meaningful conversation about performance with its boss. To cope with new expectations of the workforce, it is critical companies rethink the way they manage and record employee’s performance. 

Advice : Implement a culture of feedback by enforcing regular one-on-ones once per month. Turn to automated dashboards to measure competency development progress, KPIs and deviations.

9. Link learning and development activities to OKRs and competencies listed in your performance management system 

Objective : Get ROI from learning activities offered to employees. 

Explanation : Whether your organization use OKRs (Objectives and Key Results) or KPIs & competencies, make sure learning activities are linked with performance outputs. Follow up implementation on a monthly basis using one on ones. 

Advice : Diversify learning and apply the 70/20/10 approach: Active Learning, Social Learning and Stretch assignments. 

10. Implement monthly change management committees with top management

Objective : Put HR at the centre of change in your organization.

Explanation : HR Managers will not change organizations by themselves. They must collect voices from business line managers and must proceed to risk analysis before launching propositions. 

Advice : Change needs buy-in at the highest level. Get your CEO buy-in and offer him a seat at your committee. 

Do you agree with those suggestions? Do they sound challenging enough to develop long-term skills? Or at the contrary too difficult? Are you an HR Manager willing to develop future-proof skills or a CEO that want to impulse change in the organization? Let us know in the comments below. If you want to get more ideas to develop your teams, you can browse different development plans with 70/20/10 activities on  Huneety.com . New positions are added every week. 

This article has been written by our guest writer Simon Carvi who is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition and Employee Retention globally and in APAC. Simon is passionate about how people learn and the future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributors.

You can reach him on Li n kedIN :

Simon Carvi

Simon Carvi is an HR expert professional presenting over 7 years of experience gained through roles in Talent Acquisition an Employee Retention globally and in APAC. Simon is passionate about how people learn and future of work. He helps organizations find practical ways to upskill their workforce as Huneety top learning contributor.

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Undergraduate Major Project - Case Study of Supply Chain Introduction of Supply Chain and Current Market Strategic Issues “West Cornwall Pasty” is a “fast-food chain” enterprise in the “United Kingdom”, this organization is founded in 1998, and this company was owned by “Mark and David... ReadMore

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Unit 24 Employability skills Assignment Sample Introduction: Get free samples written by our Top-Notch subject experts for taking assignment help services. In this report employability skills are mentioned which are essential for entering the job market. In this report, the learners will understand that their responsibilities and performance... ReadMore

Introduction of LTU2PP2 Professional Placement Report The report discusses my placement at the GPT group along with my tasks and role there. The first highlight includes my introduction and my current working place. My abilities to work with people who are from different cultures, language backgrounds, ages, and genders are all pinpointed in this... ReadMore

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HRMT20024 Managing Human Resources Assignment Sample In today's day and age, organisations are facing numerous challenges from internal as well as the external business environment. One of the critical challenges is attracting and retaining the best talent in an organization. The banking sector is one of those sectors that is currently facing... ReadMore

Introduction of Human Resource Management In Hospitality Assignment Get free written samples from expert assignment writers and academic writing services in UK. HRM (Human Resource Management) is considered personal management as per the previous year’s whereas, in the present context, HRM is considered a specific management approach to... ReadMore

BSBHRM505 Manage Remuneration and Employee Benefits Assessment 1 In this part, the remuneration models of manager and entry level employee have been compared. It is important to note here that remuneration model of Priceline Pharmacy ensure that there is a right balance between variable and fixed rewards. These comprise both short as well as... ReadMore

MGT 501 Human Resource Management Assignment Sample Case Discussion Topic: Designing Organisation (Topic 8) Name of the Case:“Can a Strong Culture be too Strong” Q1. What conflicting values are evident in this case?{{ORDER1}} Response: One of the prime conflicting values that are identified in the case study is related to... ReadMore

Assignment 2: Recruitment and Selection Panel Section A: Memo MEMO To: General Recruitment and Retention Specialist Organization:Operation Springboard{{ORDER1}} From:Rubain Subject: Additional Recruitment Sources for Recruitment and Retention Specialist{HELP} Sir, It is to inform you that current, the company is carrying out the... ReadMore

Introduction of Interview Preparation Pack Assignment Get free written samples from subject experts and online assignment writing service in UK. 1. Compare and distinguish distinct selection methods According to Abbas et al. (2021), the recruitment process is one type of selection process that helps organisations in finding new employees that... ReadMore

Introduction of Personal Centered Care And Integrated Working Assignment Get free written samples by subject experts and Assignment Writing Help in UK. In this essay, the focus is provided on the case study of Gertie in order to evaluate the person-centred care and integrated working through this context. From the case study, it has been... ReadMore

Introduction of Supporting Good Practice in Managing Employment Relations Assignment Get free written samples from subject experts and online assignment writing service in UK. The Labor Law aims to regulate several issues, all related to the protection of the rights of a group of workers vis-à-vis employers. It includes the rules that... ReadMore

Introduction of Performance Management and Reward in Organisation Assignment Get free written samples from subject experts and online assignment writing service in UK. 1. Discussing the purpose of performance management and factors that impact on them  Purpose and components of performance management (Source: Bellisario and Pavlov,... ReadMore

Part 1. Introduction or background The concept of critical appraisal refers to the use of a systematic process that helps in identifying the strengths and limitations of a research article with the aim of assessing its usefulness and validity in the research field (Gall and Pigni, 2022). The given article is based on the work stress present in... ReadMore

Introduction Of The Importance Of Human Resource Management In The Company Assignment Get free written samples from expert assignment writers and academic writing services in UK. Human resource management is defined as the effective management of employees working in an organization. Human resources management helps the organization to full... ReadMore

Introduction Of Human Resource Management In An Organization To Achieve The Goals And Objectives Of The Company Assignment Get free written samples from expert assignment writers and academic writing services in UK. This report will discuss human resource management and its contribution to achieving organizational goals and objectives. Strategic... ReadMore

INTRODUCTION In this report a brief discussion about how HRM is important for every type of organization. As in this report, Toyota Motor Corporation HRM plays an important role in the managing and controlling and recruitment and selection and retention of the employees in the organization which helps them to increase their productivity and... ReadMore

CIS8011 Organisation’s Integration & Strategy Plan Assignment Sample Introduction Technology in business can catapult it to either on the road of success or destruction. In today's world, technology is rapidly changing. In this report, a discussion of one of the emerging technologies i.e., 5G is done. In order to measure the impact of... ReadMore

1.0 Introduction Of Human Resource Management Assignment Get free written samples by our Top-Notch subject experts and Assignment Helper team. Human resource management is a strategic process that is used by the business organization to manage people who are associated with the business organization. In process of human resource management,... ReadMore

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Introduction

Human Resource Management is to be considered as one of the strategic approaches toward the effective management of people in a company. In this regard, it can be said that in order to help the company to get competitive advantages, the human resource management of a company plays a vital role. This is useful as well for the development of organizational performance along with employee performance. Human resource management can be considered as the management of few people, who mainly prioritize the systems and policies. The following essay has been developed on the basis of the statement “Human Resource Management must be aligned carefully with Company Strategy”. In this regard, the essay will emphasize the different fundamentals of human resource management along with company strategy. This will show the benefits of human resource management on the company’s strategy. In addition, the essay will encompass in it different theories and models of Human resources. The last part of the essay, it will reveal the issue, which can be taken place to align the human resource management with company strategy.       

Human Resource Management is also known as one of the planned approaches toward the effective management of people in a company. This has been found that the prime reason of the human resource management is to make sure that the company is capable to gain success. In this regard, it can be revealed that in order to help the company to get the competitive advantages, human resource management of a company plays a vital role. Based on the opinion of Noe et al. (2017), professional, who are involved in the human resource department of an organization is mainly prioritizes on the business operations along with the process of accomplishing the organizational goals. This is helpful as well for the development of organizational performance along with employee performance. Human resource management can also be told as the management of few people, who mainly prioritize the systems and policies. In addition, it has been told that HRM plays a vital role in order to recruit, train and developing employees. This is positively related to organizational profit and revenue (Cascio, 2015). Company strategy can be defined as the course of action or the set of decisions that helps the corporate leaders in order to achieve the business objectives. It can be considered as very much beneficial for the development of the organization and operate the business in a well-organized way.  

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Benefits of HRM on company’s strategy

In the words of Obeidat (2016), Human Resource Management is the procedure related to the linking of several human resource functions to the organization’s strategic objectives for the purpose of the improvement of the latter’s performance. Based on the opinion of Jamali et al., (2015),  adaption of an effective HR strategy in alignment with the goals and vision of the organization is associated with multiple benefits and advantages for the organization, which includes effective evaluation of the HR policies, improvement of team building, proficient monitoring of progress, maintenance of a legalized structure.

The foundation of strategic Human Resource Management is that the policies along with the procedures of the organization or company concerning employees are required to be aligned with its broader strategic plan. In accordance with the opinion of Obeidat (2016), development of these links between strategy and HR is associated with the discrete advantage related to assisting the organization in evaluating its prevailing HR policies. In addition, this enables the organization in replacing inefficient or outdated policies with effective ones, which will lead to the promotion of an effective workplace environment as well as employee relations.

With the evaluation of the HR policies, the organization can utilize the aims as well as objectives of the strategic plan for the evaluation of every HR procedures. The procedures, which will be evaluated to be less effective for the fulfilment of the strategic vision, can be re-devised or discarded for making way for the effective ones.

Improvement of Team Building

Strategic Human Resource Management as opined by Jamali et al., (2015) enables an organization in fostering a sense of camaraderie along with a team spirit. The strategic vision of an organization will ideally depend on the input provided from numerous stakeholders, which includes employee, managers and customers, along with investors. Creation of an HR strategy in alignment with the sense of openly communicating can benefit the organization by assisting the stakeholders in feeling important for its executives and owners by giving various valuable inputs. Concisely, it is pertinent to the significance of incorporation of the effective perspectives and ideas of the stakeholders, which in turn leads to proficient team building.

Assistance in Monitoring Progress

According to Meijerink et al., (2016) Human resources has the ability of assisting the organization in monitoring its progress in terms of the achievement of its stated goals along with objectives within the strategic plan. The strategic plan is viewed to rely on the support as well as cooperation of the employees along with individual department or functionalities within the company.

A key role is played by the HR in ensuring effective implementation of the components related to the strategic plan. The intricate connection between the strategy as well as the HR management leads the executives along with its HR functions to consistently monitor each other’s progress as well as tweaking processes for benefiting the organization along with its employees.

Maintenance of a legalized structure

One of the most effective functions of HRM in the words of Noe at al., (2017) is to ensure compliance of the organization with laws regarding employees, their salaries, insurances and so on.HRM plays a key role in ensuring a legalized structure of the strategic plan. Besides, it also makes sure that the strategic plan is amendable in terms of changing legal situations and time.

The main work of the HR theories is to achieve two main targets and that are-1) to increase the effectiveness of the job performance of the workers 2) to increase the motivation and the commitment of the workers. HR management wants to serve some purposes. They serve us to understand clearly the key practices of HR and they try to explain the nature of these key practices also.

Harvard Analytical Framework is introduced first by the Harvard School in 1980 and first in that place history of HRM theory is originated. When several workers do their work to operate a machine then some supervisory and controlling procedures needed to maintain a schedule for the duties of the workers and to maintain the relationship between the workers [1] . The division of the job, the communication between the workers and the company have also done by these procedures. From the theory of the scientific management this trend was influenced. From this trend, the authorities started to draft rules and regulations and organize the pay structure for the employees. Although the above scientific management theory is not classified as the proper HRM theory but it influences to advance the actual HRM theories. There are mainly 5 models are observed in this human resource management. They are- the standard easygoing model of HRM, 8 box model by Paul Boselie, HR worth chain, HR worth chain progressed and Harvard structure for HRM .

1) The standard casual model of HRM – This model is known as the best model of the HR management. Mainly this model derived from the models published in the time zone of 1990 to 2000. This model shows how the internal processes and the financial outcomes of the business have been impacted on HR. This model also shows that the formula of the HR strategy to improve a business.

2) The 8 box model by Paul Boselie- This model shows how the viability of crafted by HR is impacted by the outside and the interior elements. The outer variables incorporate the outside general market setting; the outside populace advertise setting, the outside general institutional setting, the all inclusive community institutional setting. Every one of these elements help to impact the work procedure of HR .

3) The HR value chain- This is known as one of the best models of HR management. In this model, the work process mainly divided into 2 categories. The categories are 1) HRM activities and 2) HRM outcomes.

4) The HR value chain advanced- The HR model is similar as the HR value chain model but it has 2 main differences from the previous one.

5) The Harvard framework for HR - Mainly 5 elements are included in this model of HR. these 6 primary elements are HRM policies, HRM outcomes, stakeholder interest, situational factors and long term consequences.

All the HR models have some differences and some similarities but these HR models help us to understand the human resource management more clearly. This is the significant test distinguished and ought to be the top most need. No affiliation will have the alternative to investigate the stormy seas of the present business condition without a significantly qualified gathering of chairmen on deck. In my view, the operational organization quality in numerous relationships in made countries is starting at now high.

The zone where I see the most surprising necessity for continued with progression is the development of activity quality, and particularly the further improvement of key organization aptitudes. It may not stun you that I consider imperative thinking and fundamental initiative as key aptitudes for pioneers which ought to be honed constantly. Unexpectedly, the necessity for extended nature of power and the board in like manner fuses.

Affiliations can basically remain effective in a smart changing business condition, on the off chance that they have a workforce that is according to market needs and which has the correct mentalities and capacities with regards to deft acclimation to changing business conditions (Noe et al. (2017). The test for HR is to get the correct limit in a wild challenge for the most amazing cerebrums and to tirelessly build up the extent of limits and commitment of workers to such a degree that advances the improvement of the individual and the progression of the affiliation all the while. The commitment and danger of people ought to be appreciated and it must be understood that the organization giving affiliation's reputation is in their grip. Essentially the best and trustworthy people should be consigned for the endeavour and the doled out individual should review that there is a colossal commitment lying in him. In order to keep the power of the work procedure the human resource the officials may need to take a couple of decisions that are pitiless just as bring a couple of adversaries also. It should be seen that the commitment of the HR office is to serve the association and it should focus basically on the benefits of the relationship of the organization.

Human Resource Management bases on sorting out the essentials part of the business with its necessities and movement of workers. Inside each pro has a critical task to do so. The accentuation is to help people to team up. Workforce engineering is a touch of the basic technique, which would look on entire arrangements and needs of the association. Care plans to connect each of the persons to end up both expertly in all, actuality inside of the business which would additionally help and make an evident and basic high ground through picking and by winding up particularly lively and skilled staff that can also perform at different stages. Human resource is the hugest bits of the present proficient work environment. It is fundamental to get presumably the best man in the fragment to have better kind of organization from them.

Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018.  Strategic human resource management . Oxford University Press.

Buckley, M.R., Wheeler, A.R., Baur, J.E. and Halbesleben, J.R. eds., 2019.  Research in personnel and human resources management . Emerald Publishing Limited.

Cascio, W.F., 2015. Managing human resources . McGraw-Hill.

Dundon, T. and Rafferty, A., 2018. The (potential) demise of HRM?.  Human Resource Management Journal ,  28 (3), pp.377-391.

Jamali, D.R., El Dirani, A.M. and Harwood, I.A., 2015. Exploring human resource management roles in corporate social responsibility: the CSR?HRM co?creation model.  Business Ethics: A European Review ,  24 (2), pp.125-143.

Meijerink, J.G., Bondarouk, T. and Lepak, D.P., 2016. Employees as active consumers of HRM: Linking employees’ HRM competences with their perceptions of HRM service value.  Human resource management ,  55 (2), pp.219-240.

 Noe, R.A., Hollenbeck, J.R., Gerhart, B. and Wright, P.M., 2017. Human resource management: Gaining a competitive advantage. New York, NY: McGraw-Hill Education.

Obeidat, S.M., 2016. The link between e-HRM use and HRM effectiveness: an empirical study. Personnel review, 45(6), pp.1281-1301.

Paauwe, J. and Boon, C., 2018. Strategic HRM: A critical review. In  Human Resource Management  (pp. 49-73). Routledge.

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— Igor Volk, a Soviet-era cosmonaut whose only spaceflight in 1984 was intended to prepare him to fly Russia's space shuttle Buran before it was canceled, died on Tuesday (Jan. 3). He was 79. Volk's death was reported on the website for the Russian city of Zhukovsky, where the cosmonaut was an honorary citizen. "[Volk] was a representative of the legendary generation of cosmonauts," the city officials wrote on Zhukovskiy.ru . "He will remain in our memory as an outstanding personality, an extraordinary man and a highly skilled, courageous test cosmonaut, who made a contributions to the exploration of outer space and to the knowledge of the mysteries of the universe." Roscosmos, Russia's federal space corporation, confirmed Volk's death in a post to its Facebook page.

Selected in July 1977 among the first group of civilian test pilots for the Buran, the Soviet Union's answer to the U.S. space shuttle, Volk passed basic cosmonaut training and qualified for a spaceflight assignment in 1980. Volk might have then waited for a mission on board the winged orbiter — a flight that would ultimately never come — were it not for an aborted space station docking three years earlier. In the wake of a two-man, all-rookie Soyuz crew failing to dock to the Salyut 6 station, a new rule was instituted by the Soviet space program that every crew had to include at least one person who had previously flown into space. As such, Volk was initially named to fly with Leonid Kizim and Vladimir Solovyov to the Salyut 7 space station in 1983, to provide him the experience needed to lead the first flight of the Buran. Another failed docking mission however, resulted in Kizim and Solovyov being reassigned to a later launch and Volk being added to the Soyuz T-12 mission crew with Vladimir Dzhanibekov and Svetlana Savitskaya, the latter being the world's second woman to fly into space making her second spaceflight. Volk, Dzhanibekov and Savitskaya launched on July 17, 1984 from Russia's Baikonur Cosmodrome (now located in Kazakhstan). During the Soyuz T-12 mission, the seventh crewed flight to visit Salyut 7, Savitskaya became the first woman to go out on a spacewalk, beating NASA astronaut Kathy Sullivan by three months.

Volk returned to Earth with his two crewmates on July 29, 1984, logging a total of 11 days, 19 hours and 14 minutes in space. Soon after he landed, Volk boarded a Tu-154LL Buran training aircraft and flew an approach following the same flight path the orbiter would on its return from space, touching down at Zhukovsky Air Base near Moscow. The flight demonstrated that a cosmonaut still readjusting to gravity could safely fly the shuttle to a landing, though Volk, nor any other cosmonaut, would have the opportunity to conduct that real re-entry from space. Igor Petrovich Volk was born in Kharkiv, now the second- largest city in Ukraine, on April 12, 1937, 24 years to the day before cosmonaut Yuri Gagarin would become the first human to fly into space and 44 years to the day before the first launch of NASA's space shuttle. A pilot in the Soviet Air Force and graduate of Kirovograd Military Aviation School in 1956, Volk received his degree in engineering from the Moscow Aviation Institute in 1969. He then went to work as a civilian test pilot at the Gromov Flight Research Institute, flying jets, including the MiG-21, MiG-25 and Su-27, as well as a single flight in the "Lapot," an atmospheric test vehicle for the never-realized MiG-105 "Spiral" space plane. After his Soyuz T-12 mission, Volk continued to prepare for a Buran mission by piloting 13 flights of the analog version of the shuttle, the OK-GLI, between November 1985 and April 1988. His last approach and landing flight marked the 25th and last flight for the vehicle, which is now on display at the Technik Museum Speyer in Germany.

The Buran only launched to space once, without a crew, in 1988, before the program was canceled in 1993. "Energiya-Buran is the most powerful space vehicle the world has ever seen, and, had it been given the chance to fully develop, it would have been of great benefit to the people of the Soviet Union and, indeed, the world," Volk wrote in his foreword to the 2007 book "Energiya-Buran" by Bart Hendrickx and Bert Vis. "It didn't get that chance, but the political, and to some extent, economical situation, were not ideal." In 1995, Volk left the cosmonaut corps to become director of the flight test center at the MM Gromov Flight Research Institute in Zhukovsky, a position he held until he retired in 2002. For his service to the country's space program, Volk was awarded the title of Hero of the Soviet Union and the Order of Lenin in June 1984. Volk is survived by his wife, Valentina, and two daughters, Marina and Irina.

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