...Understanding organisations and the role of human resources Unit 3HRC Workbook Cullen Scholefield Maxwelton House 41 Boltro Road Telephone: 0800 0185 052 Fax: 01444 459 221 Haywards Heath West Sussex Website: www.csgconsult.com Cullen Scholefield Limited a company registered in England No: 3298304 RH16 1BJ United Kingdom eMail: develop@csgconsult.com Contents Introduction 4 New qualifications 4 Overview of 3HRC Understanding organisations and the role of HR 6 Section one - Organisation context, purpose, aims and objectives 7 Section two - Different types of organisation 13 Section three - Understand how HR activities support an organisation 20 3HRC © Cullen Scholefield Page 2 of 27 This page is intentionally blank 3HRC © Cullen Scholefield Page 3 of 27 Introduction New Qualifications The Chartered Institute of Personnel and Development (CIPD) has introduced new qualifications in 2010 to reflect the knowledge and skills specified in the CIPD HR Profession Map and revised membership criteria The changes offer greater flexibility to you and providers, introduce a whole new suite of Intermediate level qualifications, and will meet the requirements of the new Qualifications and Credit Framework (QCF). What is the QCF? The QCF is a new way of recognising achievement through the award of credit for units and qualifications. At present, it is hard to understand all the different types of qualification...
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...Understanding organisations and the role of human resources Learning activity one Think about your own organisation for a moment. | | |What does it do and what need does it fulfill in society? | |Be!Group is an insurance validation company that provides a link between the insurer and the claimant. We ensure that claimants are treated fairly while meeting | |the business needs of our clients. We work for a number of different clients that have varying requirements from and we specialises in being able to provide a | |bespoke service for that client. We have a skilled and flexible workforce and are able to meet demand at short notice. | | | |What might happen if it didn’t exist? | |If the company didn’t exist the work would need to done at each individual insurance company | | ...
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...Effective HR/L&D Practitioner Question 1 “Effective HR professionals really have to succeed by understanding the business, the market and the customer as well as the Chief Executive or the Marketing Director. It’s about understanding what the organisation would look like if it was really humming, really succeeding. Translating that back into culture, working practices, learning, motivation, reward, selection – those are the strategic choices…to make” - Geoff Armstrong, CIPD. Aside from this, what other skills and qualities do you think are necessary for HR professionals today? Being able to distance yourself from staff, as HR are a separate entity from the rest of the business Being able to create a HR strategy and sticking to this regardless of changes in the work environment Having an understanding of the purpose and role that HR plays within a successful organisation Responding to events as and when they occur, rather than trying to create any contingency plans/procedures Question 2 How do the skills listed in Question1 help you as an HR professional carry out your role more effectively? By keeping your distance from staff it is easier when you need to advise staff on matters such as grievance or disciplinaries By sticking to a strategy that you have decided upon regardless of what happens, it shows that you do not buckle under pressure Having an understanding of HR’s roles and purpose makes it easier to support change within the organisation By not creating...
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...Introduction This report aims to demonstrate the activities undertaken by the Human Resources Department and reasons to support the retention of the HR Department within the organisation. In the report we will look at these activities and how these support the Organisations Strategy and how the HR Professionals in the team support the Managers of the Organisation to enable them to work effectively to achieve the Trusts Overall Objectives. How three HR Activities Support the Organisations Strategy Recruitment and Selection The Human Resources Department provides a robust and effective recruitment service. This supports the organisations strategy by ensuring the correct people, with the correct skills and experience are recruited. The ability to attract and appoint staff with the relevant knowledge, skills and attitude is an important aspect of HR. Successful recruitment and retention of staff serves to ensure happy staff, greater morale, productivity and quality of service. The HR Department ensures that the correct people are employed, first time. This avoids delays in getting the post filled, less impact on current staff and provides a reduction in costs relating to agency/temporary staffing fees. There is now greater emphasis on Values Based Selection. That is, assessing candidates ‘fit’ against our NHS values. At a base level, this means exploring candidate’s motivations and drivers for joining us, assessing their behaviours in relation to their real life examples...
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...3HRC F302B (HR) CIPD Assessment Activity Template |Title of unit/s |Understanding Organisations and the Role of Human Resources | |Unit No/s |3HRC (HR) | |Level |Foundation | |Credit value |4 | |Assessment method |Observation, Written | |Learning outcomes: | |Understand the purpose of an organisation and its operating environment | |Understand the structure, culture and functions of an organisation | |Understand how HR/L&D activities support an organisation | |Both activities should be completed |Assessment Criteria | | ...
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...BUSINESS ORGANISATIONS Group 1 | HRM-A ARUNI SINGH (H15012) NAKUL SHARMA (H15035) NISHTHA KHANNA (H15038) PRATIK JAIN (H15041) YASH JAIN (H15059) ACKNOWLEDGEMENT We would like to take this opportunity to gratefully acknowledge the valuable assistance and contributions of the few people, without whom this project could not have been completed. At the outset, we would like to thank Professor M Srimannarayana for providing us with this learning opportunity and for being a constant source of insightful guidance for us in all matters related to the field of Human Resource Management, which we have just been exposed to. We would also like to thank the HR Professionals from various companies, with whom we interacted and were kind enough to spare time from their taxing schedules to fill u our surveys. These surveys have formed the backbone of our study. Thank you all! 1|Page Table of Contents ACKNOWLEDGEMENT .................................................................................................................... 1 INTRODUCTION................................................................................................................................. 3 ORGANISATIONS PROFILE ............................................................................................................ 4 HR STRUCTURE AND SIZE ............................................................................................................. 5 HR SIZE: HR Staff Ratio...
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...Certificate in HR Practice Understanding Organisations and the Role of Human Resources (3HRC) Assessment Method – Observed Presentation and Report to the Board Learning Outcomes: 1. Understand the purpose of an organisation and its operating environment 2. Understand the structure, culture and functions of an organisation 3. Understand how HR/L&D activities support an organisation Both activities should be completedActivity 1A new manager is starting in the organisation shortly. Your HR department has been asked to provide a ten minute presentation that will give the manager some understanding of the organisation in preparation for their start. The presentation may be made one-to-one or to a larger group and should be observed by your tutor.The information you provide should include: * the purpose and goals of the organisation * a list of what the organisation produces or the services that it offers to its customers * an identification of the main customers * an analysis of 4 external factors and their impact on the business activities of an organisation * the structure of the organisation that includes at least 4 functions * an explanation of how these different functions work together within the organisation to optimise performance * an identification of the culture of the organisation and at least 2 ways this affects operationsActivity 2Your Executive Directors are proposing to reduce the size of the HR section, or even close the function...
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...Understanding Organisations and the role of HR CIPD Level 3 Certificate in Human Resources Practice Rufaro Masawi Briefing Note: an Introduction to Priory Farmfield CIPD Number 45163345 2193 Words Priory Farmfield is a part of the Priory Group of services. Farmfield specialises in providing a forensic mental health service on behalf of third parties such as the NHS, Local Authorities and Prisons. The NHS is one of Farmfield's main commissioners they fund the patients stay at Farmfield. The goals of the service are to provide an exceptional service in order for them to attract more customers which will result in the company gaining a profit. External factors that can impact the business activities of the organisation are legal, political, economic and environmental. The main legal aspects that affect Farmfield are regulating bodies. Farmfield is regulated by the Care Quality Commission (CQC) who monitor, inspect and regulate all health and social care services in England. The CQC conducts inspections of all health providers in England and they publish their findings online. Commissioners such as the NHS are able to read these reports when making decisions about referring their patients to Farmfield. An unfavourable review can be detrimental to current and future business. If the hospital is found to not be operating according to the set standard by the CQC they can be shut down immediately...
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...Within the field of HR, practitioners operate at several different levels, tasks and responsibilities varying according to their level and status. For example people in senior roles such as – HR managers will be involved in departmental management corporate strategy and HR policy formulation. Those in the middle ranks may specialise in a particular field and have sectional responsibility. The lower levels such as HR officers and administrators carry out operational level tasks such as administrative activities. To be an effective HR practitioner you need to posses particular skills have underpinning knowledge and posses certain behaviours. The activities within these roles are wide & varied. Producing and maintaining secure and confidential records, monitoring absence, staff training, advertising vacancies are to name only a few. Liaising with colleagues and sharing information, producing data for such purposes, and the day to day running of the HR department. Supporting managers; on the implementation of HR policies and procedures, inline with the organisations values and all the relevant regulations. The HR function supports the improvement in processes and policies such as; employee development, performance and reward, recruitment and selection. With such changes HR help staff and managers understand the need for and benefit of change, their role in these processes and the expected outcomes. It’s about providing an efficient service to managers to help them run the...
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...Introduction This report will aim to evaluate and explain what it means to be an HR Professional with using the CIPD HR Professional Map (HRPM) as the basis for the evaluation. A - Briefly explain how the CIPD HR Professional map defines the HR profession, including gthe professional areas, the bands and the behaviours. B – Evaluate how the 2 core professional areas, and any 2 selected behaviours uphold the concept of ‘HR professionalism’ give examples from the knowledge and activities @ band C- Explain with related examples, why the HR professional needs to be able to manage themselves, manage groups or teams, manage upwards and manage across the organisation CIPD Professional Map – The CIPD HR Profession Map (HRPM) is an accurate tool that guides an HR practitioner’s learning and development through becoming an effective HR professional. HR professionals can use the map for many reasons such as identifying skills and team capability, building role profiles and identify areas that need development (HRPM, CIPD, 2012). Professionalism is defined as a continuous development of outcomes anticipated through appropriate behaviors and conduct that are needed in order to have beneficial business relationships (Gian Fiero, 2008). The principles of professionalism among others commit professionals to have some values such as be customer focused, have proper ethical standards, accountability and reliability, be proactive, responsive and have the willingness to learn and study...
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...Introduction This report will explain and support the retention of HR function within the Lloyds Banking Group (LBG) organisation. The HR function is a fundamental element to any organisation and as a HR professional it is vital to discuss the benefits of keeping it within the group. This report will explain in detail how the HR function supports the LBG strategy and how the HR professionals support line managers and their staff. The report will include a PESTLE and SWOT analysis showing the internal and external factors affecting LBG group and how the HR function supports against these factors. In order to analyse this efficiently the report will first outline the general principles of HR and also the best practices performed by HR personnel. Investigations, findings and analysis This section gives an overview of the internal and external factors affecting the Lloyds Banking Group organisation and its strategy showing the support the HR gives to combat these factors. In order to cover this, it is important to highlight LBG’s Mission Statement: ‘to become the UK’s most recommended bank’. There are many factors that can have an impact on these both in a positive and negative way. These factors can be both internal and external. Many of these spirals from the alignment of the Banks following the acquisition of HBOS by Lloyds in 2008, 5 years on this has still having an impact. Internal Factors: Following the on-going restructure to align the...
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...the closer the co-operation between finance departments and human resources (HR) departments on areas like bonus schemes, the better the organisational performance will be. The research was carried out by John Innes, University of Dundee; Reza Kouhy, Glasgow Caledonian University; Rishma Vedd, California State University, Northridge; and Takeo Yoshikawa, Yokohama National University on a CIMA grant. The project examines the relationship between HR management, management accounting and organisational performance. Six case studies covering the UK, Canada and Japan were analysed with the results tested in a series of 100 telephone interviews. Top level findings show that HR and finance teams need to work closely with one-another on HR policies to ensure better performance across the entire business. Where the tone is set at the top, with HR Directors and Finance Directors being seen to liaise on bonus schemes and benchmarking exercises, it is generally felt that a better working relationship between HR and finance can be achieved. Researcher John Innes, explains further: 'It was commonly considered that while HR can benefit from getting financial input on how to structure bonus schemes and strategies, that finance can equally benefit from working with HR to understand how viewing employees as 'assets' rather than 'costs' can lead to a net positive effect on an organisation's long-term performance.' Although the relationship between HR and the operational and executive functions...
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...Activity 1 The HR Profession Map (HRPM) is a map that was created by HR Professionals for HR Professionals. Anyone who works in the HR profession is able to use the map to reflect on their current role and help them develop themselves and their career in HR. It’s an effective tool to use in order to keep track of career objectives and to keep knowledge up to date. The HRPM contains 3 key elements. 1. Professional areas – what HR practitioners need to do and know 2. Behaviours – How to carry out work activities 3. Bands – How to develop your role There are 10 Professional Areas which describe the responsibilities and knowledge needed, the depth for each of these vary depending on what band the practitioner is working at. There are 2 Professional Areas that apply to all HR Professionals, regardless of what band they are working at. These are (at Band 1): * ‘Insights, strategy and solutions’ – The practitioner needs a deep understanding of the business. They need to understand the organisations goals and intentions and how the HR department will help achieve these goals. At Band 1, the HR practitioner is required to understand the organisation structure and team working, which allows the practitioner to create prioritised HR strategies * ‘Leading and managing the HR function’ – Once the business is understood, an HR function needs to be designed to meet the needs of the organisation. The practitioner needs to act as a role model leader and make...
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...required to be effective in an identified HR role. The CIPD professional map determines what HR professionals should know and understand to make a difference to their organisation. The map can be used in its form or in part or be incorporated into organisation’s existing competency structure. The map highlights ten professional areas with the centre of the map focusing on the two core areas which sit at the heart of the HR function and can be applied to all HR professionals regardless of role, location or stage of career. These are: 1. Insights, Strategy and Solutions: o This area deals with the professionals understanding and insight into an organisation, through a deep knowledge of the organisations purpose, objectives, aims, values, activities, strategies and plans. o The strategies created have to focus on the needs of the customers and employees, and add value to the organisation. o Be aware of political, economical, social and technological (PEST) issues and how it can affect the organisation and what can be done to overcome this. 2. Leading HR: o HR professionals act as role models, leaders and maximise the contribution made throughout the organisation through own self and by encouraging others. o They develop the organization across 3 main areas of leadership: Personal leadership, leading others and leading issues. o HR professionals need to be able to lead and manage a fit for purpose HR department, ensuring that they have the right capability...
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...Private Limited- HR function Outsourcing and Management Company By INDEX Contents | Page No | Company profile | 3 | objectives of the Internship program | 4 | Problems Identified | 4 | Schedule of activities | 4-9 | Analysis | 10-12 | Achievements | 12-13 | Key Learning | 13-14 | Company Profile HUSYS, which stands for human synergies, are in the business of building and managing HR function services for organisations specially SMEs. HUSYS started their operations from Hyderabad in the year 2002 with an aim to redefine the Human Resources function in India. Today they are synonymous with HR Function Outsourcing. They have revolutionized HR Function Management outsourcing in India. Since 2002, HUSYS has managed the HR department of 160+ companies spanning across 10 different industry sectors. Apart from Hyderabad they have also reached cities like Bengaluru, Delhi, Mumbai, Ahmedabad, Nagpur and Pune. The prominent services of HUSYS include- * HR function Outsourcing (HRFO): The key service of HUSYS is building & managing the HR department of Small & Medium Size (SME) organisations who are looking to expand their business and build an organization of repute. HRFO helps SMEs to concentrate on their core business and leave the HR worries to HUSYS who helps to build a cost-effective and state-of-the-art HR department. * HR Consulting: HUSYS helps organisations in Design, Development...
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