.... HR Planning and Budget Approval Budget is the basis of human resource planning. A budget is a plan for controlling the use of funds over a period of time. HRP should be done within the limits of the budget. There is no use in formulating an excellent plan which cannot be implemented because of financial constraints. Managing a human resources department involves budget planning and execution like any other company department. Budget is the basis of human resource planning. HRP should be done within the limits of the budget. There is no use in formulating an excellent plan which cannot be implemented because of financial constraints. HR Budgeting is a powerful financial tool that can estimate the expenditures made by the HR vertical. This strengthens and allows the HR to control the cost rather than letting it control the HR initiative. The budget is drawn parallel to the goals of the organisation. If the organisation expands and requires to register a double digit growth in terms of its strength, it percolate to apportion funds in different areas including recruitment, retention, up-skilling, global mobility management, etc. The allocation of funds would be governed by the HR Strategies. The decision-makers in an organisation remain the main players to approve the budget. The recommendations and inputs are taken from different sources including operation, marketing, logistics and every other vertical within the organisation. Macro areas including employee retention, recruitment...
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...1. Background This report is produce to review and analyse the Human Resource Management (HRM) policies with which to ensure employee retention and development. The report will provide an insight into how an organisation’s policies is important and necessary to achieve the objective in securing employees’ retention and how development can be implement to help employees’ growth linking it with organisational performance. More studies will be done on actual companies or organisation, journals and articles to support the report. However, there will be some limitations on the policies discussed that might not work on certain employees. 2. Introduction Human Resource Management (HRM) is the use of policies, practices and systems that influence employees’ behaviour, attitudes and performance (De Cieri et al., 2008) and individuals are being utilised to achieve organisation’s objectives (Mondy and Noe, 2005). By recognising people are a firm’s most valuable asset in running a business, Human Resource (HR) department has the responsibility to manage the wellbeing of all employees in order to retain and develop existing employees in achieving organisation’s business objectives (Stone, 2005). HR division also serve as a middle person between top management and lower level management. Therefore, HR department is an important channel for upward and downward communication between employees and management. It is a channel for employees to voice their grievances and complains thus...
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...ASSESSMENT Resource And Talent Planning (5RTP)5RTP_I05001V10 - Optional Unit Assessments - Version 3 Sept 2012Student name: | | CRITERIA | PASS/REFER | COMMENTS | LO2: Be able to undertake core talent planning activities | * Describe the principles of effective workforce planning and tools used to carry it out. | | | * Develop basic succession and career development plans | | | * Contribute to plans for downsizing an organisation. | | | LO5: Understand how to maximise employee retention. | * Explain the costs associated with dysfunctional employee turnover and ways of calculating them. | | | * Examine why people choose to leave or remain employed by organisations. | | | * Assess the strengths and weaknesses of different approaches to the retention of talent. | | | LO6: Know how to manage dismissal, redundancy, and retirement effectively and lawfully. | * Explain the main legal requirements in relation to dismissal, retirement, and redundancy. | | | * Advise organisations on good practice in the management of dismissals, retirements, and redundancies. | | | ASSESSMENT OUTCOME | PASS/REFER | | Students should please note that the above Assessment Outcome for this Unit is provisional and is subject to Internal EHWLC verification (IV) and external CIPD Verification (EV). Tutor: Date: Tutor’s signature: Title of report: Resource and Talent Planning Contents Introduction ......
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...CIPD Assessment Report: To be completed by candidate and assessor: Centre name: | University Croydon College | Candidate name: | PLEASE DO NOT INCLUDE YOUR NAME ON THIS SHEET | | CIPD Membership/ registration No: | | Unique Learner No (ULN) (if applicable): | 535885 | Qualification title: | Certificate in Human Resource Practice | Module title(s): | Recording, Analysing and Using Human Resources Information | Module code(s): | 3RAI F20I3B | Assessment activity (and assignment title if applicable) and the learning outcomes addressed: | Human Resource Management of Data | Date due for assessment: | 11.05.2015 | Extension request date: | N/A | | | Extension granted: | N/A | Actual date evidence submitted: | 08.05.2015 | Revised due date: | N/A | Candidate declaration: | * I confirm that the work/evidence presented for assessment is my own unaided work. * I have read the assessment regulations and understand that if I am found to have ‘copied’ from published work without acknowledgement, or from other candidate’s work, this may be regarded as plagiarism which is an offence against the assessment regulations and leads to failure in the relevant unit and formal disciplinary action. * I agree to this work being subjected to scrutiny by textual analysis software if required. * I understand that my work may be used for future academic/quality assurance purposes in accordance with the provisions of the Data Protection Act 1998. * I understand that the work/evidence...
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...despite the economic conditions, and organisations are directing resources more effectively to retaining and developing existing talent within the company. (PersonnelToday, 2009) This essay will look at the design and implementation of a talent management strategy for a SME. The company has a high labour turnover, the essay will consider the strategies and theories related to talent management, examples and a business case for a talent management strategy.“Talent management is the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their high potential for the future or because they are fulfilling business/operation critical roles”.(CIPD, 2012). This strategy aims to develop plans that attract high quality external candidates as well as the identifying and retention of the internal workforce, getting the optimum balance between external and internal candidates is difficult, some firms prefer to use their existing workforce as this helps drive individuals to increase their skills and increases work satisfaction, however concentrating on a narrow internal group of candidates alienates the possibility of high calibre external candidates who can inject new ideas into the organisation.(Beardwell & Claydon, 2010). The Company needs to have a clear talent management strategies and recognise its strategic importance to the organisation whilst acknowledging the difficulties...
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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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...3HRC Activity 2 Tracy King PURPOSE I have been asked to provide a report that supports the retention of the HR function within our organisation. In this report I will explain how Human Resource activities support the organisations strategy and how HR professionals support line managers and their staff. INTRODUCTION The strategies adopted by our organisation can be influenced by both internal and external factors. HR are involved in the initial planning process and assisted with the formation of a business plan detailing objectives for departments to achieve. HR liaise between management and employees to ensure that policies and procedures are applied fairly and consistently and interaction with the HR department is utilized on a daily basis to support and advise line managers and staff. I will explain in more detail some of the activities provided by HR. RECRUITMENT AND SELECTION When vacancies arise within our organisation it is essential that we attract and recruit the best talent. HR have an extensive knowledge of our objectives, the role of different departments, our skills base and our culture. We use this information firstly to ascertain whether a vacancy can be filled internally, so reducing expenditure, and secondly to analyse skills and competencies required for the role, and attract capable external applicants. HR are involved in every step of recruitment incorporating: * Shortlisting to create a pool of suitable candidates * Assessments...
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...collecting, storing and using HR data “HR records and their retention are extremely complex and constantly changing areas requiring companies to have document retention policies and monitoring programmes.” (CIPD Website) HR records incorporates a range of data relating to all employees working in the organisation i.e. training records, salaries, absenteeism, all of which may be stored electronically or manually. It is important for an organisation to collect and maintain efficient systems for storing data. 1.1 Reasons why the organisation needs to collect HR data The organisation needs to collect HR data for numerous reasons, compliance with the legal requirements, business transfers, copies of contracts, contact details, information to make decisions, two of which are discussed below. 1. Information to make decisions Providing good knowledge and information to the site is critical to make important decisions. Employees need access to accurate information on a daily basis to make decisions on different personal issues i.e. performance review, annual leave, overtime, and educational assistance. HR has a vital role to play to ensure that this information is available to all in a timely manner and the information is accurate. 2. Compliance with legal requirements Every organisation has legal requirements. Government departments has an impact on the retention of HR data and can demand records such as how many people work in the organisation, what their wages are, and included...
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...------------------------------------------------- Name: Joana Sousa Neves ------------------------------------------------- ------------------------------------------------- Centre Name: ICS ------------------------------------------------- ------------------------------------------------- ICS Student Number: 21003765 ------------------------------------------------- ------------------------------------------------- CIPD Student Number: 41687464 ------------------------------------------------- ------------------------------------------------- Qualification Title: Diploma in Human Resource Practice – Foundation Level ------------------------------------------------- Unit Title: Recording, Analysing and Using HR Information ------------------------------------------------- Unit Code: 3RAI02 ------------------------------------------------- Assignment Number: 40552/02 ------------------------------------------------- Candidate declaration: ------------------------------------------------- ‘I confirm that the work/evidence presented for assessment is my own unaided work.’ ------------------------------------------------- ------------------------------------------------- I have read the assessment regulations and understand that if I am found to have ‘copied’ from published work without acknowledgement, or from other candidate’s work, this may be regarded as plagiarism which is an offence against the assessment regulations and leads to failure...
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...2 INTRODUCTION This report will support the retention of the HR function and explain how it supports the Organisations strategy as well as supporting our Managers and colleagues on a daily basis. I have focused on three main activities, Recruitment and selection, Learning and Development and Performance Management and also discussed the impact of legislation on each activity. 3 RECRUITMENT AND Selection It is essential to maintain a well-founded recruitment and selection process to employ the “Right people with the right skills.” Both internal and external factors, such as economics, skill shortages, and the organisations short term and future goals have to be considered. Workforce planning is implemented and constantly reviewed to keep the company up to date and competitive within a changing economy. CIPD Factsheet (Workforce Planning, revised Oct 2015). Recruitment is a huge cost to the Organisation so it’s crucial it is managed effectively and legislation adhered to. HR has specialised knowledge and supports the Organisation by delivering the following activities by a fair non-discriminatory process • Job analysis – Determining if the job is still a genuine vacancy. Reviewing the job description and person specification to fit the role and the company culture. • Selection Methods – Identifying and utilising the correct resources to determine the most suitable candidate. E.g. Psychometric testing, Assessment Centres. Shortlisting candidates. • Advertising –...
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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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...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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...Development Plans Management Essay Every large organisation has a performance management system to assist it in effectively achieving its objectives from sections to the individual employee (Lawler). Human resource management (HRM) is crucial to the organisation's performance. HRMs manage the most valuable assets of the organisations - the individual employees. The performance of the organisation and its divisions are dependent on the collective functions of individual employees (Widener). Those employees represent the human capital which can grow within an organisation to increase productivity within organisation in order to make it more competitive against rivals in the local and global markets (Abu-Nahleh et al. 2010). A personal development plan integrated with an appraisal system will be a key took in making sure that each individual employee's potential is fully made used of towards the progress of the organisational goal (Taticchi et al. 2010). Job satisfaction, motivation and the general morale of the employees are not taken into account in a rewards or forced distribution performance management system. These factors may directly or indirectly impact on the organisational performance. For example, a high employee turnover rate, resulting from low morale to personal reasons, is costly to an organisation. Employees who resign will take away valuable knowledge, expertise and client networks with them. Furthermore, the organisation will have to spend on recruitment advertisements...
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...required for a HR department to be strategic are: 1) Be transformational, not transactional 2) Think about your structure 3) Be credible – have educated, experienced, trained HR practitioners 4) Provide value for services CHAPTER 2 BE TRANSFORMATIONAL, NOT TRANSACTIONAL Ans1 Line department: This department is essential for the survival of the organisation. For example: In the manufacturing company, manufacturing department, finance department and the sales department are the line department and these department are essential for the existence of the organisation because manufacturing company cannot survive without these departments. As these departments manufacture the product and arrange the finance for the company and also sell the products. Staff department: In contrast, Staff departments are the department, which exists to help the line department in its activities. The staff departments are to advise, counsel and assist the line departments. Like in manufacturing company, the department, which is not manufacturing department, finance department and sales department, is a staff department. There is also one more point to contrast these department like if the company has to reduce the people or department then they would like to eliminate staff department rather than line department. This does not means that the staff department is not essential, it is essential but the line department is more essential and the company must have it at any cost. Ans2 HR practitioners...
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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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