Human Resource Management and Human Resource Development

The Institute Of Management Sciences 1



PRESENTED BY:

• Muhammad Asad Bin Asif113245

• Hassan Shafique123218• Muhammad Zeeshan

Azam123220• Waqar Bashir Ch.153451• Ahmed Bukhari153759


PRESENTATION AGENDA Difference between HRM And HRD Learning and Development Strategy Learning Organization Strategy HRD Philosophy Simmons’s Case Employee relations strategies HRM Approach to Employee relations Marks & Spencer Case Research Paper


DIFFERENCE BETWEEN HRM AND HRD HRM refers to the art of managing:

human work force. Aims at providing an optimal working

environmentWHEREAS

HRD, stands for “human resources development”.

A component of HRM that focuses on ‘nurturing’ employee’s skills


LEARNING AND DEVELOPMENT STRATEGY

Ensures the talented and skilled people L&D concerns development of skills,

promoting learning culture and learning through trainings

L&D also promotes to make a learning organization by focusing on individual learning


LEARNING ORGANIZATION STRATEGY

Garvin (1993) suggests that learning organizations are good at doing five thingsSystematic problem solving: Deming

philosophy (P-D-C-A)Experimentation: Continuous improvement

programs –‘kaizen’Learning from past experience:

‘Those who cannot remember the past are condemned to repeat it.’ -George Santayana

Learning from others: steal ideas shamelesslyTransferring knowledge quickly and efficiently:

conveying knowledge and expertise


HRD PHILOSOPHYElements of Human Resource Development “TEL-D”Training: learning events, programs and

instructionEducation: knowledge, values and

understandingLearning: permanent change in behavior

that occurs as a result of practice or experience

Development: the growth or realization of a person’s ability


SIMMONS'S CASEIn 1870 Simmons began the business of making cheese Shipping cheese in wooden boxWoven wire mattress hand-made cost of $20 per piece Simmons purchased the machine that cost of 95 cent per piece Started production with 9 employees, the investment of $5000Main business focus was mattress18 plants working in the span of 5 years


POTENTIAL PROBLEMS

Inter-Plant’s problems All the plants do not share their ideas no brainstorming No generation of new ideas Lack of innovation Brain drain

Intra Plant: Employee demotivation Lack of concentration Stubborn in doing working


SUCCESS OF A PLANT

The training programs at Charlotte plant The employee motivation as well overall

improvement of productivity. Charlotte plant training programs at Simmons

have been very successful. The Plant of the year award was given to the

Charlotte plant for its progress. Eitel explained the benefits of training and

development to Fenway Partners particularly when the economy was in recession.


CORE VALUES OF SIMMONS

The company has established their core values. “CHOICES”. C: Caring for the employees.H: Using the History to learn and informing future decisions.O: Opportunities maximization for solving problems I: Embracing InnovationsC: Customers’ need at priorityE: Empowering people within certain boundariesS: Supporting one another



The intentions of the organization about: what needs to be done what needs to be changed flow from the business

strategy

EMPLOYEE REALATIONS STRATEGY


CONCERNS OF EMPLOYEE RELATIONS STRATEGYEmployee relations strategy will be concerned with how to: Build stable and cooperative relationship: minimize

conflict Achieve commitment through employee

involvement Develop mutuality –

a common interest in achieving the organization’s goals

Identify shared values between management and employees



BACKGROUND TO EMPLOYEE RELATIONS

Four approaches “PTAP” by Industrial Relations Services (1993):

Partnership Traditional Adversarial Power sharing


THE HRM APPROACH TO

EMPLOYEE RELATIONS


MARKS AND SPENCER CASE

With more than 120 years of heritage, Marks & Spencer is one of the best-known British retailersHaving more than 450 stores within the UK and employs more than 65,000 people.It also operates outside the UK where it has a developing business in places as far as Hong Kong.In recent years, the UK's retailing industry has been characterized by intense competition.



FACING THE CHALLENGESMarks & Spencer had to develop a new business strategy.A period of change for the whole organization: refocusing the business upon the basics. This included the three business values of Quality, Value, and Service.Marks & Spencer developed a promotional campaign that emphasized 'Your M&SIt also linked the business in the minds of customers with its two other values of Innovation and Trust.


M&S PROCESS

The process involved three key features: Developing products that customers

wanted Investing in the environment within

stores Providing good customer service to look

after customers


ORGANIZATIONAL STRUCTURE & CAREERS

The M&S Head Office in London employs around 3,000 people.. More than 60,000 employees work in the Marks & Spencer stores. Many franchise outlets overseas.

• Flatter organization structure• Enabling to make quick decisions• More employees accountability


IDENTIFYING A TRAINING NEED• Needs to keep its staff well-trained and able to respond

• Need for succession management• Develops existing staff from within the

organizationIt also recruits managers at three different levels:

Trainee managers with A-levels undertake 24 months of training

graduates who join the organization from university have 12 months of training

experienced managers who have retail experience undertake up to 3 months of training


PERSONAL DEVELOPMENT

The line managers and employee discuss and agree on a plan for further development for the year.

They use training and development to improve the technical skills and business competencies they need in order to undertake particular management roles.


TRAINING AND DEVELOPMENTThere are two forms of training:

1. On-the-job training: While employees are carrying out an activity in their place of work.

2. Off-the-job training, as its names suggests, takes place away from the workplace.

By performance coaching they review a person's performance and give feedback on their strengths.By use of intranet. Staff can find learning materials.


BENEFITS OF T&D

1. Brings benefits to both Marks & Spencer and its employees.

2. Builds their technical skills and business competencies.

3. Training also helps to improve efficiency and motivates employees to do well.

4. Marks & Spencer is in a position to develop a competitive advantage over its competitors


BUSINESS STRATEGY

Developing value-for-money products that customers want.

Investing in the environment within stores.

Investing in the environment within stores


CONCLUDING CASE Process of performance review and the way of

individuals developing their career paths Employees to manage and plan their own

training and development Marks & Spencer is able to develop a precise

link between the requirements and necessities for posts

The success of Marks & Spencer is evidence that such investment has been worthwhile


RESEARCH CAS

E

Human Resource Management and Human Resource Development

Business