CIPD Diploma in HR Management UNDERSTANDING THE BUSINESS CONTEXT OF HUMAN RESOURCES Online Resources Designed and delivered by Oakwood International Ltd Oakwood International Ltd 2014 0 Resources & Bibliography Core textbook: Taylor, S & Woodhams) Studying Human Resource Management, CIPD, 2012 Centralised/decentralised HR: http://www.learnmanagement2.com/centraliseddecentralised.htm OECD, 2005, OECD SME and Entrepreneurship Outlook: 2005, OECD Paris Reference for Business, Encyclopedia of business 2nd Edition: http://www.referenceforbusiness.com/management/Log-Mar/Management-Levels.html Internet articles on Mintzberg's ten management roles: http://www.lmcuk.com/management-tool/mintzberg-s-ten-management-roles http://www.mindtools.com/pages/article/management-roles.htm http://pages.stern.nyu.edu/~rdunbar/Articles/testingmintzbergsmanagerial.pdf Internet articles of Fayol's management roles: http://www.provenmodels.com/4 http://www.trainanddevelop.co.uk/article/henri-fayols-theoretical-managerial-educationalprogram-a162 Katz, R. (1986) 'Skills of an effective administrator', Harvard Business Review, March/April, vol. 64, issue 2, p. 198 Internet articles on span of control: http://www.tutor2u.net/business/gcse/organisation_span_of_control.htm http://masonqld.tumblr.com/post/4387861116/from-span-of-control-to-span-of-influence http://www.forbes.com/fdc/welcome_mjx.shtml http://www.selfgrowth.com/articles/Span_of_Control_in_an_Organization.html Stephen Taylor, Contemporary issues in HRM, CIPD 2011 CIPD factsheet, History of HR and the CIPD, December 2012: http://www.cipd.co.uk/hr-resources/factsheets/history-hr-cipd.aspx CIPD survey report: The changing HR function, (2007): http://www.cipd.co.uk/binaries/chnghrfunc.pdf Internet articles on the Ulrich Model of HR delivery: http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 CIPD Diploma in HR Management - Oakwood International Ltd 2014 Page 1 Resources & Bibliography CIPD factsheet, HR shared services centre, November 2012: http://www.cipd.co.uk/hrresources/factsheets/hr-shared-service-centres.aspx Internet articles on change management: http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 Internet articles/podcast on globalization: http://www.scribd.com/doc/24364806/How-Globalization-Affects-HRM http://www.cipd.co.uk/podcasts/_articles/episode13.htm Internet articles on competiveness in industries: http://www.simplehrguide.com/hr-role-in-globalization.html http://www.ehow.com/info_8568053_effects-globalization-human-resource-management.html http://www.talent2.com/talent2-channel/2011/12/9/the-impact-of-technology-on-hr http://www.cipd.co.uk/NR/rdonlyres/2967813B-58DC-4FE1-94A5C4B1E6B4C372/0/CIHRMsamplechapterwcopyright.pdf Internal and external influences on HRM: http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 SWOT analysis: http://www.mindtools.com/pages/article/newTMC_05.htm CIPD factsheet, SWOT analysis, November 2010: http://www.cipd.co.uk/hr-resources/factsheets/swot-analysis.aspx CIPD factsheet, PESTLE analysis, November 2010: http://www.cipd.co.uk/hr-resources/factsheets/pestle-analysis.aspx Porter's 5 Forces: http://www.mindtools.com/pages/article/newTMC_08.htm Internet article (PPT) covering business analysis tools: http://www.slideshare.net/milesweaver/analysing-the-external-environment-of-business-iegeneral-competitive Demographic trends: http://www.cgdev.org/doc/Demographic_and_Development/DD_background_12_10_08.PDF CIPD factsheet, Employment Law - EU influence, October 2011: http://www.cipd.co.uk/hrresources/factsheets/employment-law-eu.aspx CIPD Diploma in HR Management - Oakwood International Ltd 2014 Page 2 Resources & Bibliography Gulf Cooperation Council (GCC) an explanation: http://www.fruithome.com/teams/modelun/ya03gcc.html CIPD research report, Shaping the Future: http://www.cipd.co.uk/binaries/5287STFfinalreportWEB.pdf Internet articles on the importance of financial awareness: http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 HR research report, Using HR metrics for maximum impact, January 2012: http://www.cipd.co.uk/hr-resources/practical-tools/using-hr-metrics-for-maximum-impact.aspx Kleynhans, Markham, Aswegan & Pilbeam, Human Resource Management - Fresh Perspectives- Prentice Hall (SA) 2006 CIPD factsheet, Strategic Human Resource Management, July 2012: http://www.cipd.co.uk/hrresources/factsheets/strategic-human-resource-management.aspx CIPD factsheet, Sustainable organisational performance, July 2012: http://www.cipd.co.uk/hrresources/factsheets/sustainable-organisation-performance.aspx Guide of developing HR strategy: http://www.hrmagazine.co.uk/hr/features/1020649/exclusivethe-competencies-inspire-hr-professionals-2012 HR insights, strategies and solutions to support sustained organisational performance Useful link at: http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 CIPD research report, Corporate social responsibility and HR's role: http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 CIPD report, HR in tough times - adapting to a changing world: http://www.hrmagazine.co.uk/hr/features/1020649/exclusive-the-competencies-inspire-hrprofessionals-2012 Harvard Business Review, Aligning HR strategy to business strategy: http://blogs.hbr.org/cs/2012/07/why_hr_still_isnt_a_strategic_partner.html HR business planning and review: http://www.thefrelixgroup.com/uploadFiles/doc_48a35b15ccb99.pdf CIPD Diploma in HR Management - Oakwood International Ltd 2014 Page 3 Assignment - 5BIC Part A This assignment must be submitted through Online Services Part A (A.C. 5.1, 5.2, 5.3) (1,500 words) As an experienced HR Manager, you have been asked to produce a discussion paper to be delivered in support of a seminar at a Leadership Development Forum. The seminar is entitled 'The Key Changes facing Contemporary Businesses'. In order to facilitate discussion in the right direction, your paper should cover the following key areas: The involvement of HR in business planning How relevant data may be obtained and analysed in support of business planning to include in particular: o The sources of complex data and how this is analysed and reviewed o How you would interpret trends, patterns and metrics in the organisation o How to identify obstacles and risks - and how to overcome these Your evaluation of how agreed strategies, policies and plans are actioned within organisations and why it is necessary for businesses to identify and respond to short-term changes. In addition to the above, in a short paragraph, briefly describe your approach to your preparation of this discussion paper. Please also comment on how you will transfer the new knowledge and skills gained during this assignment into working practices. You may also use this reflection for your CPD. You should also include 3-5 references from up to date and relevant sources in order to support your findings. This assignment must be submitted through Online Services. NAME: COHORT: COMPANY: WORD COUNT CIPD Level 5: Certificate in HR Management - 5BIC - Oakwood International Ltd Page 1 What is sustainable organisation performance? Sustainable organisation performance refers to the maintenance of an organisation's high performance levels in respect of financial indicators, people management and environmental and societal contribution over the long term. Successful organisations sustain their performance in the face of both internal and external challenges over time, rather than simply achieving high performance levels over the short-term or during good economic periods. How sustainable organisation performance relates to high performance working The concept of sustainable organisation performance brings together two major streams of work associated with driving organisation performance conducted by the CIPD and others in recent years: high-performance working practices high-performing individuals. Sustainable organisation performance takes both of these issues to the next stage to identify how individual performance and effort is directed within a facilitative environment to enable its translation into performance that is sustainable over the long term. High performance working practices Much of the initial research on high performance work practices (HPWPs) was carried out during the 1990s, stressing the importance of effective people management and development practices. Its main focus is the kind of work environment that drives organisation performance. In 2005, in association with the then Department of Trade and Industry and the engagement specialist firm Best Companies, we published the report High performance work practices: linking strategy and skills to performance outcomes. This report defined high-performance working practices as a set of complementary working practices (or 'bundles' of practices) covering three broad categories: High employee involvement practices: for example self-directed teams, quality circles and sharing/access to company information HR practices: such as sophisticated recruitment processes, performance appraisals, work redesign and mentoring Reward and commitment practices: including specific types of financial rewards (such as profit-sharing), family-friendly policies, job rotation and flexible working. The research points out that, while many of the individual practices identified are not new, it is rather the systematic deployment of such practices that is significant when aiming to sustain high performance in the long term. The report suggests the kind of work practices that can enable performance within each of the three broad categories and also finds that learning at all levels is a crucial 'given', or pre-requisite, for high performance. View the report Our report Maximising employee potential and business performance: the role of high performance working1, produced jointly with the Engineering Employers Federation (EEF), gives further information about high performance working practices. It brings together relevant research in the area and considers the practical issues involved in introducing high performance working. High performing individuals Work on high performing individuals has provided evidence that well-designed HR policies and strategies result in higher levels of organisation performance through developing able and motivated individuals and giving them the opportunity to perform to high levels. Our report Understanding the people and performance link: unlocking the black box showed how effective HR can develop high-performing employees whose efforts contribute to the bottom line. This work identified the components of discretionary behaviour or effort by employees - highlighting line managers' delivery of HR practices and an organisation culture that is driven by an enabling vision and overarching value structure. Find out more about the 'black box' report What really drives sustainable organisation performance? Shaping the Future, our major research and engagement programme conducted between 2009 and 2011, addressed the overarching question of what really drives successful organisation performance for the long term. The aim of the project was to provide practical guidance, knowledge and tools that practitioners can use to drive long-term performance in their own organisations. The body of the research draws on findings from six core case study organisations, with further discrete pieces of work that take an in-depth look at some of the findings. An initial review of previous research into the drivers of sustainable organisation performance led us to focus on three main themes: leadership engagement organisation development. The findings from the first stage of the Shaping the Future work confirm the importance of these three themes and identify particular enablers and practices within each theme. Shaping the Future: stage one findings Within the theme of leadership, the following emerged as the key enablers of sustainable organisation performance: line managers who support and help employees through change senior leadership role-modelling and empowering others a vision and values that are perceived as valid by all. For more on leadership generally, see our factsheet on that topic. Go to our leadership factsheet We found two key enablers within the theme of employee engagement: an organisation purpose with which employees are engaged line managers with a motivating and engaging management style that is aligned to the needs of the team. For more on employee engagement generally see our factsheet on that topic. Go to our employee engagement factsheet For further information about developing a shared sense of purpose see our Research insight Shared purpose and sustainable organisation performance which uses case study examples to look specifically at the benefits that a strong sense of shared purpose can bring and to illustrate how shared purpose works in practice. View the Research insight Within the organisation development theme, we found three key enablers: sharing knowledge and learning across functions and departments an organisation design that breaks down barriers and has the flexibility to meet short- and long-term needs in terms of people management, alignment between individual and organisation objectives as well as clarity around career opportunities. For more on organisation development generally see our factsheet on that topic. Go to our organisation development factsheet Shaping the Future: stage two findings Building on the themes that emerged during the first phase of our research, the second stage of our Shaping the Future project identified eight themes that are important for sustainable organisation performance: alignment - consistency or integration between the values or objectives of different stakeholders and with business or organisational strategy shared purpose - an organisational purpose that is shared by employees and often beyond, to include external stakeholders leadership - involving the articulation of senior leaders but also the demonstration of leadership at all organisational levels locus of engagement - the awareness that people can be engaged at difference levels and with various aspects of the organisation or the work assessment and evaluation - the processes that occur at different organisational levels to gather qualitative and quantitative information in order to assess the impact of actions and to inform decision-making balancing short- and long-term horizons - active awareness, management and communication of organisational issues and pressures affecting the short term (less than a one-year timeframe) while maintaining an active focus on longer-term priorities (more than a one-year timeframe) agility - the capacity to remain open to new directions and approaches capability-building - equipping employees, teams and organisations with the skills and knowledge they need to meet both present and future challenges. Broader themes and messages The organisational insights that emerged from our Shaping the Future programme are presented in the final report Sustainable organisation performance: what really makes the difference? The practical implications associated with these insights are outlined as well as some points for reflection for practitioners. Go to the final report Drawing on our research findings, we have produced a range of practical tools to help practitioners enable sustainable organisation performance in their own organisations. They cover such areas as: engagement using HR metrics for maximum impact achieving shared purpose, agility and alignment building talent and capability. Download the tools from the Shaping the Future website HR's role in building sustainable organisation performance Another major recent CIPD programme of work, Next Generation HR, looks in detail at how HR is helping to build 'future-proof' organisations. The starting premise for this work is the crucial need for HR to place the driving of sustainable organisation performance at the heart of what it does. The HR function needs to clearly understand the business to ensure that HR strategy and policies contribute to the overall business strategy and are appropriate for the organisation's unique context. In addition, HR has a role as organisation guardian and commentator on how decisions or behaviour could support or undermine the long-term interests of the organisation, challenging senior executives where necessary. Our research highlights organisations that are building cultures fit for the long term. Go to the Next Generation HR website More information on strategic HRM and on HR business partnering can also be found in our factsheets on those topics. Go to our Strategic human resource management factsheet Go to our HR business partnering factsheet Our current research programme Our Sustainable Organisation Performance programme of work will run between 2011 and 2013 and is the overarching focus for our HR Practice Development team. This new programme builds on the Shaping the Future research and runs alongside Next Generation HR to provide the latest thoughtleadership and insight to help drive long-term performance in organisations, The programme consists of three streams of work: Stewardship, leadership and governance. This theme includes such topics as corporate responsibility and trust in organisations. Future-fit organisations. Within this theme we are examining how organisations are harnessing social media and using e-learning to sharpen their competitive edge, among other topics. Building HR capability. This theme examines the future skills and capabilities the HR profession need to drive organisation sustainable performance. Join the community of practitioners to follow and take part in this programme of work. Visit our Sustainable Organisation Performance web pages Sustainable organisation performance in SMEs We are undertaking a specific programme of research within SMEs, looking at how their people management practices and approaches need to change and evolve over time to support long-term performance. Our first report from this programme Achieving sustainable organisation performance through HR in SMEs proposes four stages of SME growth or maturity, each associated with different people management approaches. Between each stage is a transition point where the practices and approaches adopted to date are no longer suitable for the organisation's future direction. An overarching insight from this work is that it is through looking ahead, anticipating and responding to the next transition point, an organisation can put in place the approaches needed to support their next stage of growth and hence longer-term performance, The report includes in-depth case studies of SMEs at various stages of their growth, detailing how their people management practices have changed and evolved over time. The case studies also demonstrate the innovative and creative approaches taken as well as how the organisations have tailored them to their specific context and organisation cultures. View the research report Building on these research findings, we have developed a practical tool for those responsible for people management in SMEs to help examine how your people management approach needs to change and evolve to support your organisation's long-term goals. It will also help you to decide what skills and capabilities both you and others in your organisation need to develop as your people management approach changes. Go to the practical tool CIPD viewpoint Successful organisations sustain their performance over time, maintaining a long-term focus when making business decisions. Given the current economic climate, the need to take short-term decisions that are placed firmly within the context of long-term strategy and goals is more important than ever. To achieve sustainable organisation performance, there should be integration and co-ordination between employee behaviour and the organisation's long-term values. Much research has shown that employee engagement is a driver of long-term performance, but it is important to identify what employees are engaged with. For engagement to support sustainable performance, objectives at all levels need to be aligned with the organisation's strategic priorities. In addition, assessing and evaluating progress towards sustainability is critical to inform the future direction and activity of the organisation. There is a need for organisations to consider factors that are affecting their long-term performance, minimising the blockers and maximising the enablers. Through empowering people at all levels of the organisation to innovate, to embrace change and to identify with the organisation's purpose, a focus on sustaining high levels of performance in the long term can be achieved. References 1. ENGINEERING EMPLOYERS` FEDERATION and CHARTERED INSTITUTE OF PERSONNEL AND DEVELOPMENT. (2003) Maximising employee potential and business performance : the role of high performance working. London: Engineering Employers' Federation. Further reading Books and reports BEER, M. (2009) High commitment, high performance: how to build a resilient organization for sustained advantage. San Francisco, CA: Jossey Bass. COX, A., RICKARD, C. and TAMKIN, P. (2012) Work organisation and innovation. Dublin: European Foundation for the Improvement of Living and Working Conditions. Available at: http://www.eurofound.europa.eu/publications/htmlfiles/ef1272.htm FRANCIS, H., HOLBECHE, L. and REDDINGTON, M. (2012) People and organisational development: a new agenda for organisational effectiveness. London: Chartered Institute of Personnel and Development. HOLBECHE, L. (2005) The high performance organization: creating dynamic stability and sustainable success. Oxford: Elsevier Butterworth-Heinemann. MCGEE, R. and PEMBERTON, C. (2012) Building high performance in organisations. CIPD toolkit. London: Chartered Institute of Personnel and Development. WORK FOUNDATION. (2005) People, strategy and performance: results from the second work and enterprise business survey. Employment relations research series. London: Department of Trade and Industry. Visit the CIPD Store to see all our priced publications currently in print. Journal articles BOXALL, P. and MACKY, K.A. (2007) High-performance work systems and organisational performance: bridging theory and practice. Asia Pacific Journal of Human Resources. Vol 45, No 3, December. pp261-270. GOLLAN, P. (2012) HR on the line: human resource managers' contribution to organisational value and workplace performance. Asia Pacific Journal of Human Resources. Vol 50, No 3, July. pp288307. LEINWAND, P. and MAINARDI, C. (2011) Winning through capabilities. Business Strategy Review. Vol 22, No 2. pp64-67. PORTER, M.E. and KRAMER, M.R. (2011) Creating shared value. Harvard Business Review. Vol 89, Nos 1/2, January/February. pp62-77. CIPD members can use our online journals to find articles from over 300 journal titles relevant to HR. Members and People Management subscribers can see articles on the People Management website