Reflective Journal
This assay is about reflective journal that I have to do it. The unit of the assay is HRM, I have to cover all the topics
and everything that I have been though this year on the unit. I have done a group presentation on the unit and it was about
theManagers are the primary change agents in most organizations. Critically discuss the role HR can play to support them in
decision making and their role-modeling behavior to shape culture change ,so if you could mention that in the reflective,
just make it up as any group presentation went through processes as meeting with group and staff like that.
The 6 topics I have been through on the unit are:
1. The HR Function:
David Farnham (2010) states, a number or developments have taken place within the HR community and HR work in recent
years. The CIPD carried out a study in 2008 and identified some major changes in the structure of HR in both the larger
public and private sector organisations. What is seen nowadays is a HR function that has become increasingly more
specialised, divided between shared services, business partners, centres of expertise, managed by a corporate HR
provision.
The CIPDs study further showed small to medium sized organisations carrying out traditional people management and
development activities using a generalist HR function.
The delegation of HR activities to line managers continues, with tasks such as recruitment and selection, pay and reward,
performance management, grievances and discipline, coaching, and learning & development (L&D), all facilitated by the HR
professionals.
A key development in L&D has led to the focus being on learning rather than training. The development of technology has
led to increased use of E-learning, blended learning packages and embracing a new virtual learning environment. As the line
manager continues to to develop their role in people management, the L&D professional within the HR function takes an
increasingly supportive role in the form of a coach.
The Future for HR
With the events of the past three years has meant organisations need to demonstrate their effectiveness. This is one of the
main challenges for HR about how they can contribute to this outcome and furthermore justify their competence in doing so.
This is a subject discussed by Ulrich and friends who identified the following areas:
Strategic positioner. .
Credible activist.
Change champion.
Human resource innovator and integrator.
Technology proponent
2. Employee Engagement
Introduction
Employee engagement is a term widely known today in organisations and focused upon delivering performance, retention,
commitment and competitive advantage.
Employee voice and involvement can be considered as key to creating engaged employees. Sadly, only one third of the British
workforce claim to be engaged. This cause is often claimed to be down to poor senior management abilities with them often
not engaged themselves, poor communication and lack of employee involvement.
Engaging for success
David MacLeod and Nita Clarke were commissioned by the Department for Business (BIS) to take an in-depth look at employee
engagement and to report on its potential benefits for organisations and employees.
Comparisons were made across the world, with the US at 56% and the UK being behind with only 43% of employees claiming to
be in a positive relationship with their employer. With India ranking 1st at 75% and China a close second having jumped 7
places up the leader board from last year the UK Task Force knew they had a task on their hands.
The former Secretary of State for Business, Lord Mandelson, encouraged the independent reviewers to examine whether a wider
take up of engagement approaches could impact positively on UK competitiveness and performance, and meet the challenges of
increased global competition.
The previous Government accepted the recommendations of the report, and launched a campaign asking employers what would
help them better engage with their employees.
A selection of views were:
HR is fundamental but HR strategies alone wont deliver.
There is a lack of understanding that trust works two ways and that not trusting your employees has a negative impact.
Engagement matters because people matter they are your only competitive edge. It is people, not machines that will make
the difference and drive the business.
Employee engagement is when the business values the employee and the employee values the business.
David and Nita argue that if employee engagement and the principles that lie behind it were more widely understood, if good
practice was more widely shared, if the potential that resides in the countrys workforce was more fully unleashed, we
could see a step change in workplace performance and in employee well-being, for the considerable benefit of the UK.
Their findings and recommendations were published in what became known as The MccLeod Review Engaging for success,
enhancing performance through employee engagement.
3. Developing Capability and Skills
Building HR Capability
Philippa Lamb suggests that you take a step back to consider how you can deliver sustainable performance today and ensure
its delivery in the future; think about the role of HR in adding value to the business in the next decade, what more it
will need to do and how it could develop.