Assessment Task 3: HRM evaluation project

 

Due:                               Week 11

Word Length:         3,000

Value:                            35% of overall grade

Format:                          Report (25%), Summary Presentation (10%) Learning Outcomes:f-h

 

Task description – presentation (date)

 

Length:           Maximum 10 minutes

Format:           Flexible

Give a summary presentation on your project that:

• Provides background to your chosen organisation/context for your project
• Gives an overview of your chosen methodology
• Identifies the 2 areas you are evaluating and how you will measure the effectiveness of these 2 chosen areas
• Considers key strengths/areas for improvement that you are observing and demonstrates how your observations and thinking compares with models/frameworks/best practice approaches in the 2 areas you have

Remember this is a summary presentation of 10 minutes only and is designed to help you formulate a concise and compelling message as you might need to if you were addressing your executive team.

 

Assessment criteria

 

In addition to the usual assessment approach for your written work, the Course Facilitator will assess your virtual presentation using the review sheet at back of this guide.

Refer also to the table provided at the end of this Guide.

 

Task description – report

 

This project involves a process of data gathering, review and analysis and entails determining the strategic HRM capability of an organisation of your choice and providing an analysis of its effectiveness. To do this successfully, you are expected to consider theories and models presented in class and obtained from your own research and reading, as well as to demonstrate your knowledge of the wider literature in HRM and strategy. As such, you will be expected to identify strengths and weaknesses as well as any gaps between policy and practice relating to HRM within your chosen organisation. As part of an overall assessment of HRM capability and effectiveness, your report should include recommendations for strengthening the HRM function within the organisation. The final report should incorporate the following.

 

 

 

 

Executive summary / Table of contents

 

Introduction/overview

Begin by providing a brief overview of the organisation. This should include details concerning the nature of the business, its size, and an organisational chart clearly indicating the structure of the organisation.

Methodology statement

A variety of data gathering techniques should be employed. These should be described in this section. Some of these techniques might include analysis of documents, observation, interviews, questionnaires or focus groups. Discuss the strengths and limitations of your data (depth, breadth, representation, validity, reliability, etc.)

Assessment of the HRM function

Indicators would include the position of HRM (particularly the strategic HRM function) in the organisation and the roles/responsibilities of key players in HRM (specialists, line managers, senior managers) and their support for HRM activities.

Analysis

This section should provide an in depth analysis of the strengths and weaknesses of the organisation in 2 areas critical to HRM. When conducting the analysis, you should select any 2 of the following topic areas or issues: (do not attempt to cover all areas)

• How well integrated are HRM processes with the organisation’s strategic business directions? Specify the areas where the linkages do/do not occur, how one link might support or constrain another, and the implications of these relationships. In what ways does HRM contribute to achieving competitive advantage for the organisation?
• How does the organisation identify significant issues within the external and internal environment, which have implications for the management of its human resources? Describe to what extent the HRM function undertakes environmental scanning to provide early indicators regarding vital issues such as changing demographic patterns, new government policy, etc. How effective is this approach?
• To what degree is the organisation able to articulate or describe the characteristics of its workforce? Where possible, collect quantitative data on numbers, categories of employment, qualifications, diversity and skills required, and so forth. Comment on the degree of difficulty with regard to obtaining such information from the organisation. Does the organisation have an effective HR Information System? Is it accessible to those who need it? In what ways is the HR Information System used? What impact does this system have on the organisation’s ability to plan?
• How easy or difficult is it for the organisation to obtain the necessary skills in its employees, both now and in the future? This requires an examination and analysis of various HR processes within the organisation, such as HR Planning, Recruitment and Selection including its EVP, Human Resource Development and Performance
• Describe and analyse the current HR climate within the organisation. This involves an assessment and analysis of a number of aspects of the human resource environment including attitudes of management, attitudes to staff development, industrial climate, issues of motivation, morale, interpersonal and organisational communication. Identify the stakeholders involved and the organisation’s commitment to various stakeholders. Is this organisation considered to be a preferred and respected employer?

 

 

 

 

• To what extent does the HRM function promote ethical standards of behaviour and practice within the organisation? Are these standards clearly articulated in the organisation’s policies; eg, is there a code of ethical practice, which reflects the organisation’s commitment? Is training provided in this area? To what extent does the organisation comply with various laws associated with employment, such as EEO, WHS or Industrial Relations?

Recommendations

Once the analysis has been completed, various recommendations for action should be offered in this section. These should focus on ways in which the HRM function could be strengthened or improved within the organisation. For example, you may recommend new strategies, systems, processes or capability development, or you may wish to recommend various extensions or alterations to existing processes. The recommendations must clearly derive from the data and analysis undertaken and be action oriented. The recommendations also need to be justified according to criteria such as cost, practicality and acceptability.

Conclusion

The Conclusion provides a brief wrap-up, summarising what has been attempted in the study and to what extent the outcome has been successful.