Reference no: EM132203094
Strategic Human Resource Management
The context
You are an HR consultant. Your client is Axle Engineering, whomanufacture and supply specialist components for classic cars. The company employs 200 people based in their manufacturing, sales and distribution site near Brighton.
Up until recently, the Chief Executive's assistant, along with some of the Board members, has handled HRM for the firm. However, the company has now grown to the point where there is too much HR work to be done, and the new post of HR Director has been created. Axle has just appointed their first HR Director, Barry Smith, who originally started with the company as an apprentice engineer 20 years ago.Barry is keen to learn about the latest thinking in the HRM field and has brought you in to advise him.
During his first few weeks on the job, Barry has identified that the most important HR issues currently facing the company are as follows:
1. The company is going through a period of change and growth as it adds some new product lines and phases out others, as well as recruiting new staff and introducing new and more efficient working methods. Some existing employees are finding it hard to cope with the changes and prefer to stick with more familiar ways.
2. Levels of engagement appear to be low as employees are no longer sure what the company stands for and the traditional ‘family feel' of a small firm seems to have gone.
3. The company is heavily reliant on the tacit knowledge that the firm's core of highly experienced engineers has built up. Looking at the HR records, Barry has seen that most of them are due to retire over the next 5-10 years, which poses a significant risk to the company.
4. At Axle, the skilled engineering employees tend to be treated as an ‘elite' core of talented workers who enjoy somewhat better conditions of work than the other, more general engineers and the company's office-based workers. Barry is unsure whether this differential treatment is beneficial or not.
Assignment
You should write a report for Barry that addresses TWO of the above four problems, setting them within the context of a strategic approach to HRM. Your report should adopt the following format.
Title
Table of contents
Terms of reference
- Include an explanation of which two issues you will focus on and why these are of especial strategic important to Axle.
Introduction
- Explain strategic HRM and how, and under what circumstances, addressing the two issues you have chosen may help the company achieve a strategic approach to managing people, and how they may help with performance.
Topic 1
- Explain, drawing on academic literature and current debates, why this issue may be important for Axle. Identify any particularly significant aspects.
- Drawing on theory and evidence and Axle's situation, make recommendations for future action.
Topic 2
- Explain, drawing on academic literature and current debates, why this issue may be important for Axle. Identify any particularly significant aspects.
- Drawing on theory and evidence and Axle's situation, make recommendations for future action.
Overall conclusions
- Briefly summarise your key arguments
- Identify any key risks that you consider may need to be managed.
- Make any final overarching recommendations with regard to how to go about developing an HR strategy that encompass your two topics.
Advice
1. Write your report in full sentences not bullet points, although these can be used occasionally if appropriate.
2. Make sure you draw on academic research and wider evidence in your report.
3. Include a full list of references using the Harvard system at the end of your report. These are not included in the word count.
4. Double space your document and include reasonable margins and a font size of 12.
5. Focus most of your wordcount on the two core topics.
6. You don't need an Executive Summary as this would take up additional wordcount.
Attachment:- Exercise.rar