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)
(i)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?
(ii)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?
(iii)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?
(iv)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 Management.
(v)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?
GSB008 Human Resource Management: Assessment Guide
(vi)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?
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.
The Conclusion provides a brief wrap-up, summarising what has been attempted in the study and to what extent the outcome has been successful.