Analysis of HR function and recommendations

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IDENTIFICATION OF THE TASK:

This report presents an in-depth investigation into Allianz’s organisational structure, its business sector, size and how the HR function fits within the organisation.  HR roles and its areas of responsibility will be analysed indicating whether Allianz meets these responsibilities.  Recommendations will also be proposed to address areas where the HR function needs to improve.  

APPROACH TO THE PROBLEM OR TASK:

Discussions with the HR Manager will enable to understand the HR function and how it fits into Allianz.  Research information to complete this report will be gained from academic literature, company website, intranet, staff handbook, corporate plan, financial and management reports.

BACKGROUND TO THE ORGANISATION:

Allianz Group is a global financial services provider offering clients a wide range of insurance and finance products under strong well-known brands.  In the UK, Allianz Insurance plc is a private limited company and is one of the largest and best known insurers with an operating profit of €4 billion.  It comprises of several trading divisions and for this report its trading division, Retail Animal Health (RAH) will be discussed.  RAH currently employes over 300 staff and provides pet insurance under the brand name Petplan with a gross written premium of £177 million for 2007 (Allianz, 2008).

WHERE HR FITS IN:

At Allianz HR fits within the company by supporting and contributing towards the development and accomplishment of the company’s corporate strategic business plan and objectives through its HR business objectives.  It is seen by the business as a strategic partner, an employee advocate and a change mentor.  As stated by Dessler (2004) employers these days want HR “to address strategic issues involving the competitiveness and performance of their firms” (Dessler, G. 2004, p 5).

Allianz has a tall organisational structure in place, following a mixture of the functional and divisonal structure.  Allianz divides the business into functional areas as shown in appendix A and then into its different trading divisions which are managed in a decentralised way.  With reference to appendix B, the functional structure exists at RAH with its own finance, marketing, HR, operational department, etc.  The HR department at RAH sits within the trading division as a corporate service function.  But reports directly into a centralised HR function at head office as shown in appendix C (HR’s organisational chart).  Corporate objectives are cascaded down horizontally and vertically from the Chief Executive via the HR Director to the Senior HR Manager and then to the HR Manager at RAH. These objectives will also be equally cascaded down from the RAH Director to HR Manager at RAH.

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POWER, INFLUENCE AND CONTROL:

  1. Who do HR report to

POWER, INFLUENCE AND CONTROL:

  1. Who does HR report to

HR, reports directly to the Chief Executive of the company as opposed to Finance or an Administrative Function as shown in appendix A and C, so it has more control and influence.  As the HR Director sits on the management board HR is on everyone’s agenda.

The HR function is also influenced by external factors, as identified by ...

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