• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
Page
  1. 1
    1
  2. 2
    2
  3. 3
    3
  4. 4
    4
  5. 5
    5
  6. 6
    6
  7. 7
    7
  8. 8
    8
  9. 9
    9
  10. 10
    10
  11. 11
    11
  12. 12
    12
  13. 13
    13
  14. 14
    14
  15. 15
    15
  16. 16
    16
  17. 17
    17
  18. 18
    18
  19. 19
    19
  20. 20
    20
  21. 21
    21
  22. 22
    22
  23. 23
    23
  24. 24
    24
  25. 25
    25
  26. 26
    26
  27. 27
    27
  28. 28
    28
  29. 29
    29
  30. 30
    30
  31. 31
    31
  32. 32
    32
  33. 33
    33
  34. 34
    34
  35. 35
    35
  36. 36
    36
  37. 37
    37
  38. 38
    38
  39. 39
    39
  40. 40
    40
  41. 41
    41
  42. 42
    42
  43. 43
    43
  44. 44
    44
  45. 45
    45

HRM best practise case study. Research into HRM at a branch of Barclays Bank.

Extracts from this document...

Introduction

Human Resources Management Human Resource Management's Best Practice Model Researched on Barclays Bank Plc By Mustafa Amin Aolad 04065650 Executive Summary This project has taken eight weeks of preparation for desk research as well as field research. This report is based one of Human Resource Management's most uprising topic of 'best practice' which is developed upon the work of Pfeffer and various other contributors. Barclays bank is the chosen company for this report to be based upon. In the literature review there are various information, arguments, facts, statistics which reflect upon best practice. In the findings I conducted desk research of corporate documents from Barclays bank Plc to base most of my findings on that as well as conducting an interview with the manager of my chosen branch of Barclays bank as well as giving questionnaires to eleven employees there. In findings the results are stated and in analysis and discussion they are evaluated to see if best practice was in good use in the organisation. The aim of the project is to find understand the important aspect of the 'Best practice model' and to relate it to my chosen company and analyse how much of the model is being followed. CONTENTS Title Page 0.1 INTRODUCTION 5 0.2 LITERATURE REVIEW 6 0.3 FINDINGS 14 0.4 ANALYSIS & DISCUSSION 19 0.5 CONCLUSIONS 23 0.6 RECOMMENDATIONS 24 0.7 REFERENCES 25 0.8 PERSONAL LEARNING STATEMENT 27 0.9 APPENDIX 28 1.1 Branch Map 1.2 Components of 'best-practice/'high-commitment' HRM 1.3 Maslow's Pyramid 1.4 Perceived Job Security by type of employment 1998 1.5 Data Sheet of employees looking for new jobs (reasons) 1.6 Performance Management Chart 1.7 Elements of total reward system 1.8 Table of Human Resource practice 1.9 Barclays Employment Screening Policy 2.0 Recommended training Table 2.1 Retention Form 2.2 Interview form (for manager) 2.3 Questionnaire form (both both managers & employees) 2.4 Results for questionnaire INTRODUCTION This project is aimed at the 'best practice/high commitment' model (Pfeffer) ...read more.

Middle

During Barclays Selection Process all Barclays recruiters must look to have completed the Equality and Diversity training Success Through Inclusion available on the intranet, before commencing any recruitment. Barclays uses various selection tools as selection tools help ensure candidates are assessed effectively against the skills, knowledge and competencies required for the role. Where using licensed tools, assessors must be properly trained and accredited, as necessary. When recruiting and hiring managers Barclays ensures they are competent to undertake recruitment selection, including having completed any mandatory training required by the Business Area (e.g. discrimination/equality & diversity training available within their business areas). All hiring must be completed In line with the Barclays Employment Screening. Extensive training, learning and development - When asked about training in the questionnaire, all 11 of the staff members said they were trained both externally and internally. During the interview the manager told me that external training was given to those who are higher up in the hierarchy and to those who have been promoted and need further training to be able to manager their new position. He also said that mostly internal training was done for branches of Barclays where employees were shown how to function in any Barclay's branch (The full training table is in the appendix fig 2.1). Employee involvement & voice- When asked about getting the chance to share ideas within the company 10 said they got to and one said he/she didn't. the manager informed me through the interview that it is important for employees to get involved in the decision making process and that the staff have a voice in the workplace this shows that Barclays allows a democratic culture to be established for employees to feel more important in. Barclays resourcing's policy uses anonymous questionnaires to monitor various processes as questionnaires are analysed in order to determine the training needs of member organizations (Al-Khayyat & Kuwait). ...read more.

Conclusion

Day 1 of SFS (Interviewing for Success - Interviewing - modular) Day 2 of SFS (Assessing for Success - Assessment Tools - modular) No recruitment experience or no previous formal training. Must up-skill on recruitment related E&D issues. Should refer to BBB as this will provide all information relevant to the recruitment process. Must undertake pre-course reading for appropriate course. Must undertake training. Must undertake training only if assessment involves a second exercise. Some recruitment experience (attended training, but uncomfortable assessing alone). Dependent on the recency and depth of training, attending a course as a refresher may be of benefit, but is not compulsory. Should refer to BBB as this will provide all information relevant to the recruitment process. Must undertake pre-course reading for the relevant modules. Formal training is available, but not essential. If appropriate and available, delegate should meet with coach and up skill with appropriate module(s) from Day 1 or Day 2 of Resourcing for Success course. If previous training/experience has just been on interview skills, may link straight into formal training, skipping Day 1. If simply 'rusty,' the delegate can meet with coach and upskill with appropriate module(s) from Day 2. Experienced recruiter (attended recruitment training and comfortable assessing alone). Dependent on the recency and depth of their training a refresher may be of benefit, but is not compulsory. Should refer to BBB as this will provide all information relevant to recruitment process. Not needed. If appropriate and available, delegate should meet with coach and up skill with appropriate module(s) from Day 1 or 2 of Resourcing for Success course. Formal training is available, but not essential. If appropriate and available, delegate should meet with coach and up skill with appropriate module(s) from Day 1 or 2 of Resourcing for Success course. Formal training is available, but not essential. If appropriate and available, delegate should meet with coach and up skill with appropriate module(s) from Day 1 or 2 of Resourcing for Success course. 2. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our University Degree Human Resource Management section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related University Degree Human Resource Management essays

  1. A PROJECT REPORT ON PERFORMANCE APPRAISAL PRACTICES IN ONGC ...

    APPRAISAL YEAR The appraisal period is 12 months of financial year between 1st April of a year to the 31st March of the succeeding year. APPRAISEE An appraisee is an executive who has worked under the direct control and supervision of other executive for a minimum period of 4 months within time span of 1st April 31st March (12 months)

  2. Compare and contrast two models of HRM, one of which must be the Harvard ...

    i feel the most appropriate model from the two to manage change effectively would be the Litwin model. This is because it takes in to account more key internal factors that will affect a change more so than the factors mentioned in the Harvard model.

  1. The Role Of Human Resource Management. Theories and Case Study of HRM ...

    The 8 S's Model Structure Systems and Processes Strategy and purposes Shared Values Style Strategic Performance reSources Staff Source: J. M. Higgins. "The Eight 'S's of Successful Strategy Execution", Journal of Change Management, Vol. 5, No. 1, P.6 but the diagram is in (Management, Hellriegel et al; 2008: 14).

  2. I have written a detailed description for a recruitment and retention process of John ...

    It will have an introduction at the start of the person specification giving details about the job such as job title, post reference number and manager responsibilities. It will detail attributes that John Lewis wants that person to have, for example their type of personality or intelligence level.

  1. Performance Appraisal case study

    The implications are as follows: Juan could be promoted into a Senior Salesperson role; a supervisory role or even be considered for a promotion at another site. This may serve to placate him. There are a few reasons that this alternative isn't the best option.

  2. A CASE STUDY OF PERFORMANCE APPRAISAL IN A SMALL PUBLIC SECTOR ORGANISATION

    plotting gap between expectations and experience............................44 4.1 Focus group perception of expectations and experiences...................................51 4.2 Employee engagement - extract from Employee Opinion Survey 2007..........54 5.1 Teamwork - extract from Employee Opinion Survey 2007................................61 5.2 Overview of gap - performance appraisal system...................................63 5.3 Accuracy of appraisal - extract from Employee Opinion

  1. Recruitment and Selection

    Human Capital is a very important theory as it regards employees as value adders and thus places a high importance to their satisfaction, both as individuals and in the workplace. Thus, candidates need to be presented with a very clear description of the job they will potentially fulfill in the

  2. To what extent can organisational culture be managed. How critical is it for organisation ...

    Academy of Management Review, 11, 656-65. Brown, A. 1993. "Managing culture through training programmes: The Digital experience". Training and management development methods, 7 (1), p. 2-11. Burrell, G. and G. Morgan. 1979. Sociological Paradigms and Organisational Analysis. London. Carr, D.K., Hard, K.J.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work