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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.

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