TNA67 Human Resources Management Assignment 3- ICON College UK.

Subject Code & Title : TNA67 Human Resources Management
Unit Level and Credit Value : Level 4 15 Credit
Recommended word limit for the Assignment: 2,000–2,500, although you will not be penalised for going under or exceeding the total word limit.
This Unit will be assessed by
1.Assignment and 15-minute presentation with Five minutes allocated questions.
2.A recorded virtual or face to face training session of group. Each recorded session will be 25-minutes long with five minutes allocated questions. Each team members will submit a reflective journal of approximately 500 words
TNA67 Human Resources Management Assignment 3- ICON College UK.

TNA67 Human Resources Management Assignment 3

TNA67 Pearson BTEC HND in Business (RQF)

You are strongly advised to read “Preparation guidelines of the Coursework Document” before preparing for presentation and answering your assignment.

Transferable skills and competencies developed
• Articulating and explaining information effectively.
• Communication and listening, including the ability to produce clear, structured business communication in a variety of media.
• Conceptual and critical thinking, analysis, synthesis and evaluation.
• Development and delivery of HR solutions to the business, appropriate to the organisational context.
• Research, analysis and presentation of HR business data (both internal and external) to provide insight, support solution to business and track performance.
• Curiosity about HR business trends and developments, incorporating them to work.

Unit Learning outcomes:
LO1 Explain the impact of the role of HRM in creating sustainable organisational performance and contributing to business success.
LO2 Assess the contribution of HRM in recruiting and retaining talent and skills to achieve business objectives.
LO3 Examine how external and internal factors can affect HRM decision making in relation to organisational development
LO4 Apply HRM Practices in a work-related context for improving sustainable organisational performance.

Vocational Scenario:
Organisation (Select an appropriate car manufacturer to meet local needs).
The organisation is a global “car manufacturer”. It has both centralised and decentralised functions.One of the decentralised function is the HR function. In each global location they are based, while production is the core of the organisation, there are many other support function that ensure the success of the business. The business required committed employees to ensure that the organisation is successful and sustainable, and that it achieves its business objectives through strong performance.

However, like other industries, automotive is looking at a global skills shortage, in which too few engineers are sufficiently qualified to operate sophisticated automated machinery and equipment or support the advancements available via emerging technologies. These roles cover a number of disciplines, including design, production and programmes and quality; all of which require differing levels of skill, experience and expertise.

Role
As a Human Resources Administrator, it is your job to understand HRM practices and to provide information accurately and in a timely way to the appropriate stakeholders. Your typical duties involve:
• liaising with a range of people involved in policy areas such as staff performance and health and safety
• recruiting staff, which involves developing job descriptions and person specifications, preparing job adverts, checking application forms, shortlisting, interviewing and selecting candidates
• making sure that prospective staff have the right to work at the organisation
• developing and implementing policies on issues such as working conditions, performance management, equal opportunities, disciplinary procedures and absence management
• preparing staff handbooks
• advising on pay and other remuneration issues, including promotion and benefits
• preparing management reports on employee-related data on a monthly basis.

TNA67 Human Resources Management Assignment 3- ICON College UK.

TNA67 Human Resources Management Assignment 3

Assignment Activity and guidance:
In your role of Human Resources Administrator, one of your goals is to address the issues of skills shortage and hard-to-fill vacancies in the organisation. You have been asked by your line manager to undertake a review of HR practices and processes in order to produce a road map for successfully strengthening the organisation’s talent management strategy.


The review will evaluate the strengths and weaknesses of HRM to critically evaluate factors that will contribute to decisions taken; it is to be delivered as a presentation that gives a clear vision and road map to success. The priority objective is to improve recruitment and employee engagement and motivation, and to grow internal talent.


You will be reviewing internal HRM practices and processes, with a focus on recruitment and selection, and external influences on HRM practices, in order to determine HR solutions for strengthening the organisation’s talent management strategy.


The presentation will include the following:
• a comparison of the different HRM areas and their contribution to organisational performance
• an examination of strategic HRM in relation to the changing effects on organisations and its business environment
• critical evaluation of the role of recruiting and retaining appropriate employees from the available labour markets.


As part of the presentation, you will critically evaluate the strengths and weaknesses of HRM in terms of its contribution to business success.


Use a variety of organisational examples to support valid recommendations and considerations for the road map to:
• carry out an investigation into the internal and external factors that influence HRM decisions in the workplace
• discuss and evaluate these factors and how they support organisational development.


The presentation will conclude with a visual roadmap that shows the steps that need to be taken to successfully strengthen the organisation’s talent management strategy.

HRM Practices
LO4 Apply HRM practices to a work-related context for improving sustainable organisational performance.

Submission format
The submission is in the form of a recorded training session that can be delivered either virtually or face to face. This is a small-group activity that requires submission of individual evidence for the completion of the Learning Outcome and Assessment Criteria.Each training session will be allocated 25 minutes plus five minutes for questions Your group will need to submit the recording, the materials used and each member a reflective journal of approximately 500 words, although you will not be penalised for exceeding the total word limit.

Transferable skills and occupational competencies developed
• Communication and listening, including the ability to produce clear, structured business communications in a variety of media.
• Effective communication skills: verbal and non-verbal.
• The ability to generate, develop and communicate ideas.
• Creative thinking.
• Development and delivery of HR solutions to the business, appropriate to the organisational context.
• Tailoring of business-centred advice on the interpretation and application of HR policies and processes.

Vocational Scenario :
In your role of Human Resources Administrator, you have had a performance review with your line manager. In the review, you discussed that, leading on from the earlier personal development activity, you would like to consider specialising in talent management. Your manager has therefore put you into a project group tasked with creating an interactive and engaging training session on recruitment and retention in the organisation, in order to support continuous professional development.

The training session is for managers taking part in the recruitment and selection of potential employees.


Assignment activity and guidance
Prepare and deliver a training session, that assesses HRM practices within the workplace.
The training should cover the strengths and weakness of HRM practices, with recommendations of how the practices illustrated can improve sustainable organisational performance. The training should focus on at least two of the following areas:
• recruitment and selection documentation
• recruitment and selection process
• performance management
• employee relations.


The training session needs to be interactive and must include short activities to engage the participants. For example, the session could include the use of role play, scenario and solution exercises, video clips and case studies. It should also include a peer-review activity at the end of the session to enable participants to provide feedback.

The method used for the training should be decided by the group. A journal that shows each group member’s contribution to the group activity should be kept.

Glossary:
Apply: Use a particular method/technique to solve a problem.


Compare:
Estimate, measure or note the similarity or dissimilarity between one thing and another…
(compare something to) draw an analogy between one thing and another for the purpose of explanation or clarification.


Critically evaluate: To look at the arguments for and against an issue. You look at the strengths
and weaknesses of the arguments.


Determine: Find a solution by argument, making clear your reasoning (e.g., determine the type of
event that has occurred, based on the data provided”) (application) or “Determine the most
appropriate course of action for the company, within the given constraints” (higher order skills).


Discuss: Identify the issue/situation/problem/argument that is being assessed within the question
Explore all aspects of an issue/situation/problem/argument Investigate the issue/situation etc. by
reasoning or argument.


Evaluate: Examine in detail the meaning or essential features of a theme, topic or situation; break
something down into its components; examine factors methodically and in detail, identify separate
factors, say how they are related and how each one contributes to the topic to make reasoned
judgements and conclusions. Review the information then bring it together to form a conclusion.


Explain: When you explain you must say why it is important or not important. Clarify a topic by
giving a detailed account as to how and why it occurs, or what is meant by the use of this term in a
particular context.

TNA67 Human Resources Management Assignment 3- ICON College UK.

TNA67 Human Resources Management Assignment 3


Examine: When you evaluate you look at the arguments for and against an issue.


Illustrate: Include examples or a diagram to show what you mean.


Investigate: Carry out a systematic or formal inquiry to discover and examine the facts of (problem,
options, incident, allegation etc) to establish the truth.


Review: To examine, survey, reconsider a subject, theory or item, deciding what was effective or not.

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