Human Resource Management Strategy Mohamed Mamoun Kahk 31December 2012

Table of Contents
1 -Task(1) 1: What Is Human Resource Management? 3 2: The role of Human Resource Management within an organisation 5 3:Importance of escalating an Organisation Human Resource Function to a strategic level and aligning HR strategy with the overall business strategy 9 4: The factors impacting on strategic human resource management 12 in contemporary organisations 2-Task(2) 1: Develop a human resources plan, The plan needs to be formulated using SMART targets. The plan needs to be critically evaluated to show 17 how it can contribute to the Achievement of organizational objectives. 2: Explain the purpose of human resource management policies in organizations, showing how they comply with legal and 22 regulatory requirements. 3- Reference list 23

HRM Definitions: Human resource management (HRM) is the management of an organization's workforce, or human resources. It is responsible for the attraction, selection, training, assessment, and rewarding of employees, while also overseeing organizational leadership and culture, and ensuring compliance with employment and labour laws.1 Human resource management is also defined as a strategic and coherent approach to the management of an organizations most valued assets the people working there, who individually and collectively contribute to the achievement of its objectives. Human resource management is also defined by the two models of HRM developed by what might be described as its founding fathers. The matching model of HRM Which made by the Michigan School (Fombrun, Tichy and Devanna, 1984). They held that HR systems and the organization structure should be managed in a way that is congruent with organizational strategy. They further explained that there is a human resource cycle, which consists of four generic processes or functions that are performed in all organizations. These are: Selection: matching available human resources to jobs; Appraisal: performance management; rewards : the reward system is one of the most under-utilized and mishandled managerial tools for driving organizational performance; it must reward short- as well as long-term achievements, bearing in mind that business must perform in the present to succeed in the future; Development: developing high-quality employees. The Harvard framework It developed by Harvard School of Beer et al (1984) this framework is based on their belief that the problems of
Wikipedia,Human resource management, Wikipedia[web page] (2012)<http://en.wikipedia.org/wiki/Human_resource_management>,accessed 25 December. 2012.
1

historical personnel management can only be solved: when general managers develop a viewpoint of how they wish to see employees involved in and developed by the enterprise, and of what HRM policies and practices may achieve those goals. Without either a central philosophy or a strategic vision which can be provided only by general managers HRM is likely to remain a set of independent activities, each guided by its own practice tradition. They were the first to underline the HRM tenet that it belongs to line managers. They also stated that HRM involves all management decisions and action that affect the nature of the relationship between the organization and its employees its human resources. The Harvard school suggested that HRM had two characteristic features: 1) line managers accept more responsibility for ensuring the alignment of competitive strategy and personnel policies; 2) personnel has the mission of setting policies that govern how personnel activities are developed and implemented in ways that make them more mutually reinforcing. According to Boxall (1992) the advantages of this model are that it: incorporates recognition of a range of stakeholder interests; recognizes the importance of trade-offs, either explicitly or implicitly, between the interests of owners and those of employees as well as between various interest groups; widens the context of HRM to include employee influence, the organization of work and the associated question of supervisory style; acknowledges a broad range of contextual influences on managements choice of strategy, suggesting a meshing of both product-market and socio-cultural logics; Emphasizes strategic choice it is not driven by situational or environmental determinism.2 I prefer Harvard framework according to the advantages says by Boxall.
2

Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn.4thEdition,2008). Page5,6,7,8.

We can also say that Strategic HRM is an approach that defines how the organizations goals will be achieved through people by means of HR strategies and integrated HR policies and practices.3

To understand the role of human resource management we must understand the strategic nature of HR, The work of HR practitioners can be divided into two main areas: transactional activities and strategic activities. Transactional activities consist of the service delivery aspects of HR: recruitment, training, dealing with people issues, legal compliance and employee services. HR strategic activities support the achievement of the organizations goals and values and involve the development and implementation of forward-looking HR strategies that are integrated with one another and aligned to business objectives. Importantly, HR strategic activities also involve HR practitioners working with their line management colleagues in the continuous development and implementation of the business strategy. HR has to get its service delivery activities right thats what its there to do, day by day, and its reputation with line managers largely depends on this. But in accordance with the resourcebased view, which emphasizes the importance of human capital in achieving competitive advantage, the credibility of HR also depends on its ability to make a strategic contribution that ensures that the organization has the quality of skilled, motivated and engaged people it needs. 4

Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn.4thEdition,2008). Page33. 4 Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn.4thEdition,2008). Page72,73.

Using The David Ulrich model which argued that HR professionals carry out the following proactive roles as champions of competitiveness in creating and delivering value

Ulrichs conceptual framework is based on two main dimensions. The first axis reflects the competing demands of future focus (strategic) and present focus (operational). One end of the axis represents an emphasis on strategic matters whereas the other represents a complementary focus on operational matters. The second axis reflects the conflicting demands created by the activities HR people engage in. One end of the axis represents a focus on people while the other represents a focus on process. From the juxtaposition of these two dimensions the four types of HR roles emerge. The four roles have been defined as strategic partner change agent administrative expert and employee champion. 5 This model was reformulated by Ulrich and Brock bank in 2005 to list the following roles: Strategic partner : consists of multiple dimensions: business expert, change agent, strategic HR planner, knowledge manager and consultant; combining them to align HR systems to help accomplish the organizations vision and mission, helping managers to get things done, and disseminating learning across the organization. 6 (This will discuss later in this report).
5

Conner,New Roles and Competencies,Human resource roles:Creating value not rhetoric [web page](1996)< http://members.bellatlantic.net/~vze4gqr9/gwu/roles.htm>,accessed 25 December.2012.
6

Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to

Employee advocate: focuses on the needs of todays employees through listening, understanding and empathizing.7 It can appear in TNT as It is listed among Britains Top Employers and provides first-class working conditions and care of its employees TNT use appraisals and managers to find out what employees needs and aspirations are as well as their strengths to Identifying skills gaps as well as who is aiming for promotion which enables TNT to put together effective training programmes. Human capital developer: in the role of managing and developing human capital (individuals and teams), focuses on preparing employees to be successful in the future.8 In TNT case TNT recognises that its people are the foundation on which it builds its customer-focused strategy, it needs to have the right people and skills to deliver the promises it makes. TNTs strengths are based on attracting and developing highcalibre staff that are able to exceed customer expectations so that customers remain loyal to the business. It carries out a training needs analysis for new employees. This assesses their existing skills and abilities in order to identify the training and development requirements that employees may have in order to carry out their current roles effectively , then TNT provides the training people need to do the job (learning the specific skills and knowledge required to work in the TNT way), as well as opportunities for personal development. TNT committed to staff development so it involved training managers to become assessors and coaches of their teams. Human capital developer also can appear in how TNT human resource department Develop core competencies to improve recruitment To attract and retain the best people and enhance employee skills which will Ensure continuous and sustainable improvement and Deliver integrated operations that ensure a consistent approach to our customers which lead to Improve efficiency and effectiveness of operations to Optimise cost structure by minimising overheads
Action(edn.4thEdition,2008). Page73. 7 Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn.4thEdition,2008). Page74. 8 Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn.4thEdition,2008). Page74.

Functional expert: concerned with the HR practices that are central to HR value, acting with insight on the basis of the body of knowledge possessed. Some are delivered through administrative efficiency (such as technology or process design), and others through policies, menus and interventions. Necessary to distinguish between the foundation HR practices: recruitment, learning and development rewards, etc and the emerging HR practices such as communications, work process and organization design, and executive leadership development.9 HR practice even its foundation HR practice or emerging HR practice in TNT is overlapping with all function in the organization and its impact become obvious Leader : leading the HR function, collaborating with other functions and providing leadership to them, setting and enhancing the standards for strategic thinking and ensuring corporate governance.10 That appears in TNT as it has high-level skills to cover a wide range of functions, including distribution, sales and marketing, finance, and customer services, which resulted in TNT become among Fortune's 'Top Companies for Leaders': 'Top Companies for Leaders' is a joint study by Fortune Magazine, Hewitt Associates, and The RBL Group, which ranks 537 major companies based on criteria such as leadership practices and culture, company reputation, and business performance. In 2009, TNT took 2nd and 13th position in the European and global ranking respectively. On other way we can say that HRM plays different roles: HRM as a BUSINESS PARTNER ROLE: -share responsibility with their line management for the success of the business and the running of the business. HRM as a STRATEGIST ROLE: Contribute to the long term / strategic organizational issues like *people selection *people requirement *people development *organization development *quality of work life etc
9

Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn.4thEdition,2008). Page74. 10 Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn.4thEdition,2008). Page74.

HRM as an INTERVENTIONIST ROLE: Proactively contributes to the change management, people management, team development, new technology introduction etc. HRM as an INTERNAL CONSULTANCY ROLE: acts as a management consultant on HR ISSUES working alongside the line managers. HRM as a MONITORING ROLE: Monitors the implementation of HR policies / procedures. These are the reasons, why HRM is so important to the business strategy in the organization 11

The overall purpose of human resource management is to ensure that the organization is able to achieve success through people. As Ulrich and Lake (1990) remark: HRM systems can be the source of organizational capabilities that allow firms to learn and capitalize on new opportunities.12 Perhaps the most significant feature of HRM is the importance attached to strategic integration, which flows from top managements vision and leadership, and which requires the full commitment of people to it. David Guest (1987, 1989a, 1989b, 1991) believes that this is a key policy goal for HRM, which is concerned with the ability of the organization to integrate HRM issues into its strategic plans, to ensure that the various aspects of HRM cohere, and to encourage line managers to incorporate an HRM perspective into their decision
11

Leo Lingham,Managing a Business/human resource ,all experts [web page](2012) < http://en.allexperts.com/q/Managing-Business-1088/2012/7/humanresource-2.htm>, accessed25December.2012. 12 Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn. 4thEdition,2008). Page9.

making .13 The fundamental aim of strategic HRM is to generate strategic capability by ensuring that the organization has the skilled, engaged and well-motivated employees it needs to achieve sustained competitive advantage. Schuler (1992) states that: Strategic human resource management is largely about integration and adaptation. Its concern is to ensure that: (1) HR management is fully integrated with the strategy and strategic needs of the firm; (2) HR policies cohere both across policy areas and across hierarchies; and (3) HR practices are adjusted, accepted and used by line managers and employees as part of their everyday work. The rationale for strategic HRM is the perceived advantage of having an agreed and understood basis for developing and implementing approaches to people management that take into account the changing context in which the firm operates and its longer-term requirements.14

We can say that HR play an important role in TNT as we know that TNT seek for customer satisfaction which will generated from high qualified staff to give them superior values . The HR role is strategic as its responsible for recruitment, training, dealing with people issues, legal compliance and employee services. Which have a significant impact on TNT organization. TNT need qualified staff with high capabilities to deliver the promise it take to their customer , A review of new employees to the company showed that only 10% held qualifications above QCF (Qualifications and Credit Framework) level 2, compared to
13

Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn. 4thEdition,2008). Page7. 14 Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn. 4thEdition,2008). Page35,36.

the industry norm of 52% (as identified by Skills for Logistics Research) so TNT needed to ensure the capabilities of its people were aligned to this, particularly in delivering a high quality customer experience , to achieve the levels of process innovation and continuous improvement that the customer focus strategy required. Also on TNT we observe that the company objective is to achieve profitable growth which obtained by three objectives OPERATIONAL EXCELLENCE, CUSTOMER RELATIONSHIP MANAGEMENT and INNOVATION The role of HR appears in each one of them as OPERATIONAL EXCELLENCE can occur when HR Develop core competencies to improve recruitment and enhance our skills which ensure continuous and sustainable improvement and deliver integrated operations that ensure a consistent approach to our customers which lead to improve efficiency and effectiveness of operations and optimise cost structure by minimising overheads CUSTOMER RELATIONSHIP MANAGEMENT can occur when HR develop expert knowledge, improve communication with our customers and engage all our people and enable a proactive, entrepreneurial culture by empowerment that challenges and improves all we do. Which lead to Constant focus on customer acquisition, development and retention and develop seamless customer interface across core and non-core services, deliver industry leading global and major account management which lead to provide exceptional Customer Service to increase customer loyalty INNOVATION can occurs when HR enable effective Strategic Leadership at all levels which will provide new services to fulfil growing customer needs From that we can conclude the importance of escalating of the HR function to strategic level and aligning HR strategy with overall business strategy. The hiring of new talent people which is the function of HR has its important impact on business (numbers ,qualification ,position , job description of hired people is important and must done according to the organization need ) , the training of employees to can perform their jobs with excellence performance to serve the organization objectives is very important and the development of employees through talent management is the

function of HR has its important impact on business, the creation of suitable environment within the organization is the function of HR has its important impact on business , ensuring that the organization has the quality of skilled, motivated and engaged people is the function of HR has its important impact on business , ensuring that the employees individually and collectively contribute to the achievement of the organization objectives is the function of HR has its important impact on business , so HR must become a business partner to ensure the business makes the best use of its people and its people opportunities.

Factors affecting Human Resource management in the organization

External factor: They are the factors which affect the Human Resource planning externally. They include:1. Government policies: Policies of the government like labour policy, industrial policy, policy towards reserving certain jobs for different communities and sons-of-the-soil etc affect Human Resource Planning. 2. Level of economic development: Level of economic development determines the level of human resource development in the country and thereby the supply of human resources in the future in the country. 3. Information Technology: Information technology brought amazing shifts in the way business operates. These shifts include business process reengineering, enterprise resource planning and Supply Chain Management. These changes brought unprecedented reduction in human resource and increase in software specialists. Example: Computer-aided design (CAD) and computer-aided technology (CAT) also reduced the existing requirement of human resource. 4. Level of Technology: Technology is the application of knowledge to practical tasks which lead to new inventions and discoveries. The invention of the latest technology determines the kind of human resources required. 5. Business Environment: Business environment means the internal and external factors influencing the business. Business environmental factors influences the volume of mix of production and thereby the supply of human resources in the future in the country. 6. International factors: International factors like the demand and supply of Human resources in various countries also affects Human Resource Planning15 Response to External Factors: HRM professionals must adapt to external factors by altering their roles and responsibilities. This includes staying up-to-date on topics like employment law, fair labour standards and workplace discrimination and harassment laws. It also involves developing detailed employee handbooks that are continually updated to reflect changing company policy. In addition, it may involve developing employee training seminars, such as cultural sensitivity forums, and updating and posting federal employment law posters as
15

Leo Lingham,Managing a Business/human resource ,all experts [web page](2012)< http://en.allexperts.com/q/Managing-Business-1088/2012/7/humanresource-2.htm>, accessed25December.2012.

new laws take effect.16 One of the governmental policies that affect TNT HRM is to respond to global warming about reducing CO2 emissions which become one of the TNT main objectives to To improve TNTs carbon efficiency by 45% by 2020 (measured against the 2007 baseline). This example of a longer-term objective reflects TNTs aim to reduce the environmental impact of its business. That affect HRM in TNT as protecting the planet is become an essential part of Corporate Responsibility strategy. As a transport company, TNT cannot ignore its impact on the environment. TNT business transporting goods by trucks and airplane makes it a key contributor to CO2 emissions that harm our world. In fact, the transport sector as a whole accounts for ca 18% of global CO2 emission output. So TNT has implemented an environmental programme that focuses on improving the carbon efficiency of the global operations, and engaging their employees through e.g. driver training. Their extended network of suppliers and subcontractors as well as governments and NGOs is joining with TNT in their efforts. TNT ambition is to become the worlds first zero-emission transport company. Zero signifies where we want to be in the future: operating zero-emission buildings and depots, managing a fleet of zero-emission vehicles, improving our City Logistics operations, leasing only zero-emission company cars ultimately, zero carbon output in everything we do. The programme has three focus areas: measuring and monitoring CO2 performance. improving the CO2 efficiency of core operational activities. Engaging employees to adopt sustainable behaviour at all times. (That reflected on HRM in different ways for example it must change car policy by searching about cars with minimal CO2 emissions) One of the Business Environment that affects TNT HRM as external environmental factors is competition, TNT strategy to have a distinctive position in the market. TNTs market position
16
Lisa McQuerrey,Response to External Factors,the Two Key Factors That Affect HRM Roles and Responsibilities [web page](2012)<http://smallbusiness.chron.com/two-keyfactors-affect-hrm-roles-responsibilities-33158.html>,accessed25December.2012.

is based on differentiating itself from rivals through its speed, reliability and provision of services of the highest standard, That affect HRM and require perform training to employee to ensure that they can do that , they put an objective to Answer 85% of calls from customers within ten second. This objective fits with the mission to provide the most reliable and efficient solutions for customers. TNTs customer focus is one of the key ways in which it aims to differentiate itself from competitors. One of the Level of Technology that affects TNT HRM is TNT uses sophisticated technology to enable customers to check exactly where their deliveries are at any time. Being an aspect of TNTs business strategy focuses on delivering a superior customer experience, which require HR to hire high level skilled employees to use this technology or provide training program to existing employees to use this technology. Internal factors: 1. Company Strategies: The organisations policies and strategies relating to expansion, diversification etc. determines the human resource demand in terms of Quantity and Quality 2. Human Resource policies: Human Resource policies of the company regarding quality of human resources, compensation level, quality of working conditions etc. influence Human Resource Planning. 3. Job analysis: Job analysis means detailed study of the job including the skills needed for a particular job. Human Resource Planning is based on job analysis which determines the kind of employees to be procured. 4. Time Horizon: Companys planning differs according to the competitive environment i.e. companies with stable competitive environment can plan for the long run whereas firms without a stable environment can only plan for short term. Therefore, when there are many competitors entering business/ when there is rapid change in social and economic conditions of business/ if there is constant change in demand patterns/ when there exists poor management practice, then short term planning is adopted or vice-versa for long-term planning. 5. Type and Quality of Information: Any planning process needs qualitative and accurate information about the organisational structure, capital budget, functional area

objectives, level of technology being used, job analysis, recruitment sources, retirement plans, compensation levels of employees etc. Therefore Human Resource Planning is determined on the basis of the type and quality of information. 6. Companys production and operational policy: Companys policies regarding how much to produce and how much to purchase from outside in order to manufacture the final product influences the number and kind of people required. 7. Trade Unions: If the unions declare that they will not work for more than 8 hours a day, it affects the Human Resource Planning. Therefore influence of trade unions regarding the number of working hours per week, recruitment sources etc. Affect Human Resource Planning. 8. Organisational Growth Cycles: At starting stage the organisation is small and the need of employees is usually smaller, but when the organisation enters the growth phase more young people need to be hired. Similarly, in the declining/recession/downturn phase Human Resource Planning is done to re-trench the employees.17 Response to Internal Factors HRM professionals are typically informed when major changes are taking place within a company, giving them time to reassess and alter their existing roles and responsibilities to better reflect the dynamics of the shifting workplace environment. As roles of employees change, HRM professionals will often be called on to act in an advisory capacity, establishing new job descriptions and often making changes to benefits, profit-sharing and other corporate perks. HRM professionals also institute training and educational programs and seminars and assist employees with transitions in and out of positions and in and out of the company.18

One of the Company Strategies that affects TNT HRM is to keep repeat business; TNT monitors customer satisfaction through regular Customer Loyalty Measurements. TNTs Customer Promise is part of its key strategy to retain customer by
17

Leo Lingham, Managing a Business/human resource ,all experts [web page] (2012) < http://en.allexperts.com/q/Managing-Business-1088/2012/7/humanresource-2.htm>, accessed 25 December. 2012. 18 Lisa McQuerrey, Response to internal Factors, the Two Key Factors That Affect HRM Roles and Responsibilities [web page] (2012) <http://smallbusiness.chron.com/two-keyfactors-affect-hrm-roles-responsibilities-33158.html>, accessed 25 December. 2012.

delivering a superior customer experience. To back this up, the

company has set out ten promises.

In practical terms, meeting customer requirements involves delivering to the right place, at the right time using right people. TNT recognises that its people are the foundation on which it builds its customer-focused strategy. It needs to have the right people and skills to deliver the promises it makes. So TNT institute training and educational programs and seminars to help employees to do their jobs right and to keep the promise with customers.

The strategic HR planning process has these steps: Assessing the current HR capacity and Forecasting HR requirements. Gap analysis. Developing HR strategies to support organizational strategies.19

First we must determine our business goals: When we develop HR plan we must know the organization objective to formulate hr plan which serve these objective. Strategic HR planning is an important component of strategic HR management. It links HR management directly to the strategic plan of your organization20 TNT The top-level objective is to achieve profitable growth. Through Exceed customers expectations in the transfer of their goods and documents around the world which result in keep repeat business due to customer satisfaction and Customer Loyalty, and by Deliver value to our customers by providing the most reliable and efficient solutions through delivery networks which result to lead the industry by instilling
19

Hr council, Strategic HR Planning, HR Planning [web page] (2012) <http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm>, accessed 29 December. 2012 20 Hr council, Strategic HR Planning, HR Planning [web page] (2012) <http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm>, accessed 29 December. 2012

pride in our people, creating value for our stakeholders and sharing responsibility around the world. The organization business objective of growing the profits can achieved through a series of tactics. TNTs practical measures are set out under three main headings: Operational Excellence, Customer Relationship Management and Innovation. As corporate responsibilities TNT is also committed to minimising the environmental effects of its operations and conducting its business in a sustainable way. Assessing current HR capacity and forecasting HR requirements The knowledge, skills and abilities of your current staff need to be identified. This can be done by developing a skills inventory for each employee. An employee's performance assessment form can be reviewed to determine if the person is ready and willing to take on more responsibility and to look at the employee's current development plans. Forecast HR needs for the future based on the strategic goals of the organization. Realistic forecasting of human resources involves estimating both demand and supply21 As HR manager I conduct meeting with managers of other departments include Customer Service, Commercial, Finance and Administration, Marketing, ICS (Information Communications Services), Operations and Sales to asses and identify the knowledge, skills and abilities of their current staff. Through appraisals of last years and managers we find out what employees needs and aspirations are as well as their strengths. I assess manpower level in each department to know if there are shortages or surpluses in specific occupations to know if it is sufficient to meet the future business requirements. TNT may require additional positions or skills to bridge the gap between its existing human resources and those required to implement the strategy fully. This is referred to as a strategic gap.
21

Hr council,Strategic HR Planning,HR Planning[web page](2012)<http://hrcouncil.ca/hrtoolkit/planning-strategic.cfm>,accessed 29 December. 2012

Gap analysis The gap between where your organization wants to be in the future and where you are now. The gap analysis includes identifying the number of staff and the skills and abilities required in the future in comparison to the current situation. You should also look at all your organization's HR management practices to identify practices that could be improved or new practices needed to support the organization's capacity to move forward.22 Gap Analysis in TNT(1) Business Objectives: minimising the environmental effects of its operations and conducting its business in a sustainable way HR requirements to deliver on the business objectives: Drivers assessment & training are therefore trained in SAFED (safe and fuel-efficient driving) techniques, earning certificates of competence. Gap - does the department have what it needs to achieve departmental goals: No Outcome of not addressing the gap: negative impact on business as we dont keep our promise with our customer as (we promise our drivers will do you proud.) Potential solutions/strategies to address the gap New and existing Drivers will trained in SAFED (safe and fuelefficient driving) techniques, earning certificates of competence during the first quarter. Which lead to: Better use of gears (to avoid over-revving and unnecessary gear changes) Keeping correct distances (to avoid hard braking) An overall awareness of fuel economy and road layout Safe and fuel efficient driving techniques Safer driving means... Less injuries and fatalities on our roads Less accident damage to vehicles Less unproductive downtime for vehicle repair The potential for reduced insurance premiums
22

Hr council,Strategic HR Planning,HR Planning[web page](2012)<http://hrcouncil.ca/hrtoolkit/planning-strategic.cfm>,accessed 29 December. 2012

Fuel efficiency means... Lower costs Improved profit margins Reduced emissions

Gap Analysis in TNT(2) Business Objectives: Answer 85% of calls from customers within ten seconds. This objective fits with the mission to provide the most reliable and efficient solutions for customers which lead to deliver a superior customer experience which lead to achieve the organization business objective of growing the profits. HR requirements to deliver on the business objectives: Develop core competencies and enhance our skills by training of employees to provide fast and excellent accessibility first call resolution to customers. Gap - does the department have what it needs to achieve departmental goals: No Outcome of not addressing the gap: negative impact on business as we dont keep our promise with our customer as (we promise to look after you, we promise to listen and learn and we promise to resolve problems promptly) Potential solutions/strategies to address the gap -During the first quarter conduct a training programme to provide fast and excellent accessibility first call resolution to customers to be recognized as the leader of Customer Service provision in the industry by providing customers with friendly fault free service 24 hours/day 7days/week. -Hiring new employee with this capabilities and competences if the number of customer service is not sufficient and if there is sufficient budget. (During the first quarter). Gap Analysis in TNT(3) Business Objectives: To improve TNTs carbon efficiency by 45% by 2020 (measured against the 2007 baseline). This example of a longer-term objective reflects TNTs aim to reduce the environmental impact of its business .this objective fits with the organization strategy Reduce Carbon Footprint as We focus on greening up our global operations and we want to become the worlds first zero-emission transport company. Which lead to effective Strategic Leadership to achieve the organization business objective of growing the profits. HR requirements to deliver on the business objectives:

conduct new car policy with low co2 emission which identify electric vehicles as the most effective way to minimise the carbon impact of our Pickup and Delivery (PUD) operation during quarter 1 -2013. Increase use emission free building in Europe as our new corporate head office completed in March 2011 (during 2 next years). Gap - does the department have what it needs to achieve departmental goals: No Outcome of not addressing the gap: negative impact on business as we dont reducing our environmental impact Potential solutions/strategies to address the gap During the first quarter identified electric vehicles which is the most effective way to minimise the carbon impact of our Pickup and Delivery (PUD) operations Build new emission free building instead old ones in different location. (During 2 next years). Developing HR strategies to support organizational strategies There are five HR strategies for meeting your organization's needs in the future: 1. Restructuring strategies During assessment of workforce we found shortages in some occupations and surpluses in other occupations we must Reducing staff by termination in some position and hire new employees where shortage found, or as in policy of TNT Employees can move between roles If they are qualified enough to perform the other job (it also a kind of reward to insure environmental motivation.) taking into consideration current labour market trends. This process start in October 2012 (Termination Notice periods are guaranteed according to employment and labour standards) and end in Jan. 2013. 2. Training and development strategies TNT provides the training people need to do the job (learning the specific skills and knowledge required to work in the TNT way), for new employees or employees move from position to other (held in Jan and Jun 2013 ) TNTs training and development programmes include:

A foundation degree with Coventry University this is mapped to national qualifications and focuses on management and leadership (available registrations every year). A five-year apprenticeship program for young people in vehicle maintenance - this ensures that TNT has the skills it needs to keep its fleet up to standard (available registrations every year). Providing current staff with development opportunities to prepare them for future jobs in our organization.

3. Recruitment strategies Recruiting new staff with the skill and abilities that your organization will need in the future (held in Jan and Jun 2013 ) Implementing the strategic HR plan Once the HR strategic plan is complete the next step is to implement it: Agreement with the plan: Ensure that the TNT board chair, executive director and senior managers agree with the strategic HR plan Communication: The strategic HR plan needs to be communicated throughout the organization. Evaluation: HR plans need to be updated on a regular basis. You will need to establish the information necessary to evaluate the success of the new plan. Benchmarks need to be selected and measured over time to determine if the plan is successful in achieving the desired objectives. 23

HR policies provide guidelines for behavior in the workplace.

23

Hr council,Strategic HR Planning,HR Planning[web page](2012)<http://hrcouncil.ca/hrtoolkit/planning-strategic.cfm>,accessed 29 December. 2012

Human resources policies provide the framework by which employees are expected to behave in the workplace. These policies are written statements of the company's standards and objectives and include all areas of employment, including recruitment, compensation, termination, benefits, employee relations and leaves of absence. They contain rules on how employees must perform their jobs and interact with each other. Managers, employees and the HR department all have roles in ensuring that HR policies are effectively implemented Policies contain general guidelines for behavior, which employees are usually asked to acknowledge in a written form. They also define consequences if the rules aren't followed, such as various forms of disciplinary action, including termination. HR policies often set standards for working hours, attendance, workplace conduct, and health and safety. Policies on respect, anti-harassment and nondiscrimination provide guidelines in resolving workplace conflicts and handling complaints. This promotes a positive work environment, enhances working relationships and improves productivity. HR policies help employees better understand their benefits, salaries and employment conditions, thus reducing the incidence of grievances. HR policies serve as a resource for dealing with various situations that occur in the workplace. They encourage managers to treat employees fairly and consistently. Policies on hiring, termination, performance evaluation and disciplinary action provide managers with the framework to manage staff.24 In TNT we observe the impact of HRM polices as all employees treated equally, and clear human resources policies and procedures can help us achieve our goals, so we listed among Britains Top Employers and provides first-class working conditions and care of its employees. As we see In TNT hr policies must comply with legal and regulatory requirements in all aspects for example when we terminate an employee we must consider Termination Notice periods are guaranteed according to employment and labour standards. In TNT there are clear polices that regulate employee
24

Rowena Odina,, Importance of HR Policies,Importance of HR Policies [web page] (2012) <http://www.ehow.com/about_7321972_importance-hr-policies.html#ixzz2GZxSLfWM>, accessed 25 December. 2012

progression and development, so there is no conflict occurs between employees and ensures that the people working for the business have adequate opportunities to grow. Policies regulate different activities in TNT which insure the aligning with corporate aim and objectives for example safety policy for car driver assure the safety of the driver and the material transported through our vehicles and people in the road and must comply with traffic regulatory roles . Reference List:
*Hr council, Strategic HR Planning, HR Planning [web page] (2012) <http://hrcouncil.ca/hr-toolkit/planning-strategic.cfm>, accessed 29 December. 2012. *Leo Lingham, Managing a Business/human resource, all experts [Web page] (2012) < http://en.allexperts.com/q/Managing-Business-1088/2012/7/humanresource-2.htm>, accessed 25 December. 2012. *Lisa McQuerrey, Response to internal Factors, the Two Key Factors That Affect HRM Roles and Responsibilities [web page] (2012) <http://smallbusiness.chron.com/two-keyfactors-affect-hrm-roles-responsibilities-33158.html>, accessed 25 December. 2012

*Michael Armstrong (ed.),Strategic Human Resource Management:A Guide to Action(edn.4thEdition,2008). Page5,6,7,8,9,33,35,36,72,73,74. *Rowena Odina,, Importance of HR Policies,Importance of HR Policies [web page] (2012) <http://www.ehow.com/about_7321972_importance-hr-policies.html#ixzz2GZxSLfWM>, accessed 25 December. 2012 *The Times 100,Delivering a business strategy,Case studies in the Times 100[web page] (2012)<http://businesscasestudies.co.uk/tnt/delivering-a-business-strategy/strategicdirection-and-strategic-gaps.html#axzz2GXXut5F0>,accessed25December.2012. *TNT,toward sustainable company,corporate responsibility[web page](2012)< http://corporateresponsibility.tnt.com/towards_sustainable_company>,accessed29Decem ber.2012. *TNT,TNT centre new way working,corporate responsibility[web page] (2012)<http://corporateresponsibility.tnt.com/blog/2011/09/07/tnt_centre_new_way_worki ng>,accessed29December.2012.

*Wikipedia,Human resource management, Wikipedia[web page] (2012)<http://en.wikipedia.org/wiki/Human_resource_management>,accessed 25 December. 2012.