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MODULE: MANAGING HUMAN RESOURCING STRATEGY

MODULE CODE: MGTPDM006


29TH OCTOBER 2010

MOHAMMAD MASUM BILLAH

REGISTRATION NO: 470715

KAPLAN ID: C0312441


CONTENTED

1.0 Title……………………………………………………………………………….03

2.0 Introduction.………………………………………..………………….…………04

3.0 Human resources planning……………………....................................................04

3.1 Behaviour change for gap between demand & supply of work force….o4

4.0 Change in flexibility of work force........................................................................05

4.1 Numerical
flexibility……………………………………………………………………………… 05

4.2 Functional
Flexibility………………………………………………………………………………..05

4.3 Temporal
Flexibility……………………………………………………….…………….…………..05

4.4 Locational
flexibility………………………………………………………………………
…………06

5.0 Behavioural change through recruitment strategies.................................................06

6.0 Conclusion ................................................................................................................06

7.0 Reference ……….……………………………………….………..…….…….…...07

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Human Resource Planning and Recruitment strategy.

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2.0 INTRODUCTION

Human resource management is an approach of maintaining most


considerable asset of the company, who take vital part to enhance
organisational objective. With the passage of time organisation faces
different economic condition and they have to change their attitude to
achieve goals. Recession are time of “Cleaning up “When updated
techniques take place and unprofitable products and procedures are
dismissed.(caballero and hammour,1994). Some organisation found the
recession as an opportunity to cancel out back dated policies and
introduce modern and high standard work force better than before,
though everybody concentred to deduct the cost . For constrains of
resources, HRM have to adopt strategies on planning, recruitment and
flexibility of human resources that should change organisation
behaviour.

3.0 Human resources planning

Human resource planning referred to the systematic process of


matching interest, skills and talent of individuals by using economic
opportunities to enhance organisational goals. In recession
organisational economic environment is not same as before.so that
organisation should have to set HR objective. This need to assessment
present and future need of the organisation and find out the strategic
gap between present resources and future predicted resources. It is
mentionable that during economic downturn demand for work force will
be low and availability is high so that bargaining power with employers.

3.1 Behaviour change for gap between demand & supply of


work force

In economic down turn strategic gap of work force increase, so that


power come to employer. During last recession British airways change
a lot for their long term survival. They lay off so many staff, introduce
volunteer work, work for free one month, and take unpaid leave; etc.
This might be increase of employee’s dissatisfaction and strike. When
the BA strike is finally resolved, what might be hard to rectify is the
working relationships between staff and bosses and among employees.
This could be a poisonous legacy of the strike, affecting not just staff
morale but BA's business.(BBC Redio,1st April at 2000).This employees

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dissatisfaction might be Couse of more worse situation when come
boom economy. They would be face shortage of skilled labour. This job
cut will save money in short term but may cause more cost for long
term. In BA case it would be big cost for recruiting and training cabin
crew again. On the other hand one of BA’s competitor emirates air,
they continuing their business as normal. They can catch skilled
personnel in this time very cheap. In recession there is an opportunity
for companies to let go of expensive labour in their work force if it
happen through voluntary redundancies strategy not by force
redundancy. In BA there are 1000 employees took voluntary
redundancy policy.

By relocating employees company can increase productivity & cost


minimizing target. In BA case they can use different countries crew for
their different route that can minimize accommodation cost.

Cross training the employees is the way to leverage existing talent pool.
Because of economic recession organisation lay off workers, no hiring on
to replace the post, those left who ask behind to do more outside their
normal job. Train people in other job roles to avoided burnout or leaving
employees unprepared to take on new task. British Air ways train crew to
do more jobs before lay off workers and it gave them positive result. In my
selected company British Air has found some type of flexibility chance
that are shows bellow:-

4.0 Change in flexibility of work force

Flexibility in work force is one of the effective issues that have to


consider HR department during economic downturn. Human resources
flexibility not acts same way as like boom situation because of objective
change in organisation. It might change organisational culture. It is a
serious initiative of employee performance and is responsive to the
shifting professional and personal demographics of the multi-generational
work force.

4.1 Numerical flexibility:

During recession first change come through numerical flexibility, it gives


company an alternative way to expenses redundancy. In the critical time
company take more contract and temporary worker than fulltime. It is
easy to dispense off if not required. But core employees should be fulltime
they got core skill and more liable to achieve organisational objective.
According to Charles handy and john Atkinson (1980) a good flexible
organisation should have combination of both three types. In BA during
last recession they face great problem because of core employee and ask
them voluntary redundancy.

4.2 Functional Flexibility:

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Functional flexibility is the other requirement for organisation within bad
situation. Because of fund constrain. Worker has to do more task than
before. Multi skilled employees get more priority than before. Multi skilled
people can be quickly redeployed as situations change. (Beardwell and
Holden, 2001).It also give employer more capacity to protect employees
dissatisfaction as like BA, who train pilots to do more job when cabin crew
strike. To achieve functional flexibility employees has to require high
degree of skill and training that could be high cost and should be
compensated by high wages.

4.3 Temporal Flexibility:

British Air can get advantage using work force which is flexible in terms
of time. They can employ people for need basis. Company can introduce
six month holiday with minimum wages. In summer time airline industry
demand go high so that they need more people. During bad time
company retain the work force without big overhead cost.

4.4 Locational flexibility

Locational flexibility also makes big change for company during


recession. The strategy of low business running cost company as like BA
shift their non-core activities to low wages countries. Company can use
technology for virtual conference to reduce traveling and organisational
cost.

5.0 Behavioural change through recruitment strategies

When recession come most of the company change their recruitment


strategy first. As layoff increased, it can create sudden plenty of
technically skilful and experienced people for every job. HRM have to
consider the gap in the current human resource and recruit as
necessary.it would be beneficiary for company to set the recruitment
strategy to look at medium or long term basis. Recruitment process
comes very hard way during recession. Though company like to continue
on their current process but candidate expect different approach for their
need.

Most of the company try to recruit potential candidate but job market by
average candidate who are apply for all jobs. In the time of economic
downturn Company has to be redefined their recruitment strategies. It has
to be emphasizing on key initiative and issues of company. It can be just
kept at the suitable level for general recruitment marketing and
recruitment white spot has to be more emphasize in organisation. The

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general business objective has to be united with recruitment strategies.
On the basis of basic need top management define the gaps in the current
human capital and HRM function define job position with management
and then job position can be posted and advertise. the strategy is job
position should be advertise one and very complex way as the top
potential in the market can make picture their own on the organisation
and can make plan to survive from recession. As BA said they plan to
recruit people on different terms and condition. If organisation able to
show their future to top talents, they design strategy on their own, but
recruitment strategy has to be smart enough to catch their minds and to
raise their attention. It would be beneficiary for organisation if they use
recruitment partner during recession, it helps company to retain focus in
its core activities.

6.0 Conclusion

Finally, in sense of recovery from recession, HR should look across the


organisation and putting right people in right place. It efficiently moves to
specific need and excessive business impact basis. There is an important
need of workforce conversation with their counterparts in other business
function.HR have to propose new satisfying models that offer more
flexibility, cost saving and competitive edge. All strategy would be fruitful
if it happens by proper communication with every level. Right planning
and recruitment strategies will take advantage of the recession and
company will recover with the best of the newly available talent.
Moreover, to ensure effective HRM strategy in the organisation during bad
time, need more consideration on external as well as internal condition.

References:

 Sparrow P.R and Marchington M,(1998),Human resource


management: The new agenda, pitman: London.

 Anthony W.P, Perrewe P.L. and kacmar K.M (1996) Strategic human
resource management, orlando : Harcourt college brace publishers.

 Prince,A,(2007),Human resource management in a business


context, London: EMEA.

 “The future of human resources Human resource management”,


Vol, 36.

 HRM and performance: Achieving long term viability, oxford: Oxford


University press.

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 Dyer,s.(1998) Flexibility models: A critical analysis : International
journal of man power,19:4:220-235

 www.BBC.co.uk

 www.ba.com

 Business and public affairs, vol 1,Issue 2, 2007

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