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PRESENTED BY:
• Muhammad Asad Bin Asif113245
• Hassan Shafique123218• Muhammad Zeeshan
Azam123220• Waqar Bashir Ch.153451• Ahmed Bukhari153759
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PRESENTATION AGENDA Difference between HRM And HRD Learning and Development Strategy Learning Organization Strategy HRD Philosophy Simmons’s Case Employee relations strategies HRM Approach to Employee relations Marks & Spencer Case Research Paper
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DIFFERENCE BETWEEN HRM AND HRD HRM refers to the art of managing:
human work force. Aims at providing an optimal working
environmentWHEREAS
HRD, stands for “human resources development”.
A component of HRM that focuses on ‘nurturing’ employee’s skills
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LEARNING AND DEVELOPMENT STRATEGY
Ensures the talented and skilled people L&D concerns development of skills,
promoting learning culture and learning through trainings
L&D also promotes to make a learning organization by focusing on individual learning
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LEARNING ORGANIZATION STRATEGY
Garvin (1993) suggests that learning organizations are good at doing five thingsSystematic problem solving: Deming
philosophy (P-D-C-A)Experimentation: Continuous improvement
programs –‘kaizen’Learning from past experience:
‘Those who cannot remember the past are condemned to repeat it.’ -George Santayana
Learning from others: steal ideas shamelesslyTransferring knowledge quickly and efficiently:
conveying knowledge and expertise
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HRD PHILOSOPHYElements of Human Resource Development “TEL-D”Training: learning events, programs and
instructionEducation: knowledge, values and
understandingLearning: permanent change in behavior
that occurs as a result of practice or experience
Development: the growth or realization of a person’s ability
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SIMMONS'S CASEIn 1870 Simmons began the business of making cheese Shipping cheese in wooden boxWoven wire mattress hand-made cost of $20 per piece Simmons purchased the machine that cost of 95 cent per piece Started production with 9 employees, the investment of $5000Main business focus was mattress18 plants working in the span of 5 years
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POTENTIAL PROBLEMS
Inter-Plant’s problems All the plants do not share their ideas no brainstorming No generation of new ideas Lack of innovation Brain drain
Intra Plant: Employee demotivation Lack of concentration Stubborn in doing working
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SUCCESS OF A PLANT
The training programs at Charlotte plant The employee motivation as well overall
improvement of productivity. Charlotte plant training programs at Simmons
have been very successful. The Plant of the year award was given to the
Charlotte plant for its progress. Eitel explained the benefits of training and
development to Fenway Partners particularly when the economy was in recession.
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CORE VALUES OF SIMMONS
The company has established their core values. “CHOICES”. C: Caring for the employees.H: Using the History to learn and informing future decisions.O: Opportunities maximization for solving problems I: Embracing InnovationsC: Customers’ need at priorityE: Empowering people within certain boundariesS: Supporting one another
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The intentions of the organization about: what needs to be done what needs to be changed flow from the business
strategy
EMPLOYEE REALATIONS STRATEGY
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CONCERNS OF EMPLOYEE RELATIONS STRATEGYEmployee relations strategy will be concerned with how to: Build stable and cooperative relationship: minimize
conflict Achieve commitment through employee
involvement Develop mutuality –
a common interest in achieving the organization’s goals
Identify shared values between management and employees
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BACKGROUND TO EMPLOYEE RELATIONS
Four approaches “PTAP” by Industrial Relations Services (1993):
Partnership Traditional Adversarial Power sharing
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MARKS AND SPENCER CASE
With more than 120 years of heritage, Marks & Spencer is one of the best-known British retailersHaving more than 450 stores within the UK and employs more than 65,000 people.It also operates outside the UK where it has a developing business in places as far as Hong Kong.In recent years, the UK's retailing industry has been characterized by intense competition.
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FACING THE CHALLENGESMarks & Spencer had to develop a new business strategy.A period of change for the whole organization: refocusing the business upon the basics. This included the three business values of Quality, Value, and Service.Marks & Spencer developed a promotional campaign that emphasized 'Your M&SIt also linked the business in the minds of customers with its two other values of Innovation and Trust.
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M&S PROCESS
The process involved three key features: Developing products that customers
wanted Investing in the environment within
stores Providing good customer service to look
after customers
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ORGANIZATIONAL STRUCTURE & CAREERS
The M&S Head Office in London employs around 3,000 people.. More than 60,000 employees work in the Marks & Spencer stores. Many franchise outlets overseas.
• Flatter organization structure• Enabling to make quick decisions• More employees accountability
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IDENTIFYING A TRAINING NEED• Needs to keep its staff well-trained and able to respond
• Need for succession management• Develops existing staff from within the
organizationIt also recruits managers at three different levels:
Trainee managers with A-levels undertake 24 months of training
graduates who join the organization from university have 12 months of training
experienced managers who have retail experience undertake up to 3 months of training
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PERSONAL DEVELOPMENT
The line managers and employee discuss and agree on a plan for further development for the year.
They use training and development to improve the technical skills and business competencies they need in order to undertake particular management roles.
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TRAINING AND DEVELOPMENTThere are two forms of training:
1. On-the-job training: While employees are carrying out an activity in their place of work.
2. Off-the-job training, as its names suggests, takes place away from the workplace.
By performance coaching they review a person's performance and give feedback on their strengths.By use of intranet. Staff can find learning materials.
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BENEFITS OF T&D
1. Brings benefits to both Marks & Spencer and its employees.
2. Builds their technical skills and business competencies.
3. Training also helps to improve efficiency and motivates employees to do well.
4. Marks & Spencer is in a position to develop a competitive advantage over its competitors
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BUSINESS STRATEGY
Developing value-for-money products that customers want.
Investing in the environment within stores.
Investing in the environment within stores
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CONCLUDING CASE Process of performance review and the way of
individuals developing their career paths Employees to manage and plan their own
training and development Marks & Spencer is able to develop a precise
link between the requirements and necessities for posts
The success of Marks & Spencer is evidence that such investment has been worthwhile