Strategic Human Resource Management

Strategic Human Resource Management

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REVISED VERSION (PLEASE KEEP ALL MARKUP)

Strategic Human Resource Management

Executive Summary

Strategic human resource management has emerged as an important concept in the modern business environment since it is an approach that focuses on improving employees’ performance and effective resource management towards the achievement of business goals and objectives. HSBC, which is the leading financial services organization across the globe, recognizes the significance of strategic human resource management. The purpose of SHRM within HSBC is promote the achievement of the bank’s strategic priorities through ensuring suitable people management policies and practices and adopted and implemented across the organization. HSBC has vertically decentralized organizational culture that is based on autocratic leadership, which is associated with some drawbacks like increased work burdens and an extremely controlled working environment.

Even though HSBC has an organizational culture that is based on diversity and inclusion, the firm needs to integrate IT into its overall operations in order to enhance its competitiveness. The plan for expanding the firm’s IT structure entails establishing a standalone IT department that is separate from other departments and providing new digitized banking products and solutions to customers such as process apps. This will require establishing a culture of innovation that promotes creativity across all work processes. Additionally, HSBC should encourage employees to recommend and/or develop new digitized product offerings and solutions and incorporate innovation as one of the performance objectives and measurement metrics.

Strategic Human Resource Management

Strategic Human Resource Management (SHRM) is defined as a proactive approach that is geared towards developing improved support for employees in order to enhance their performance or contributions based on human resource practices. In this case, the human resource manager needs to ensure that HR policies and practices are in line with the organization’s overall strategy in order to establish a suitable work environment that promotes the realization of established goals. This report examines the four major human resource areas at HSBC Hong Kong to ensure that current HR policies and practices contribute to a positive impact on the bank. The report will include discussions on the significance of strategic human resource management within HSBC, the role of HRM in HSBC, the development and implementation of human resource plans within HSBC, and current internal and external policies that affect the operations and success of HSBC. The report will also focus on examining the managerial and operational functions of the human resource manager in relation to strategic human resource management. The managerial functions include planning, coordinating, staffing, controlling, organizing, budgeting, and implementing. On the other hand, the operational functions include planning, recruitment and selection, performance appraisal, training, employee welfare, and promotions.

Purpose and Role of SHRM within HSBC

HSBC, which was founded in 1865 in Hong Kong, has experienced tremendous growth since inception to an extent that it currently operates in 70 countries and territories across the globe (HSBC, n.d.). One of the most important factors towards the success of this organization is its human resource policies and practices given that it employs approximately 30,000 people in Hong Kong. In addition to the huge workforce, HSBC also employs and manages different kinds of individuals throughout the globe. This is based on the belief that employing and managing the various kinds of people helps in the development and establishment of a balanced and well-rounded organization and enhances its capability to adapt to various kinds of situation. HSBC recognizes that suitable treatment of employees is a crucial component towards achievement of maximum productivity and value. When employees are treated in a suitable manner within the working environment, the organization has the ability to realizing desired productivity and success. In this regard, effective human resource management policies and practices are crucial towards ensuring employees are treated in a suitable manner that helps enhance their contributions and performance towards realizing desired business goals and objectives.

Strategic human resource management is defined as a proactive approach that is geared towards developing improved support for employees in order to enhance their performance or contributions based on human resource practices. SHRM has been developed following attempts by human resource practitioners to align human resource management with strategic management (Dhar, 2008). Therefore, strategic human resource management plays a crucial role in enhancing organizational performance (Cania, 2014). For HSBC, the role of strategic human resource management is to enhance the organization’s performance through development of effective measures for people management. This is particularly influenced by the organization’s recognition that effective and efficient treatment or management of the workforce is vital towards achieving its goal of being the leading and most respected international bank across the globe. Therefore, the purpose of SHRM within HSBC is promote the achievement of the bank’s strategic priorities through ensuring suitable people management policies and practices and adopted and implemented across the organization. In this regard, HSBC has created specific strategic priorities and aligned them with human resource management.

Plan to Expand HSBC’s IT Department and IT Plan

In light of rapid technological advancements, HSBC recognizes that information technology is an important aspect of its operations in Hong Kong and across the globe. To this extend, the organization has established an IT department that is known as HSBC Operations, Services, and Technology (HOST). This department provides critical operational services, information technology and technical support to help in effective functioning of the bank and delivery of excellent customer service (Lisa, n.d.). Some of the other responsibilities in this department including managing IT infrastructure, system and support, developing software and applications that facilitate banking systems, and running and managing customer operations.

Through the IT department, HSBC creates, implements, and support software and other technological processes and services that enable the bank to continue providing high-quality banking systems. The IT infrastructure not only comprise processes and systems that focus on customer service but also includes supporting services for employees. The work areas of the IT department at HSBC include deployment and production support, data centre management, software development, client services, project management, enterprise services and architecture, and risk and administration (Lisa, n.d.).

While the IT department has played a crucial role in ensuring effective operations within HSBC towards the achievement of the overall business goals, it can be expanded in order enhance its effectiveness and efficiency in improved operations. Based on the current framework, this IT department is linked to Global Operations and Global Procurement departments. One of the major ways for expanding this department is to separate it from the other linked departments and establish it as a standalone department that only focuses on IT infrastructure, systems, and processes.

The banking sector in Hong Kong, where HBSC operates, is facing several technological enhancements as the various competitors in this industry strive towards their enhancing competitive advantages and delivery of customer services. One of the current competition and enhancements in technology in Hong Kong’s banking sector is digital transaction. While HSBC has focused on enhancing existing solutions internally through improved IT processes and systems, it is facing competition relating to the proliferation of digital transactions. This is primarily because of the increased demands for digital functionality and cost-efficiency by customers in the banking sector (Deloitte, 2014).

In light of the increased demand for digital banking transactions by customers, HSBC’s plan towards expanding the IT department should begin by establishing it as a standalone department. This will help in improving the efficiency of the department by establishing a single focus of its operations i.e. technology. In the current framework where the department is linked to other departments, the focus of the IT department not only entails focusing on IT processes and system but also entails handling other aspects of operations such as customer service. This hinders the effectiveness and efficiency of the department in providing suitable technological services and processes.

Once the IT department is established as a standalone division within HSBC, the bank should increase investments in the digital space or infrastructure. This would entail revamping digital offerings and solutions in new digital landscape in order to capitalize on the increasing demands by customers for enhanced technological capabilities in banking services. The revamping of these offerings and solutions would entail identifying, developing and utilizing new digitized products and offerings that enable customers to access the bank’s services in a convenient and easy way.

One of the digital products or offerings that HSBC should consider developing is process apps, which focus on digitizing and automating several repetitive low-risk and low-value banking processes and transactions (Broeders& Khanna, 2015). This will help enhance banking processes because it enables customers to carry out their transactions at their convenience while contributing to paperless, more-efficient work processes. Through process apps, customers can easily apply and obtain approval for a loan, open and understand how to fully utilize a bank account, and handle other banking processes/transactions. When developing process apps, HSBC should ensure that they are available across different digital devices and platforms such as mobile phones, tablets, and computers. According to Gartner (2016), the available digital banking solutions and platforms provide several capabilities that improve customer service and the relationship between the bank and its customers. Some of these capabilities include payments, financial management, customer communication management, marketing, analytics, and loyalty.

The implementation of this IT plan requires identifying human resource plan objectives and strategies. In this case the objectives and strategies include establishing cross-functional teams that work together towards testing and improving the programs and creating an innovative organizational culture. The execution of this IT initiative will require HSBC’s human resource department to recruit individuals with competencies in the creation and implementation of innovative solutions in an organization. Current employees should be trained on proposed innovative solutions and how to implement them. Once the training is carried out, the HR department should create cross-functional teams that handle different aspects of the digital product offerings and solutions. The bank’s employees should be rewarded based on their contributions towards effective implementation of these digital products and offerings. The below chart illustrates the employment cycle of such plan.

This IT initiative/plan will contribute to achievement of HSBC’s business objectives through enhancing the speed and efficiency of work flows within the organization. Additionally, the plan will help in achievement of business objectives through increasing the bank’s connectivity with key stakeholders and expands and improves decision making (Broeders& Khanna, 2015).

A Condition of Language Apartheidhnd human resource management (HR) assignmen

Unit 6 Rooms Division Operations Management

Unit 6 Rooms Division Operations Management

28-10-17 Maddox Smith 0 comment

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Unit 6 Rooms Division Operations Management

 Submission Front Sheet

Assignment Code:   AB424H6

Programme:                           BTEC Higher National Diploma in Hospitality Management

Unit Title and Number:           Rooms Division Operations Management (Unit 6)

QFC Level and Credit value: 5; 15 credits

Module Tutor:                         Fabrice Teyssedou

Email:                                    f.teyssedou@mrcollege.ac.uk

Date Set:                               15/09/2017

Name:                                    ………………………………………….

Registration Number:         ……………………………………………

Learner’s statement of authenticity Student’s Name: ____________________________         Student’s ID Number:________________ I certify that the work submitted for this assignment is my own. Where the work of others has been used to support my work then credit has been acknowledged. I have identified and acknowledged all sources used in this assignment and have referenced according to the Harvard referencing system. I have read and understood the Plagiarism and Collusion section provided with the assignment brief and understood the consequences of plagiarising. Signature: __________________________________                                   Date:  ___/___/____

Date:                                      ………

Is this a  First  Submission                                or Second Submission                        ?

words

Word Count (max.5000)

%

Turnitin Score

Part 2 Assignment details AB424H6

LEARNER’S BRIEF

Programme:                           BTEC Higher National Diploma in Hospitality Management

Unit Title and Number:           Rooms Division Operations Management (Unit 6)

QFC Level and Credit value: 5; 15 credits

Module Tutor:                         Fabrice Teyssedou

Email:                                    f.teyssedou@mrcollege.ac.uk

Date Set:                               15/09/2017

Key Dates

Distribution Date                                             21st September 2017

Formative assessment Dropbox opens          21st October, 2017

Formative assessment Dropbox –closes       19th November, 2017

Final Submission Date (Full Assignment): 11th December, 2017

Introduction

The purpose of this assignment is to gain understanding of contemporary room’s division operations management and the importance of revenue management to operations

There are four learning outcomes to this unit:

1. Understand services provided by the rooms division in diverse contexts
2. Understand the impact of contemporary management issues on the effective management and business performance in the front of house area.
3. Understand factors that contribute to effective management and business performance in the accommodation service function
4. Be able to apply techniques to maximise and measure occupancy and rooms revenue.

To succeed in this unit, you are required follow the assessment criteria.

Your report should demonstrate your understanding of how your research links coherently to these aspects of rooms division.

Your assignment should include evidence of your research with references. This includes linking research coherently to your writing and using referencing (Harvard model), such as bibliography, citing and quotes.

In regard of task A, you will need to choose an existing organisation to complete the written account which should then include a paragraph introducing that organisation.

Word count:

2750-3500 for Task A (individual work)

1000-1500 for Task B (individual work)

ASSESSMENT TASKS Learners are encouraged to be familiar with the assessment criteria and contextualised grade descriptors before completing these tasks.

Task A Research report describing the services provided by the rooms division  Select and base yourself on one UK based hotel for TASK A Carry out an individual research into the services provided by the rooms division. Using your research, produce a written report of your findings which should include: a)    An evaluation of the variety of services offered by rooms division for a wide range of hospitality businesses with an emphasis on accommodation and front office department (ref. 1.1, 1.4). b)    A review of the roles and responsibilities of a selection of accommodation and reception staff (ref. 1.2). c)    An analysis of the key aspects of legislation and regulatory requirements relevant to rooms division operations (ref. 1.3)

Task B Research report describing the importance of the front of house area and the accommodation service to effective management (. Base yourself on the same hotel than Task A Carry out an individual research into the importance of the front of house area and the accommodation service to effective management. Using your research, produce a written report of your findings which should include: a)     A review of the importance of the front of house area and the accommodation service to effective management (ref. 2.1 (+M1), 3.1). b)     An evaluation of the key aspects of planning and management of the front of house area and the accommodation service (ref. 2.2, 3.2 (+M2)). c)     A Critical evaluation of the main operational issues affecting the effective management and business performance of the front of house area and the accommodation service (ref. 2.3, 3.3 (+M3))

Task C Research report describing the techniques to maximise and measure occupancy and rooms revenue. Base yourself on the scenario below when required Carry out a research into occupancy and room revenue demonstrating your understanding of the key aspects of techniques to measure and maximise them. Using your research, produce a written report of your findings which should include: a)    An explanation of revenue/yield management (ref. 4.1 (+D2)). b)    An analysis of sales techniques used to promote and maximise revenue (ref. 4.2 (+D3)). c)    An evaluation of the usage of forecasting and statistical data in the room division (ref 4.3) (+D1). d)    A description with calculation of performance indicators used to measure the success of accommodation sales (ref 4.4).

Task C Practical task

The case scenario is as follow:

The Five Seasons hotel located in Winchester has the following room occupancy breakdown for December

Room type           Number of rooms   Number of Beds        Occupancy
SINGLE ROOMS £265	75	75	55 rooms occupied
TWIN ROOMS £380	60	120	50 occupied by two people, 5 occupied by one person
DOUBLE ROOMS £415	80	160	30 occupied by two people, 40 occupied by one person
TOTAL	215	355	180 rooms let (260 sleepers)

All 6 Grading Criteria can be achieved in this assignment.

M1 Identify and apply strategies to find appropriate solutions.

effective judgements have been made in your evaluation of the importance of the front of house area to effective management (Task B a ref. 2.1).

M2 Select/design and apply appropriate methods/techniques

complex information has been synthesised and processed: evaluation of the key aspects of planning and management of the accommodation service (Task B b ref. 3.2). 

M3 Present and communicate appropriate findings

the appropriate structure coherent, logical development of principles/concepts for the intended audience a range of methods of presentation       

Critical evaluation of the main operational issues affecting the effective management and business performance of the front of house area and the accommodation service (ref. 3.3).

D1 Use critical reflection to evaluate own work and justify valid conclusions

conclusions have been arrived at through synthesis of ideas and have been justified An evaluation of the usage of forecasting and statistical data in the room division (Task B c ref 4.3).)

D2 Take responsibility for managing and organising activities

activities have been managed An explanation of revenue/yield management (Task B a ref. 4.1) 

D3 Demonstrate convergent / lateral / creative thinking

ideas have been generated and decisions A description with calculation of performance indicators used to measure the success of accommodation sales (Task B b ref 4.2). 

GRADING DETAILS

Achievement of a pass grade

A pass grade is achieved by meeting all the requirements defined in the assessment criteria for each individual unit.

Achievement of a merit grade

All the assessment criteria and merit grade descriptors need to be completed within a unit to achieve a merit grade.

Achievement of a distinction grade

All the assessment criteria, merit and distinction grade descriptors must be completed within a unit to achieve a distinction grade.

Grade Descriptors	Indicative Characteristics	Contextualised Grade Guidance
MERIT
M1  Identify and apply strategies to find appropriate solutions.	effective judgements have been made complex problems with more than one variable have been explored an effective approach to study and research has been applied
M2  Select / design and apply appropriate methods/techniques	relevant theories and techniques have been applied a range of methods and techniques have been applied a range of sources of information has been used the selection of methods and techniques/sources has been justified the design of methods/ techniques has been justified complex information/data has been synthesised and processed appropriate learning methods/techniques have been applied
M3  Present and communicate appropriate findings.	the appropriate structure and approach has been used coherent, logical development of principles/concepts for the intended audience a range of methods of presentation have been used and technical language has been accurately used communication has taken place in familiar and unfamiliar contexts The communication is appropriate for familiar and unfamiliar audiences and appropriate media have been used.

DISTINCTION
D1  Use critical reflection to evaluate own work and justify valid conclusions	conclusions have been arrived at through synthesis of ideas and have been justified the validity of results has been evaluated using defined criteria self-criticism of approach has taken place realistic improvements have been proposed against defined characteristics for success
D2  Take Responsibility for managing and organising activities	autonomy/independence has been demonstrated substantial activities, projects or investigations have been planned, managed and organised activities have been managed the unforeseen has been accommodated the importance of interdependence has been recognised and achieved
D3 Demonstrate convergent / lateral / creative thinking	ideas have been generated and decisions taken self-evaluation has taken place convergent and lateral thinking have been applied problems have been solved innovation and creative thought have been applied receptiveness to new ideas is evident effective thinking has taken place in unfamiliar contexts

Specification of Assessment 

• Present your work in one business report style which needs to include a table of contents, introduction, conclusion, reference list, foot or end notes and appendices if any

• Include the reference code of this assignment on your assignment submission.

• Each page must be numbered at the bottom right hand side.

• Ensure your name is in the footer and the production date/version number of your assignment

• Spell-check the document and make sure there are no grammatical errors.

• Complete all the tasks.

• Produce clear specific reasoning and arguments in support of your answers.

• Submit your work in a single work processed document of not more than 5000 words for all Learning Outcomes. This word limit is only for guidelines, and is not applied to grading.

• You must include a bibliography at the end to show where your information was sourced with a minimum of 5 sources included. Those sources should be referenced in the text too.

• Your sources must be identified using the Harvard referencing system. The words used in your bibliography will not be included in your word count. 

Achievement of a pass grade

A pass grade is achieved by meeting all the requirements defined in the assessment criteria for each individual unit.

Achievement of a merit grade

All the assessment criteria and merit grade descriptors need to be completed within a unit to achieve a merit grade.

Achievement of a distinction grade

All the assessment criteria, merit and distinction grade descriptors must be completed within a unit to achieve a distinction grade.

As per Mont Rose College policy, you are only allowed two submissions per module. One for final submission and another one for referral. Failure to achieve a grade pass after a second submission will result in you having to repeat the module in the next term.

Extension and Late Submission

If an extension is necessary for a valid reason, requests can me made using a course work extension request form available from the college. Please note that the lecturers do not have the authority to extend the coursework deadlines and therefore do not ask them to award a coursework extension.

The completed form must be accompanied by evidence such as a medical certificate in the event of you being sick.

Plagiarism and Collusion

Any act of plagiarism and collusion will be seriously dealt with according to the regulations. In this context, the definition and scope of plagiarism are presented below:

‘Plagiarism occurs when a student misrepresents, as his/her own work, the work, written or otherwise, of any other person (including another student) or of any institution. Examples of forms of plagiarism include[1]:

• the verbatim (word for word) copying of another’s work without appropriate and correctly presented acknowledgement;
• the close paraphrasing of another’s work by simply changing a few words or altering the order of presentation, without appropriate and correctly presented acknowledgement;
• unacknowledged quotation of phrases from another’s work;
• The deliberate and detailed presentation of another’s concept as one’s own.’

All types of work submitted by students are covered by this definition, including, written work, diagrams, designs, engineering drawings and pictures.

‘Collusion occurs when, unless with official approval (e.g. in the case of group projects), two or more students consciously collaborate in the preparation and production of work which is ultimately submitted by each in an identical, or substantially similar, form and/or is represented by each to be the product of his or her individual efforts. Collusion also occurs where there is unauthorised co-operation between a student and another person in the preparation and production of work which is presented as the student’s own.’ (Carroll, J and Appleton, J. (2001) Plagiarism – A Good Practice Guide.  Oxford Brookes University/JISC, Oxford).

All work for assessment must be submitted with a Turnitin Report on plagiarism.  The Maximum Turnitin score admissible is 15% (after deduction of 1% & 2% records). Assignments with more that this adjusted 15% score will be automatically referred for reworking and resubmission.

To access any feedback (formative/summative) you will have to access Moodle and open your assignment. You will have to click on the blue comment box in the righthand side and the feedback will appear in a blue bubble at the top which you will have to click on.

Summative Feedback on this coursework will be given on 03rd January, 2018

Referral Dropbox will open from 4th January, 2018

Referral submission deadline 18th January, 2018

Referral result declared 2nd February, 2018

Assignment Resubmission Policy

A Resubmission is any work handed in for final assessment a second time.

The Final Deadline is the date on which the whole assignment must be completed and submitted (usually in week 12 at the end of the semester).

Work submitted                                                       To be Resubmitted 

1. Referred after Final Deadline Four weeks after the final deadline
2. Missed Final Deadline End of next semester
3. Missed formative assessment(s) and

Referred after Final Deadline                               End of next semester

4. Referred SMALL after resubmission £25 reassessment fee
5. Referred LARGE after resubmission Repeat semester and attend classes

Completed, assessed units (Pass, Merit) from your first Semester may be reworked and submitted for a higher grade once only on payment of a reassessment fee of £25.

Part 3 Assessment Record

ASSESSMENT DECISION

Programme:                   BTEC Higher National Diploma in Hospitality Management

Unit Title and Number:   Rooms Division Operations Management (Unit 6)

Module Tutor:                 Fabrice Teyssedou

Learner’s Name :__________________________________     Learner ID:___________________

Session: Hosp Mgmt April 17 B    

Date of Assessment:……………………….            Grade:…

Assessment Criteria		Met	Evidence	Feedback
1.1	discuss accommodation and front office services for different organisations
1.2	analyse the roles and responsibilities of a range of accommodation and reception services staff
1.3	discuss legal and statutory requirements that apply to rooms division operations
1.4	evaluate services provided by the rooms division in a range of hospitality businesses
2.1	assess the importance of the front of house area to effective management
2.2	discuss the key aspects of planning and management of the front of house area for a given hospitality operation
2.3	critically discuss the key operational issues affecting the effective management and business performance of the front office area for a given operation
3.1	assess the importance of property interiors and design to effective management
3.2	discuss the critical aspects of planning and management of the accommodation service function for a given hospitality operation
3.3	analyse the key operational issues affecting the effective management and business performance of the accommodation service function for a given operation
4.1	perform revenue/yield management activities to maximise occupancy and rooms revenue
4.2	discuss sales techniques that rooms division staff can use to promote and maximise revenue
4.3	discuss the purpose and use of forecasting and statistical data within the rooms division
4.4	calculate rooms division performance indicators to measure the success of accommodation sales

Merit Descriptors	Assessment Criteria for Merit. The learner demonstrates that:	Met Y/N	Page No.	Assessor Comments
M1 Identify and apply strategies to find appropriate solutions.	·         effective judgements have been made ·         complex problems with more than one variable have been explored ·         an effective approach to study and research has   been applied
M2 Select/design and apply appropriate methods/techniques	·         relevant theories and techniques have been applied ·         a range of methods and techniques have been applied ·         a range of sources of information has been used ·         the selection of methods and techniques/sources has been justified ·         the design of methods/techniques has been justified ·         complex information/data has been synthesised and processed ·         appropriate learning methods/techniques have been applied
M3 Present and communicate appropriate findings	·         the appropriate structure and approach has been used ·         coherent, logical development of principles/concepts for the intended audience ·         a range of methods of presentation have been used and technical language has been accurately used ·         communication has taken place in familiar and unfamiliar contexts ·         The communication is appropriate for familiar and unfamiliar audiences and appropriate media have been used.

Distinction Descriptors	Assessment Criteria for Distinction. The learner demonstrates that:	Met Y/N		Page No.	Assessor Comments
D1 Use critical reflection to evaluate own work and justify valid conclusions	·         conclusions have been arrived at through synthesis of ideas and have been justified ·         the validity of results has been evaluated using defined criteria ·         self-criticism of approach has taken place ·         realistic improvements have been proposed against defined characteristics for success
D2 Take responsibility for managing and organising activities	·         autonomy/independence has been demonstrated ·         substantial activities, projects or investigations have been planned, managed and organised ·         activities have been managed ·         the unforeseen has been accommodated ·         the importance of interdependence has been recognised and achieved
D3 Demonstrate convergent / lateral / creative thinking	·         ideas have been generated and decisions taken ·         self-evaluation has taken place ·         convergent and lateral thinking have been applied ·         problems have been solved ·         innovation and creative thought have been applied ·         receptiveness to new ideas is evident ·         effective thinking has taken place in unfamiliar contexts

	Assessor’s General Comments: Resubmission Status:     unnecessary      SMALL                 LARGE Please resubmit Sections indicated above to meet Assessment Criteria: Resubmission Date 4th January until 18th January, 2018 Assessor’s Signature:……………………FT………………………………  Date: …………………………………… Print Name: Fabrice Teyssedou
	Learner’s Comments: Signature:                                                                                                                           Date: Print Name:

Summative Feedback on this coursework will be given on 03rd January, 2018

Referral Results issued 2nd February, 2018