BUSM4307 Interro Communications Assignment Sample
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Introduction
Task1
The aim of the paper is to prepare the business proposal for the Interro communication as it plans to wind up its business in India market due to increasing inflation of country due to which it can’t able to reduce the expenses. However, it plans to open the business activities like back-office administrative activities include HRM and sales & marketing services etc. Moreover, this activity will operate in the UK market through hire the skilled staff for performing the same function with more expertise.
In context to UK-based office, firm need a big space where it operates different function at one place. For this, Greater London will be targeted to open an office. There are two main reasons for selecting this location (Türker, 2012). Firstly is that greater London is the capital of the UK so it consists of a large population and literacy rate is also high. This makes it easy for Interro to capture skilled staff for the job. On the other hand, the availability of proper network and technology is more and this could support the firm to implement the telecommunication services to an organized manner. This area indicated that the greater London will be suitable for the firm to open an office and attract skilled and specialized staff.
In a similar manner, greater London is also considered as an environmental-friendly location as it supports the technology to reduce the carbon emission and toxic component (Pourabdollahian and Copani, 2014). Thus, this site will support the firm to develop the office new building with the incorporation of “Green sustainability building method”.
However, the new building current and future need will be the procuring the talent of human resources. In respect to such area, the organization will adopt the HRP strategy by analyzing the need for human resources and develop the planning accordingly (Bratton and Gold, 2017). The HRP strategy will include analyze organization objectives, present employee needs, forecast demand and supply of Human resources, estimate manpower gap, implement the human resource action plan, and monitor the plan etc (Daley, 2012). This strategy of HRP can suitably affect the location i.e. greater London in the form of availability of marketing and technical staff easily for the new office building.
PESTLE analysis will be used to identify the industry pressure and learn how this affect the greater London location
| Political factor: There is political stability in the UK which provides great strength to business. Similarly, Interro will able to build up its business easily in Greater London (Buller and McEvoy, 2012). Besides that, fewer interferences of a political leader in the business decision will also support the firm to properly perform the operations.
Economic factor: UK GDP is broken after the 2008 recession, it gives rise to the inflation rate in the market. So this area could affect the Interro in the term to capture larger customer base and may fail to access services at low cost.
Social factor: the UK is considered as big consumer markets as it consists of a population to reach 74 million by 2039. This can give an opportunity to the firm in regards to tap the customer in the future scenario. Technological factor: the UK is one of the most technologically advanced countries in across the globe and this gives rise to the bright chance to Interro for achieving high technical resources which could the telecommunication services in a best possible manner (Srdjevic et al., 2012). Legal factor: the government of the UK focuses hard on the legal practices like company act and employment act 1996 etc. so this could put pressure to firm to undertake such policies in the business. Environmental factor: the UK has taken a significant step to reduce the environmental pressure. In regards to this, it influences the Interro to undertake a sustainable strategy to reduce the negative impact on the environment. |
Based on this analysis, it can be stated that greater London in the UK is best location option as it provides various opportunity to tap large customer base and improve the service quality (Kolios and Read, 2013).
Main Body
Task 2 – Resourcing strategy
In respect to the resourcing strategy, there will be several areas need to be undertaken by the Interro as it helps the firm to execute the operation in a more proper manner. However, this can be justified with the proposed model i.e. Flexible-Firm which is given by John Atikson. He stated that organization structure in current scenario requires the fluctuating and unpredictable business environment. This can be done to incorporating the flexible staffing arrangements (De Silva, 2017). Likewise, Atkinson identified the need to distinguishing level in the organisation so that the firm can generate the workforce’s flexibility. In relation to this model, Interro requires to develop its existing human resources in such a way that they easily carry multiple work and task. Besides that, it also requires to hire the skilled staff which has high competency to learn and adapt. In regards to achieve flexibility in workforces, there are certain activities that Interro HR manager needs to perform.
Firstly, there is a need to identify whether the existing staff is fit for the new organization. In regards to this, firms need to conduct feedback session between the existing staff and analyze that what competencies they possess and whether these skills support the business to sustain for a longer period of time. So this practice may help the firm to take the decision regards to retention of employees.
After this, the recruitment strategy will be included in order to alert the people about the opportunities to work with Interro. For this, social site recruiting and campus recruitment are the areas that prove to be effective for communicating the people about the designation.
- Campus Recruitment: This recruitment strategy is fruitful in the term to hire a bright and young mind. This area can help the business to bring innovation in the telecommunication services (Kannan‐Narasimhan and Lawrence, 2018). In regards to this, Interro will conduct the workshops and seminars in different colleges of the UK to showcase the career opportunities that firm offer to students.
- Social site recruitment: social site application would be effective to hire the experiences of marketing people for sales designation. The firm can use online advertisement to communicate the information to the candidates. This platform also helps the candidate to resolve all the queries related to the designation and salary package.
Thus, these ways are used by the firm to recruit the candidates for the back-office work and marketing profile.
Moreover, the selection process is also required to undertake by the firm to find out the candidate that is feasible for the job. The selection process includes various steps that Interro need to follow at the time of selection of staff (Kemboi and Onyango, 2015).
- Preliminary interview: This step includes a general and basic interview where candidate capability observes through asking questions related to the aspiration which he/she possesses. Based on this, the HR panel will decide to move further.
- Screening of application: in this, Interro HR panel screened the applicants’ application based on criteria such as qualification and work experiences etc.
- Employment Test: This test is divided as per the required designation such as administration and marketing profile. Besides that the employment test is largely dependent upon the candidate skill set and ability to work in an organization (Gerald, 2018). So for back office profile, HR panel asks the technical department to address the interview while for marketing profile, the HR team asks certain questions. This way, the HR panel could organize the employment test.
- References checking: this step is also important in regards to hire the person who possess proper ethics and value. For this, referrer checks the individual person capabilities and experiences against the information which employee provide to the HR
- Final selection decision: After this evaluation, the HR panel takes the decision to hire for the job. Similarly, Interra based on interview and references check will analyze the employee skills and decide what all will suite well for the given profile (De Silva et al., 2016).
However, this recruitment and selection strategy will help Interro to align with the business strategy i.e. HRP. This is support in the form of hire the best-suited candidate for the job as firm plans to acquire 750 members till 2020 so this recruitment and selection method could help the firm to achieve both fresh and experienced talent at the organization. These human resources could prove to be useful for the firm to run the business in a profitable manner (Buya et al., 2018). On the other hand, the recruitment strategy also helps the individuals to able to collect the facts about the designation in a more appropriate way through the use of the online platform. So this supports the people to prepare or develop the skills accordingly. It assists the firm to capture individual with high skill expertise.
Task 3 – Talent Management strategy
While concerning the new staff members in the organization, it is essential for Interro Communication to adopt an effective way to treat with the new employees. In this way, the firm can adopt the induction strategy that can be helpful for the business in order to bring the staff into the firm. Moreover, Beyers and Nkoana (2016) defines that induction is nothing but it is only the introduction of the firm to the employees in which they are going to perform. With the help of the induction program, Interro Communication can make easy for the employees to get settled under the new environment. At this time, it is the HR’s responsibility to provide essential documents such as brief information about the organization, its nature, organizational work culture, its policies, procedures, rules and regulations, brief description of job, duties, and responsibilities etc to the new employees in context to develop the suitable background in their minds before starting the work under Interro Communication (Thunnissen, 2016).
In addition, if Interro Communication organizes this induction program in the firm for its new employees, then it will be helpful to increase the employee’s loyalty towards the firm and at the same time, it is beneficial to reduce the rate of labor turnover (Sparrow and Makram, 2015). Furthermore, the Induction program helps the employees for adjusting to their new role, making a smoother shift into the business and incorporating into the organizational culture and the process of induction techniques will be done by the HR under Interro Communication as induction is the part of firm’s knowledge management process that is intended to make the new starter capable for becoming a useful as well as integrated member of the organization’s team. By doing this, Interro communication will be capable to retain new employees for long time duration in the firms and to increase their productivity by understanding the correct way of working in a new work culture.
Apart from above, the knowledge and skills as per new employee’s job roles will be developed through effective training and development programs that will be conducted in Interro Communication by its HR department. This developed knowledge as well as skills will be more efficient for the firms as this will help to manage talent that will lead the organizational performance. In addition, along with the induction program, firms can provide workplace safety to its employees and in a similar manner, these also increase the employee’s morale as well as productivity (Dmitrieva et al., 2015). These all the factors are essential for the firms as they help to manage the firms to manage them, attract the skilled and talented workforce towards the firms and increase the profitability by enhancing the overall productivity. These all the things can be done by the HR under the firm because these are internal activities that are completed for the new as well as existing employees in order to make them appropriate as per the firm’s requirements.
For managing the organizational workforce, businesses adopt several approaches such as key performance indicators, employee assessments, 360-degree review and observation etc in order to fulfill the skill gap among the employees at work (Rabbi et al., 2015). In the same manner, Interro Communication will need to adopt a differentiated workforce approaches as per the requirements of the business in future as these requirements will be essential to be met because these will make the business successful in this competitive environment. Moreover, these workforce approaches will be beneficial for telling the employees about their performance, their behavior, their skill set, attitude, and knowledge etc. These approaches are most effective because these help the employees to perform well under the firms and provide a positive return on the organizational investment in their employees (Vaiman et al., 2015). At the same time, this differentiated workforce approach is not beneficial only for firms but also for the employees so that they can be able to achieve their personal as well as career goals that generally make them more satisfied and happier.
Though, above-defined induction process and training and development techniques will be beneficial for Interro Communication to align its strategies with its business strategy such as Human Resource Planning that will be selected under the business for managing its talent (Cascio and Boudreau, 2016). With the help of these strategies, employees can be set easily under Interro Communication and the understanding of the important areas as well as skills and talent can be developed within the employees. This kind of development will be helpful to enhance the employee’s retention and their performance in the business that will lead the more profitability in Interro Communication. At the same time, the training and development program will also be helpful to the employees for their personal growth (Urbancova and Vnouckova, 2015). This personal growth will attract talented and skilled employees towards the firms by giving them the opportunity to develop their personality and career in the business. By adopting these strategies, the firm will be able to hire more employees as it is planning to recruit 750 members till 2020.
Conclusion
Task 4
After analyzing all the relevant facts above, it can be concluded that the business strategy i.e HRP will be really beneficial for Interro Communication in order to make it successful by hiring skilled and talented employees in the business who will afford to show their effective performance in the business by managing its operations efficiently. These effective performances will lead the increased employee’s retention, enhanced profitability as well as organizational success. In addition to this, human resource planning strategy will also beneficial for the firm with respect to deal with the wider industry pressure that has been facing by the same companies for a number of years. In this, a lack of talented and skilled employees is the major issue in these companies that can be overcome with the help of HRP strategy. At the same time, with this HRP strategy, Interro Communication will develop the future fit workforce that will be full of skills and talent. This talented workforce will be beneficial for the firm to support it in order to achieve competitive advantages for dealing with high competition under the same industry because of similar products.
References
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Bratton, J. and Gold, J., 2017. Human resource management: theory and practice. UK: Palgrave.
Buller, P.F. and McEvoy, G.M., 2012. Strategy, human resource management and performance: Sharpening line of sight. Human resource management review, 22(1), pp.43-56.
Buya, I., Simba, F. and Ahmed, A., 2018. Effect of Leadership Styles on Strategy Implementation in the Administration Police Service in Lamu County, Kenya. Journal of Strategic Management, 2(2), pp.1-17.
Cascio, W.F. and Boudreau, J.W., 2016. The search for global competence: From international HR to talent management. Journal of World Business, 51(1), pp.103-114.
Daley, D.M., 2012. Strategic human resources management. Public Personnel Management, pp.120-125.
De Silva, K.C.C., Peelikumbura, P.I.C., Gunathilaka, S.D., Jayawardena, H.M.G.L., De Silva, P.B.C.N. and Abeysiri, L., 2016. Applicability of Lean Concept in Improving the Human Resourcing Practice in the Context of Sri Lankan Apparel Industry. In Proceedings of International HR Conference (Vol. 3, No. 1).
De Silva, R., 2017. Tasks and Writing Strategy Use: Is Mapping Out Possible?. GSTF Journal of Law and Social Sciences (JLSS), 2(1).
Dmitrieva, N.V., Zaitseva, N.A., Kulyamina, O.S., Larionova, A.A. and Surova, S.A., 2015. Scientific and theoretical aspects of the staff recruitment organization within the concept of” Talent Management”. Asian Social Science, 11(3), p.358.
Gerald, R.V., 2018. How Strategic International Human Resource (IHR) Strategies can manage Organizational Performance Challenges. Archives of Business Research, 6(10).
Kannan‐Narasimhan, R. and Lawrence, B.S., 2018. How innovators reframe resources in the strategy‐making process to gain innovation adoption. Strategic Management Journal, 39(3), pp.720-758.
Kemboi, A. and Onyango, P., 2015. Effects of Employee Resourcing and Development Practices on Organization Performance in Public Secondary Schools in Rachuonyo South Sub County. International Journal of Business and Social Research, 5(7), pp.51-60.
Kolios, A. and Read, G., 2013. A political, economic, social, technology, legal and environmental (PESTLE) approach for risk identification of the tidal industry in the United Kingdom. Energies, 6(10), pp.5023-5045.
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Srdjevic, Z., Bajcetic, R. and Srdjevic, B., 2012. Identifying the criteria set for multicriteria decision making based on SWOT/PESTLE analysis: a case study of reconstructing a water intake structure. Water resources management, 26(12), pp.3379-3393.
Thunnissen, M., 2016. Talent management: For what, how and how well? An empirical exploration of talent management in practice. Employee Relations, 38(1), pp.57-72.
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Vaiman, V., Haslberger, A. and Vance, C.M., 2015. Recognizing the important role of self-initiated expatriates in effective global talent management. Human Resource Management Review, 25(3), pp.280-286.
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