Presentation on theme: "Human Resource Management My name is Andrew Wheeler."— Presentation transcript:
Human Resource Management My name is Andrew Wheeler
I don’t understand I don’t want to understand… I want to understand
Reviewing last week
Organisational needs (demand for products and services, new products and services, new markets, technological change, location of production; Skills requirements; Workforce profiles (age, gender, ethnicity, ability) Internal Factors affecting HR planning
Supply of labour (international, national, regional, local, long- term trends, short- term trends); Labour costs;Workforce skills;Government policy; Labour market competition; Changing nature of work; Employee expectations eg full-time, part-time, permanent, temporary, casual work; fractional contracts, Impact of automation; Demand for products and services External factors affecting HR planning
John Lewis Partnership – original letter from John Lewis introducing his son – John Spedan Lewis.
John Spedan Lewis – talking (in 1957) about his father who set up the business in the 19 th Century. “It was soon clear to me that my father’s success had been due to his trying constantly to give very good value to people who wished to exchange their money for his merchandise but it also became clear to me that the business would have grown further and that my father’s life would have been much happier if he had done the same for those who wished to exchange their work for his money.”
“To his two children my father seemed to have all that anyone could want. Yet for years he had been spending no more than a small fraction of his income. On the other hand, for very nearly all of his staff any saving worth mentioning was impossible. They were getting hardly more than a bare living. The pay- sheet was small even for those days.”
“The present state of affairs is really a perversion of the proper working of capitalism. It is all wrong to have millionaires before you have ceased to have slums.”
John Lewis today Our strategy is based on three interdependent objectives: Partners, customers, profit which together will make us a successful business: Partners should gain personal satisfaction by being members of a co-owned enterprise in which they have worthwhile, secure and fulfilling employment and confidence in the way the Partnership conducts its business. The Partnership should recruit and retain loyal customers through their continued trust and confidence in our reputation for value, choice, service and honesty and for behaving as good citizens. The Partnership should make sufficient profit to sustain our commercial vitality and distinctive character, allow continued development and distribute a share of profits each year consistent with Partners' reasonable expectations.
John Lewis Partners – in their own words Being a Partner at John Lewis – 2 minute video Write down 3 key messages you pick up from the video.
15 minute Twitter Challenge Write down in 140 characters a sentence in good English which describes one of the internal or external factors. Once you’ve done one go on to the next. Here is an example: “John Lewis Partnership will need to consider how it gears up its workforce for changing products and services”
The John Lewis Approach to developing its people We invest in our Partners for the long-term and take a life cycle approach to support people from pre-employment to retirement. We also seek to develop people and their skills, from apprenticeships to learning pathways, so that Partners can gain qualifications while they work. Retired Partners continue to receive benefits and the support services of the Partnership. Engaging and cultivating talent is central to our leadership plans and is a key element of the Partnership’s performance management framework. rship.co.uk/csr/our-latest- report/workplace/career- development.html
Central to our career development philosophy is the knowledge that by Partners developing their unique potential, and invariably new skills, a sustaining cycle of confidence, self-awareness and success is generated. This not only benefits the individual, but also the Partnership. Create a diagram to reflect the John Lewis career philosophy.
Internal Factors What sort of internal factors will affect John Lewis HR planning decisions? – Expansion? – New product lines? – New technology? …Leading to …Skills Requirements? What about the workforce profiles? What about the age of the John Lewis Partnership workforce? Might there be gender or ethnicity issues? Different international markets? Languages? “The fundamental challenge for us is how technology can support us being an omni- channel retailer,” said Sarah Venning, head of IT relationships, John Lewis. “We want to give customers the coherent and consistent John Lewis experience across whatever channel they’re shopping on.” hn-Lewis-seeks-out-innovation-from-technology-startups
External Factors Labour market Labour shortages? The right kind of labour? Skilled? Right skills? Cost of labour? (International factors?) Government Policy: Interest rates (BoE); Mortgage subsidies leading to increased demand for home furnishings… High Street competition? Employee expectations – more leisure time? Or secure employment? Technological impacts? New products and services?
Researching John Lewis Look around the website – often a “corporate” link somewhere on the homepage. Know what you are looking for – but keep an eye out for interesting bits of information which might be helpful – …. BUT … don’t get dsitracted!
For your HR Directed Study Support Session Find Helen Hyde - Personnel Director. Find out when she joined the Partnership and what experience she needed for this post. How many staff (partners) does John Lewis Partnership have? What does the term “partners” mean? Who is the founder of the John Lewis Partnership? What does the John Lewis Partnership comprise? (list the number of different types of business) Write a brief report (1 page) describing internal and external factors to consider when planning the HR requirements of John Lewis.
Human Resource Management My name is Andrew Wheeler
Enterprise Rent A Car 1.Who are Enterprise Rent –A-Car customers? Their customers are anyone who basically wants a rental car or truck 2. What is human capital? The skills that the employees pick up / learn over time which equates into experience that can be used in an organisation. 3. Distinguish between market orientated and service orientated. Market orientated product is when the product has been created especially for the customer e.g. a rental package for business people, whereas a service orientated product is where the organisation acts on its customers requirements.
4. What is the difference between job description and job specification? A job description is what the role entails i.e. duties, hours worked, whereas the job specification is what the job requires from the candidate i.e. qualifications, experience, sense of humour. 5. Why is it important for Enterprise Rent- A -Car to do workforce planning? The company is growing all the time and it is important that the company has the right people in the right place at the right time with the right skills. It must also oversee any disruption in its staffing through retirements’ sickness and maternity. 6. In the first paragraph of the case study, what is meant by turnover? Turnover is the amount of money that has been raised through sales –i.e. rentals of cars and trucks to customers. Enterprise received £4.5 billion in sales for 2007.
7. Why is it important for a business such as Enterprise Rent- A -Car to have aims? Aims are important so that all the stakeholders associated with Enterprise Rent – A – Car are aware of what the company is trying to do, and so all can work together in achieving the same thing in the long term. 8. What are SMART objectives? These are short term goals that are set out and agreed within the business to provide focus. Specific, Measurable, Agreed / Achievable, Realistic and Time specific.