Human Resource Management at Cafe Co - Case Study Example

Introduction The paper is an examination of Human resource issues at Cafe Co; one of the major UK coffee providers. This company had been the third most respected coffee provider within the region’s coffee industry. However, because of increasing competition and imitation from various industry players, its performance has deteriorated. One of the major sources of competitive advantage is its employee based practices. Consequently, the essay shall look at ways in which Cafe Co can improve their performance through effective human resource practices. The main differences and similarities between the approaches to people management before and after the review Similarities Before the review, people management was basically driven by the need to value employees as key assets. Additionally, this was the same principle that was applied after the review. Furthermore, there were clearly laid out strategies for recruitment of staff prior to and after the review. This was especially the case in terms of written literature. People management preceding the review was characterised by well laid out goals in the company’s guidelines and the same principle was applicable after the review. Differences Before the review, the human resource function largely focused on day to day management of HR functions. Line managers were not as involved in HR as they ought to be. Also, the human resource manager was not part of the board before the review, however this changed afterwards. Besides the latter, there was no strategic dimension to HR but this element was introduced afterwards. Recruitment strategies prior to the reassessment were highly informal but this soon changed. Following the review, recruitment processes were also supposed to be more innovative. (Beckett, 2005) There were also certain differences in HR focus areas. Previously, work was done haphazardly, but after the review, there was more emphasis on these five aspects of HR; compensation and benefits communication and employee involvement talent management resourcing and retention learning and development It should also be noted that HR took on a more advisory role after the review. Such an approach was in contrast to the ‘policing’ role in the past. In the latter period, human resource functions focused on streamlining people management with organisational goals. However, in the subsequent period, the HR team treated employees as colleagues. (Beckett, 2005) Benefits of devolving HR responsibility to line managers Because of the shift of HR roles from functional to strategic roles in many companies within the UK, there is a need for Cafe Co to consider this possibility. The first major advantage of doing this is that line managers are involved in day to day operations of coffee bars. Consequently, they are at a position to understand the staffing gaps existing inside the organisation. Their role also places them at an advantage in terms of understanding the performance of their employees. (Keegan and Francis, 2005) If line managers were more involved in HR functions, then they would facilitate direct working relationships with the HR team. On top of the latter, it would be a very effective way of ensuring that the data needed for staffing and performance needs is more accurate. Lastly, this approach to HR would create an environment which allows effective contact between management, line managers and employees. How each of Ulrich’s HR role would help the HR manager solve Cafe Co’s problems There are a series of methods that can be applied to solve the problems faced by Cafe Co. However, the Ulrich model would be highly appropriate because of its ingenuity. This model would be effective to the latter company owing to the fact that it largely focuses on the aspects that would add the greatest value to this company. In essence, the Ulrich model focuses on a shift from functional to strategic HR management. This would create a situation in which Cafe Co assigns greater responsibility and flexibility to its HR function. There are four major criteria that were laid out in Ulrich’s model. These are; Change agent Strategic partner Employee Champion Administrative expert The role of the change agent would involve the process of creating support for change in transitions involving human capital. This is a task that is not easy to achieve owing to the fact that one ought to examine the capacity for change within an organisation. (Beckett, 2005)Additionally, an assessment of the change activities involved in the change area ought to be examined. In the case of Cafe Co, the Human resource function can be regarded as taking on the role of a change agent because there will be a need to look into certain initiatives and activities involving change. For instance, the process of transforming line managers to adopt HR functions will entail streamlining the process and giving directions on how this can best be achieved. Partnering is all about aligning one’s business strategy with their HR activities or initiatives. Consequently, one ought to look for ways in which they can collaborate with all the strategic partners (members of the board) and human resource management. In this case, Cafe Co’s HR manager will work hand in hand in with the organisation’s management in order to ensure that the process of adding value to the coffee experiences is aligned with the company’s major objectives. It should also be noted that the employee champion is also imperative within any one given organisation. An employees’ advocate is somebody who understands what is needed by staff members. Consequently, this same principle can also be applied to the Human Resource function. Here, one ought to look for ways in which they can protect the interests of the employees whenever there is need to embrace change within the organisation. The first major task that will entail employee championing at Cafe Co is the process of fighting for better employee pay packages. The role of the administrative expert as a part of the Ulrich model entails the process of ensuring that all the services delivered by the company are at the highest possible quality. The latter view was largely adopted in the past. However, these days, this criterion also involves providing quality services at low prices within the organisation. This aspect for Cafe Co will entail providing employees with effective compensation packages that would motivate them to perform highly. It will also entail the adoption of better levels of communication between staff and management. Also, if employees are well trained on the job, then this will go a long way in heightening the quality of service provision within the company. (Keegan and Francis, 2005) Report for a new recruitment and selection process for barristers in Café Co The first major problem within Café Co is lack of human resource planning for recruitment. The company has not planned the requirements in its labour force and has also not looked at ways in which they could match this demand with current supply of potential employees. There is also a need to look into mechanisms for offering training and development. This will go a long way in effectively competing for staff. Also, if the job design was improved, then it would go a long way in attracting effective staff. Strategy for improving the recruitment and selection of barristers at cafe Co As it has been seen earlier, business approaches are changing continuously with time. Consequently, Cafe Co should look for a recruitment and selection strategy that complements these business dynamics. The report proposes the use of a competency based approach. Here, there ought to be an examination of an employee’s ability to meet the respective goals and objectives of Cafe Co through their personal skills. Additionally, this strategy also examines an employee’s ability to fit into Cafe Co’s organisational culture. The strategy has enabled organisations such as Unilever and L’ Oreal to first identify and then select employees whose capabilities fit into existing job positions. The competency based strategy is based on the fact that in every single organisation, there are certain incumbents that may do better than others. Also, each individual works in a different manner from the other. The latter differences are brought about by the fact that outstanding performers have different traits from typical performers. Consequently, one has to look for ways in which they can capture these same traits in recruitment. Cafe Co needs to systematically analyse their top employees and the characteristics that make them fall in this category. Thereafter, there should be effective ways of converting those traits into a series of selection criteria. In other words, a competency based selection criteria is one in which the attributes for achievement of organisational effectiveness are linked to people’s behaviour. This also means that the emphasis in this system is on what can be observed. It is assumed that when one can exhibits these kinds of observable behaviour then chances are that they posses those underlying characteristics required to make it. (Beckett, 2005) In order to develop a competency based selection and recruitment process, Cafe Co will have to follow three major steps. Step one entails the process of developing competency models for the company’s target group which in this case are barristers. It should be noted that HR functions have various methodologies for handling selection based on competencies. However, for this Company, it would be advisable to use the expert panel model owing to the fact that it saves on time and is much shorter. The following is an illustration of what is entailed in step one; Expert panel - Conduct Behavioural Event Interviews – data analysis – validation The first step is the creation of an expert panel. The expert panel is a group of individuals who represent human resource specialists, superior job incumbents and managers. Consequently, in the case of Cafe Co, there should be representatives from each of the latter mentioned categories. In the expert panel, there should be a discussion of the most effective competencies required to do a certain job. This also means that there should be an examination of the most appropriate career paths required to become a barrister. The expert panel will have to brainstorm some of the basic accountabilities required in a barrister’s job. (Keegan and Francis, 2005) The next aspect in step one is carrying out a behavioural interview. Here, the company needs to look for some of the most effective employees and then interview them in order to see how some of the competencies are expressed within the respective company’s culture. This interview is then followed by a data analysis process. In the latter process information obtained from the first two steps is analysed in order to mark out some of the personality traits and behaviours that are needed to do work well by incumbents. Thereafter, the competency model should be validated by ranking it. This can be done by getting average performers and superior performers. The latter two groups are then assessed through the models and if the superior performers get higher averages, then the method is a valid one. Step two of the process entails a selection and development process for assessing the competencies of all the responding candidates in the job application. Here, Cafe Co has a series of alternatives to choose from. However, in order to save on time, it would be more effective if the company chose to implement the Behavioural Event Interview. The latter involves coding and then conducting an interview process. This is normally based on effective selection decisions. The latter needs to be conducted by people who have been trained; for those who have not, training may take a period of three days or so. (Beckett, 2005) The last step of this process is the development of a person-based and job based competency database system. The latter system must have a way of matching the kind of expertise competency that an individual has with the requirements for the barrister job. Through this system, the company will ensure that the right candidate is selected. Ways of evaluating the success of the new approach to recruitment and the reasons why it is important to do these assessments. In this case, evaluation will encompass an examination of the following four aspect; costs, quality, satisfaction and time. In order to asses cost, the parameter of cost per hire will be utilised; cost per hire is the amount of recruiting cost per individual multiplied by the number of positions to be occupied. The time dimension will be evaluated through the time required to fill the position. In this case the number of days spent between the times a barrister was hired to the actual time that a new employee starts working is noted. Quality will be assessed through performance appraisals that will be done on the job. The last aspect is satisfaction. This will be assessed through a questionnaire that will be filled prior to selection process by every single barrister. The most important factor that led to the choosing of an employee will be noted. This will then be followed by another questionnaire that will be filled after a barrister has been hired to ensure that he/she is still performing. (Keegan and Francis, 2005) PART 2: Induction day training course for barristers (to be delivered to twelve people) Overall and specific learning objectives of the induction course The overall objective of the course is to familiarize the barristers with the job premises. In order to do this, the following specific objectives will be adhered to; making the barristers acquainted with the physical aspects of the building. Besides these, there is a need to teach the employees about the organisational aspects of Café Co. In this regard, employees will be shown how they can fit in with the rest of the organisation. This induction process will also inform the barristers about the terms and conditions of their employment. It will also familiarise them with the roles entailed in their jobs and they will also be given a brief history about the organisation. (Carty et al, 2001) It is important to take new employees through an induction program because failure to do so may lead to lack of integration into the Company. Additionally; induction helps employees to have great morale thus causing them to be highly productive. Induction can boost employees to fully exploit their potential. Methods, Media, Timetable The Line manager will be the one who will be in charge of the induction process. However, other elements will also be covered by the HR department and other stakeholders involved in the day to day running of the Cafe. First of all, the line manager will be responsible for ensuring that all the requirements of the job, the operations and appraisals are well understood by the new employees. (Carty et al, 2001) The Human Resource group will be responsible for ascertaining that all the housekeeping issues that are entailed in the process are adequately covered. These may include any of the following aspects; explanations of the induction program, obtaining banking information from the employees and supervising form-completion. Besides this, the Human resource group will also be responsible for teaching employees about the products offered by the company, the organisational history, the services offered by Cafe Co, the quality control systems within the company and lastly the company’s organisational culture. (Keegan and Francis, 2005) It will be necessary for the employees to be briefed about the underlying professional and health issues that they need to adhere to; this will be done by a safety officer. In this case since Cafe Co deals with the food industry, then employees need to know all the food standards applicable in the coffee industry and in this company in particular. It will also be imperative for all the employees to do this practically. No induction program is fully complete without giving employees a tour of the premises. This is an aspect that can be covered by the section supervisor or sometimes by a nominated worker. In other words, this aspect will entail introducing employees to their workmates and also to the geographical aspects of the company. In order to ensure that this phase is covered well, it will be essential for the section supervisor to give members of Cafe Co a day to day induction of the procedures and systems that are applicable within the company. This can be maintained for the first few weeks so as to ascertain that employees are fully aware of their roles, rights and responsibilities. The line manager will also be responsible for telling employees all about the available training services within the Company. This means that the line manager will also assist employees in the process of creating their own training programs because most of them may not be interested in pursuing all the programs. (Carty et al, 2001) The induction program will also be the services of certain representatives from any of the following groups Social clubs Sports Trade unions These representatives will tell the employees about the importance of joining them and what is required. Trade unions are also particularly important because they empower the employee in terms of knowing their rights. The last aspect of the induction process will be mentoring. Each employee will be given a buddy or a mentor who will be one of the top performing employees in Cafe Co. This mentor will be responsible for ensuring that barristers settle in well within the organisation. Additionally, it should be noted that the mentor needs to come from the same line of work as the barrister. Consequently, the immediate line manager or other higher level personnel members are automatically disqualified (Carty et al, 2001) The following will be the timetable for this two-day induction course Table 1: Day 1 Time Activity 0900 – 0930hrs Informal meeting with fellow workers 0930-1100hrs Formal introduction to personnel-line managers, HR, trade union/social club representatives, safety officers 1100-1130hrs Coffee break, informal questions 1130-1230hrs History of cafe Co, current performance 1230-1330hrs Lunch 1330-1430hrs Workshop on common coffee bar services and products 1430-1530hrs Practical sessions on how to serve coffee, prepare side dishes etc 1530-1630hrs Filling in entry forms , questionnaires Day 2 Time Activity 0900 – 0930hrs Lecture on safety practices and more details about the coffee experience 0930-1100hrs A tour of the premises 1100-1130hrs Coffee break, informal questions 1130-1230hrs Lecture on Communication skills in the coffee bar 1230-1330hrs Lunch 1330-1430hrs Troubleshooting on some of the problems faced by employees when handling clients 1430-1530hrs Briefing on social clubs, trade unions and inquiries 1530-1630hrs Company policies and guidelines 1630-1730hrs Filling in questionnaires The evaluation strategy for the course will be done through the use of questionnaires. By the end of each day, the employees will be asked to fill in a questionnaire that will have four point ratings on all the items within the timetable. Employees will be required to give information about which activity was most useful or least useful. (Carty et al, 2001) Also, they will give suggestions about some of the things that they would like to see in the induction process. The questionnaires will contain the following choices: agree, disagree strongly agree or strongly disagree; these will be ranked from one to four. If it is found that the respondents give overly high rankings, then the induction program will be labelled as successful, however if the rankings are much lower than expected, then changes suggested by these employees will be taken into consideration. It should be noted that employees will be required to give their overall comments about the induction experience and what they would like changed. This will be the overall solution to the problem. (Carty et al, 2001) How the area of performance management can add value to the business and function of the line manager in the process No single process in Human Resource Management can be labelled complete if there is no effective way to measure it. This is because through measurement one can determine whether they have succeeded or failed in their endeavour. It should also be noted that efficiency is an important aspect that can be ascertained through evaluation. (Carty et al, 2001) In this particular case, metrics will be used. Metrics are important because they allow the human resource function to tie its specific objectives to those of the company hence making it more business oriented. Additionally, they assist in the process of determining whether there is a need to change certain aspects of recruitment. SECTION D-Reflective statement Things l learnt from the process The latter statement was instrumental in the process of growing my skills in human resource management and also in other related areas. First of all, through this assignment, I was able to sharpen retrieval skills through the internet. I was able to gauge whether certain information sources are credible and whether others are not. Additionally, I learnt how obtain useful information from certain articles in a fast and efficient manner. (Mitchell & Laidlaw, 2003) In relation to HR, I was able to understand the importance of this function to an existing organisation. This was possible through the case study and also through articles about other companies that have applied this model. Through this assessment, I was able to place theoretical work into practice. It was also found that certain models are easier written than done. For instance, the Ulrich Model presents a lot of cases of overlapping of functions thus requiring a personalised approach. Additionally, the model required equal division of time and resources to each of the functions involved. There were numerous issues that either hindered or helped the process. One the major issues that assisted me in this case study were the essential readings in the course. Additionally, internet resources and online books were also fundamental in placing this case study in context. Some of the hindrances include the fact that I had never been to Café Co. Consequently, most of the suggestions made are based on assumptions and not on real occurrences. Additionally, I could not consult some of the HR staff to ask them whether they had already tried some of the suggestions that I made in the report. If they had not, then there could be a valid reason why they chose not to. I am satisfied with almost all sections of the report. The only area where l feel could be improved is in section two; question six. In the evaluation process of the induction program, it may be difficult to get honest responses from new employees who are eager to please yet this is the only suitable method to assess the success of the program. (Mitchell & Laidlaw, 2003) Next time, I would prefer working in a real environment in which I get to interact with the people of Café Co. Through this approach, it will be favourably easy to get feedback for my suggestions and also to ensure that the approaches chosen have never been tried and discarded. Conclusion As a result of what I have learnt in this assessment, I will be more effective in time management. I will also be very selective about the resources I choose as guides for this course. It will also be essential to be familiar with vast series of readings. Care will be taken to ensure that I understand every case study. No two companies are exactly alike and what may apply to one may fail in another. It would be favourable to first study a certain company and then offer recommendations based on what one has found. Reference Carty, E. Wade, M & Neville, E. (2001): How to run an induction meeting for house officers; Journal of British Medicine, 304, 4, 1619-1620 Mitchell, H. & Laidlaw, J. (2003): Make induction day more effective, British Dental Journal, 194, 17, 167 Beckett, H. (2005): People Management supplement; Recruitment Consultancies, pp16-17 Keegan, A. and Francis, H. (2005): Slippery slope; People Management, 8, 4, pp26-28 Read More