1. HR INTERVENTIONS Human Resources
By Arbab Akanda(Ph.d,FCIPD,London, DPM,Glasgow, PGDPM, LL.B)

2. TABLE OF CONTENTS Introduction
Core HR inputs (Compliance): employee resourcing, employee development and employee relations
HR Strategy (long term)
The common mistakes
Conclusion
Question and answer

3. Introduction
HR is about optimization of the synergic energy people possess for the cause of organization in the right working environment
People work. And HR role is to systemize work through well-developed People Management Policies, procedures, strategy and systems
HR tries to make the connection between work and people through well developed employee resourcing , employee development and employee relations strategies: connectivity is the theme of HR
I intend to offer 4 main services which will help to build sustainable organizational capability for competitive advantage

4. Core HR INTERVENTIONS Employee Resourcing Employee Development
Employee Relations
Long term HR strategy

5. Employee resourcing
HR resourcing will include:( compatible with the business strategy: )
Recruitment and selection
Induction
Promotion
Demotion
Monitoring absence
Dealing with maternity leave, paternity leave, annual and sick leave
Employee handbook
Appraisal of all staff
HR reports to the top management
Labour turnover
Workforce planning
Organizational structure
Workforce performance analysis (utilization or under utilization)
Customer service
Personal file (according to data protection act and good practice)
Terms and condition of employment (statement of employment)
HR Calendar
Compliance to the Data protection Act, UK Border Agency and QAA

6. Recruitment and selecton
The Competency Based Framework is about identifying core competencies by focusing on suitability based on potential.
Core competencies means key performance related activities for the specific role
Prepare a job and person profile (job analysis)
Attract suitable applicants
Short-list against the ICC
Interview and if required a test of competency
Recommendations
Feedback

7. Employee development
GAPS Analysis: (GOALS, ABILITIES, PERCEPTIONS, STANDARDS)
CPD
Appraisals
Defining learning requirements
Establishing the learning processes
Implementation
Evaluation

8. Employee development Employee development: Training needs analysis
Plan the training (aims and objectives)
Implement
Evaluate the success and how did the training add value
Areas of training may be:
leadership
Management
Mentoring of employees
How to motivate the workforce
How to encourage team spirit
Health and safety
Quality
Management and leadership
Working in teams and groups
Trust and ethics
Miscellaneous (depending on the circumstances)

9. Employee relations Terms and Conditions of employment
Employee category
Discipline
Grievance
Dealing with conflict constructively
Employee welfare
Corporate social responsibility
Ethics
Performance appraisal
Introducing mentoring
Analytical reports related to organizational health
Monthly meetings with the managers

10. HR Strategy Talent management Succession planning Workforce planning
Work-life balance
Internal workshops and seminars to manage knowledge at the organizational level
Career development
Establishing future requirements in terms of HR

11. The common mistakes
Not managing the recruitment and selection function effectively
Poor standards of contract of employment and poorly drafted contract of employment or statement of contract (T&C)
Standards which is the minimum level of conduct, performance, behavior acceptable to the institution seems vague and not precise
Lack of signed acknowledgement of important functions like employee induction, training, performance appraisals, etc
Employee induction not managed efficiently

12. Common mistakes Poor record keeping
Not dealing with performance related issues effectively and efficiently that includes understanding the difference between conduct and capability
Not dealing with disciplinary and grievance issues efficiently
Punishment sometimes does not fit the crime

13. Common mistakes Inefficient management Lack of evidence
Members not understanding the business model
Members lack integrity
At times, the cost of these mistakes can be extremely high and that is why it is wise to follow the saying:
‘forewarned is forearmed’

14. Framework for action
HR Calendar
Planning
Action
Results
Reflection

15. The durable HR Model
work
workforce
workplace

16. Conclusion
We will provide quality service to organizations where everyone is treated fairly, work is organized that encourages initiative, innovation and people work together, employers and employees are aware of their responsibilities, open discussions take place, culture of learning is visible and good working relationship exists.
Our ambition is to improve organizations.
Our vision: People Matter? People Matter to us!

17. Question and answer