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Critically evaluate the implementation of SHRM policies and practice

Assessment of Strategic Human Resource Management for Leaders

(SUBJECT TO EXTERNAL EXAMINER APPROVAL)

DEBT BUSTERS UK - A Story of Growth and Challenge

DEBT BUSTERS UK is a Debt Purchase company, started by an entrepreneur named Antony Brown who was specialised in tracing and surveillance activities, predominantly around the debt management services sector. Antony had identified that the services he provided helped the financial services recover debt, was worth significantly more than the rates he was charging and the idea to create a new breed of a debt purchasing company was born. Anthony, along with close friend and financially savvy John Cromwell, started DEBT BUSTERS UK in 2010 with the financial backing of private equity investors, along with a small team of analysts and  l.T technicians.

Within 4 years, the company had grown from a headcount of 14 to 350, demonstrating the achievements and confirmed through industry awards for best in class. At this stage of the company journey, the entrepreneurial spirit was central to the organisational culture. DEBT BUSTERS UK was fast paced and as Chief Operating Officer, Antony ensured new ideas and strategies were implemented quickly and with little consultation. However, a further 4 years into the future of DEBT BUSTERS UK saw a different picture. The company had continued with success and had evolved in a multi-site organisation, through acquisition and organic growth. Interdepartmental relationships were integral to implementing change and the business could no longer function through a solo decision maker. This resulted in tensions and employee demotivation, clearly identied through the annual employee survey results but also observed through behaviours.

As company CEO, John Cromwell was keen to ensure DEBT BUSTERS UK represented the company values and culture that helped win business from clients` time and time again. The company goal was to retain the leading position as best in class within the industry sector, through the company image of better systems, better practices and better people. The outward projection of the company`s organisational culture was how DEBT BUSTERS UK worked and the service delivery was better than the other competitors in the sector.

DEBT BUSTERS UK were proud of the company image and branded the "better" slogan across artefacts such as promotional material, in additional to office interior designs. Client visits to the company offices became ceremonies, where the clients were walked through departments, showcasing the working practices of the conscientious and hard-working, striving for results. Employees were forewarned of visits and the code of conduct was issued, in order to ensure the observed culture represented the company image.

The company`s hero was Antony Brown, founder of DEBT BUSTERS UK and responsible for all operating activities carried out on behaW of clients. It was essential he was held in high esteem during any external conversations and that he was a role model for the company`s standards. The legend around how the company had begun was the starting point to external presentations and widely known throughout the industry.

During the early years of trading, the core business DEBT BUSTERS UK values were;

  • Take risks
    • Drive results
    • Rapid change
    • Respect authority

Underpinning these values were a set of basic assumptions. These were often unspoken but provided guidance on how actions are carried out within organisation. During those eariy days, DEBT BUSTERS UK consisted of a small team of like-minded individuals, with more or less a flat organisational structure. Aside from the key senior management positions, The CEO, The COO, The CFO and The Sales and Marketing Director, were responsible for the key decision making in the organisation. Work was task focussed and individuals were closely managed to ensure they were delivering exactly what was requested. Unplanned detailed progress discussions occurred regulariy with senior management and if errors occurred or timescales slipped, DEBT BUSTERS UK operated a public name and shame policy. Communication was open, but often abrasive and the selection criteria would filter out the more sensitive individuals, who were seen to be a bad fit. Fast paced and aggressive, employees would carry out work as quickly as possible, often to the detriment of documentation. The question of "why", or challenging an idea was not thought of. On questioning an l.T. technician years later to enquire why a system change had occurred, the response given was, "Because Antony wanted It and he was stood over my shoulder whilst I programmed the change there and then. That is how we did things back then. IIdidn`t make sense to me to have changed ii, but who am I o argue.".

Centralised control was directed through the leadership of Anthony Brown. As the main influencer he acted as the "head of the family``, pulling in those close to them, such as the senior management team and ensures decision making resides only with them. Others had little to no influence on goals or procedures and change was defined and controlled through only those with a position of power. In order to operate in this environment, employees needed the confidence in the individuals emanating the power or, if there is failure to adapt quickly, ii is likely they would leave the organisation. This was evident in the high turnover in management resources during the periods of growth.

DEBT BUSTERS UK`s strategy was to grow from being a small to medium sized enterprise, to a large organisation capable of managing 15 million customer accounts by 2022. DEBT BUSTERS UK had undergone the business transformation programme in order to deploy process improvement and change management control. The directive for this initiative came from  John  Cromwell,  CEO, who was  informed  through the wider  board of directors  that

regulatory compliance was essential for any business to survive in the debt purchase market. There was a significant business need for the success of this programme and business buy­ in was evident amongst most, but not all, of the senior management team.

In 2016, the senior leadership team identified the need for more managers in order to provide adequate conlrollership, leaving themlo focus on the more significant business decisions.

It was determined in that in order to support the growth of the business, there required greater emphasis on structure and control, creating more departments and teams. DEBT BUSTERS UK initiated a recruitment drive that resulted in a large number of the new employees and managers joining the organisation. The managers had been specifically selected and touted based on the multinational company they had previously bean working for, General Electric (GE). This was a credential sought after due to the global reputation GE had earned

throughout the history of the company, for being worfd class and a benchmark for business excellence. On assessing GE`s organisational effectiveness; there were a number of values GE used to performance manage their employees;

Goal Specification: All goals were aligned to the key business objectives, cost control, growth, customer centricity and stable processes. GE set goals were deployed from the top down during the same annual planning cycle and were clearfy communicated business wide.

Clarity and communication of goals: GE set goals using the SMART model (smart, measurable, attainable, realistic and time bound). By using this model, employees understood how to achieve high performance and how to provide evidence. It created accountability that resulted in employee motivation to succeed.

Awareness of/and ability to function in commercial environment: GE had strong credibility and as a brand, were able to attract clients easily. The company`s reputation gave confidence that performance and financial rewards would be delivered.

Facilitative management structure: The emphasis on management at GE was around coaching and mentoring. Networks were developed to support diversity in the workplace and mentoring relationships existing at all levels.

Motivated, valued and appropriately able workforce:  GE rewarded for performance and managed those unable to perform into more applicable roles or out of the business required. Thus, ensuring the workforce were a highly capable set of achievers.

It was these qualities that attracted DEBT BUSTERS UK to recruiting GE employees, it was perceived they would be a good fit, given the company vision to create a similar organisational environment. InIha years 2016 and 2017, DEBT BUSTERS UK recruited 9 ax-GE employees into management positions, resulting in 46% of the management team from a GE employment background by the end of 2017. However, GE is a corporate organisation with standards, procedures and policies that reflect a large multinational organisation, a different organisation to DEBT BUSTERS UK which was born through entrepreneurial spirit and "do it quick now",

rather than "do it right later". It was during this phase in DEBT BUSTERS UK`s history that two

cultures would join. The in surge of ex-GE employees into managerial roles at DEBT BUSTERS UK during the later period of growth could virtually be treated as a merger, albeit through choice, as managers had willingly joined DEBT BUSTERS UK`s workforce. Results from employee surveys revealed the attraction of joining DEBT BUSTERS UK was the growth

prospects of the organisation and the promise of high rewards through equity shares. Nonetheless, two different organisational cultures were merged, which could potentially be the root cause of conflict and tensions.

 

 

PASS

FAIL

Criterion

Learning Outcomes

90-100%

80-89%

70-79%

60-69%

50-59%

40-49%

30-39%

20-29%

Less than 20%

 

 

Critically analyse the nature of SHRM

models and theories in relation to the HR and Leadership issues (25%)

 

 

LO2

 

Critically analyse the nature of SHRM models and theories

Exceptionally thorough and explicit knowledge of the topic with critical understanding of the relevant SHRM models and theories in relation to the HR and Leadership issues.

Outstanding and explicit knowledge of the topic with critical understanding of the relevant SHRM models and theories in relation to the HR and Leadership issues.

Excellent knowledge of the topic with critical understanding of relevant SHRM models and theories in relation to the HR and Leadership issues.

Very good knowledge of the topic with good analytical understanding of the relevant SHRM models and theories in relation to the HR and Leadership issues.

Good evidence of knowledge of the topic with some analytical understanding of the relevant SHRM models and theories in relation to the HR and Leadership issues.

Some indications of a limited ability to identify topic areas and of some limitations understanding of relevant SHRM models and theories in relation to the HR and Leadership issues.

Signs of an emerging knowledge of the topic areas with limited understanding of relevant SHRM models and theories in relation to the HR and Leadership issues.

Insufficient knowledge or understanding of the topic areas or the SHRM models and theories in relation to the HR and Leadership issues.

Very little knowledge or understanding of the topic or the relevant SHRM models and theories in relation to the HR and Leadership issues.

                       

 

 

PASS

 

FAIL

Criterion

Learning Outcomes

90-100%

80-89%

70-79%

60-69"/o

So-59%

40-49%

30-39%

20-29%

Less than

20%

Critical analysis and evaluation of theSHRM policies, within the case study context examining the links with organisation strategy and the implementati on through the effective utilisation of people management (25%)

L03

 

Critically evaluate the implementation of SHRM policies and practice

Exceptionally rigorous and thorough analysis and evaluation of the SHRM concepts within the case study context which clearly critiques the links with business strategy and the implementation of SHRM through

processes and procedures for the effective utilisation of people management

Outstanding and thorough analysis and evaluation of the SHRM concepts within the case study context

which clearly critiques the links with business strategy and the implementati onof SHRM through processes and procedures for the effective utilisation of people management

Excellent analysis and evaluation of the SHRM concepts within the case study context which clearly critiques the links with business strategy and the implementati on of SHRM through

processes and procedures for the effective utilisation of people management

Very good analysis and evaluation of the SHRM concepts within the case study context with very good discussion on the  linkswith business strategy and the implementati on of SHRM through processes and procedures for the effective utilisation of people management

Good evidence of analysis and evaluation of the SHRM concepts within the case study context with good discussion on the links with business strategy and the implementati onof SHRM through processes and procedures for the effective utilisation of people management

Some indications of a limited ability to analysis and evaluate the SHRM

concepts within the case study context with limited evaluation on the linkswith business strategy and the implementati on of SHRM through processes and procedures for the effective utilisation of people management

A very limited ability to analysis and evaluate the SHRM

concepts within the case study context with limited understanding of the links with business strategy and the implementati on of SHRM through processes and procedures for the effective utilisation of people management

Insufficient ability to analysis and evaluate the SHRM

concepts within the case study context with extremely limited understanding of the links with business strategy and the implementati on of SHRM through processes and procedures for the effective utilisation of people management

Little or no ability to analysis and evaluate the SHRM

concepts within the case study context with extremely limited understandin g of the links with business strategy and the implementati on of SHRM through processes and procedures for the effective utilisation of people

 

 

PASS

FAIL

Criterion

Learning Outcomes

90-100%

80-89%

70-79%

60-69%

50-59%

40-49%

30-39%

20-29%

Less than 20%

Critical evaluation of the wider organisational cultural issues, diverse workforce and ethical  practices necessary to bring about successful implementation of SHRM  policy (25%)

LO4

Critically analyse the impact of wider cultural and ethical issues faced by leaders during the implementation of SHRM policies and their implications upon individuals and the business

Exceptional, evaluation of the wider HR and organisational practices necessary to bring about successful implementation of SHRM policy

Outstanding evaluation of the wider cultural and ethical practices necessary to bring about successful implementation of SHRM policy

Excellent evaluation of the wider cultural and ethical practices necessary to bring about successful implementation of SHRM policy

Very good evaluation of the wider cultural and ethical practices necessary to bring about successful implementation of SHRM policy

Good evaluation of the wider cultural and ethical practices necessary to bring about successful implementation of SHRM policy

Adequate evaluation of the wider cultural and ethical practices necessary to bring about successful implementation of SHRM policy

Poor evaluation of the wider cultural and ethical practices necessary to bring about successful implementation of SHRM policy

Very poor evaluation of the wider cultural and ethical practices necessary to bring about successful implementation of SHRM policy

Little or no evaluation of the wider cultural and ethical practices necessary to bring about successful implementation of SHRM policy

 

 

PASS

FAIL

Criterion

Learning Outcomes

90-100%

80-89%

70-79%

60-69%

50-59%

40-49%

30-39%

20-29%

Less than 20%

A plan of action that the leaders within DEBT BUSTERS

UK should now take to ensure that the HR strategy as well as the overall business strategy is realised (10%)

 

Exceptional and realistic recommendation in implementing the HR and business strategy

Outstanding and realistic recommendation in implementing the HR and business strategy

Excellent and realistic recommendation in implementing the HR and business strategy

Very good and realistic recommendation in implementing the HR and business strategy

Good and realistic recommendation in implementing the HR and business strategy

Adequate and realistic recommendation in implementing the HR and business strategy

Poor and unrealistic recommendation in implementing the HR and business strategy

Very poor and unrealistic recommendation in implementing the HR and business strategy

Little or no recommendation in implementing the HR and business strategy of                SHRM

                       

 

 

 

 

 

PASS

FAIL

Criterion

Learning Outcomes

90-100%

80-89%

70-79%

60-69%

50-59%

40-49%

30-39%

20-29%

Less than 20%

Continuing Personal Development

 

Self-reflective statement

 

(10%)

Opportunity to demonstrate academic skills and competences

Exceptional and thoroughly applied use of a self- reflective model to fully demonstrate experiential learning undertaken

Outstanding use of a self- reflective model to fully demonstrate experiential learning undertaken

Excellent use of a self- reflective model to demonstrate experiential learning undertaken

Very good use of a self- reflective model to help demonstrate experiential learning undertaken

Good use of a self-reflective model to help demonstrate experiential learning undertaken

Limited use of a self-reflective model to evidence experiential learning undertaken

Very limited use of a self- reflective model to evidence experiential learning undertaken

No use of a self-reflective model to evidence experiential learning undertaken

No discussion of experiential learning

Style and presentation of report

 

(5%)

Opportunity to demonstrate academic skills and competences

Exemplary structure and presentation with precise, full and appropriate references and subtle use of language expressing a high degree of thought with clarity and precision.

Outstanding structure and presentation with precise, full and appropriate references and subtle use of language expressing a high degree of thought with clarity and precision

Excellent structure and presentation with precise, full and appropriate references and subtle use of language expressing a high degree of thought with clarity and precision which furthers and enhances the argument

Very good structure and presentation with precise, full and appropriate references with minor or insignificant errors with clear and precise use of language allowing a complex argument to be easily understood and followed

Good structure and presentation with good references and minor or insignificant errors or omissions with generally clear use of language sufficient for arguments to be readily understood and followed

Adequate structure and presentation with  competent references but may contain inconsistencies, errors or omissions with generally understandable use of  language but significant errors in expression affecting overall clarity

Poor structure and presentation with poor references but may contain multiple inconsistencies, errors or omissions with serious errors in the use of language which makes meaning unclear or imprecise

Very poor structure and presentation with very poor standard of basic English and an imprecise non-academic writing style showing very limited or nil referencing with numerous errors and omissions

No attention paid to structure and presentation


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