N600 Management Human Resources

Introduction:

The study deals with HR issues that are faced by South and West Bank (Storey 2014). In this particular assignment, emphasis has been given on to advice as a HR consultant to look into the issues that pertain to shifting of overseas call centre to India. The management need advice on the best possible course of action on whether to shift call centre to India or not in any case. It is necessary for researching the HR issues that could bring about South and West Bank and provide with recommendations in the most appropriate way. The case study finally recommends solution at the end by acting as HR consultant who had advised organization who are setting up overseas operations in an effective way (Sparrow, Brewster and Chung 2016).

Recurring problems 

• Attitudes to work are different between managers appointed from UK and Local employees (Reiche, Mendenhall and Stahl 2016)
• Difficult to recruit Indian employees to work effectively in teams alongside UK employees
• The UK managers have tried to impose the procedures that they have been used for working in the South and West Bank that leads to conflict (Sparrow, Brewster and Chung 2016)

Problem Statement 

• The South and West Bank has no current links with India
• The South and West Bank has no employees in India
• Cultural differences between the culture of India and that of UK
• Training employees can be costly affair than making the existing employees work for the same position

Describe the development of personnel management and HRM

Personnel Management	Human Resource Management
Traditional approach of managing people in the business enterprise (Sparrow, Brewster and Chung 2016)	Modern approach of managing people in the business enterprise (Reiche, Mendenhall and Stahl 2016)
Focus mainly on: Personnel administration Employee welfare Labour relation	Focus mainly on: Acquisition Motivation Development
Routine function	Strategic function

Explain the role of HRM in organization 

Collaboration

Commitment Building

Building capacity  

Assessing the main internal factors that affect business 

The strength of the employees considers being crucial as the internal business factor. In addition, motivated, talented workers and hard-working workers mainly help in producing better results than unmotivated and less-talented employees produce (Purce 2014).

Assessing the main external fact that impact business 

Competition is the external factor where companies conduct competitive analysis for comparing their prices and offerings to those of other competitors. Other external factors include social factors, economic factors, environmental factors, technological factors and legal factors (Marchington et al. 2016).

HR objectives and functions that are delivered both locally and internationally

Planning

Organizing

Directing

Controlling

Explain and appraise the procedures and practices for obtaining suitable employees 

• Preliminary Interviews
• Application Blanks
• Written Tests
• Employment Interviews
• Medical Examination
• Appointment Letter

Identify effective principles for monitoring and rewarding employees 

• Employee referrals
• Training sessions
• Coaching sessions
• Monetary rewards
• Non-monetary rewards

Evaluating whether HRM is coherent, integrated and ethical in its approach in managing people

Human Resource Management focus mainly on specific functions as well as tasks in an organization like staffing, evaluation and compensation (Sparrow, Brewster and Chung 2016)

Evaluating whether effective HRM and development leads to improvements in organizational effectiveness 

• Increased productivity
• Less supervision
• Reduction of errors and accidents
• Talent pool candidates
• Uncovering employee potential
• Job satisfaction
• Reduction of turnover and absenteeism
• Addressing employee weaknesses
• Increased consistency
• Reduction in learning time
• Team spirit
• Skills development
• Optimum resource utilization

Identification of HR issues in the present case 

The Senior Management had identified several HR issues in the present case when South and West Bank decided to shifting of overseas call centre to India (Sparrow, Brewster and Chung 2016)

Recruiting effectively at management level in India (Brewster, Mayrhofer and Morley 2016)

Ability to decide when it is not prepared to risk for getting such important appointments wrong (Reiche, Mendenhall and Stahl 2016)

Is it feasible to move the operations of call centre to India 

Yes, it is feasible to move the operations of South and West Bank to India, as they will get cheap labour in India (Beardwell and Thompson 2014).

Difficulties in operating UK call centre in India 

High level of attrition

Detrimental effects on the health of employees

Industry had overgrown its peak growth

Prohibitive property costs

Tougher International Competition

Accent-triggered communication gap

Maintaining decent First Call Resolution Rate

The Outsourcing Butterfly Effect

Zero Differentiating factors

Tightening purse strings

Reasons for shifting UK call centre to India 

Easy access to a talented resource pool

Ease of setting up operations

Cheaper services

Greater sustainability

Better business environment

Shifting UK call centres to India remains highly attractive by nature and it can be reason why India can be best suited for the case (Armstrong and Taylor 2014).

Recruiting problems 

• Cultural differences
• Difference in opinion between UK and Indian employees (Reiche, Mendenhall and Stahl 2016)
• Imposing of policies and procedures by the UK managers and that can differ largely from Indian managers (Sparrow, Brewster and Chung 2016)

HR issues that could bring South and West Bank and provide recommendations 

• It is recommended to South and West Bank to shift its call centre to India as they will get cheap labour to that of UK (Reiche, Mendenhall and Stahl 2016)
• Cultural acceptability among Indian employees when they will try to handle calls and learn UK accent as well (Reiche, Mendenhall and Stahl 2016)
• Cost savings

Conclusion: 

At the end of the study, it is noted that South and West Bank should shift their call centre to India, as they will get access to cheap labour and services that are not available otherwise. In that way, the case regarding shifting issues are even taken into consideration by the Senior Management but therefore recommended to continue with the shifting process. It is important to train the Indian employees so that they know how to handle calls and learn the accent that is needed for that.

Reference:

Armstrong, M. and Taylor, S., 2014. Armstrong's handbook of human resource management practice. Kogan Page Publishers.

Beardwell, J. and Thompson, A., 2014. Human resource management: a contemporary approach. Pearson Education.

Brewster, C., Mayrhofer, W. and Morley, M. eds., 2016. New challenges for European resource management. Springer.

Marchington, M., Wilkinson, A., Donnelly, R. and Kynighou, A., 2016. Human resource management at work. Kogan Page Publishers.

Purce, J., 2014. The impact of corporate strategy on human resource management. New Perspectives on Human Resource Management (Routledge Revivals), 67.

Reiche, B.S., Mendenhall, M.E. and Stahl, G.K. eds., 2016. Readings and cases in international human resource management. Taylor & Francis.

Sparrow, P., Brewster, C. and Chung, C., 2016. Globalizing human resource management. Routledge.

Storey, J., 2014. New Perspectives on Human Resource Management (Routledge Revivals). Routledge.