The Hr Function - Context and Roles
Negotiating Change at Northern County Dairies Report 2012
Module: The Human Resource Function: Context & Roles
Contents
Summary 3 Introduction 3 STEEPLE 3 Force Field Analysis 3 SWOT Analysis 3 Why Change is Necessary 4 Managing Change 4 Main Changes 4 HR Policy 5 Conclusion 6 Appendix 1 7 Appendix 2 8 Appendix 3 9 Appendix 4 10 Appendix 5 11 Appendix 6 12 Appendix 7 13 References 15 Bibliography 16
Summary
The objective of this report is to show the role of the Human Resource Team in regard to negotiating change at Northern County Dairies. It is not about the day to day processing of paperwork but about consciously seeking to contribute to the organisation and the direction it wants to take. The report will identify the businesses needs, understand why change is necessary, identify the firm’s bargaining position and produce a strategy on how to manage the proposed changes.
Introduction
The author of this report is the Employee Relations Manager at Northern County Dairies an organisation with 1500 employees. The company has appointed a new Managing Director who has a remit to lead an extensive change programme. In order to support the business strategy, Human Resources have identified opportunities and threats to managing the change by conducting both a STEEPLE and Force Field Analysis. They have also used a SWOT analysis to better understand the firm’s bargaining position as it embarks on the change programme.
STEEPLE
In an ever changing environment the Steeple analysis (Appendix 1) is a tool Northern County Dairies has used to help identify opportunities or threats for the business. It may influence business decisions and help the organisation to plan strategically for the future.
Force Field Analysis
Lewins Force Field Analysis is a more specific tool for analysing the, fors and againsts of a proposed change. See Appendix 2. Lewin proposes that
Module: The Human Resource Function: Context & Roles
Contents
Summary 3 Introduction 3 STEEPLE 3 Force Field Analysis 3 SWOT Analysis 3 Why Change is Necessary 4 Managing Change 4 Main Changes 4 HR Policy 5 Conclusion 6 Appendix 1 7 Appendix 2 8 Appendix 3 9 Appendix 4 10 Appendix 5 11 Appendix 6 12 Appendix 7 13 References 15 Bibliography 16
Summary
The objective of this report is to show the role of the Human Resource Team in regard to negotiating change at Northern County Dairies. It is not about the day to day processing of paperwork but about consciously seeking to contribute to the organisation and the direction it wants to take. The report will identify the businesses needs, understand why change is necessary, identify the firm’s bargaining position and produce a strategy on how to manage the proposed changes.
Introduction
The author of this report is the Employee Relations Manager at Northern County Dairies an organisation with 1500 employees. The company has appointed a new Managing Director who has a remit to lead an extensive change programme. In order to support the business strategy, Human Resources have identified opportunities and threats to managing the change by conducting both a STEEPLE and Force Field Analysis. They have also used a SWOT analysis to better understand the firm’s bargaining position as it embarks on the change programme.
STEEPLE
In an ever changing environment the Steeple analysis (Appendix 1) is a tool Northern County Dairies has used to help identify opportunities or threats for the business. It may influence business decisions and help the organisation to plan strategically for the future.
Force Field Analysis
Lewins Force Field Analysis is a more specific tool for analysing the, fors and againsts of a proposed change. See Appendix 2. Lewin proposes that
References: Change-management coach.com (2012) Kurt Lewin Change Management Model [online] http://www.change-management-coach.com/kurt_lewin.html [accessed 1/2/12] CIPD (January 2012) Pay Structues [online] Value Based Management.net (2011) Force Field Analysis – Lewin, Kurt [online] http://www.valuebasedmanagement.net/methods_lewin_force_field_analysis.html [accessed 5/2/12] Bibliography Cottrell, Stella (2008) | The Study Skills Handbook ISBN 978-0-230-57305-5 Palgrave Macmillan | Foot & Hook (2011) | Introducing Human Resource Management, Harlow, Pearson Eduation Ltd | Hunt J W (1992)Pedler M, Burgoyne J Boydell (2007) | Managing People at Work, Maidenhead, McGraw-HillA Manager’s Guide to Self Development, Fifth Edition, McGraw-Hill | Rees & French | Leading Managing and Developing People, 3rd Edition | Tribe (1996) Management Teams: Why they succeed or fail ISBN 0770626763 Oxford Butterworth – Heinemann Weightman, J (1999) Managing People, Wiltshire, The Cromwell Press.