Scene 1

GSGM7523 Strategic Human Resource Management  Work Based Project P esentation

Group Name: The Elite SHATIYA A/P MOHAN - MC201012549 KAVITHA A/P VIJAYAKUMAR – MC201012397 LAWRANCE A/L AROKIASAMY – MC201012464 SHAALNI PRADHAA A/P MANOGRAN - MC201012571 SARLAH A/P RAGUPATHY - MC200912197

Scene 2

Companies today are confronted with overpowering, contending difficulties and strange waters as they keep on exploring the effects of the Coronavirus pandemic. Many associations are now taking "no lament" activities to rise out of the pandemic more grounded. These pioneers are confronting the emergency with a feeling of rehash quickening computerized change, building up factor cost structures, and executing deft tasks. There has never been a more urgent need for companies to reconsider and reconfigure their businesses for a changed environment as the COVID-19 pandemic continues to develop.   The pandemic has brought fast-moving and unpredictable factors, some of which were not equipped to tackle current disaster plans and teams. Many organizations have successfully established, and are now looking forward to, incident management strategies unique to this crisis.   The paper examines the challenges HRM is encountering due to the current emergency in terms of inaccessible working and extricates the suggestions the widespread has on human assets.

Scene 3

Company X was established on the 14 th  of April 1909 in London, UK Company X is one of the largest players within the energy, oil and gas industry globally.  They have operations in Europe, North and South America, Australasia, Asia and in Africa  Company X reported around 278.4 billion U.S. dollars of revenue, which also placed it in the top ten within the whole industry.   In 2020 they were listed the 3 rd  largest oil company in the world  They have approximately about 78000 employees worldwide The human resources of Company X plays a very important role in achieving success for the business. Company X accepted this, and in 2010, the executive team of the company settled on a high-level philosophy covering their required performance management practices as well as a set of guiding principles for incentives to track performance and better inspire workers to achieve targets.

Scene 4

Icon

Description automatically generated

Logo, company name

Description automatically generated

Pre-employment assesment Skills Behavioral Traits Multi-skilling

Positive business reputation Motivates and improves morale

Application

Description automatically generated

Scene 5

Corporate Social  Responsibility Training

70/20/10 rule On job training (OJT) Networking  Enhance knowledge retention

New knowledge acquisition Personal developments & knowledge diversification

Cross company training Flexible placement

Diagram, application

Description automatically generated

Scene 6

Hr managers face challenges in helping organizations recovery and managing WFH employees due to pandemic. Hr manager of company X identified digitalization and measuring performance issues as the contemporary issues. Covid 19 impact has accelerated digitalization in many organizations as a new way of working. All the communications are done via digital interaction. High demand in virtual working environment and digitalization, crucial to maintain continuous workforce. Digitalization also important to measure employees work performance. Performance is important to identify, measure and develop individual talent. Due to pandemic Hr managers are revising appraisal process, KPI and rewards.  Company X manage employee performance via digital platform. Technology improvement assist in flexible working environment and remote discussions.

Scene 7

Recommendations relating to contemporary issues

Company X encourages to convert into digitalization and practice minimal employee's performance evaluation. Company X Hr should be working hand in hand with IT dept to improvise the technology. This process includes educating and deploy employees with digital mindset to enhance productivity. Changes that can be done includes HRIS, Recruitment solutions, internal and external communication and workforce engagement software. Process should be initiated with HR settings a goal, evaluate and implement the goals. Open to receive feedbacks from employees upon completion of technology improvements. HR managers can focus on employee’s behaviors than the performances due to WFH practice. Equip managers with different type of communication to validate contributions that employees made to meet KPI. Managers should focus on compassion conversations with employees, questioning their wellbeing and safety during pandemic. During pandemic formal review once is sufficient for company X to engage with employee to recognize their contribution. Interactions and reviews helps company X  in serving employees need

Scene 8

Barriers- implementation which may include cultural differences alongside different working practices

Communication with IT and facilities management Departments must agree on the main goals of digital transformation and be committed to share information. IT must be readily prepared to provide smart devices for the employees. important changes to the current infrastructure which can affect the general environment where facility department required to oversee facilities to install new tech. Evaluate the existing internal technology status- obtain budget from finance Adaption of changes by employees towards new tech Digital upgrade can consist of training, short term tech issues and installation disruptions.

Scene 9

Data collected using interview method. HR facing many obstacles – managing staff, provide support and managing performance. Contemporary   issue identified, measured  analysed at the initial stage – strategies implemented.

GSGM7523 Strategic Human Resource Management Work Based Project Pesentation

Scene 1 (0s)

Scene 2 (22s)

Scene 3 (1m 8s)

Scene 4 (1m 52s)

Scene 5 (2m 9s)

Scene 6 (2m 26s)

Scene 7 (3m 9s)

Scene 8 (3m 57s)

Scene 9 (4m 28s)