Assignment Cover Sheet

This must be completed and added to the front of every assignment

Learner Name Xie Cuiting

Learner Registration 240712005

No.
Study Centre Name Windsor Management College Pte Ltd
Qualification Title OTHM Level 7 Diploma in Strategic Management and Leadership

Unit Reference No. STRATEGIC HUMAN RESOURCE MANAGEMENT

Unit Title R/617/5012

Submission Date 18/12/2024

Declaration of authenticity:
1. I declare that the attached submission is my own original work. No significant part of it has
been submitted for any other assignment and I have acknowledged in my notes and
bibliography all written and electronic sources used.
2. I acknowledge that my assignment will be subject to electronic scrutiny for academic honesty.
3. I understand that failure to meet these guidelines may instigate the centre’s malpractice
procedures and risk failure of the unit and / or qualification.

_________________
Tutor signature
Date:
_______________
Learner signature
Date: 18/12/2024

Task 1 of 3 – Presentation and Briefing Report

Briefing Report

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Strategic Human Resource Management (HRM) and Its Importance for the Club House

Strategic Human Resource Management (SHRM) is a vital component for any organisation aiming to achieve
its long-term goals. For the Club House, integrating HRM with strategic objectives can significantly enhance
operational efficiency, employee engagement, and overall organisational performance.

Importance of SHRM, and its role and purpose

 Alignment with Business Goals: SHRM ensures that the HR function surpasses basic administration
and aligns with the strategic goals of the Club House. As HR functions as an enabler to business
success, SHRM is required as a strategic partner to senior leadership in order to develop strategies
aligned with organisational goals.

 Competitive Advantage: The Club House needs to be positioned and perceived as an employer of
choice. This allows SHRM to attract and retain talents as part of a strategy of long-term competitive
advantage over its competitors as well as industry at-large. With competitive advantage, corporate
sustainability and profits will follow suit.

 Proactive Workforce Management: The ability to anticipate challenges and resolutions is an integral
part of SHRM in proactively managing the workforce of the Club House. This enables the
organisation to be both flexible and agile for the long term.

 Enhanced Employee Engagement: SHRM frameworks and principles can improve employee
engagement and morale by creating a culture of recognition and HR development. As personnel
turnover is a critical issue, training, talent acquisition, clear performance metrics, leadership, and
regular feedback and communications are critical aspects of SHRM to turnaround the organisation
into one of increased productivity and growth.

 Workforce Development and Succession Planning: As mentioned above in proactive workforce

engagement, SHRM also needs to prepare for development of talent pipelines and succession
planning, as well as anticipation of staff or skills shortages. It needs to develop as well as acquire
leadership talent, groom them and provide them with opportunities to further develop their skills for
future top management or department heads positions.

 Change Management: In a transformation project, change management is critical, and change

management is about managing people. In this initiative, the management needs to balance
operational continuity and develop new strategies. As such, SHRM is a key partner to support the
transformation journey using strategies such as training, talent acquisition and communications for
smoother transition journey.

 Cost Efficiency: Staff turnover costs organisations money due to service disruptions and recruitment
costs. An efficient SHRM is able to support the transformation journey effectively with
comprehensive strategies and problem-solving capabilities.

 Compliance and Risk Management: This is a reputational issue should there be current or future
breaches to regulations. SHRM is therefore required to develop and implement policies aligned with
laws and regulations pertaining to workforce management.

 Innovation and Organisational Agility: SHRM augments an organisation’s ability to adapt to market
swings and disruptions by providing people with essential skills for innovation.

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This can be further broken down into 10 tactical areas

• Understanding business objectives

• Talent acquisition & recruitment

• Training & development

• Performance management

• Compensation & rewards systems

• Employee engagement & culture

• Succession planning

• Workforce analytics

• Agility & adaptability

• Inter-departmental collaboration

Linking HRM with other departments

 HRM and Finance:

o Workforce Budgeting: The Human Resources department collaborates closely with the
finance department to oversee labour expenditures, encompassing salary, bonuses, benefits,
and training costs. Cooperation between finance and HR is required for the allocation of
budgets for talent acquisition and retention.
o Compensation and Benefits: HRM needs to create competitive salary structures in line with
market benchmarks while finance is required to ensure alignment with budget allocations
and overall financial metrics.
o Payroll: Human Resources oversees the payroll system, ensuring timely employee
compensation, whereas the finance department assures payment accuracy and compliance
with tax laws and regulations.
 HR and Marketing:

o Employer Branding: Marketing and Human Resources collaborate to develop the

organisation's employer brand. Marketing strategies can be created to position the Club
House as an employer of choice for talent attraction.

o Internal Communication: Internal communications is a partnership between HR and

Marketing. This needs to include important messages on corporate culture and values,
through a variety of communications platforms.

 HR and Operations:

o Workforce Planning: Operations depends on HR to ensure the availability of an adequate

number of competent people to fulfil service and operational requirements.

o Training and Development: The Human Resources department is tasked with training
personnel in operational tasks to equip them with the requisite skills for particular positions.

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o Health and Safety: HR is required to partner with Operations to jointly develop policies and
procedures aligned to regulatory expectations with respect to occupational health and
safety.

 HR and Sales:

o Sales Training and Development: Human Resources and Sales work to ensure the sales staff
possesses the requisite capabilities for success. Human Resources develops training
programs to enhance sales methodologies, product expertise, and customer service skills.

o Performance Management: This partnership includes the joint development of performance

objectives, metrics, incentives, and measurement and tracking.

o Recruitment: HR partners with Sales to create job descriptions and pre-screening in the
talent acquisition process. Human Resources also ensures that recruitment procedures are
consistent with the overarching corporate strategy and sales objectives.

 HR and Information Technology

o HR Technology Systems: Human Resources collaborates with Information Technology to

deploy and oversee HR software, including Human Resource Information Systems (HRIS), to
optimise procedures like as payroll, recruitment, performance management, and employee
data tracking.

o Data Security and Privacy: Human Resources safeguards employee data, collaborating with
Information Technology to uphold data protection protocols and ensure adherence to legal
obligations.

o Digital Transformation: As organisations increasingly depend on technology, HR collaborates

with IT to enhance employees' skills in emerging technologies, foster digital literacy, and
assist employees in adapting to new digital tools that enhance productivity.

 HR and Customer Services

o Training Customer-Facing Employees: Collaboration with customer services to determine

skills and competencies required to aligned to the company’s vision of high quality services.

o Performance Management: Human Resources assists customer service teams in establishing

explicit performance objectives, tracking customer satisfaction metrics, and ensuring that
staff receive recognition for exemplary service.

Strategic Human Resource Services for the Club House

The following strategic HR services can be provided to the Club House:

 Talent Acquisition: design specific talent acquisition strategies to fill key roles aligned with the
organisation’s strategic objectives.

 Training and Development: Partnering various department heads (particularly front office
departments) to curate and execute training programs designed for service excellence and efficiency
in line with industry best practices. This is to develop both technical skills and competencies
required to be an industry leader.

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 Performance Management Systems: Collaborate with senior management and department heads to
design new KPIs aligned to business strategies and expectations. There will be a need to invest in HR
systems and tools in order for metrics to be efficient and successful.

 Succession Planning: Identify and develop internal candidates for future succession to senior roles
within the organisation. Job rotation design can also be considered. This also helps reduce
recruitment costs in future while positioning the Club House as an employer of choice for the youth.

HRM is a critical component within an organisation. It cuts across every department as human resources are
company assets. Its is beyond just personnel management. It is also about enabling different departments
to meet their business objectives. In collaborating with inter-departments, HR can ensure that employees
stay relevant, aligned to corporate objectives, alignment to business strategies, and improves operational
efficiencies. Thus, effective HRM contributes directly to an organisation’s long-term sustainability.

Factors to consider before renovation and restructure

Before embarking on a renovation and restructure at the Club House, a number critical factors need to be be
analysed. These include:

 Alignment to Organisational objectives

 Growth and expansion plans

 Competitive landscape

 Financial Implications

 Impact on Employees

 Client Expectations

 Operational Disruption

 Regulatory Compliance

 Company Culture

 HR Technology Systems

 Data Analytics

 Skills Gap Analysis

 Future Skill Requirements

 Employee Feedback and Surveys

 Work Environment and Well-being

 Labour Market Trends

 Competitive Compensation PracticesPreliminary HR Requirements Considering the New Contract

When embarking on its renovation and restricting, below are essential HR requirements:

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 Skills Assessment: cataloguing a skills inventory list on what is currently available and what is
desired in future.

 Staffing Needs Analysis: determine workforce skills, competencies and strength, and identify gaps
and design solutions to bridge those gaps.

 Training Programs Development: partnering with Operations and membership services to

determine staff strength and skills requirement, and curate training programs post renovations

 Change Management Strategies: Developing a change management plan that addresses potential
employee concerns about new roles or processes resulting from restructuring efforts.

4 key areas of focus

 Talent acquisition strategies

o Employer branding
o Campus recruitment & internships
o Competitive compensation
o Employee referrals
 Training and development
o Conduct training needs analysis
o Personalised learning & development plans
o Blended learning approach
o Soft skills development
o Cross training and job rotation
o Employee recognition
 Compensation & rewards systems
o Base salary and pay structure
o Performance-based pay
o Benefits & perks
o Recognition
o Equity & fairness
 Inter-departmental collaboration
o Clear communications channel to be set up
o Clear roles & responsibilities
o Leadership support & alignment
o Cross-functional teams
o Shared goals

Assessing HR requirements across various organisational contexts necessitates an analysis of the distinct
demands, structures, and objectives of an organisation. This can vary depending on many factors such as
culture, industry, company size, strategy, etc. Below are HR requirements relevant for different types of
organisations:

1. Startups and Small Businesses

Key Characteristics:

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• High growth focus, limited financial resources, flat organisational structure, constantly evolving
processes and strategies

HR Requirements:

 Recruitment & Talent Acquisition: either low end workers or workers preferring fast-paced multi-
functional work

 Training & Development: Cross-training across multiple functions desired.

 HR Policies: simple policies such as payroll, leave management and adherence to regulations

 Performance Management: Narrower KPIs with focus on dynamism and objectives.

 Compliance: Basic adherence to laws and regulations.

2. Large Corporations

Key Characteristics:

 Deep hierarchical structures, well-developed policies and procedures, numerous employees

HR Requirements:

 Strategic HR Planning: A formal process that cuts across all functional requirements to ensure
alignment to objectives and strategies.

 Talent Management: Professional team with focus on talent acquisition and succession planning.

 Employee Engagement: Regular surveys through multiple platforms.

 HR Technology: Use of digital tools.

3. Multinational Corporations (MNCs)

Key Characteristics:

 Typically with global business footprint across multiple legal jurisdictions, and with a diverse
workforce across all demographics.

HR Requirements:

 Global Talent Management: Talent acquisition across borders, and succession planning can be both
internal and external.

 International HR Policies: Majority of policies are centralised and standardised, while allowing for
variations according to local regulations.

 Compliance: Adherence to labour laws in countries where it operates, and either creating or
following best practices.

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Task 2 of 3:

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Outline of Human Resource Plan

Human Resource Plan for the Club House

Below is a detailed HR plan designed to address strategic HR issues and aligning to the modernisation plans
of the Club House.

1. Organisational Overview

Purpose of the Clubhouse:

• Offer recreational and social facilities for members, running events and workshops, and delighting
members with its offerings.

Key Departments:

 Administration, member services, facilities management, F&B, events, operations, HR and finance

2. Workforce Requirements

Core Roles and Responsibilities:

Role Responsibilities Employment Type

Club Manager Overall supervision, budgeting, operations. Full-Time

Front Desk Staff Manage member inquiries, bookings, registrations. Full-Time/Part-Time

Event Coordinator Plan and execute events, parties and workshops. Full-Time

Facility Supervisor Manage maintenance and repairs. Full-Time

F&B Manager Manage dining services, kitchen and wait staff. Full-Time

Lifeguards Ensure pool safety (if applicable). Part-Time/Seasonal

Housekeeping Staff Clean and maintain facilities. Full-Time/Part-Time

Security Staff Monitor premises for safety and security. Full-Time/Shift-Based

3. Recruitment and Selection Plan

Staffing Approach:

 For internal, identifying vacancies and matching relevant talents to those vacancies

 For external, advertisements on job sites and community bulletin boards, as well as internal
referrals.

 Engaging the community for short-term casual labour needs during peak periods.

4. Training and Development Plan

Onboarding:

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 New employee orientation

 Briefing of clubhouse policies, facilities, and services.

Ongoing Training:

 Customer Service Training: To improve interaction with members.

 Health & Safety Training: food safety, facilities safety, policies and procedures.

 Other Training: soft skills, bartending, barista, etc.

Development Programs:

 Leadership training for leaders as part of skills upgrading and succession planning.

5. Performance Management

Performance Appraisal System:

 Bi-annual performance reviews.

 KPI setting with performance metrics for each staff/role. KPIs also need to be aligned to strategy

 Regular feedback sessions (1-to-1, focus group discussions, suggestion boxes) for areas of
improvement

Recognition and Rewards:

 Employee of the Month awards.

 Monetary and non-monetary incentives.

6. Compensation and Benefits

Role Level Compensation Structure Benefits

Management Staff Competitive salary Health insurance, bonuses

Hourly wage/salary, with performance Staff discounts, uniforms, laundry

Frontline Staff
incentives benefits

Seasonal/Part-Time Hourly wage Flexible shifts

7. Employee Engagement and Well-being

 Regular team activities such as departmental meetings, briefings and team-building

 Internal surveys, informal staff feedback and suggestion boxes

 Whistleblowing policies and procedures

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This plan is designed to dovetail both existing challenges as well as the transition to a modernised Club
House while ensuring the cultivation of a more customer centric and efficient team. The operational
efficiencies derived from implementing SHRM will also help improve customer service, member satisfaction
and most importantly, improve bottom lines.

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HR Policy Memo

MEMORANDUM

To: Club House Management

From: HR Consultancy

Subject: Importance of HR Policy for the Club House

Introduction

In light of the existing obstacles and proposed modernisation initiatives, a well-designed HR strategy would
ensure legal adherence, foster ethical behaviours, and advance the organisation's strategic goals. This
memorandum seeks to formulate a total HR policy for the Club House.

Purpose of HR Policy

Human resource policies are the fundamental framework for employee management within an organisation.
This is to implement a systematic framework to ensure all HR processes are consistent with the
organisation’s mission, vision and strategic objectives while adhering to government regulations. The key
objectives of a complete HR policy are as follows:

• Compliance to regulatory framework locally and nationally

• Expectation setting for all employees

• Ensuring equity and consistency in staff treatment

• Ensuring proper internal communications

• Improve employee productivity through performance measurements

• Employee protection through adherence with labour laws

• Alignment to desired culture and goals of the Club House

• Effective management of employees

• Enhance organisational branding and reputation

Conclusion:

HR policies are essential for the creation of a professional and transparent organisation. They not only direct
employee conduct but also assist the Club House in successfully attaining its strategic goals.

Assess the impact of regulatory and legal requirements on human resources policies in an organisation

1. Compliance with labour laws and regulations

 HR policies must conform to local, and national, labour laws pertaining to recruiting, compensation,
working hours, and termination.

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 Fines, lawsuits or revocation of business licenses may result from non-conformance.

 Equal Employment Opportunity Laws, wage regulations, working hours and overtime wages are
essential

2. Health and Safety Regulations

 Organisations must ensure safe working conditions and adhere to occupational health and safety
standards.

 HR policies should include training, reporting requirements, and procedures for workplace mishaps.

 Occupational safety and health act (OSHA), workplace safety training, safety manuals, reporting
frameworks, and safety audits are necessary.

3. Employee Rights and Data Protection

 Legal requirements mandate protection of employee personal data and privacy.

4. Employment Contracts and Termination Policies

 Regulations govern employment contracts, notice periods, and termination procedures.

 HR policies must ensure fair and legal dismissal processes to avoid wrongful termination claims.

 Wrongful termination procedures in line with regulatory requirements, severance pay regulations,
and documentation of performance management procedures are required in the event of employee
termination.

5. Diversity, Equity, and Inclusion (DEI)

 The Club House is recommended to develop DEI policies aligned with anti-discrimination acts.

Legal and regulatory frameworks on HR policies impact an organisation’s reputation and risks. Compliance
with requirements ensures sustained operations and trust.

Assess the impact of business ethics, CSR, and sustainability requirements on human resources policies for
an organisation

In recent times, increased scrutiny on business ethics, CSR and sustainability have directly influenced
business organisations and with it, HR practices. Key impacts are as follows:

1. Business Ethics and HR Policies

Impact on HR Policies:

 Ethics considerations must include areas from recruitment, promoting staff, KPI setting and
employee relations.
 Many leading organisations have also started introducing human rights policies that encompass code
of conduct, fair wages, child labour, harassment, corruption, discrimination, integrity, fair
recruitment and whistleblower aspects of the business.
 As organisations are under increased scrutiny, breaches and/or allegations represent reputational
risks.

2. Corporate Social Responsibility (CSR) and HR Policies

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Impact on HR Policies:

• CSR has been an important aspect in how an organisation gives back to the community.

• A well-thought-out CSR program not only enhances corporate reputation in the eyes of the
community, but also improves perception as well as helps in talent acquisition.

• This can include employee volunteering within the community, donations, beach/river clean-up
programs, etc.

• The benefits of these policies can cultivate a more robust employer brand and improve talent
acquisition, elevate employee engagement and sense of purpose, and strengthen ties with
stakeholders and the local community.

3. Sustainability and HR Policies

Impact on HR Policies:

• Sustainability includes workforce management, guaranteeing long-term employment, succession

planning, and employee welfare.

• Sustainability-driven HR policies can include green HR initiatives to reduce carbon emissions,

sustainable workplace policies and employee well-being programs.

• These policies can derive positive outcomes through reducing costs with resource efficiency,
enhancing employee morale, as well as long-term resilience and agility.

4. Challenges in Implementation

• Resistance to Change: Both employees and management may oppose the incorporation of new CSR
and environmental practices.

• Implementation Costs: Initial expenditures in CSR and sustainability projects may appear costly.

• Measurement Challenges: Assessing the effects of ethical and sustainability activities can be
problematic.

• Balancing sustainability with profitability

Including business ethics, CSR and sustainability with HR enablement is becoming an imperative for modern
organisations. It enhances reputation and public perception, aids in talent acquisition and employee
retention, and can also contribute to long term organisational sustainability and profits if implemented well.

Develop a structured, relevant and comprehensive HR strategy for the Club House

Organisational Overview and HR Vision

 Mission: High quality hospitality at affordable prices.

 HR Vision: Developing a high-performance customer-centric workforce delivering high quality

hospitality at affordable prices with ethical and sustainable standards

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 Strategic HR Objectives

o Acquiring the right talent

o Continuous training and development focused on hospitality and service excellence
o Identifying and developing talents as part of succession planning
o Compliance to all labour, health, and safety laws and regulations
o Creating an inclusive ethical workplace
o Giving back to the community

Workforce Planning and Organisational Structure

Workforce Requirements:

• Fine-tuning staffing requirements for all departments as part of the restructuring exercise

• Complementary casual workforce planning for peak periods

Organisational Structure:

Talent Acquisition Strategy

Recruitment Approach:

 A mix-mode strategy of both internal and external recruitment

 Identifying internal talents for job-rotation, cross-training, promotion and succession planning

 Identifying external talents through job advertisements, referrals, recruitment agencies and job
platforms

 Community outreach for casual labour during peak seasons

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Training and Development

Onboarding / Induction Programs:

 Briefing new hires and existing staff on new culture expectations, policies, and responsibilities

 Introducing new KPIs system and explaining rationale

 Introduce new feedback system, and focus group discussions

Continuous Training Programs:

 Develop internally and explore with external service providers on relevant courses for staff training.

 Training courses to include both technical skills (bartending, cooking, barista) and supervisory skills
(management training)

Leadership Development:

 Advanced courses for candidates identified as part of succession planning.

Performance Management

Performance Appraisals:

 Instituting new performance review systems including bi-annual performance reviews for all staff

 Collaborate with department heads on new KPIs setting and ensuring alignment to corporate mission
and business strategies

Recognition and Reward Systems:

• Introduce both financial and non-financial incentives for recognition and rewards

• This can include employee awards, variable bonuses and promotions

Performance Improvement Plans (PIPs):

 Create a PIP framework across the Club House for underperforming staff

 Provision of retraining and termination strategies and policies

Compensation and Benefits

• Competitive remuneration aligned to industry benchmarks in the same service sector.

• Health insurance.

• Employee discounts on clubhouse services.

• Remunerated leave and holiday entitlements.

• Opportunities for training and professional development.

Employee Engagement and Well-being

• Team-building exercises and social events.

• Periodic feedback surveys and suggestion initiatives for constant improvement and productivity.

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Compliance and Ethical Standards

• Adherence to all labour and workplace safety laws and practices

 Develop and implement aligned HR policies that encompass code of conduct, fair wages, child
labour, harassment, corruption, discrimination, integrity, fair recruitment and whistleblower aspects
of the business.

Sustainability and Corporate Social Responsibility (CSR)

• Working with the community to find initiatives to give back to the community

• Collaborating with Operations department on sustainability initiatives such as recycling and waste
management

HR technology systems

 Invest in digital tools for full HR services such as leave administration, payroll, KPIs, and employee
surveys

13. Monitoring and Evaluation

 Collaborate with finance department and external auditors on regular audit parameters

 Annual review of policies to ensure currency with external laws and regulations

 Collaborate with other departments in tracking of performance metrics to improve operational

efficiencies

Budgeting and Resource Allocation

• Tracking to ensure alignment of HR expenses to budgets allocated.

• Identify and implement cost-reduction prospects while maintaining employee satisfaction.

Implementation Plan

Activity Timeline Responsibility

Recruitment Drive Quarterly HR Manager

Training Programs Bi-Annual Training Coordinator

Performance Reviews Bi-Annual Department Heads

Employee Surveys Annual HR Team

Policy Reviews Annual Senior Management

Continuous Improvement

• Form an HR Advisory Committee to advise and tackle difficulties and provide enhancements.

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• Constant discussions with employees and stakeholders (both formal and informal) to elicit feedback
for service and operational improvement

Conclusion:

HR is an enabling partner for senior leadership of the Club House in its transformational journey. The
development and implementation of a comprehensive HR strategy is imperative to the success of this
journey.

Critically monitor the effectiveness of human resources management

1. Key Areas to Monitor in HRM

Recruitment and Talent Acquisition

 Ensure the organisation attracts and hires the right human resources.

 Metrics to include: time required to hire, cost per hire, new hires quality, and offer acceptance rates.

Training and Development

 Ensure employees have the skills and knowledge to perform their duties effectively

 Metrics to include: number of employees trained, post-training assessment scoring, and employee
survey results. Additional indicators can include customer satisfaction survey results.

Performance Management

 Improving employee productivity metrics to include: performance appraisals, customer satisfaction

results, complaints handling rates, and employee satisfaction surveys.

Compensation and Benefits

 In ensuring fair and competitive compensation practices, industry salary benchmarking, and pay
equity analysis can be measured.

Compliance and Legal Adherence

 To ensure adherence to labour laws and internal policies, the measurement metrics can include
number of compliance breaches, number of complaints/disputes, and dispute resolution turnaround
time.

2. Tools required

 HR systems for recording, tracking and monitoring.

 Periodic reviews to ensure alignment to corporate mission and business strategies.

 Annual external audits as an assurance measure.

3. Challenges in Monitoring HRM Effectiveness

• Data capture errors and inconsistencies

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• Determining metrics for strategy alignment

• Adherence to sudden changes in labour laws

• Dishonest feedback

Critically evaluate the relationships between business strategy and human resource management

A successfully integrated HRM strategy ensures that the workforce significantly contributes to the
attainment of strategic objectives, whereas misalignment may lead to inefficiencies, diminished morale, and
subpar organizational performance.

Understanding Business Strategy and HRM

 HRM is about supporting and aligning to business strategy and direction. It enables an organisation
to achieve competitive advantages and meet strategic objectives in terms of profits, growth and
operational efficiency.

 It is also about effective people management to support the organisational goals. The focus areas
are recruitment, training, retention, performance management, and culture.

The Relationship Between Business Strategy and HRM

• HRM is required to align workforce capabilities and availability with business strategy. For example,
when resources are required for strategic initiatives such as a marketing campaign, HRM becomes an
enabler to ensure resources availability.

• As an enabler, HRM needs to ensure support of strategic objectives by ensuring that the right
resources have the necessary skills to perform their duties, ensure adequate succession planning by
identifying candidates, and having training programs to regularly upskill the employees.

• HRM is also necessary to support the consistency of organisational culture in line with expected
behaviours for a services company such as the Club House.

Benefits of Aligning Business Strategy and HRM

• Aligned strategies ensures that HR activities directly reinforce strategic objectives.

• Workforce planning is flexible and aligned with company requirements.

• It enhances purpose and drive.

• Robust organisational culture or talent retention initiatives serve as a differentiator and competitive
advantage if done well.

• HR investments at the right time aids expansion and operational efficiency.

Challenges in Aligning Business Strategy and HRM

• HR may still be perceived as an administrative role rather than a strategic partner.

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• Long term goals may be incongruent with short term needs

• HR objectives may not consistently correspond with overarching organisational goals.

• Employees and middle management may oppose strategy modifications.

• Incompetent HR personnel may be unable to participate in strategic planning.

Organisations must regard HRM as a strategic partner, incorporate HR planning into strategic decision-
making, and consistently assess alignment to adjust to evolving market conditions.
Explain the implementation and measurement of HR approaches using relevant metrics

Metrics allow organisations to monitor success, pinpoint areas for enhancement, and illustrate the value
that HR adds to the attainment of business objectives.

Implementation of HR Approaches

• Align HR objectives with organisational goals (e.g., expansion, innovation, cost-management).

• If the plan prioritises customer experience, HR should ensure the importance of customer service
training.

• Establish standardised human resources policies.

• Verify that policies adhere to legal and regulatory standards.

• Regular meetings and publications to ensure employees are kept abreast of the latest developments
and updates in HR policies.

Relevant Metrics

Talent Acquisition and Recruitment

• Average time taken to fill a vacancy

• Associated costs in filling a vacancy

• Percentage of candidates accepting a job offer

• Number of new employees leaving the company within 6 months

Training and Development

• Number of employees trained, and percentage of employees trained

• Pre-training and post-training assessment results

• KPI performance post training

• Return on investment post training

Employee Engagement and Satisfaction

 Net promoter score from staff

 Absentee rate.

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 Staff turnover rate.

Compensation and Benefits

 Collaboration with external agencies to benchmark salaries with similar companies. Report
produced based on percentiles.

Metrics need to be implemented with transparency, responsibility, and regular enhancement. Through the
integration of strategy alignment, KPIs, and analytics, HR can be a key contributor to organisational success.

Monitor and evaluate a human resource strategy that supports organisational mission, vision, values and
objectives

An effective Human Resource (HR) strategy fits with an organisation's purpose, vision, values, and objectives,
ensuring that the workforce aids in attaining long-term goals. Assessing and appraising the HR strategy is
essential for ensuring alignment, measuring efficacy, and implementing data-informed enhancements.

Alignment of HR Strategy with Organisational Mission, Vision, Values, and Objectives

 Mission: HR ensures workforce requirements align with the corporate mission.

 Vision: HR creates talent pipelines, succession planning and training programs that support this
vision.

 Values: HR embed corporate values into policies and reward systems.

HR Strategy Alignment for the Club House: Acquire client-oriented personnel, deliver training on customer
interaction, and incentivize exemplary customer service conduct.

Evaluating an HR Strategy

Quantitative Evaluation

• Evaluate KPI outcomes in relation to benchmarks and objectives.

• Determine cost savings from lower turnover rates

• Determine ROI from HR as an enabler based on business strategies

Qualitative Evaluation

• Analyse feedback from staff via informal and formal channels

• Organise focus group discussions and townhalls between staff and management

• Perform exit interviews to ascertain the causes of employee turnover.

Balanced Scorecard Approach (4 perspective approach)

• Financial: Return on Investment (ROI) of HR initiatives, HR cost per employee.

• Customer (Employees as Internal Customers): Engagement and satisfaction of employees.

• Internal Processes: Accuracy rates in processing and recording.

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• Learning and Growth: Training effectiveness.

Continuous Improvement

• Review work processes and reward process improvement initiatives

• Reduce and eliminate errors through technology tools

• Gap analysis in HR processes for each department

• Act on reasonable feedback and institute change management principles across HR department

• Learn from external parties through training and external workshops and seminars

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Task 3 of 3: Report

The Influence of Management and Leadership Theories on the Management and Organisational Structure of
the Club House

Table of Contents

1. Introduction

2. Impact of Management and Leadership Theories

3. Influence of Organisational Strategies on HR Management

4. Effectiveness of Current HRM and Leadership

5. Cultural and Structural Impacts on the Club House Project

6. Developing a Leadership Strategy

7. Conclusion

8. References

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1. Introduction

This research investigates the management and human resource practices that are currently in place at the
Club House. Additionally, it examines the impact that these practices have had on the overall strategy and
structure of the organisation, as well as the success of these practices. It also offers recommendations for
the development of a leadership strategy that is in accordance with the mission and objectives of the Club
House.

2. Impact of Management and Leadership Theories

The management and leadership theories that exist today are diverse, and each of these ideas brings
something distinctive to the table in terms of the organisational strategy and structure. A couple of
hypotheses that are relevant to the Club House are as follows:

 The Theory of Transactional Leadership

There is strong evidence that the leadership that is now in place at the Club House adheres to a
transactional style of leadership (Jensen et al, 2019). This type of leadership places an emphasis on
hierarchy, restrictions, and incentives that are determined by performance. Despite the fact that this
concept is in line with the conventional, hierarchical structure of the Club House, there is a possibility
that it may stifle innovation and employee participation (Arshi et. al, 2019).

 The Theory of Transformational Leadership Analysis

On the other hand, the implementation of a transformational leadership approach (Reza, 2019) has
the potential to have a significant impact on the Club House's overall strategy as well as its
organisational structure. Providing employees with the inspiration and motivation they require to go
above and beyond their own interests for the sake of the organisation is the objective of this
strategy, which attempts to achieve this purpose. There are a few potential outcomes that could
arise from the application of transformative leadership:

A more horizontal organisational structure (Jameel, 2022), an increase in the degree to which
people are empowered, and a greater emphasis on innovation and change are all things that are
being considered.

3. Influence of Organisational Strategies on HR Management

The current organisational strategy, structure, and culture of The Club House have a significant influence on
the management of the organisation's human resources, providing the following examples:

Impact of the Strategy

The following are some of the ways in which the Club House's mission to provide "high quality hospitality at
affordable prices" has an impact on the strategies that are used for human resource management:

- When making decisions on staffing, putting an emphasis on lowering costs, improving customer
service outcomes and increasing efficiency are key criteria in talent acquisition and retention. Clear
policies and procedures are required to be established to ensure alignment to the organisation’s
vision, mission and goals.

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- Well-designed training programs that concentrate an emphasis on the quality of service provided to
customers are essential to ensure consistency of service levels.

In the current hierarchical structure of the Club House, there are serious issues impacting the structure of
the human resource management system. A key issue is the presence of the decision-making process that is
centralised (Nordholm et. al, 2023). This limits the employees’ ability to make decisions when situations
demand quick action. The other key issue is the lack of opportunities for career advancement. This results
in an unmotivated workforce with high turnover rates for high performing employees and the retention of
low performing employees.

The impact that it has on culture

The above key issues resulted in how the long-standing culture of the Club House interacts with HR
procedures (SZCZEPAŃSKA-WOSZCZYNA, 2018). For example, the continuation of long-standing habits and a
resistance to change results in archaic processes and lack of focus on customers. There is also the possibility
of restrictions of diversity and fresh points of view which impacts the processes of attracting and retaining
new talents.

4. Effectiveness of Current HRM and Leadership

The Club House appears to be of the opinion that the human resource management methods that are now
in place are ineffective, i.e., a high rate of employee turnover, particularly among younger workers in the
workforce.

One of the factors that contributes to low morale and employee satisfaction is the absence of a variety of
opportunities for professional growth and training, particularly for the younger members of their staff.

As can be seen from the following, there is only a tenuous connection between management, leadership,
and the administration of human resources:

A decision-making process that is guided from the top down and does not involve employee participation
(Mohsen et al., 2020); a lack of alignment between HR procedures and organisational goals; absence of
employee participation in the decision-making process; and a failure to pay sufficient attention to the
engagement and development of the team that is already in place

It is recommended that the Club House adopt a more strategic approach to the administration of its human
resources (Agustian, 2023) in order to achieve positive results. In order to do this, it would be necessary to
connect HR practices with company objectives and to cultivate a culture that supports professional growth
and involvement among employees.

5. Cultural and Structural Impacts on the Club House Project

It is probable that the current culture and structure of the Club House will have a negative impact on the
success of the refurbishment project as well as the motivation of the workers when it comes to the
following:

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The Influence of Culture

Due to existing long-standing customs and practices, employees and management across the company has
grown resistant to change. This resistance also results in a clear absence in originality and creative thinking.

Lows levels of motivation and engagement across the entire Club House is also evident. This applies across
top leadership, department heads and staff members. As a result, these directly impacts the financial and
operational performance of the organisation, resulting in falling membership numbers. In the long term, this
will become an existential crisis for the organisation as a going concern.

This will directly impact the ability to adapt to the new leadership team, vision, operational process
enhancement, and attitude to customer service excellence. Therefore, there is potentially a need for the
management to adopt a retain, retrain, replace, and recruit strategy.

Influences on the Organisational Plan

- Decision-making procedures that rely on a laissez-faire approach

- There is a lack of coordination across the several other functional domains
- Difficulties encountered throughout the process of putting in place new protocols and operating
systems
It is recommended that the Club House prioritise the following in order to mitigate the effects of these
challenges:

In order for any business to achieve success, it is essential to cultivate a culture that is open to change, to
encourage employee participation in decision-making, and to cultivate communication and collaboration
among different departments.

The development, monitoring, and evaluation of a leadership strategy will be essential phases in the process.
A clear change management strategy, communications plan, and organisational restructuring will be
required to effect the change in leadership strategy.

For the purpose of providing support for the company's mission, vision, values, and objectives in relation to
the Club House, it is recommended that a comprehensive leadership plan (Griffith et al, 2019) be
established. This should be followed by a change management plan, incorporation of a project team, clear
project deliverables, and regular reports to the project steering committee.

Design and Development of a Strategy

- Conduct a comprehensive review of the leadership strategies that are currently in use in the
organisation.
- Maintain a consistent alignment between the development of leadership and the goals of the
organisation (Mascherano et al, 2020).
- Put into action the concepts that are associated with transformative leadership.
- Foster the development of a school of thought that places a premium on continued upskilling and
innovation.

Observation and Assessment of Progress

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- In alignment to a new leadership plan, new key performance indicators (KPIs) are essential. These
KPIs need to be reasonably stretched, quantifiable and measurable.
- KPIs should also include adherence to policies and procedures (governance), upskilling, and
operational improvement initiatives. This will enhance employee performance and allow
management to assess each employee effectively and objectively.
- Effective leadership also requires communications and feedback. This can be achieved with regular
townhalls, polls, performance and KPI reviews, and informal information gathering from staff
members.
- Conduct an analysis of the plan and make any necessary modifications based on the data collected
from continuing performance.
A more engaged workforce, enhanced operational efficiency, and a stronger alignment of the Club House's
human resource practices with the organisation's goals are all possible outcomes that can be accomplished
via the implementation of this leadership style. These are just some of the possible benefits that can be
reached.

7. Conclusion

When it comes to the management and human resources procedures that are currently in place at The Club
House, the company is facing a number of significant challenges. The company can effectively navigate its
modernisation efforts and improve its overall performance by cultivating a culture that encourages
innovation and employee involvement, putting into practice the ideas of transformational leadership, and
taking a more strategic approach to human resource management (HRM). These are all ways that the
company can improve its overall performance.

8. References

Agustian, K, et al. (2023), Human resource management strategies in achieving competitive advantage in
business administration.

Journal of Contemporary Administration and Management (ADMAN) 1.2: 108-117.

Arshi, T., et al. (2019), Assessing impact of employee engagement on innovation and the mediating role of
readiness for innovation

International Journal of Comparative Management Vol. 2, No. 2

Griffith, J., et al. (2019), Creating comprehensive leadership pipelines: Applying the real options approach to
organisational leadership development

Human Resource Management Review 29.3: 305-315.

Jameel, A. (2022), The impact of horizontal organisational structure on the decision-making process.

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İstanbul Gelişim Üniversitesi Lisansüstü Eğitim Enstitüsü

Jensen, U et al. (2019), Conceptualizing and measuring transformational and transactional leadership

Administration & Society 51.1: 3-33.

Mascareño, J., et al. (2020), Envisioning innovation: Does visionary leadership engender team innovative
performance through goal alignment?

Creativity and Innovation Management 29.1: 33-48.

Mohsen, A, et al. (2020), Employee participation in decision making and its effect on job satisfaction.

(2020): 415-422.

Nordholm, D., et al. (2023), In the eye of the storm? Mapping out a story of principals’ decision-making in an
era of decentralisation and re-centralisation

Journal of Educational Administration and History. Volume 55, 2023 - Issue 4

Reza, M. (2019), Components of transformational leadership behavior

EPRA International Journal of Multidisciplinary Research 5.3: 119-124.

SZCZEPAŃSKA-WOSZCZYNA, K. (2018), Strategy, Corporate Culture, Structure and Operational Processes as a

context for the innovativeness of an organisation

Foundations of Management, Vol. 10

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