Unit 3: Management of Human Resources
Authorised Assignment Brief 1
Student Name/ID
Number
Unit Number and Unit 3: Management of Human Resources
Title
Academic Year 2024 - 2025
Unit Tutor Awais Ayaz
Assignment Title The Role of Human Resource Management (HRM) and
Organisational Development
Issue Date 23rd September 2024
Submission Date 5th January 2025
Submission Format
The assignment submission is pair work in the form of:
● a presentation that includes a separate workforce action plan. Student have to
submit the presentation slides and speaker notes should be submitted as one copy.
You are required to make effective use of PowerPoint headings, bullet points and
subsections as appropriate. The recommended word limit is 2,000–2,500 words in
the speaker notes for explaining the content of PPT slides in detial, although you
will not be penalised for going under or exceeding the total word limit.
All work must be supported with research and referenced using the Harvard referencing
system (or an alternative system). You will need to provide a bibliography using the
Harvard referencing system (or an alternative system). Inaccurate use of referencing
may lead to issues of plagiarism if not applied correctly.
Unit Learning Outcomes
LO1 Explain the impact of the role of HRM in creating sustainable organisational
performance and contributing to business success.
LO2 Produce a workforce action plan for recruiting and retaining talent to address
skills shortages in an organisation
LO3 Examine how external and internal factors can affect HRM decision-making in
relation to organisational development
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Transferable skills and competences developed
● Articulating and explaining information effectively
● Communication and listening, including the ability to produce clear, structured
business communications in a variety of media
● Conceptual and critical thinking, analysis, synthesis and evaluation
● Development and delivery of human resources (HR) solutions to the business,
appropriate to the organisational context
● Research, analysis and presentation of HR business data (both internal and external)
to provide insight, support solutions to business issues and track performance
● Curiosity about HR business trends and developments, incorporating them into work
Vocational scenario
Organisation
The organisation is a local car manufacturer*. It has both centralised and decentralised
functions. One of the decentralised functions is the HR function. The business requires
committed employees to ensure that the organisation is successful and sustainable, and
that it achieves its business objectives through strong performance.
However, like other industries, the automotive sector in the UK is experiencing skills
shortages. Too few engineers are sufficiently qualified to operate sophisticated
automated machinery and equipment or to support the advancements available via
emerging technologies. Such roles cover a number of disciplines, including design,
production and programmes, and quality, all of which require differing levels of skill,
experience and expertise.
Role
As a human resources administrator it is your job to understand human resource
management (HRM) practices and to provide information accurately and in a timely way
to the appropriate stakeholders. Your typical duties include:
● liaising with a range of people involved in policy areas such as staff performance and
health and safety
● recruiting staff, which involves developing job descriptions and person
specifications, preparing job adverts, checking application forms and shortlisting,
interviewing and selecting candidates
● making sure that prospective staff have the right to work at the organisation
● developing and implementing policies on issues such as working conditions,
performance management, equal opportunities, disciplinary procedures and
absence management
● preparing staff handbooks
● advising on pay and other remuneration issues, including promotion and benefits
● preparing management reports on employee-related data monthly.
*Select an appropriate car manufacturer to meet local needs.
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Assignment activity and guidance
Critical review
In your role of human resources administrator, one of your goals is to address the
issues of skills shortages and hard-to-fill vacancies in the organisation. You, together
with a colleague, have been asked by your line manager to undertake a critical review of
HR practices and processes to produce a workforce action plan for successfully
strengthening the organisation’s talent.
The review will critically compare strengths and weaknesses of specialist HRM areas and
their contribution to business performance and success and will evaluate how the
changing nature of the business environment is affecting the labour market.
Presentation and action plan
Your review is to be delivered as a presentation that gives a clear vision for the
organisation’s future people needs. The priority objective is to improve recruitment,
employee engagement and motivation, and to grow internal talent.
Throughout the presentation you will be critically examining and discussing the internal
HRM practices and processes, with a focus on recruitment and selection, as well as
external influences on HRM practices, to determine HR solutions for strengthening the
organisation’s talent management strategy.
The presentation will conclude with a workforce action plan that shows the actions that
need to be taken to successfully strengthen the organisation’s talent management
strategy and future-proof a sustainable workforce.
Recommended resources
Please note this is not a definitive list of resources but it will help you to start
your research by acting as a starting point of reference.
Websites
www.cipd.org Chartered Institute of Personnel and
Development (CIPD)
“Workforce planning”
(Fact sheet)
“Strategic workforce planning”
(Guidance)
www.industryforum.co.uk Industry Forum
“Skills needs in the changing global
manufacturing landscape”
(Article)
https://www.nissan-global.com Nissan Motor Corporation
“Sustainability Report 2023: HR development”
(Report)
https://recruitment.toyotauk.com Toyota Motor Manufacturing (UK)
“Toyota careers”
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(General reference)
Textbooks
Armstrong, M. and Taylor, S. (2023) Armstrong’s Handbook of Human Resource
Management Practice. 16th Ed. London: Kogan Page.
HN Global
Reading Lists. Available at: https://hnglobal.highernationals.com/learning-zone/reading-
lists
Student Resource Library. Available at:
https://hnglobal.highernationals.com/subjects/resource-libraries
Textbooks. Available at: https://hnglobal.highernationals.com/textbooks
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Authorised Assignment Brief 2
Student Name/ID
Number
Unit Number and Unit 3: Management of Human Resources
Title
Academic Year 2024 - 2025
Unit Tutor Awais Ayaz
Assignment Title Employee Engagement
Issue Date 23rd September 2024
Submission Date 5th January 2025
Submission Format
The assignment submission is in the form of:
● an employee engagement guidance document, which can be presented as a pdf
guide, a PowerPoint slide deck saved as a pdf or a handbook. You are required to make
use of headings, paragraphs, subsections and illustrations as appropriate. The
recommended word limit is 1,000–1,500 words, although you will not be penalised for
going under or exceeding the total word limit.
All work must be supported with research and referenced using the Harvard referencing
system (or an alternative system). You will need to provide a bibliography using the Harvard
referencing system (or an alternative system). Inaccurate use of referencing may lead to
issues of plagiarism if not applied correctly.
Unit Learning Outcomes
LO4 Apply HRM practices in a work-related context for improving sustainable organisational
performance
Transferable skills and competences developed
● Communication and listening, including the ability to produce clear, structured business
communications in a variety of media
● Effective communication skills, both verbal and non-verbal
● The ability to generate, develop and communicate ideas
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● Development and delivery of human resources (HR) solutions to the business,
appropriate to the organisational context
● Understand talent management models and how to recruit and develop people
Vocational scenario
In your HR administrator role you have had a performance review with your line manager. In
the review you discussed that, leading on from the earlier activity, you would like to consider
specialising in talent management to improve engagement with, and retention of,
employees in the car manufacturing company*.
*As selected for Authorised Assignment Brief 1 (AAB1) to meet local needs.
Assignment activity and guidance
Employee engagement guidance
Based on this discussion your manager has asked you to produce employee engagement
guidance for all staff members who manage other staff. You will devise an employee
engagement guidance document that will contain practical tools and techniques for
improving employee engagement and general information to help staff, line managers and
senior managers work together in increasing employee engagement and improving
retention in the company.
The guidance should present examples of good practice in employee engagement from
different areas (e.g. recruitment, performance management, professional development) and
discuss the advantages and disadvantages of HRM practices to support future
recommendations for improvement and sustainable approaches to enhancing
organisational performance.
Recommended resources
Please note that the resources listed are examples for you to use as a starting point in
your research – the list is not definitive.
Websites
https://businesscasestudies.co.uk Business Case Studies
“Recruitment selection and training”
(Article)
www.cipd.org Chartered Institute of Personnel Development
(CIPD)
“Employee engagement and motivation”
(Fact sheet)
“Managing for sustainable employee
engagement”
(Guidance)
www.hrzone.com HRZone
“What are employee relations?”
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(Article)
www.tescounderwriting.com Tesco Underwriting
“Our recruitment process”
(General reference)
Textbooks
Armstrong, M. and Taylor, S. (2023) Armstrong’s Handbook of Human Resource Management
Practice. 16th Ed. London: Kogan Page.
HN Global
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Learning Outcomes and Assessment Criteria
Pass Merit Distinction
LO1 Explain the impact of the role of HRM in creating sustainable
organisational performance and contributing to business success
P1 Explain the main areas of M1 Compare areas of HRM to LO1 and LO2
HRM and their contribution to create sustainable organisational D1 Critically evaluate the
creating sustainable performance. strengths and weaknesses
performance. M2 Examine HRM in relation to the of HRM in relation to
P2 Review the effects of the changing nature of the modern creating a sustainable
changing nature of business organisation. workforce action plan for
organisations on human recruiting and retaining
resources skills and talent.
knowledge.
LO2 Produce a workforce action plan for recruiting and retaining
talent to address skills shortages in an organisation
P3 Create a workforce action M3 Devise a strategic workforce
plan that addresses skills action plan for improving
needs, skills gaps and hard-to- recruitment and retention in
fill vacancies for recruiting and relation to the importance of the
retaining talent in an labour market.
organisation.
LO3 Examine how external and internal factors can affect HRM
decision-making in relation to organisational development
P4 Investigate the external and M4 Discuss the key external and D2 Evaluate key factors
internal factors that affect HRM internal factors that affect HRM affecting HRM decision-
decision-making to support decision-making, using relevant making to make valid
organizational organisational examples to recommendations.
development. illustrate how they support
organisational development.
LO4 Apply HRM practices in a work-related context for improving
sustainable organisational performance
P5 Apply HRM practices in a M5 Illustrate how the application of D3 Determine strengths and
work-related context, using specific HRM practices in a work- weaknesses of HRM
specific examples to related context can improve practices to make
demonstrate improvement to sustainable organisational recommendations for
sustainable organisational performance. improving sustainable
performance. organisational performance.
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