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Explain the relationship between the Human Resources (HR) functions and other business functions

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Explain the relationship between the Human Resources (HR) functions and other business functions

Section 1: Understand the principles of work force management



AC 1.1


Explain the relationship between the Human Resources (HR) functions and other business




You need to give details of a number of the roles and responsibilities undertaken by Human Resources functions


The function of HR includes: recruitment, disciplinary, retention, reward, recognition, training, performance improvement, employment law (and protection).


You need explain how these roles and responsibilities relate to other business functions in achieving organisational objectives.


AC 1.2


Explain the purpose and process of workforce planning


You need to define the purpose workforce planning and explain the stages in the process of workforce planning.


 Workforce planning


To answer this question, you need to explain what activities take place when you workforce plan and how this meets the objectives of the business. For example, if the objective was working towards a certain KPI, then one activity towards workforce planning would be assembling a team of staff to make this was their priority and giving them guidelines on how to achieve this.


AC 1.3


Explain how employment law affects an organisation’s HR and business policies and practices


You need to explain what employment law is and how complying with requirements of at least two different forms of employment legislation is achieved through company policy, procedures and practices. Examples you could use are employment rights, health and safety procedures, contractual agreements, equality and diversity polices and grievance procedures


AC 1.4


Evaluate the implications for an organisation of utilising different types of employment contract


You will need to define at least two different types of employment contract and describe their main features. You need to evaluate the effectiveness of these contracts by examining their advantages and disadvantages for the organisation. You need to decide which employment situations/relationships these contracts are most suited to and why.


 Types of employment contract





AC 1.5


Evaluate the implications for an individual of different types of employment contract


You need to evaluate the effectiveness of these employment contracts by examining their advantages/ disadvantages for the individual. It is suggested you use the types of contract described in 1.4. If you use a different type of contract be sure to include a description the main features. You need to decide what factors that might cause an individual to prefer a specific type of employment contact to suit their purposes.


Section 2: Understand equality of opportunity, diversity and inclusion



AC 2.1


Explain the organisation’s responsibilities and liabilities under equality legislation


You need to explain the organisation’s responsibilities as set out in the Equality Act 2010. You need to explain what liabilities would be faced by an organisation failing to comply with this legislation.


You will find it helpful getting your own Equality Policy as a guide. The learner workbook on Fuse, pages 11 – 16, has some ideas and information to help you work from. Your ERR (Employee Rights and Responsibilities) which you may have already completed links to this unit. You might find it beneficial to go over what you completed for this workbook.


AC 2.2


Explain the benefits that effective equality of opportunity, diversity and inclusion policies bring to individuals and organisations


You need to explain the benefits of effective equality of opportunity AND diversity AND inclusion policies. Your explanation of the benefits of these policies should include more than one benefit for the individual and more than one benefit for the organisation and be illustrated.


The learner workbook on Fuse, pages 16 – 17, explores this area in detail.


AC 2.3


Explain the language and behavior that support commitments to equality of opportunity, diversity and inclusion


You need to explain how language AND behaviour supports commitments to equality of opportunity, diversity and inclusion. You should illustrate your explanation with examples of both positive and negative language, and positive and negative behaviour and their potential impact.


The learner workbook on Fuse, pages 17 and 18, covers some of this. You will need to look at your own Equality Policy to guide you.




Explain how to measure diversity within an organisation


Measuring of diversity can involve the use of quantitative, representative date – age, gender, racial origin – linked to recruitment, promotion, access to and take-up of training opportunities etc. It can also involve the use of qualitative information – employee satisfaction surveys, analysis of employee complaints/grievances, observations of language and behaviour etc.


The video on Fuse: “Monitoring Diversity” covers this topic. There are also two factsheets to aid you.

The learner workbook on Fuse, page 18, touches on this topic.





Section 3: Understand team building and dynamics



AC 3.1


Explain the difference between a group and a team


Both ‘groups’ and ‘teams’ are collections of people but there are a number of characteristics that


make them different. You need to explain what these differences are. Think about the


characteristics, the similarities and differences and their purpose.


“A  group is two or more individuals who share common interests or  characteristics and whose


members identify with each other due to similar  traits” (Boundless.com, 2015)


Teams and groups differ in five key ways: task orientation, purpose, interdependence, formal


structure, and familiarity among members.” (Boundless.com, 2015)


For more information, click this link:








AC 3.2


Outline the characteristics of an effective team


A team shares a common goal or objective and there are a number of other characteristics that will make the team effective in achieving that goal or objective.


You need to outline what you believe those characteristics are.


When considering an effective team, think about:


x      Teams in your workplace, how and why they work together successfully.


x      Characteristics and behaviours that cause teams not to work well.

x      Does your team work together sharing a common goal?

x      What drives your team to be a success?



AC 3.3


Explain the techniques of building a team


Having identified the characteristics of an effective team rather than merely a group or collection of people, you need to understand how those characteristics can be developed. There are a number of techniques that can be used.


You need to identify and explain how to use at least two of these techniques.


Think about the team you have now, how could you develop them both individually and as a team? Examples could include performance management systems and team building days.



AC 3.4


Explain techniques to motivate team members


For a team to be effective its members must be willing and motivated to achieving the team’s objectives. If team members are not motivated to achieve this, the team’s effectiveness will be





reduced. Individuals are all influenced by different motivational needs that they seek to satisfy and there are a number of theories that explain how this occurs.



You should chose at least one of these recognised motivation theories and describe the main


features. Explain what techniques can be used to motivate team members and when and why they


will be effective. Examples will help you to illustrate your answer.


 Motivation Definition


Motivation theories/models that you may wish to use are:


x      Maslow’s hierarchy of needs


x      Herzberg’s hygiene factors


x      Vrooms expectancy theory


AC 3.5


Explain the importance of communicating targets and objectives to a team


One of the key defining factors of an effective team is that they share a common goal or objective and are aware of targets they are working towards. There are a number of ways in which these can be communicated to them by the organisation. On the other hand, inappropriate communication or lack of communication, can produce negative effects


You need to explain the main ways targets and objectives can be communicated to a team and why


this is important. The impact of inappropriate communication should also be included in your




Section 4: Understand performance management



AC 4.1


Identify the characteristics of an effective performance management system


Performance management is a holistic process of bringing together many activities that collectively


contribute to the effective management of people. The ultimate aim of such a system is to improve


overall organisational performance There are number of characteristics in an effective system.


x     Objective and target setting


x     Employee development


x     Appraising and measuring performance


x     Giving feedback


x     Motivation and reward


x     Managing underperformance


Use the above points to discuss how they affect performance management systems.


AC 4.2


Explain the uses of Specific, Measurable, Achievable, Realistic and Time-bound (SMART) objectives and priorities





SMART objectives ensure that objectives are clear with what needs to happen, when it needs to happen, how it needs to happen and also the objectives are obtainable. You need to explain how each part of SMART can be used when setting objectives and priorities to team members.


AC 4.3


Describe best practice in conducting appraisals


For this criteria, you need provide detail on how to conduct appraisals in the best possible manner. You should include factors like: collection and authenticating performance data, privacy of environment where conducting appraisal, building a rapport with the team member, knowledge of job role from the appraiser, clear KPI’s and targets, preparation, etc.


AC 4.4


Explain the factors to be taken into account when managing people’s wellbeing and performance


An organisation has a moral and legal responsibility to secure the well- being of employees. Research indicates that well-being of staff can have a major impact on their performance. If wellbeing is undermined negative effects can include:


Sickness and absenteeism


x      Errors


x      Poor customer service


x      Negative atmosphere


x      High staff turnover.


To provide more positive approach to promoting wellbeing for employee’s, organisations should consider:


x      Effectiveness of employee communication


x      Employee work/ life balance


x      Farness of employment terms and conditions


x      Job security


x      Training and development


x      Stress management and counselling



You need to identify at least two factors that may cause employee wellbeing to be undermined and their possible effects. Identify and explain ways that employers can offset these effects


AC 4.5


Explain the importance of following disciplinary and grievance processes


In handling underperformance disciplinary and grievance processes may need to be followed. You will need to identify and briefly describe the key stages in such a process and explain why it is important that these are followed.





Section 5: Understand training and development



AC 5.1


Explain the benefits of employee development


Employee development refers to the joint initiative between employer and employee to develop new or improved knowledge and skills - both personal and professional – through the provision of learning opportunities. Properly planned and organised this process delivers benefits for the organisation and the individual. You need to explain the benefits to the employee and the organisation to fully answer this question.


AC 5.2


Explain the advantages and limitations of different types of training and development methods


There are a number of different training and development methods that are available. These




x      Training – on or off the job


x      Coaching


x      Mentoring


x      Job rotation, secondment and work shadowing


x      Action learning sets – where a small group of individuals engage regularly to solve problems at work by sharing ideas and solutions.


x      Learning delivered through and distance or e-learning.


Choose at least two different training and development methods and explain their advantages and


limitations. You could use examples to illustrate your explanation to make it a stronger answer.


AC 5.3


Explain the role of targets, objectives and feedback in employee development


Successful training and development requires the identification of current and future training and development needs – for both individuals and the business. These should be in line with company objectives and agreed by relevant stakeholders.


Those needs should be defined in terms of targets and objectives and incorporated into training and development plans for both teams and individuals.


The ‘target’ is the overall goal or outcome desired.


‘Objectives’ are the activities that need to be completed if the target is to be achieved. The SMART model should be applied


‘Feedback’ is the process of monitoring progress being made in the achievement of objectives. This involves identifying achievements and areas that still needing improvement. Feedback can be formal or informal and is essential for the reinforcement of learning


It may help to answer the question if you identify a training need for an individual and explain how this can be translated into targets and objectives.


You also need explain the role that feedback will play in the successful achievement of targets and objectives








AC 5.4


Explain how personal development plans support the training and development of individuals


Personal development plans incorporate targets/goals and objectives and identify the specific actions to be taken with timescales. Resource requirements and milestones in the plan may also be included. The plan should provide for the opportunity for monitoring and review and for the learner to receive feedback at appropriate intervals


You should select a specific model of a development plan and explain the purpose of the elements of


the plan in achieving individual training and development.


AC 5.5


Explain how to make use of planned and unplanned learning opportunities to meet individuals’ preferred learning styles


Learning and development can be planned as activities on the development plan.


However there are occasions when situations occur that are not planned or predictable and that present the need or offer the opportunity for individuals to ‘learn’ as a result of reflective learning or action learning.


It is also important to acknowledge that not everyone learns in the same way. Some people learn from seeing something being done, others prefer to learn by doing something themselves. There are a number of models of learning styles and it is useful to know which style(s) of learning suit you best so that you can build this into your development plans. You should also know the preferred learning styles of others whose training and development you need to organise


AC 5.6


Explain how to support individuals’ learning and development


Apart from identifying training needs, and preparing and implementing training and development plans, there are a number of other ways in which the line manager can support individual and team development. Research indicates the effectiveness of formal training programmes is substantially increased by on- the- job support.


Such support includes:


x     Providing work based learning opportunities and resources including time


x     Providing feedback and guidance

x     Providing or arranging for coaching

x     Providing or arranging for mentoring


You should select at least two from the above list and explain how they can be used to support individuals’ learning and development.


Section 6: Understand reward and recognition



AC 6.1


Describe the components of ‘total reward’


Total reward looks at the package of both intrinsic and extrinsic rewards an employee receives. The component parts are financial reward, employee benefits, and non- financial benefits such as recognition.


You need to describe what might be included in each of these three components





AC 6.2


Analyse the relationship between motivation and reward


Employee rewards can be linked to the motivational needs of individual employees.


You need to identify the motivational needs of individuals – perhaps based on the motivation model(s) you used in section 3 and show how these link to the different components of a total reward system to show how motivation and reward are connected.


AC 6.3


Explain different types of pay structures


Pay structures refer to the collection of pay grades levels and bands the link related jobs so the organisations can develop a competitive, fair and transparent system of reward that is affordable for the organisation. The commonest structures are individual pay rates/ ranges, graded structures, and pay spines. However there are other variations.


You need to explain the basic elements of at least two different types of structure.


AC 6.4


Explain the risks involved in the management of reward schemes


There are a number of potential risks related to the management of any reward scheme. These could be legal, strategic or could relate to employee motivation.


You need to identify and explain at least two of these risks.

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  • Title: Explain the relationship between the Human Resources (HR) functions and other business functions
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  • Post Date: 2018-11-10T11:45:36+00:00
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