MAS Assigment HRM Plannig, Essays (university) of Human Resource Management

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ASSIGNMENT

HUMAN RESOURCE STRATEGIC PLAN

Contents

• 1. ORGANIZATION PROFILE......................................................................................................
• 2. THE STORY OF SUCCESS OF HRM FUNCTION OF MAS HOLDING...............................
• 3. STRATEGIC HUMAN RESOURCE PLANNING....................................................................
     • 3.1. Theoretical Background of Strategic Human Resource Planning........................................
     • 3.2. Assessing the current Human Resource capacity.................................................................
     • 3.3. Forecasting Human Resource requirements.........................................................................
     • 3.4. Gap analysis..........................................................................................................................
• 4. HUMAN RESOURCE STRATEGY.........................................................................................
     • 4.1. Theoretical Background of Human Resource Strategy......................................................
     • 4.2. Human Resource Strategy of Mas Holding Company........................................................
     • 4.3. Human resource strategies to support organizational strategies.........................................
       • 4.3.1. Recruitment and Selection...........................................................................................
       • 4.3.2. Performance Management...........................................................................................
       • 4.3.3. Training and Development..........................................................................................
       • 4.3.4. Rewards and Recognition............................................................................................
       • 4.3.5. Human Resource Information System.........................................................................
• 5. HUMAN RESOURCE MANAGEMENT AND ORGANIZATION PERFORMANCE.........
• 6. CONCLUSION..........................................................................................................................
• 7. REFERENCES..........................................................................................................................
  • Figure 1 HR Planning and Analysis model.....................................................................................
• Figure 2 Steps of Strategic Human Resource Planning...................................................................

 Main objectives of Mas Holding  To provide solutions for customer needs.  To achieve competitive advantage.  To achieve better efficiency in operations. [ CITATION Placeholder2 \l 1033 ] Sri Lanka apparel industry and apparel export industry is an one of significant and dynamic contribution to Sri Lanka national economy and will have continuous growth in future[CITATION Placeholder1 \l 1033 ].Mas is consider as the South Asia largest manufacturer of lingerie and introduce in year 1987[CITATION Placeholder2 \l 1033 ].Mas has three founders and this name was create based on names of founders and they introduced lingerie manufacturing to South Asia[ CITATION Placeholder2 \l 1033 ].

M ahesh Amalean

A jay Amalean

S harad Amalean

In beginning of Mas holding they started to produce lingerie and then it converted to sportswear, performance wear and swimwear.Mas holding is a one of Sri Lanka’s largest apparel manufacturer and performing in 15 countries all over the world.Mas annual turnover exceed USD 300 Million [ CITATION Placeholder2 \l 1033 ] and Mas Holding contributes to Sri Lanka economy via contributing Gross domain product and company create more opportunities to employees and hence it helps to reduce country unemployment rate and then it enhance employee wellbeing. Mas holding provides design to delivery and gain more foreign currencies to country and help to economy of country.

2. THE STORY OF SUCCESS OF HRM

FUNCTION OF MAS HOLDING

Founded Mas Holding at 1987

Mas holding is a success company when considering their Human resource function and they proofed that in their past life time and they won many awards and medals for Human resource related areas.[ CITATION Placeholder2 \l 1033 ]  Special award for best housekeeping was awarded by Mas Holding in National Safety Award ceremony which is organized by National Institute of occupational safety and health. Measure the performance by giving more attention on longest accident free period and lowest injury frequency rate.  Merit award from National Institute of occupational safety and health in 2016.  PVH Global vendor category award for strategic advancement in Human rights and sustainability in year 2015.  Best working standards for female workers given by Central Java, Indonesia in year

 National Occupational Health and safety Gold award in year 2014.  Became winner for excellence in Training from Asia’s Best Employer Brand Awards conducted by “The world Human Resource Development Congress’ in year 2012.  Became winner for Women’s Empowerment from Asia’s Best CSR Practice Awards.  AON Hewitt and AHRP Sri Lanka Gold award at the HRM awards 2012.  Became women’s Empowerment corporate leader in Sri Lanka at 2012 organized by The New economy British Magazine.  Became winner for best Human Resource strategy from Asia’s Best Employer Brand Awards conducted by “The world Human Resource Development Congress’ in year

 National safety award in Apparel and Allied industries given by Department of Labor and Employee Trust Fund board in year 2010 and 1999.  Won the Gold award from National Human Resource awards conducted by Association of Human Resource Professionals in year 2007.  Won Gold award from National Human Resource Management awards for most innovative Human resource practice in year 2003.

Figure 2 Steps of Strategic Human Resource Planning

3.2. Assessing the current Human Resource capacity

The first step of strategic human resource planning process is to identify the organization current human resource or current staff based on organization strategic plan. Current staff should identify with knowledge, skills, competencies, capabilities and abilities and to identify those things organization can develop skill inventory for each employee[ CITATION Placeholder12 \l 1033 ]. Skill inventory list all skills, special skills, education level, recreational or volunteer activities of each and every employee and organization can use past records of employees, past performance records, performance assessment form and employee self-evaluated forms for assess current human resource capacity[ CITATION Placeholder12 \l 1033 ].

Assessing the current Human Resource capacity of Mas Holding

Mas holding uses strategic human resource planning and they asses their current human resource capacity based on organization goals, objectives and strategies. Mas holding uses skill inventory, performance records, training records, employee master file, employee log books, manager’s and supervisor’s review and evaluation reports on employees and employees personal files to asses current human resource capacity of the organization[ CITATION Placeholder2 \l 1033 ]. Mas holding consider capabilities, competencies, educational knowledge, professional knowledge, experience, recreational skills, special skills needed to perform a job and strengths and weaknesses of employees when assessing current human resource capacity[ CITATION Placeholder2 \l 1033 ].

3.3. Forecasting Human Resource requirements

Second step of human resource strategic planning is to forecasting human resource requirement of the organization. After identify current capacity organization should turn to think future requirement and need to identify future requirements also. Human resource forecasting need to identify which type of employees and how many employees need in the future[ CITATION Placeholder12 \l 1033 ].Organization should identify human resource demand and supply in this stage and should base on organization goals and objectives[ CITATION Placeholder12 \l 1033 ].Human resource forecasting step should answer following questions,  What are the organization strategic goals and objectives?  How many staff and which jobs need to achieve identified organizational goals and objectives?  What skills need to required staff?

analysis also includes identify requirement for new human resource practices or improvements in current human resource practices. Figure 3 Gap Analysis Fourth step will discuss briefly in chapter 4. Current Capacity Workforce profile Business Profile Company strategies Competencies Capabilities Current Status GAP Future Status Forecast Projected workforce Future workload Required competencies Changes in technology, economy, market and industry.

4. HUMAN RESOURCE STRATEGY

4.1. Theoretical Background of Human Resource Strategy

Human Resource Management Human resource management is an essential and critical factor for each and every organization. Human resource management performs a vital task in an organization and it integrate all characteristics of employees, all functions in organization and goals and objectives of organization[CITATION Placeholder3 \l 1033 ].All functions of Human resource management are directly related to achieve organizational objectives including market leader, competitive advantage, continuous growth and higher performance in finance, production, marketing etc. [ CITATION Placeholder3 \l 1033 ].Human resource management guide to get maximum utilization from employees to achieve organizational; goals while meeting employees’ needs and professional and career developments[ CITATION Placeholder3 \l 1033 ]. Human Resource Strategy Human resource strategy different from traditional concept of human resource management. Human resource strategy looking forward on long term and it consider as a long term strategy and it mainly targets on human resource planning and development to achieve future goals and objectives of the organization[CITATION Placeholder4 \l 1033 ].Human resource strategy can consider as a tool which uses by an organization to integrate organization culture, organization employees and set of goals and objectives and actions needed to achieve that goals and objectives[CITATION Placeholder5 \l 1033 ].Human resource strategy should align with organization vision, mission ,goals and objectives and should consider market characteristics and industry characteristics[CITATION Placeholder6 \l 1033 ].Human resource strategy should consider and aware about four key dimensions and they are organization culture, organization, people(employees) and human resource system of the organization[ CITATION Placeholder6 \l 1033 ].Effective human resource strategy should satisfy organization needs(including achievement of goals and objectives), employees professional & personnel needs and finally social ,environmental, market and customer needs[CITATION Placeholder7 \l 1033 ].Human resource strategy different from company to company and high performance management, high

eliminate unsuitable candidates from recruited pool and try to select most competent capable candidate to the organization[ CITATION Placeholder8 \l 1033 ]. Mas Holding Recruitment and Selection Mas holding apply two different criteria to recruitment and selection.  Vacancies in shop floor operations (machine operators, line crew, drivers etc.) - gives first priority to internal recruitment and selection and uses paper advertisements.  Staff (Assistant) Executives (Managers) and above level (DGM, GM,CO,CEO)- uses social media and internet and Head hunting. [ CITATION Placeholder2 \l 1033 ]

4.3.2. Performance Management

Theoretical Background Performance management is a process and it creates the work environment to perform employees in their best and maximum level to achieve organizational goals and objectives[CITATION Placeholder10 \l 1033 ].Performance management start from employee job description and end when employee leaves from the organization. Performance management includes more tasks and activities and some of them are develop clear job description, provide effective and proper orientation and induction, provide ongoing training and education when needed, provide ongoing coaching, supervising and feedback and conduct performance development and management discussions etc.[ CITATION Placeholder10 \l 1033 ]. Mas Holding Performance management Mas holding performance management conducts quarterly or frequently and checks goal settings and level of achievement of that goals[ CITATION Placeholder2 \l 1033 ]. Organization applies feedback method and collect or get feedback continuously and review and consider employee individual and team actual or real achievement when setting goals and objectives[ CITATION

Placeholder2 \l 1033 ]. Managers trained and give responsibility to evaluate, coach and develop their employees and they should focus on employees[ CITATION Placeholder2 \l 1033 ]. Performance Management functions of Mas Holding  Day to day supervision  Ongoing supervision and training  Checking worksheets, time sheets  Performance reviews and appraisals  Conversations with employees  Team meetings and Project reviews  Learning and development needs identification  Identify and provide development opportunities  Offer feedbacks and conduct performance review. [ CITATION Placeholder2 \l 1033 ]

4.3.3. Training and Development

Theoretical Background Training and development is an organization strategy and it focus on how organization develop organization’s employees capabilities, skills, competencies, knowledge to achieve organizational as well as employees goals and objectives [CITATION Placeholder13 \l 1033 ] .Training and development.is play a vital role in an organization and it is an important part of organization overall strategy as a human resource strategy[CITATION Placeholder13 \l 1033 ].Training is an organization effort to give job related knowledge, skills, abilities and behaviors to employees with the goal of improving their performance and achieve organization goals and objectives and employee development is consider as a key to maximize value of human resource or asset. [ CITATION Placeholder13 \l 1033 ]. Mas Holding Training and Development

Peer Recognition Formal Recognition Program design by staff Nominations from staff Award selection by committee Limited involvement of administration Award Ceremony Certificate and cash award Pictures on webpage or magazines Table 2 Recognition of Mas Holding

4.3.5. Human Resource Information System

Human resource information system is a system which collect store and maintain data that needed to human resource management[CITATION Placeholder15 \l 1033 ].Human resource information system creates an integration between human resource management of organization and information system[ CITATION Placeholder15 \l 1033 ].Human resource information management system facilitate to employees to exchange data and information easily, accurately and timely without using papers. Human resource administrator is the most beneficiary part from the Human resource information system since he or she can save many hours due to system performance and they can use that time to another work and can get maximum benefit from saved time. Human resource information system provides different solutions and services such as employee training, payroll, human resource compliance, recruitment etc. Mas holding Human resource information system Mas holding uses Talent2o system top their human resource management and it is a fully integrated human resource capital management system[ CITATION Placeholder2 \l 1033 ]. It is integrating and standardizing the talent management processes and systems of the Mas holding. Mas holding has a customized human resource information system and it provides unique service to the organization and its employees[ CITATION Placeholder2 \l 1033 ]. According to Mas holding group human resource manager Talent2o system is user friendly system that contribute achieve employees and organization goals and objectives[ CITATION Placeholder2 \l 1033 ].

Main objectives of Mas holding Human resource information system are,  To provide accurate information at right quality, right time and relevant person or department.  To provide facility to access to information easily.  To facilitate analytical capabilities.  Deliver a standardized system driven process.  Improve employee engagement.

general public, functional and personal when planning human resource[ CITATION Placeholder2 \l 1033 ].

Organization Profitability and Human resource strategies

Most of the profitable and successful companies mention that proper and effective management of their human resource is the core reason for their success and it is common for all small scale, middle scale or large scale business organizations.[CITATION Placeholder18 \l 1033 ].  Mas holding consider their employees as their strength and organization creates can-do attitude in employee mind[ CITATION Placeholder2 \l 1033 ]. Employees of Mas holding work with high level of integrity and commitment toward to the organization and that causes to achieve organization goals as well as employees’ goals[ CITATION Placeholder2 \l 1033 ]

Achievement of stakeholders’ goals via Human resource strategy and

planning

Figure 5 HRM and link with stakeholder

6. CONCLUSION

With the time technology changes and all businesses and peoples’ work became more automated. Though many companies work with machines and new technology, their employees are the most valuable resource for the organization. According to MAS holdings, they think the reason for their success is their employees. Strategic human resource planning and human resource strategies are very important for MAS Holdings since it is a rapid growing business and has a considerable amount of market share. MAS Holdings consider their vision, mission, structure, goals and objectives when preparing human resource planning and they have proved many times the success of their human resources strategy, planning and human resource management. Human resource strategy Strategic Human Resource Planning Organization Productivity Profits Efficiency Survival Investors & Shareholders Return on sale Return on Assets Return on investment Customers Quality service and products Fair prices Innovarins Employees Compensation satisfaction Empowerment Job security Society Legal compliance Social Responsibility Ethical Management practices Suppliers,joint ventures Fair Treatment Mutual benefit Strong relationship