Centre Name and No

(ASS01BTEC)

OPAL COLLEGE LONDON

ATHE HRMLevel 7Unit No: 6.1Unit Title: Human Resource Management

Assignment No: 1Assignment Title: The role of Strategic Human Resource Management in achieving organisational effectiveness: A Case Study of BUPA Date Set: 2nd July 2014

Due Date: 22nd August 2014

Learning Outcomes Covered:1. Understand the role and importance of human resource management in achieving organisational effectiveness.2. Understand the formulation and implementation of human resource strategies.3. Be able to assess a range of HR strategies that may be implemented within an organisation.4. Understand contemporary issues affecting strategic human resource management.GRADING OPPORTUNITIES AVAILABLE

Outcomes/ Grade DescriptorsP1.1P1.2P1.3P2.1P2.2P2.3P3.1P3.2P4.1P4.2

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OUTCOMES/GRADE DESCRIPTORS ACHIEVED (please tick)

Outcomes/ Grade DescriptorsP1.1P1.2P1.3P2.1P2.2P2.3P3.1P3.2P4.1P4.2

COMMENTS:

Assessor: Korsima Lindsay Signature: Korsima Lindsay Date: 2/07/2014

IV COMMENTS:IV:

Signature:

Date: Name of the AssignmentAssignment Brief

Scenario

About the healthcare industry

The healthcare industry is the sector that provides goods and services to treat patients. The healthcare sector encompasses hospitals, hospices, nursing and care homes and dental practices. The sector is very varied and operates across a range of organisations within the public, private and voluntary sectors.In the UK the healthcare industry employs over 2 million people. The National Health Service (NHS) offers free healthcare to all UK citizens. There are also a number of large private healthcare organisations such as Bupa and Nuffield Health. During the recent economic downturn some areas of the healthcare industry, predominantly the NHS, has seen significant reorganisation and budget cuts.In early 1947, seventeen provident associations merged to form the British United Provident Association Limited, commonly known as Bupa. Since then, it has grown to become a global provider of private healthcare. The company provides health insurance, home healthcare, health assessments and chronic disease management services in Australia, Bolivia, China, Ecuador, Hong Kong, India, Mexico, New Zealand, Saudi Arabia, Spain, Thailand, USA and UK. Bupas mission is to help people lead longer, healthier, happier lives. Because it is non-shareholding companywithout shareholders seeking dividendsprofits can be re-invested back into the organisation to provide more and better healthcare. Lord Leitch, Chairman of Bupa Healthcare Groups statement for 2013 says that: 2013 has been another good year for Bupa. The momentum and sense of what's possible for our organisation, our customers and wider society is increasingly clear at all levels within the company. Our Bupa 2020 vision, which we announced late in 2012, is being embraced by our people, and we are progressing towards our goals.

Our ability to generate strong financial performance despite adverse market conditions and whilst investing in significant change and development, is testament to both the efforts of our teams across the world and the clarity provided by our Bupa 2020 vision.

We have also been focused on our acquisition strategy, confidently moving at pace to enter new markets and expand in existing ones, where we see the opportunity to add value. 2013 has seen six major acquisitions enabling investment in new growth segments such as dental and provision, including primary care and diagnostics. Our status, with no shareholders, allows us to focus more on the long-term. We have invested our capital in businesses that build on our expertise in funding and providing healthcare services for every life stage.

At the start of the year, we welcomed LUX MED to Bupa, following our acquisition of the business in April 2013. A month later we completed the acquisition of Dental Corporation, Australia and New Zealand's largest dental group.

Over the summer we announced the acquisition of Richmond Care Villages, five high quality care villages across England, with planning permission for an additional three.

In October, we purchased Quality HealthCare, Hong Kong's largest private clinic network.

Towards the end of the year we acquired 49% of Highway to Health, Inc, a US-based specialist health insurance and services company. Finally, early in 2014 we were successful in acquiring 56% of Cruz Blanca, one of Chile's leading healthcare companies.

In 2014, we will focus on delivering growth from our existing and acquired businesses, whilst realising further benefits from integration Bupa which employs 70,000 people worldwide believes its reputation is built on the quality of its care, service and expertise. To achieve this quality, it attracts and retains excellent people and harnesses and develops their talent. As an HR Director of Bupa, you have been invited to present an annual report on the role and importance of human resource management in achieving organisational effectiveness. Also, you are required to address the issues that must be considered when formulating and implementing human resource strategies. Another section of the report should assess a range of HR strategies that may be implemented within Bupa. And lastly, analyse contemporary issues affecting strategic human resource management within Bupa and healthcare services industry. You also need to take stock of a range of issues impacting the healthcare services industry, globally or nationally. You are required to visit the companys website, annual and financial reports to familiarise yourself with its strategy, corporate goals and operations. Where possible consult Bupa centres, managers and employees in London and beyond for information. Use relevant assumptions where necessary to develop your analyses.

Tutor Notes

Your assignment should be handed in by the deadline.

This assignment must be your own work and original.

All sources of reference must be included.

You will be expected to check spelling mistakes and grammar.

Your name, student no and unit no should be in the footer of every page.

Your answer must be in report format

Tasks

Task 1

As an HR Director of Bupa, write a report on the role and importance of human resource management in achieving organisational effectiveness. Your report must be framed within the context of Bupas operations and its operating environments, and should address the following:a. Define strategic human resource management.

b. Explain the importance of human resource management in organisations.c. Analyse the framework of strategic human resource management.Task 1 covers assessment criteria 1.1, 1.2 and 1.3.

Task 2

The second section of the report should address the formulation and implementation of human resource strategies. Hence:a. Analyse the strategic human resource process.b. Assess the roles in strategic human resource management.c. Analyse the development and implementation of human resource strategies for Bupa.Task 2 covers assessment criteria 2.1, 2.2 and 2.3.

Task 3Assess a range of HR strategies that may be implemented within Bupa. Your report should:

a. Identify a range of HR strategies for Bupa.b. Assess HR strategies and their application in Bupa.

Task 3 covers assessment criteria 3.1 and 3.2.

Task 4Understand contemporary issues affecting strategic human resource management. Your report should:

a. Identify contemporary issues affecting strategic human resource management.b. Analyse contemporary issues affecting strategic human resource management.

Task 4 covers assessment criteria 4.1 and 4.2.

Criteria for PASSCriteria for PASS Possible evidence

1. Understand the role and importance of human resource management in achieving organisational effectiveness. 1.1 Definitions Definitions and models of strategic HR management (eg. contingency model, best practice model, Harvard Framework, Ulrichs model, control based, resources based etc); fundamentals and characteristics of strategic HR management; types of strategies (eg. personnel, generalist, outsourced, centres of excellence etc); approaches to strategy, criteria for successful strategy

1.2 Importance Legal requirements; contribution to the organisation; fit with corporate strategy; human capital management; improving organisational performance through strategic HR management; alignment of HR and corporate strategy

1.3 Framework; (eg. Harvard model) Stakeholder interests (shareholders, managers, employees, employee organisations, government), situational factors (characteristics of workforce, business strategy, organisational culture, labour market, social context); HR policy choices (employee influence, work systems, reward systems); outcomes and consequences of choices

2. Understand the formulation and implementation of human resource strategies.

2.1 Process Setting strategic direction, long term versus short term, organisational design,

audits, designing the management system, planning total workforce/demand forecasting, generating required human resource, developing people and performance/reward management systems, assessing organisational competence and performance/development strategies

2.2 Roles Role of top management/Board of Directors, stakeholders, strategic HR role of front-line management, HR Function, HR specialists/consultants

2.3 Development and implementation Conducing a strategic review, setting out the strategic HR plan, implementing HR strategies

3. Be able to assess a range of HR strategies that may be implemented within an organisation.3.1 Range of strategies Strategies for improving organisational performance (organisational, development, transformation, culture management, knowledge management, developing trust, reward); talent management; succession planning; resourcing strategies (HR planning, flexibility, retention, talent management etc); learning and development strategies (learning culture, learning, organisation, organisational learning strategies, individual learning); performance management (definition and purpose, scope, process, approaches); reward strategy (purpose, characteristics, structure, developing the strategy, effective strategies, impact on management); employee relations strategy (issues, background, HR approach, policies, partnership agreements, employee voice strategies)

3.1Application How strategies apply in different organisations; measuring success of strategies; fit with organisational strategy, culture and mission

4. Understand contemporary issues affecting strategic human resource management.4.1 and 4.2 Contemporary issues should be identified and analysed to assess their impact on human resource management. Content here may change as issues change and can be contextualised to suit learners own country, organisation and environment.

Examples of topics include:

Internationalism and challenges for strategic HR management; diversity management and equal opportunities; downsizing and its strategic implications; legal; globalisation; culture/equality and diversity; work life balance; communication/IT