Human Resources Management Case Study Barclays

Human resource management (HRM) was known for managing personnel, recruiting and selecting candidates. It was more concerned with administrative work and applying rules and procedures to employees (Legge, 1995). As the work environment became more sophisticated and more unstable, the work of HRM changed and became more flexible to respond to those changes and became more professional in order to handle work effectively since its work has been upgraded to reach a strategic level in the company. The importance of HRM is that good management can deliver good business results which can affect the performance of the organization, the HRM nowadays should contribute in the development of the business and in the accomplishment of the overall plans

In order to cope with the changes in the environment, Barclays has decided to align its business strategy with hr practices in order to increase employee’s motivation by delegating more responsibilities to them by delegating recruitment to line managers through intensive training courses on how to recruit effectively which changed the HR’s role from recruiting to coaching, and valuing cashiers by upgrading their wages and make them feel indispensable for the company’s operations, also its new HR strategy will help in increasing cross-functional work that helps in reducing barriers between functions and make them cooperate and coordinate work that leads to better integration and better performance management, recruitment in now made on the basis of attitude not on experience because of Barclay’s new vision of performance where a certain attitude in customer service is seen to be better than experience, also the recruitment process is now quicker than before in order to capture good candidates before competitors do which will result in better customer service and that will increase the bank’s performance, so it has invested in telford project which consist of delivering four objectives in limited time

There has been differences between the advisor role and change agent role where the first in concerned with internal consulting actively offering HR advice and expertise to senior and line managers and the other is more proactive, actively progressing culture change and organizational transformation and even many organizations sees them as consultants. The change agent in this case is telford that advised the company to apply 4 major changes and to develop an appraisal program for cashiers to link performance with reward and giving them more value by increasing their salaries and make them realize the importance of their work, and to change the role of branch managers and increase their participation in selecting and recruiting suitable staff, they were delegated with more autonomy and leadership in order to deliver better customer service, for that they needed more training and skills than before so they can be effective in their new role profile, and the ones that failed with the training courses were given different roles in