- Identifies 3 users of HR services internal to your organisation and for each of them at least 2 key needs
- Explains how HR/L&D can ensure the needs of these 3 service users are prioritised effectively
- Identifies 3 methods of communication to your service users and explain the advantages and disadvantages of each
- Describes the key components of effective service delivery including building and maintaining good relationships, handling and resolving complaints, dealing with difficult customers, timely service delivery, budget implications and continuous improvement.
Internal users of HR services in an organization and their key needs
The three key internal users of HR services include: the directors/senior management, the employees, and the union representatives (Huang, J., & Martin-Taylor, M. 2013).
The Directors/ Senior Management
The directors of McDonald’s limited are responsible in setting the strategic direction of the business. Therefore, their views in the HR and L & D must be taken care for efficient running of the organization. Their key needs are to ensure that there is a bridge of noteworthy capability gaps and time scales for deployment. They expect the HR department to oversee recruitment, check no matters affecting the employees and administer compensation.
McDonald’s employees need apparent and timely communication. They are eager to know, detect and discern on what is happening in the HR department. The information is of momentous as it will assist them to unravel the effect of any decision made. The information that is useful to them includes the model of business process, quagmires and bottlenecks with the working practices.
The union prime apprehension and concern is protecting the welfare of its members. The union needs to be on constant communication with their client who in this case is the employees. The union representatives need to give timely, honest and clear information to their client on what is happening at the HR department. The union requirement is that the HR will offer support of frequent skills development of their members.
Explains how HR/L&D can ensure the needs of these 3 service users are prioritized effectively
There are various ways that HR/L&D can ensure that their needs are prioritized efficiently. Firstly, the HR should become a partner with the directors and senior managers. In this regards, he will be part of the strategy execution. Thus, the McDonald’s HR will be part of those who moving to the market place to implement on what has been discussed in the conference room (Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012).
Secondly, the HR should heartily represent the grievances and concern of the employees to the management. According to Meijerink, J., Bondarouk, T., & Kees Looise, J. (2013), the HR should push for increasing employee contribution. That will have an impact on the commitment of the employees to the organization and their ability to deliver results.
Thirdly, the McDonald’s HR should be a specialist in the way the work is executed. That will ensure that he reduces cost, increases administrative efficiency, and maintain the quality. Lastly, the HR should act as an agent of incessant transformation. These will ensure the HR process is shaped and there is a lasting culture that together improves an organization capacity to change.
Identifies 3 methods of communication to your service users and explain the advantages and disadvantages of each
The HR should find a proper way to communicate on policies, boost employee’s morale, facilitate change, enable continuity and succession, and prevent turnover. In order to achieve this, the employees need to use the following three methods of communication.
According to Cheung-Judge, M. Y., & Holbeche, L. (2015), face-to face communication is significant when dealing with the directors, employees, and the union representatives. The HR need to employ different skills depending whether they’re seeking a changed reply from their users. It is an effective method as it uses body language to convey the message. The method assist the interacting teams to create the mutual understanding that comes with engaging. The face-to-face communication also facilitates dialogue between parties so as to come to into a reasonable conclusion. It is also used when there is need to clarify issues in an organization.
In this method of communication, the HR manager uses internal memos, notices or posters, staff magazines and so forth to communicate to their staffs (Meijerink, J., Bondarouk, T., & Kees Looise, J. 2013). In this method of communication, they provide lucid statements of discussions and outcome from the discussion can be edited filed and recorded.
The HR need not to assume the digital platform such as social media that have revolutionized communication. People rely profoundly on social media to get updates and information. The internet emails and intranet are used by most organization (Cheung-Judge, M. Y., & Holbeche, L. 2015). They are cheaper and faster. The users can be able to get the information from the HR conveniently. Information sent online can be edited without difficulty and shared between the McDonald’s staff. The information can be effectively stored within files.
Key components of effective service delivery
Effective service doesn’t just happen. Firstly, the HR needs to build and maintain the good relationship. The HR can achieve that by keeping the lines of communication open to members. Secondly, the HR needs also to handle and resolve any complaint that comes on his desk. That can be achieved through taking a realistic approach to solving problems. Thirdly, there is also need to deal with difficult users of his office. That can be achieved through learning the employee’s personality and the best way to handle them. The HR manager also needs to offer timely service delivery. If an employee has requested for leave, the HR need to prepare that in advance. Lastly, they should deal with budget inference and unremitting improvement. The improvement in budget and cutting down of cost ensures that there is no conflict between the HR department and the senior management (Ryu, K., Lee, H. R., & Gon Kim, W. 2012).
Cheung-Judge, M. Y., & Holbeche, L. (2015). Organization development: A practitioner’s guide for OD and HR. Kogan Page Publishers.
Huang, J., & Martin-Taylor, M. (2013). Turnaround user acceptance in the context of HR self-service technology adoption: an action research approach. The International Journal of Human Resource Management, 24(3), 621-642.
Jiang, K., Lepak, D. P., Hu, J., & Baer, J. C. (2012). How does human resource management influence organizational outcomes? A meta-analytic investigation of mediating mechanisms. Academy of management Journal,55(6), 1264-1294.
Meijerink, J., Bondarouk, T., & Kees Looise, J. (2013). Value creation through HR shared services: towards a conceptual framework. Personnel review, 42(2), 154-175.
Ryu, K., Lee, H. R., & Gon Kim, W. (2012). The influence of the quality of the physical environment, food, and service on restaurant image, customer perceived value, customer satisfaction, and behavioral intentions.International Journal of Contemporary Hospitality Management, 24(2), 200-223.