H R Sample

Table of contents

S. No Page. No

Introduction………………………………………………………………………………………………………………………… 3

LO1 HR plan supporting the strategic objectives in John Lewis partnership

1.1 Strategic importance of current, future and anticipated HR requirements

In John Lewis partnership……………………………………………………………………………………………… 4

1.2 Impact of HR planning activities on strategic plan of John Lewis partnership………………… 5

LO2 Legal and organisational frameworks for the employment of staff in John

Lewis Partnership

2.1 Current Legal requirements influencing HR plan in John Lewis Partnership………………….. 6

2.2 Process of recruitment and selection of new staff in John Lewis Partnership……………….. 7

LO3 Organisational environment effecting staff in John Lewis partnership

3.1 Organisational culture of John Lewis Partnership…………………………………………………………… 8

3.2 work life balance issues and the changing patterns of work practices in

John Lewis Partnership…………………………………………………………………………………………………… 9

LO4 Grievance, discipline and dismissal process in John Lewis Partnership

4.1 Grievance procedure in John Lewis Partnership...…………………………………………………………. 10

4.2 Stages of discipline resulting dismissal in John Lewis partnership………………………………….. 11

4.3 Role of ACAS, Employment tribunals and external agencies involving in grievance,

Discipline and dismissal processes………………………………………………………………………………….. 12

Conclusion……………………………………………………………………………………………………………………………… 13

References……………………………………………………………………………………………………………………………… 14

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Introduction

Ban field and Kay (2008) defined Human Resource Management (HRM) is an approach to the

management of employees that seeks to achieve the organization’s strategic goals through the

development, and well-being of a key resource it poses: people

Human resource management is aimed at recruiting capable, flexible and committed people, managing

and rewarding their performance and developing key competencies. An organization gains competitive

advantage by using its people effectively, drawing on their expertise and ingenuity to meet clearly

defined objectives.

The purpose of this assignment is to show the human resource planning in John Lewis Partnership

(JLP).It is a visionary and successful business owned by the partners (the employees of organisation)

dedicated to serving customers fairly and honestly, with 69,000 employees (partners) owning 29 John

Lewis stores, 223 Waitrose supermarkets and Green bee offering a range of travel, leisure and financial

services, in partnership with a turnover of 6.9 billion a year.

This paper will examine how HRM in the John Lewis Partnership contributes to the Partnership

organizational goals by supporting the strategic objectives and clearly explain the process of legal and

organisational frameworks for the process of recruiting, selecting, training and retaining the employees

and the effect of organisational environment on employees. Finally, I will analyze the role of HR in

grievance, discipline and dismissal process.

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LO1:- HR plan supporting the strategic objectives in John Lewis

partnership

1.1 Strategic importance of current, future and anticipated HR requirements in

John Lewis partnership

In John Lewis partnership HR strategies are established to support the attainment of the overall strategic

business plan and objectives. The strategy of the Partnership is focused on achieving three objectives,

which are mutually dependent and reinforcing through the Partner-Customer-Profit circle. Successful

business is the aim and the outcome of all three objectives:

Partners should gain personal satisfaction by being members of a co-owned enterprise in

which they have worthwhile, secure and fulfilling employment.

The Partnership should recruit and retain loyal customers and maintain our reputation for

outstanding value, choice, service and honesty.

The Partnership should make sufficient profit to sustain our commercial vitality, to allow

continued development and to distribute a share of profits each year consistent with Partners'

reasonable expectations over time.

HR planning in John Lewis Partnership plays a prominent role in recruiting and retaining the staff.

Emerging HRM policies and practices range from outsourcing certain non-core functions, adopting

flexible work practices and the increased use of information technology. The organisation need to grow

without compromising on their commitment to quality customer service is a Herculean challenge. As

JLP are extended their reach nationwide, also want to ensure that they recruit new partners from the

local communities along with use of Student transfer scheme to retain student partners planning to go

away to university or college. Skills development is crucial for business success and JLP is delighted by

the Government’s decision to back a National Skills Academy for Retail

The future strategic plan of HR in John Lewis partnership is the year 2012 ,as it will be a big challenge

for the organisation not just supporting the world’s biggest sport event but JLP will see the opening of a

new John Lewis department store in the Hare wood Quarter in Leeds making the mid way point of the

most ambitious expansion plan to date – a ten year £500 million programme of John Lewis and

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Waitrose stores expansion which helps in double the sales and increase work force to 100,000.The

Partnership's overall purpose is set out in the first Principle of Constitution 'the happiness of all its

members, through their worthwhile and satisfying employment in a successful business. This overall

purpose is developed further in the other Principles of the Constitution

1.2 Impact of HR planning activities on strategic plan of John Lewis partnership

John Lewis partnership’s HR planning begins with its strategic plan, which includes opening a new

store or cutting down costs. The partnership board develops goals and strategic objectives and its

responsibility of HR to plan an effective strategy in process of selection and staffing, organisational

development, training and development of employees to achieve the goals of the organisation.

The key activities of HRM contributing to achieve John Lewis partnership goals are:-

Partner benefit

Partner voice

Occupational health

(a) Partner Benefit

The benefits of working in the Partnership are considerable. Some are financed and run by the

business. Different range of benefits are given to partners such as annual bonus form the profit and

15% partner discount which technically increase the sales along with leisure activities organized

locally by every branch such as discount in restaurants, cinemas, hotels, and services include mobile

provider, and car repair services.

(b) Partner voice

John Lewis Partnership partner voice takes the shape of Partnership Council, and the main objective is

to share the responsibilities of ownership, as well as its rewards – profit, knowledge and power-,

representing all partners and reflecting their opinion (Partnership Constitution, 2009).

(c) Occupational health

John Lewis partnership attaches great importance to the health and well being of partners. The aim of

this service is to assess the health of potential partners at recruitment. Undertake workplace

inspections to identify working conditions that may results in ill health, advice on compliance with

relevant legislation along with encouragement of using treatment services such as physiotherapy,

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podiatry and counselling service which makes the partners feel comfortable at work and deliver their

performance.

LO2. Legal and organisational frameworks for the employment of staff in

John Lewis Partnership

2.1 Current Legal requirements influencing HR plan in John Lewis Partnership

John Lewis partnership is committed to providing equal opportunities for those applying for or in

employment, regardless of individual difference such as gender, ethnic origin, disability, sexual

orientation, age, disability as defined by the Disability Discrimination Act 1995, social background,

religion or beliefs. Recruitment is primarily the role of the section manager personnel, they act on behalf

of the branch manager, who should be satisfied that the recruitment process is being performed

effectively by sitting in on occasional interviews and reviewing the outcomes.

In John Lewis Partnership the partner has right to know their job or type of work and the range they are

placed in along with what is required to develop their performance for increase in pay. Maternity leave,

Adoption pay and Paternity pay are most important among all rights.

Recruitment is primarily the role of the section manager personnel; they act on behalf of the branch

manager. Section managers feel pressured to fill a vacancy, and while they do act quickly, it is always

better to wait than to recruit a potentially suitable candidate. Hurried recruitment can create a vicious

circle where unsuitable people join the organisation, leave shortly afterwards and are then replaced by

others who are equally unsuitable.

In certain cases, conduct may be considered so serious that partner may be dismissed summarily (that is

without notice or pay in lieu of notice) whether or not partner have been warned about such conduct on

a previous occasion and regardless of performance or length of service. Serious misconduct includes

misconduct outside of work where this may have implications or links to our business.

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2.2 Process of recruitment and selection of new staff in John Lewis Partnership

John Lewis Partnership recognises that it is essential to provide equal opportunities to all persons

without discrimination. Discrimination of any kind will not be tolerated and will be dealt with in line

with the partnership’s ‘Fair Treatment’ policy.

A job in John Lewis partnership is a job helping to maintain the century-old commitment to fantastic

service, efficiency and continuous improvement. As an employee of the organisation it is expected from

every individual to deliver services that make life easier for the entire business, taking a comprehensive

end-to-end view of their processes. It enables Partners to achieve common goals by providing a joint

governance framework which includes clear and transparent Service Level Agreements.

Recruitment process in John Lewis partnership:

Recruitment for external candidates is done mainly through two sources. This is the website of the

organisation www.jlpjobs.com which is an E-recruitment process which provides the applicants an

application centre which helps is modify and check the status of their application and also to apply more

suitable jobs in the organisation. The section manager personnel then notify the selected applicants to

book an interview at their convenience.

Jobcentre plus offer a range of service and support to the organisation and it’s an integral part of the

recruitment strategy. By ensuring that all local vacancies are posted with jobcentre plus JLP maximise

their range of possible candidates. In order not to lose them by delaying their response to other

organisations their applications are processed as quickly and professionally as possible. The applications

received will be acknowledged within seven days of receipt, whether that is a phone call, an email, or an

acknowledgement letter stating that the branch will be in contact again within a defined time scale. An

extensive range of standard letters and emails available, considering carefully whether the

correspondence planned to send is appropriate to that particular candidate. Recruitment process includes

use of following option:

Online recruitment system to promote the vacancy to the widest possible audience.

Encourage partners in the branch to recommend friends and relations.

Offer work experience provision to promote JLP as a future employer for younger students.

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http://www.jlpjobs.com/

Selection Process in John Lewis Partnership:

Recruitment tools used in the process of selecting a candidate are applications received online and the

job centre applicants. These applicants are invited for an interview where they have to undergo some

tests which includes group discussion and written test to show their skills. Decision will be made for

offering the job for deserving candidates and a letter of appointment is sent to the applicant along with

details to attend a induction programme as it is the last stage of the process in which information of

health and safety is explained as it is a legal requirement and the terms and condition of employment are

briefed. Principles of selection are:-

Selection of candidates should take into account only an individual ability, performance and

potential.

All permanent engagements are subject to satisfactory references and medical clearance.

LO3. Organisational environment effecting staff in John Lewis partnership

3.1. Organisational culture of John Lewis Partnership

John Spedan Lewis founded the Partnership in 1920, setting the business to be run in Constitution, a set

of corporate values and principles which govern and guide business. Over the last 75 years the

Partnership has developed a powerful and distinctive culture based on our democratic structure and

Principles. JLP culture underpins the respect in which their business is held, the trust customers place in

partnership and organisations reputation within local communities.

Powered by our Principles sets out what this culture is about and defines the behaviour expected from

every Partner. The six elements of Partnership behaviour that together make up Powered by our

Principles are:

Be honest

Give respect

Recognise others

Show enterprise

Work together

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Achieve more.

This culture of John Lewis partnership has much impact on recruitment and retention of employees

(Partners). Effective target setting and monitoring is also key to success in increasing the recruitment

and retention of staff. The Partnership aims to offer secure employment to its members, and will

therefore give all the help it reasonably can to any Partner who has difficulties at work.

The Partnership seeks to recruit only those who share its values and will contribute to its success. No

Partnership contract of employment will have a notice period longer than 12 months, unless the

Partnership Board agrees. The Partnership employs disabled people in suitable vacancies and offers

them appropriate training and careers. A Partner’s performance is reviewed with him by his manager

at least once a year.

John Lewis partnership operates a non- contributory final salary scheme, whereby it contributes

approximately 10 per cent of a partner’s pay per month to the pension. Contrasting with other

companies, this plan is open to all newcomers, and is a strong contributory factor to recruiting and

retaining employees.

3.2 work life balance issues and the changing patterns of work practices in John

Lewis Partnership

John Lewis partnership offer a range of leave to help Partners balance their work lives and their home

lives

Family leave: - All Partners have the legal right to take reasonable unpaid time off for

unexpected reasons involving a 'dependant'.

Parental leave: - John Lewis partnership provides partners to have 13 weeks off work to care

for a child during the first five years of her/his life.

Maternity leave:-Ordinary maternity leave (OML) lasts for a maximum of 26 weeks.

Adoption pay: - Adoption leave is available to all Partners who are newly matched with a

child for adoption by an approved adoption agency or worked continuously for the Partnership

for 26 weeks ending with the week in which they are told of their match with a child for

adoption.

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Paternity pay:-Partners satisfying the following conditions will qualify for paternity leave that

have or expect to have responsibility for the child's upbringing. Be the biological father of the

child or the mother's husband, civil partner or partner or. Be part of a couple responsible for

adopting a child.

In April 2003 the Employment Act introduced the right for parents of young and disabled children to

apply to work a flexible working arrangement. The partnership is committed to providing the best work

life balances possible to all partners, for this reason, all partners are able to make a request for flexible

working.

John Lewis partnership provides changing patterns of work if is necessary and requested by partner

for reasons preferring one pattern of working to another. Such as

Partners with responsibility to care for children, the sick or the elderly may not be able to

work certain shifts, weekends or during school holidays.

Partners with other interests outside paid work may be unavailable at certain times.

Due to religious observances

For partners with particular disabilities may be unable to work full-time those who have

retired may remain available to work on a part-time or temporary basis.

Some partners who may want to combine work with continued education.

LO4. Grievance, discipline and dismissal process in John Lewis

Partnership

4.1 Grievance procedure In John Lewis partnership

In John Lewis partnership to initiate Grievance procedure:

Partner sends their completed Grievance Form to personnel who alerts those concerned and

forwards it to the relevant line manager for investigation, enclosing Guidance for partners and

an Appeal Form.

Manager holds a grievance meeting with the partner and gives the partner a complete

outcome of Grievance/Appeal form after the grievance meeting with the appeal form.

If partner appeals, they send their completed Appeal form to personnel and then again

personnel alerts those concerned and forwards it to the relevant senior manager for

investigation, enclosing a further Appeal Form.

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Manager holds the appeal meeting with the partner and gives the partner a completed

outcome of Grievance/ Appeal form after the appeal meeting with the second Appeal Form.

Finally the partner appeals to the Partners’ counsellor, the partner sends their completed

Appeal Form to personnel who then alerts the partners’ counsellor who hears the final appeal.

In practice, most grievances will be heard by department managers and branch managers and branch

manager will hear any appeals.

4.2 Stages of discipline resulting dismissal in John Lewis partnership

In John Lewis partnership the structure of disciplinary process, in line with the revised ACAS code of

practice, is as follows:

The First Written Warning (FWW).

The Final Written Warning (FLWW).

Demotion or Dismissal

Prior to the formal disciplinary process there is an informal stage, the Informal Performance

Discussion (IPD).

Stage 1

Manager invites to a disciplinary meeting and refers to the previous IPD (if applicable) and issues a

First Written Warning. After the FWW review date reached and the problem is solved at this stage

then the manager will complete the FWW form and send it to personnel for personal file and it

remains in force for 6 months.

Stage 2

In case of problem has not resolved and the partner commits the offence then the manager reviews

FWW and issues Final Written Warning (FLWW) and after review date reached the manager reviews

the progress and if the problem is resolved at this stage then the FLWW is sent to personnel for

personal file and it remains in force for 12 months.

Stage 3

If the problem still not resolved in this stage the branch manager consults personnel and finally the

personnel manager, branch manager together held a meeting in which they decide to dismiss partner.

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4.3 Role of ACAS, Employment tribunals and external agencies involving in

grievance, discipline and dismissal processes

ACAS

ACAS code of practice on disciplinary and grievance procedures is applied during grievance. They try

to resolve the grievance informally if possible to resolve otherwise a formal procedure is followed and

suggest the employee to let the employer know the grievance in writing. Arrange a meeting to discuss

the grievance and accompanying the employee at the meeting. Decide on appropriate action and allow

the employee to appeal if not satisfied.

During disciplinary of an employee it establishes facts and then notify employee in writing a First

written warning and an improvement note. Hold a meeting and allow the employee to be accompanied

and if the problem is not resolved then issues a Final written warning. After carefully the sign of no

improvements it decides an action which leads to dismissal.

Employment Tribunals

Employment Tribunals hear cases involving employment disputes. They are less formal than a court.

However, you give evidence under an oath or affirmation, and if you lie you can be convicted of

perjury. An Employment Tribunal will look at whether the employee and the employer have followed

the principles in the Acas Code of Practice on disciplinary and grievance procedures (the

Code). The Code sets out the principles that an employee and employer should follow to achieve a

reasonable standard of behavior in handling grievance and disciplinary cases.

Role of external agencies involving in grievance, discipline and dismissal

processes

The Equality and Human Rights Commission works with organisations in the public, private and

voluntary sectors to reduce discrimination and promote equal opportunities for all employees, customers

and the users of services. The commission provides help and advice on equal opportunities policy and

practice to many organisations and companies, large and small; and liaises with government

departments and representative organisations from all sectors.

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The role of Information commissioner’s office is to uphold information rights in the public interest,

promoting openness by public bodies and data privacy for individuals.

We do this by overseeing the laws that give you rights about the official information you can see and

the personal information that organisation’s hold about employee. The Data Protection Act and the

Privacy and Electronic Communications Regulations give you the right to know what information is

held about you, and set rules to make sure this information is handled properly.

Health and Safety Executive is committed to providing its employees with good and safe conditions

of work. This means having in place effective management arrangements that ensure the well being of

staff, and to minimise the adverse impacts to individuals and our business from ill health and injury

The plan should be seen in the context of the three-year framework for health & safety 2009 to 2012.

This framework was agreed by the HSE Senior Management Team (SMT) and Corporate Health &

Safety Committee (CHSC) and sets out three key themes that HSE aims to develop in the period up to

2009.

Conclusion

In this paper I have assessed the importance of HR plan in John Lewis partnership supporting its

strategic objectives and achieving the goals set by the organisation. It also gives the complete structure

of organisation’s framework on employment on staff and the effect of organisation culture on it and the

process of dealing with employees (Partners) during the time of grievance, discipline and dismissal.

HRM in John Lewis partnership not only focuses on strategic objectives of the organisation but also it

takes necessary measures in providing them the benefits, rewards, appraisal and by monitoring

performance and take necessary actions if the terms and conditions of contract are breached.

I have gained knowledge in terms of policies and procedures an organisation have to follow in each and

every aspect of their HR plan and also have an up to date strategic perspective of law and legislation

which illuminates the way people are managed. This assignment provides a comprehensive treatment of

contemporary problems in managing employment.

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References

Ban field, P. and Kay, R. (2008), Introduction to Human Resource Management, Oxford University

Press, New York.

Hendry, Christopher (1995). ‘Human Resource Management: Strategic Approach to Employment’. I.

Title II. Series, Butterworth-Heinemann Ltd.

Armstrong, Michael (2006). ‘Armstrong hand book on Human Resources Management practice’. 10th

Edition, published by Kogan page limited UK

John Lewis Partnership (2009), Partnership Handbook, September 2009 edition, John Lewis

Partnership, London.

Websites:-

http://www.partnerconnect.co.uk/

http://www.equalityhumanrights.com/our-job/what-we-do/

http://www.ico.gov.uk/about_us/what_we_do/aims_and_responsibilities.aspx

http://www.direct.gov.uk/en/Employment/ResolvingWorkplaceDisputes/Employmenttribunals/

DG_10028122

http://www.englishpartnerships.co.uk/equalopportunities.htm

http://jlpjobs.com/jobs/partnership-services-jobs.htm

http://www.acas.org.uk/

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http://www.acas.org.uk/

http://jlpjobs.com/jobs/partnership-services-jobs.htm

http://www.englishpartnerships.co.uk/equalopportunities.htm

http://www.direct.gov.uk/en/Employment/ResolvingWorkplaceDisputes/Employmenttribunals/DG_10028122

http://www.direct.gov.uk/en/Employment/ResolvingWorkplaceDisputes/Employmenttribunals/DG_10028122

http://www.ico.gov.uk/about_us/what_we_do/aims_and_responsibilities.aspx

http://www.equalityhumanrights.com/our-job/what-we-do/

http://www.partnerconnect.co.uk/

H R Sample

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