Critically analyze and evaluate an HR operation

Question:

Critically analyze and evaluate an HR operation using one or two of the topics from the module. This can be an extension of the groupwork but needs to be agreed in advance.

Word Count 3,000

• Describe the issue: background, major issues, problems/challenges based on personal
  knowledge/experiences, observations, data and/or interviews. FRAME the issue
• In light of the module readings, discussions, and cases, identify the key issues, dilemmas, compromises, or alternative choices that must be addressed with respect to the focal issue. RECOGNIZE possible approaches
• Critically evaluate the possible approaches or practice(s) you have described in light of module concepts, models, examples, or frameworks. Recommend an approach. OPTIMIZE the focus Note the word count is a firm maximum, but does not include appendices and any references/bibliography.
• Assessment criteria
  Comprehension: demonstrate knowledge and understanding of the relevant subject matter. Analysis: present arguments supported by evidence based on course materials and professional experience.
  Critical Evaluation: demonstrate capacity for critical thought by identifying strengths and weaknesses of concepts and arguments.
  Academic Writing: present clearly structured written analysis with strong writing, grammar, and spelling that is appropriately linked with class concepts, discussions, and readings and appropriately cited and referenced.

Assessment Criteria:

• a)  All work must be original.
• b)  The work needs to be critical and any assertions need to be backed up with references, evidence or logic.
• c)  I am looking for you to demonstrate understanding and application of the subject. Remember to justify the selection of tools and concepts.
• d)  If you feel unable to conduct the analysis on your organization, choose a secondary source. Please make sure that enough secondary data is available to conduct work of an MSc standard.
• e)  You do not need an abstract or executive summary.
• f)  Break the work into sections to allow it to flow, answer the questions and use tables and figures to display more complex information.

Demonstrates comprehension of the subject matter which exceeds expectations for this level, such that the work merits special recognition by the award of the highest possible mark.

Demonstrates analysis which exceeds expectations for this level, such that the work merits special recognition by the award of the highest possible mark.

Demonstrates critical evaluation and synthesis which exceed expectations for this level, such that the work merits special recognition by the award of the highest possible mark.

Presents work of exceptional quality, which merits special recognition by the award of the highest possible mark.

Introduction

At first glance, the concept of operations being strategic might seem like an oxymoron – a contradiction in terms. After all, aren’t operations all about the day-to-day, about optimising within narrow constraints, whereas strategy is all about grand plans and long-term ambition?

HR in Aramco is currently undergoing a transformation to become more strategic and value-oriented.  Part of this transformation is focused around improving HR processes which is the focus of this module. Operations processes are typically easy to understand in manufacturing and business-to-consumer services as they are standardized. The focus in this module will be to contextualize promising practices from across the operations management curriculum in order to create actionable knowledge to empower students to create, manage and improve strategically-aligned HR processes.

Module objectives

The main objectives of the module are:

• describe what operations are and the fundamental principles of designing, managing and improving them within professional services
• diagnosing customer demand and performance objectives and their linkages to process types
• define quality within professional service
• critique process analysis techniques and propose improvement techniques
• develop a service concept that aggregates the components of an effective operation within HR
• apply the techniques and concepts to a real business area.

Module themes

This module is divided into four key themes:

• identifying and understanding customers and stakeholders needs
• process visualization and improvement
• standardization and flow
• quality and process governance.

Previous Feedbacks which made me took low marks:

• A good assignment that demonstrates some development and understanding in the subject area.  It demonstrates the ability to apply critically academic materials through application to practice and draw useful recommendations for change. overall t his report on the change leadership challenge is satisfactory. The analysis is largely descriptive and this is a main point of attention as what I was looking for was a more analytical approach. An overall recommendation is to dig deeper into the theories we covered and engage more with theoretical models to support your analysis. for a few more marks, you could discuss what your analysis implies for your organization. finally, although your analysis is engaging the change challenge that you have identified was somewhat vague in nature and more specifics were needed. this would have yield more marks too
• Employee retention issues are important, and you’ve identified a lot of relevant issues that could be related. There are two significant limitations to the analysis and critical evaluation presented. One is that your analysis focuses entirely on two very old theories that were not part of the course (Maslow and Herzberg) and neglects to incorporate any of the models, theories, cases, discussions, or readings from the module itself. While Maslow and Herzberg may have some useful ideas for retention, you would need to filter them through the more recent materials and discussions from class. In your future modules, I encourage you to find ways to integrate the course content throughout your assignments. The second limitation is that your recommendations are merely the opposite of the issues identified. That is, instead of developing an analysis of the issues that are most pressing or relevant in this particular organizational context at this time and then thoughtfully applying course concepts to arrive at the most promising strategies, you listed 10+ things that were wrong and then recommended improving each of them. Thus, it is difficult to identify the analysis and critical evaluation being conducted.
• The answer covers just about enough knowledge to warrant a pass. This includes a general discussion of what HR systems and human capital are, of the role of culture in Bridgewater’s success and then a slightly more detailed discussion of the various knowledge management methods of Bridgewater.

The answer should have also included a discussion of the notion of sustainable competitive advantage. This is a concepts relating to the resource-based view of the firm, which we have discussed in class. The idea is that resources, such as human capital, can be a source of advantage only if they are rare and not imitable. I.e., if other companies would be able to adopt the same HR system and develop the same human capital as Bridgewater, HR would not be a source of competitive advantage.

Apart from that, the answer is generally not well developed.

• The answer demonstrates a basic knowledge of what HR metrics, HR analytics and HR scorecards are. There are some valid references to the RBS case. Some of it is difficult to read. There is not much of study of the literature. But with some good will, some valid arguments about challenges can also be detected (e.g., shortage of analytical skills in HR).
• The answer distinguishes four main roles of HR in mergers and acquisitions. These four roles are explained in a reasonable amount of detail. There is evidence of some study of literature. The answer is reasonably coherent and structured.

As suggestion for next time, one could try to push the critical thinking a little more. E.g., one could have questioned the role that HR actually plays in mergers and acquisitions. Maybe they should play the critical role you ascribe to them, but in practice often do not.