Human resources are people that work for an organisation and human resource management is involved with the management of these people. They are there to basically be the back bone of a business, maintaining and improving standards that will benefit greatly for the business. Staff to meet changing business demands They recruit qualified and suitable staff to meet changing demands of the business. This will allow the business to achieve their aims and objectives.

Currently in the retail industry, technology is getting more advanced and for a business like O2, they will have to make sure their staffs are trained regularly in other to provide a quality service for the customers. This is where HRM interferes to provided that training and also make sure the staffs are consistently reassessed for both the benefit of the staff, O2 and the customers. Coordination of team resources to meet targets As important as it is to recruit suitable qualified staff for a business, it is also vital having the right resources that will be needed to complete tasks and meet their targets.

This means that the manager will have to be alert when appointing staffs to the right task and making sure that there should be some contingency set up in case any thing goes out of plan. In regards to JD Sports the supervisors on the shop floor will have to make sure that the staffs are occasionally rotated to different tasks in other to avoid boredom and promote motivational and team spirit. Monitoring of team performance Monitoring of team performance plays a key role because it is a way of comparing the actual performance of the business with the targets set.

A success appraisal is held in which the past and present performances of staff s are discussed. A successful appraisal can lead to rewards like pay rise or even a promotion to a better position. Another reason for monitoring of team performance is to ensure that each team are contributing equally, rather than one working too hard than the other. Monitoring also allows the system to be assessed and performance of staffs in other to determine any necessarily training needed or firing.

In JD SDport8s in Bedford, managers keep a tracking system which allows them to keep records on what is going on the shop floor and in the officers in order to check the overall actual performance against planned targets. Also on the shop floor the managers usually tour around to asses how the staffs communicate with customers. Liaison with other departments For an organisation to run smoothly the departments with that organisation will have to work together. This will allow them to achieve the main goals and objectives of the organisation and also minimise conflicts between the departments.

For example, the customer services depart will work closely with the human resources department to work why some of the problems mentioned by the customers in JD Sports keep reoccurring. An ideal problem could be the negative behaviour of a staff member towards customers. The customer services department will now notify HRM of the situation and the solution that HRM would come up with is to train that member of staff how to communicate with customers when the circumstances become difficult. Establishment of professional culture

The external culture sets the standards for an organisation. They set the customs, values, attitudes and behaviour shared between staff members. In relation to formality, some organisation would prefer their members addressing each as Sir, Madam, Mrs, Mr, or Miss. This shows sign of respected and positive professional behaviour in the work place. Other organisation try to avoid any personal relationship developed in the workplace and they would prefer personal lives kept at home or outside the work environment. Provision of appropriate incentives

Incentives are used to encourage workers and reward them for working harder or producing work of a higher quality. For example, in college if the students in the class room have participated united in a lesson, the teacher rewards by letting the students leave the classroom earlier than they normally would. For the working environment it’s the same principles applied. O2 pays their staff commissions for ever contract they signed. Encouragement of creativity and initiative Encouragement of staff to develop their creativity skills and using their own initiatives will make the organisation grow and benefit from it.

The staff at O2 for example, would have to have the knowledge of the products being sold and be confident when a customer questions the product in depth. They would have to be true to their opinions as well as the information being share. For example in JD sports they reward their staff if the come up with an idea like a new design for a pair of trainers. Usually these rewards are money related and in sometimes it can lead to a promotion. This action by the managers at JD sports will motivated and encourage their staff to maintain their level of work.

Out sourcing verses in house decision Out sourcing can be cheaper when you employ only when the require staff is needed, so it means the organisation can be more cost effective. It is also cheap because the job will be given to a company that is best at doing the job. In the finance department in O2, they might recruit a company to company and audit their accounts or does their VAT return towards the end of every financial year. Doing this saves time for O2, allows them to focus their time on other things and be guaranteed that the job will be done.