The document appears to be a presentation on human resource development and management. It discusses the differences between HRM and HRD, learning and development strategies, learning organization strategies, HRD philosophy, and case studies of Simmons and Marks & Spencer. It analyzes employee relations strategies and the HRM approach to employee relations. Key points covered include the importance of training, education, learning, and development for employees and organizations.

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PRESENTED BY:
• Muhammad Asad Bin Asif
113245
• Hassan Shafique
123218
• Muhammad Zeeshan Azam
123220
• Waqar Bashir Ch.
153451
• Ahmed Bukhari
153759

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PRESENTATION AGENDA
 Difference between HRM And HRD
 Learning and Development Strategy
 Learning Organization Strategy
 HRD Philosophy
 Simmons’s Case
 Employee relations strategies
 HRM Approach to Employee relations
 Marks & Spencer Case
 Research Paper

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DIFFERENCE BETWEEN HRM AND HRD
 HRM refers to the art of managing: human work force.
 Aims at providing an optimal working environment
WHEREAS
 HRD, stands for “human resources development”.
 A component of HRM that focuses on ‘nurturing’
employee’s skills

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LEARNING AND DEVELOPMENT STRATEGY
Ensures the talented and skilled people
L&D concerns development of skills, promoting
learning culture and learning through trainings
L&D also promotes to make a learning
organization by focusing on individual learning

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LEARNING ORGANIZATION STRATEGY
Garvin (1993) suggests that learning organizations are good
at doing five things
Systematic problem solving: Deming philosophy (P-D-C-A)
Experimentation: Continuous improvement programs –
‘kaizen’
Learning from past experience:
‘Those who cannot remember the past are condemned to
repeat it.’ -George Santayana
Learning from others: steal ideas shamelessly
Transferring knowledge quickly and efficiently: conveying
knowledge and expertise

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HRD PHILOSOPHY
Elements of Human Resource Development “TEL-D”
Training: learning events, programs and
instruction
Education: knowledge, values and understanding
Learning: permanent change in behavior that
occurs as a result of practice or experience
Development: the growth or realization of a
person’s ability

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SIMMONS'S CASE
In 1870 Simmons began the business of making cheese
Shipping cheese in wooden box
Woven wire mattress hand-made cost of $20 per piece
Simmons purchased the machine that cost of 95 cent per
piece
Started production with 9 employees, the investment of
$5000
Main business focus was mattress
18 plants working in the span of 5 years

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POTENTIAL PROBLEMS
Inter-Plant’s problems
 All the plants do not share their ideas
 no brainstorming
 No generation of new ideas
 Lack of innovation
 Brain drain
Intra Plant:
 Employee demotivation
 Lack of concentration
 Stubborn in doing working

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SUCCESS OF A PLANT
 The training programs at Charlotte plant
 The employee motivation as well overall improvement of
productivity.
 Charlotte plant training programs at Simmons have been
very successful.
 The Plant of the year award was given to the Charlotte
plant for its progress.
 Eitel explained the benefits of training and development
to Fenway Partners particularly when the economy was in
recession.

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CORE VALUES OF SIMMONS
The company has established their core values. “CHOICES”.
C: Caring for the employees.
H: Using the History to learn and informing future decisions.
O: Opportunities maximization for solving problems
 I: Embracing Innovations
C: Customers’ need at priority
E: Empowering people within certain boundaries
S: Supporting one another

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The intentions of the organization
about:
 what needs to be done
 what needs to be changed
 flow from the business strategy
EMPLOYEE REALATIONS STRATEGY

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CONCERNS OF EMPLOYEE RELATIONS STRATEGY
Employee relations strategy will be concerned with how to:
 Build stable and cooperative relationship: minimize conflict
 Achieve commitment through employee involvement
 Develop mutuality –
 a common interest in achieving the organization’s goals
 Identify shared values between management and
employees

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BACKGROUND TO EMPLOYEE RELATIONS
Four approaches “PTAP” by Industrial Relations Services (1993):
 Partnership
 Traditional
 Adversarial
 Power sharing

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THE HRM APPROACH
TO EMPLOYEE
RELATIONS

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MARKS AND SPENCER CASE
With more than 120 years of heritage, Marks & Spencer is one of the
best-known British retailers
Having more than 450 stores within the UK and employs more than
65,000 people.
It also operates outside the UK where it has a developing business in
places as far as Hong Kong.
In recent years, the UK's retailing industry has been characterized by
intense competition.

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FACING THE CHALLENGES
Marks & Spencer had to develop a new business strategy.
A period of change for the whole organization: refocusing the
business upon the basics.
This included the three business values of Quality,Value, and
Service.
Marks & Spencer developed a promotional campaign that
emphasized 'Your M&S
It also linked the business in the minds of customers with its two
other values of Innovation andTrust.

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M&S PROCESS
The process involved three key features:
 Developing products that customers wanted
 Investing in the environment within stores
 Providing good customer service to look after
customers

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ORGANIZATIONAL STRUCTURE &
CAREERS
The M&S Head Office in London employs around 3,000
people.
. More than 60,000 employees work in the Marks & Spencer
stores
. Many franchise outlets overseas.
• Flatter organization structure
• Enabling to make quick decisions
• More employees accountability

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IDENTIFYING A TRAINING NEED
• Needs to keep its staff well-trained and able to respond
• Need for succession management
• Develops existing staff from within the organization
It also recruits managers at three different levels:
 Trainee managers with A-levels undertake 24
months of training
 graduates who join the organization from
university have 12 months of training
 experienced managers who have retail
experience undertake up to 3 months of training

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PERSONAL DEVELOPMENT
The line managers and employee discuss and agree
on a plan for further development for the year.
They use training and development to improve the
technical skills and business competencies they
need in order to undertake particular management
roles.

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TRAINING AND DEVELOPMENT
There are two forms of training:
1. On-the-job training: While employees are carrying out
an activity in their place of work.
2. Off-the-job training, as its names suggests, takes place
away from the workplace.
By performance coaching they review a person's performance and
give feedback on their strengths.
By use of intranet. Staff can find learning materials.

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BENEFITS OF T&D
1. Brings benefits to both Marks & Spencer and its
employees.
2. Builds their technical skills and business
competencies.
3. Training also helps to improve efficiency and
motivates employees to do well.
4. Marks & Spencer is in a position to develop a
competitive advantage over its competitors

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BUSINESS STRATEGY
Developing value-for-money products that customers
want.
Investing in the environment within stores.
Investing in the environment within stores

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CONCLUDING CASE
 Process of performance review and the way of individuals
developing their career paths
 Employees to manage and plan their own training and
development
 Marks & Spencer is able to develop a precise link between
the requirements and necessities for posts
 The success of Marks & Spencer is evidence that such
investment has been worthwhile

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