in either core or non-core job activities. For instance, if a group of employees are unable
to read well, HR may need to assist them in understanding the Health and Safety
procedures, as well as completing an employee satisfaction survey.
8. In your opinion, what is the most important role of HR managers? Should HR
professionals be the “voice” for employees or the “spokesperson” for managers?
Explain your view. Should HR professionals be licensed, like accountants and lawyers? It
is probably impossible to answer this question definitively. It is meant to stimulate
conversation about the complementary roles within HRM—how they fit together and
support the business. Without any one of the roles, the pyramid topples. In today’s
organizations, it may be the case that personal credibility is the most central role. Without
it, nothing else matters. HR managers must be the “voice” for employees in that they
Copyright © 2020 by Nelson Education Ltd.| 1-13
must understand the issues that employees face. At the same time, HR managers must be
the “spokesperson” for managers since it is important to understand the strategic direction
of the company and to match the right employees with the achievement of its objectives.
Notes for End‐of‐Chapter Case Studies
Case Study 1: New HR Strategy Makes Lloyds a “Best Company”
1. What skills does Black think employees need to work successfully in the area of HR?
The case does not specify the skills that Black thinks the workforce in general needs
to work successfully in HR; however, based on the focus of her efforts and on what
she has indicated regarding the ideal characteristics of future HR professionals,
several things are obvious. HR professionals need to develop certain attitudes and
understanding and be able to focus. As she put it, “They must understand change
and transformation, excel at operations, and balance tactical and strategic thinking
and acting. They will have to be able to manage and navigate organizational
complexity and ambiguities and not be afraid to say no occasionally in order to
establish appropriate boundaries with the business.” For the general workforce, their
demonstration of the ability to respond positively to change was a plus for her and a
characteristic that will need to be maintained and enhanced for the future.
2. What are some of the outcomes of the company’s new HR strategy? Some of the
outcomes of the company’s new HR strategy include not only a more positive internal
organizational environment in which employees can function more effectively, but
also widespread publicity regarding that environment (the newspaper recognition of
the firm as one of the “Top 100 Best Companies to Work For”), which makes it easier
to attract valuable talent to the firm.
3. What do you think might be some of the challenges of establishing HR policies for a
global company? HRM and senior management need to balance a complicated set of
issues related to different geographies, including different cultures, employment laws,
and business practices. Human resources issues underlie each of these concerns. They
include such things as dealing with employees today who, via the Internet, are better
informed about global job opportunities and are willing to pursue them, even if it
means working for competing companies. Gauging the knowledge and skill base of
international workers and figuring out how best to hire and train them, sometimes with
materials that must be translated into a number of different languages, is also an issue
for firms. Relocating managers and other workers to direct efforts of an international
workforce is a challenge. HR professionals are frequently responsible for
implementing training programs and enhancing their firms’ managers’ understanding
of other cultures and practices, as well as dealing with the culture shock these workers
might experience and pay differentials that must be adjusted, depending on the
country.
4. What types of situations do you think might require an HR manager to say “no”?
Issues related to ethics and ethical behaviour of employees or the organization, and
also issues related to maintaining the distinction between line management and HRM,
might require an HR manager to say “no.” Often, business partners are asked to
perform line management duties, and at times the line can become blurred so that
HRM becomes more of an administrator than a strategic partner. In these cases, HRM
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professionals may need to “push back” in order to restore their position.