HRM1
HRM1
Executive Summary
Introduction
Human resource department has become an integral and quite dispensable area of managerial
sciences these days. The conventional and traditional Human Resource Management theories are
not only tested worldwide, but now, a wide range of suggestive models have also emerged.
Through this paper, an attempt has been made to utilize the contemporary HR models for an HR
audit which would help draw a critical analysis of HR processes and strategies in a specific
company. Based on such analysis, a framework of recommendations has been made which
would further assist the organization in excelling. To serve the mentioned purpose, one of the big
four, ‘Deloitte’ has been selected for two reasons. Firstly, the company’s historical data and
future prospects were easily accessible online through the official traceable website. Secondly, it
has been planning to restructure and redesign its HRM facilities and strategies.
Myanmar. Existing and new potential clients of Deloitte would then be able to and have an
access to all the Deloitte’s services (taxation, audit, accounting, consultancy, merger and
acquisitions, compliance, risk mitigation and financial advisory) effectively and efficiently in
Currently, a number of regional forces have lifted sanctions in Myanmar and so, this would
lead to an overgrown interest towards investments in this particular region. Previously, a number
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of Deloitte clients had been looking forward to extending their business activities in Myanmar,
According to Deloitte’s Regional Managing director, Myanmar is the place with a high
potential of tremendous growth. Clients would be able to consolidate and strengthen their market
share and leadership by acquiring the facilities provided by the Independent Correspondent Firm.
Special expertise from the local employee base of Deloitte would join hands with these clients to
In this section we are providing a Pestle analysis of Myanmar. Discussions in this section include
Starting from Political scenarios, it can be said that most first world regions have relaxed their
sanctions from Myanmar, including European Union and Australia. So, there is politically, no
harm in initiating new business in Myanmar. Secondly, the economic conditions are getting
better in the discussed region. The government is inclined towards making developmental
reforms and starting projects such as power, infrastructure etc. mostly, the services ssector
contributes to the GDP of this region. It has extensively usable natural resources, and
understanding, as well as hospitable and cooperative human capital. Plus, new vendors and
investors are invited to join the development regime, by the local government. It is also
welcoming technological adaptations and so, legal regulations would somehow not be headachy
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stuff for the new entrants in the economy. The environmental conditions are moderate enough to
As far as Deloitte and its audit services are concerned, all new ventures, companies, SMEs and
technological companies would require consultancy services, audit and taxation regulatory
advisory. Therefore, Deloitte would have broad space and room as well as scope to extend its
business there.
Deloitte has been chosen as the organization on which I have performed the HR audit.
to extend its operations in Myanmar. In the financial year 2016, Deloitte has reported an income
of $17 billion in United States. It has somewhere around 150 years of experience in the tax and
audit industry and so, has employed approximately 250,000 employees. According to the clients,
it is the most reliable and trustworthy place when it comes to affairs related to accounts and
taxation. For some years, it has also been trying to excel in financial advisory and compliance
consultancy fields. The company has broad vision and missions and so they have accordingly
designed their man power strategy which promises a culture of change ("Deloitte | Audit,
Consulting, Financial Advisory, Risk Management & Tax services and reports | Global,"
2017)
1.3.1 National
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According to Deloitte, Sanctions are a great issue that a financial services firm such as Deloitte
itself this would likely face in the global market in the near future. However, the idea and
existence of these sanctions are a fact for modern business these days, as much as for the global
economy. The bar for sanctions compliance is increasing rapidly with the elevation in
complexity, competition, regulatory rigor and instability in the nature of international affairs.
https://www2.deloitte.com/content/dam/Deloitte/ru/Documents/financial-
services/Facing%20the%20sanctions%20challenge%20in%20financial%20services.pdf
1.3.2 Organizational
1.3.3 Cultural
As far as cultural challenges are concerned, the main issue is to initiate change. Adapting to
change and spreading the culture of adapting change can be challenging in some regions. For
Deloitte, creativity, innovation, convenience and stability, are all mandatory business drivers,
which distinguish them from rest of the world. And so, Deloitte can’t compromise on these.
Therefore, it could be a challenging issue for Deloitte in Myanmar. Same is seconded by the
According to Deloitte, their recruitment process is a good opportunity for candidates to discover
more about the company. Their recruitment and selection process consists of a number of steps
mentioned in a list below. During the whole process and each phase, Deloitte encourages that
candidates come up with more and more questions and explore about their upcoming lives at
1. Initial Screening
2. Assessment
3. Interview
4. Final Assessment
responsible heads joined together and working towards the next step – Assessments. The
authorized recruitment team matches whether the candidate’s skills, previous job experience,
qualifications and attitude match with the job role. During this step, one of the team members
might find it suitable to conduct a telephone interview, availability, linguistic skills, depending
upon the nature of the job. This digital screening can be a lengthy process and usually has a good
Once the initial screening is over, online or written/oral assessments maybe conducted. These
assessments are meant to test one’s intelligence, logical reasoning power, and content
knowledge.
The team now has its input ready for the interview process. Most important consideration over
here is the interviewing panel and the bargaining team. Not only do they test a candidate’s
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attitude, problem solving skills, behavior in different scenarios, but also examine whether he/she
The next stage is a more thorough phase – the final assessment. Detailed and in-depth
discussions of the job role would take place, earliest availability, days off, salaries might be
decided at the very stage, but most importantly, the panel analyses a candidate’s group working,
team-building, critical thinking and presentation skills and examines whether he is ready to take
The recruitment and selection process is comprehensively described in the previous section. In
this section, an attempt has been made to correlate the recruitment process with the Rodger’s
Seven Points Plan model (1952). In this plan, the physical make-up of the candidate is examined.
Secondly, when the initial screening is done the next point, the attainments point is tested.
According to the model, in this phase a candidate’s education, experience and achievements are
assessed. Then, when it’s the part of assessments and final assessment, the thirs point –
intelligence and fourth point – Special Aptitudes come into play. The sixth point which is
disposition, is tested through the case studies, scenarios and interview where it is discovered how
3.1 Commitment
According to Deloitte, everything that usually is a part and parcel of today’s diversified and
days, should be more and more careful about increasing their employee base’s commitment
towards the flag they are working under. Most of the HRM policies and strategies are designed
with the purpose of increasing the said commitment and employee morale and interest towards.
3.2 Flexibility
The ‘mobile’ workforce these days is more demanding in terms of flexibility, rigor, appreciation,
employer’s understanding and most importantly, they demand an ‘employee centric work
environment’ where they are given liberty to make decisions, use their efficient rule of thumb for
Incentives, micro-loans, insurance offers, training programs, study support, child cover and
dependent care are few from the list of compensatory programs modern organizations usually
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offer. Deloitte is one of those modern multinational organizations, and offers a wide range of
other than salary benefits to its employee base. According to Deloitte, these programs, especially
non-compensatory, add value to the organization since they boost employee confidence, loyalty
At Deloitte, recognition programs are not only made, but are continually evaluated so they are
best at judging which employees deserve the recognition and appreciation. Though recognition is
These programs not only boost employee confidence and loyalty, but also increase employee
engagement and improve their performance in their jobs. Recognition programs also have
quantifiable impacts on the company’s performance, since they enhance the productivity. One
research states that if 15% increase in employee engagement can in turn increase the margins by
2%. Thus, according to Deloitte, recognition is one of the top three non-monetary compensation
There are usually three factors which become the driving forces of employee engagement. Over
here, employee engagement has been given substantial value because we have previously
discussed that employee engagement and specially when it is gainful, is indispensable for the
organization as well.
Many reasons stand out for using multiple HR strategies. Many organizations promote diversity
and no-discrimination policy. In simple words, they try to become equal opportunity employer so
that more and more experienced and talented workforce is attracted towards them.
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Then, organizations also attract new candidates with technological and other special soft skills to
be at a competitive edge and derive competitive advantage out of these. This is done because
To serve all these purposes all together, MNCs like deloitte offer a number of financial and non-
financial benefits and reward recognition programs which are in-depth discussed in the
Learning and development facilities, along with in-house training opportunities are nowadays,
professionally groom and grow in an organization favor the organization by building employee
confidence. They start considering the fact that their organization is ready to invest in them and
Deloitte provides free-of-cost professional learning benefits to its employees. The credit hours
criterion is acceptable at most of the major institutes. Even if employees want to invest their
potential in other professional qualifications, Deloitte provides them measures and methods for
seeking resources depending upon the case. Other than that Deloitte provides the following
1. Technical Learning (internal processes and procedures) – using online and soft resources
A number of organizations these days have realized how important it is to help employees learn
and grow, in order to retain them and improve their productivity at work. At Deloitte, there are
Chief Learning officers which are hired to especially redesign and remodel the training needs on
individual basis, and to enhance the employee morale through right leadership and mentoring
mix. We also find job titles like ‘Chief Employee Listening Officer’ showing how integral
6.2 Implications
Management Skills (Discuss with respect to HRM global theories and models studied
above)
Conclusion
Recommendations
Bibliography
Appendices
Company Profile
Recommendations
We can provide the following framework of recommendations based on the HR audit and
analysis completed:
1. Learning and Development: periodic coaching session should be held. These intervals
could be monthly, quarterly, bi-annually or as per the performance requirement. After the
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sessions, a complete feedback should be taken, and through some determinants an effort
should be made to assess the improvement or difference created through the training.
should be made in order to make the partial ones workable completely. Loopholes need
be revisited and further refined. Most importantly, certain standards and targets should be
set out in the beginning of working periods and through a variance analysis, it could be
to the employees in order to keep them habitually inquisitive and gainfully engaged.
They’ll only take interest and participate effectively once they know their contribution is
positions could be designed so that they have a sense they are promoted vertically as
References
Beardwell, J. and Claydon, T. (2010). Human resource management. 6th ed. New York, NY: Pearson