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via the knowledge of an HR professional.

These project should have;

SMART, concise and realistic objectives

a project plan depicted in a GANTT chart with a fixed completion date

Appendix XXX: Recommended GANTT Chart

dedicated project manager - ideally someone from an HR background

· necessary resource - consistency in the temporary resources already available

This approach allows for the transition to be broken down into manageable pieces.

Improvement Plan

How the HR team should address this change is to develop an agreed improvement plan detailing new ways of working to start the process of developing efficiencies.

Appendix XXX: Example Improvement Plan

Each of the stages detailed in the plan are dependent upon one another to be a success.

Appendix XXX: Recommended Aspects of Improvement Plan

Barriers: Investment to make savings

As depicted in the above graph the added value of changing the HR model will not be seen instantaneously.It is without contradictory that for in order for the HR department at SLH to make a 5% efficiency saving some short term financial spending is required. Sufficient resource support from senior management is required to fill all required posts.

Appendix XXX: Resource Analysis

It is by my recommendation that the temporary staff be made permanent in the new HR model. This is so that the HR Assistants can take on more progressive roles in HR as the support administrator will take charge of most of the admin responsibilities. The temporary HR advisor should be made permanent; this is because work load as it currently stands advocates for that number of resource. The implementation of a new HR system should reduce a high volume of administrative tasks and free up time for the HR Assistants to support the HR advisors, therefore it would not be necessary to keep the agency support staff.

The resulting expenditure would be somewhere around ￡35,000 due to the annual salaries. This spending will be offset by a more efficient service delivery and the true value of HR will then be recognized. In addition, financial costs can be somewhat offset by the cost savings of the review from the OH service.

Time

Due to union negotiations and executive management consultation it is recognised by the author that implementation will take time. The GANTT chart as depicted in appendix XXX shows that an implementation period of 3 months should be given, and as discussed above this should be a fixed completion date.

10. REFERENCES

Armstrong, M. (2006), A handbook of Human Resource Management Practice. 10th ed. Kogan Page.

Briggs, S. and Keogh, W. (1999), Integrating human resource strategy and strategic planning to achieve business excellence

Chartered Institute of Personnel and Development (2007), The changing HR function

Chartered Institute of Personnel and Development (2005a)

Griffiths, J. (2004) in Kenton, B. and Yarnall, J. (2006). HR- The Business Partner: Shaping a new direction.

Lawler, E and Worley, C (2006), Built to Change: How to Achieve Sustained Organizational Effectiveness.

Lawler, E. and Mohrman, S. (2003), HR as a strategic