EdexcelLevel7

Extended DiplomainStrategicManagement and Leadership

Assignment Summary:
Qualification
Unit number and title
Pearson BTEC Level 7 Extended Diploma in
Strategic Management and Leadership

Unit 10: Strategic Human Resource Management

Student name

Assessor name
Charles Barf

Date issued

Completion date

18th May 2015

5th June 2015

Assess

Learning
Outcome

Learning
outcome
LO1.Understand
how the strategic
management of

LO1

ment
Criteria
1.1
1.2

human resources
contributes to the

1.3

achievement of

Submitted on

Re-Assessment

5th June 2015

In this assessment you will have the
opportunity to
Explain the importance of strategic human
resource management in organisations
Assess the purpose of strategic human resource
management activities in an organisation
Evaluate the contribution of strategic human
resource management to the achievement of an
organisations objectives

organisational
objectives

L02

Be able to develop
human resource
plans for an
organisation

2.1
2.2
2.3
2.4

L03

L04

Understand human
resources policy
requirements in an
organisation

3.1

Be able to examine
human resources
management in an
organisation

4.1

3.2

4.2

4.3
4.4

Analyse the business factors that underpin

human resource planning in an organisation
Assess the human resource requirements in a
given situation
Develop a human resources plan for an
organisation
Critically evaluate how a human resources plan
can contribute to meeting an organisations
objectives
Explain the purpose of human resource
management policies in organisations
Analyse the impact of regulatory requirements
on human resource policies in an organisation
Analyse the impact of an organisational
structure on the management of human
resources
Analyse the impact of an organisational culture
on the management of human resources
Examine how the effectiveness of human
resources management is monitored in an
organisation
Make justifed recommendations to improve the
effectiveness of human resources management
in
an organisation

Task
no.
1

Assignment brief
Unit number and title

Unit10 : Strategic Human Resource Management

Qualification

Pearson BTEC Level 7 Extended Diploma in Strategic Management

and Leadership

Assessor

Start date
Deadline/hand-in

Charles Barf

Assignment 1
(Report)

Assignment 2
(Report)

18th May 2015

18th May 2015

5th June 2015

5th June 2015

Assignment title

Strategic Human Resource Management

Purpose of this assignment

Strategic human resource management is concerned with the management of human resources
in ways that support an organisations strategy and contribute to the achievement of
organisational goals. It takes a long-term perspective on how human resources can be matched
to organisational requirements and considers broader matters such as the quality and
commitment of the human resource to an organisation.
Human resource planning provides the mechanisms through which organisations can ensure that
they have sufficient staff of the right quality now and in the future to enable their successful
functioning. Issues such as the recruitment of staff, the retention of staff, developing staff and
succession planning, as well as downsizing and relocation, need to be accommodated in human
resource plans.
The nature of the changing business environment requires adaptable strategic human resource
plans. Organisations have a range of human resources policies that explain how human
resources are managed. In many cases, there is a legal or regulatory requirement that insists on
the existence of these policies. In other instances, organisations may wish to demonstrate good
corporate practice in matters relating to employment.
The structure and culture of organisations affects human resource management.
The publication of lists of companies that are good employers indicates how structure and culture
affect personnel and how the perceptions of other parties are shaped by how employees feel
about working for particular organisations. Organisations that are good employers are more likely
to attract and keep good staff.

By examining human resource management, learners will understand how human resource
strategy and policies enable personnel to work in ways that contribute to the overall
effectiveness of organisations in both the short and long term.

Scenario
SPORTS DIRECT
About Us
The Group commenced trading as a single store in Maidenhead, founded by Mike Ashley in
1982. We have now expanded to become not only the UKs leading sports retailer by revenue
and operating proft, but also the owner of a signifcant number of world famous sport, fashion
and lifestyle brands.
Please follow the reference below for more information.
SportsDirect.com (2015) About us. Online. Available at;
http://www.sportsdirect.com/CustomerServices/OtherInformation/AboutUs (Accessed
03/03/2015)
Business Model
Our business model is focused on long-term sustainable growth. Whilst we continue to grow our
business in the UK, we are now keen to use the skills and knowledge we have gained to build
and expand our Sports Retail business across the rest of Europe.
Our offering has developed further in specialist sports categories and more fashion-based
retailing. We are constantly refurbishing and upgrading our stores, in order to provide our
customers with a compelling consumer experience. The continued development of our
dedicated specialist areas and on-going collaboration with Nike, adidas and Puma on in-store
concepts are further examples of this.

Acquisitions and strategic investments

Acquisitions and strategic investments in related businesses are an important part of our
strategy. Opportunities to develop into new product categories or markets, or to strengthen our
position in existing areas, will continue to be considered on a case by case basis.

Maintaining our position of market leader in UK Sports Retail

We aim to maintain our position as the market leader in the Sports Retail sector in the UK, whilst
also gaining momentum in our expansion into Europe. The business model provides guidance for

the Group to implement an effective growth strategy to maintain and develop the success
achieved so far. It compares our recent successes with our future ambitions in order that we can
assess how to progress in the future.
The Group has signifcant momentum and we must ensure that our product offering and
customer proposition continue to grow and develop in order to retain our current customer base
and to attract more customers in the future.

Developing brand awareness

Developing brand awareness is a key factor in ensuring a sustainable future, and the
appropriate level of investment in advertising and technology is an important component
towards achieving this.
Our international presence continues to grow through 270 brand licensing partners, our online
presence and on-going European store openings. The Groups appointment of internationallyrecognised celebrities and sporting professionals as key ambassadors also promotes our brands
on a global basis.

Model
These key principles translate into strategic objectives.
Strategy

So Far

What Next?

Our Shirebrook store is used as a centre of

The Group continues to

excellence

enhance

its

in-store

offering

with

further

Identify
In-Store

where

presentation

trialled and perfected.

techniques

are

Strategy

So Far

What Next?

The Group focuses on its stores to ensure the best

presentation of our product range. Our product
collections

provide

good/better/best

dedicated
specialist

areas

for

product

collections:

European Golf

Swimshop.co.uk

collaborations with SheRunsHeRuns and Soccer

SheRunsHeRuns

Scene @ the Boot Room provide a high level of

DragonCarp

presentation to ensure our customers fnd the right

product

at

the

right

price.

Our

specialist

Direct

customer service. Our multi-channel approach also

gives flexibility to our customers.

Field & Trek

The Group has continued its expansion in Europe,

acquiring the Sports Eybl and Sports Experts Group
(EAG), as well as a majority shareholding in
Sportland International Group (SIG), which operate
in Austria and Germany and the Baltic region,
respectively.
In the UK the Group acquired a 51% stake in
Yeomans Outdoors to add to the Sports Retail
division. A 51% stake in Pulp, and the remaining
20% stake in Cruise were also purchased, being

Acquisitions

remain

both valuable additions to the Premium Lifestyle

high priority, in order to

division.

broaden the variety of

Acquisitio

In June 2013 the Brands division acquired the

customer offering in all

ns

assets of Gelert.

areas of the Group.

Please follow the reference below for more information.

Sports Direct (2015) Strategy. Last accessed on 13th May, 2015 at 14:30:
http://www.sportsdirectplc.com/about-us/strategy.aspx
Top Down Management of SPORTS DIRECT and concerns from shareholders
Mike Ashley and Sports Direct face shareholder unrest over lack of fnance director at FTSE 100
sportswear retailer
Crispin Odey, Sports Directs third largest institutional investor and a loyal backer of Mr Ashley,
warned that a 14-month wait to appoint a fnance director was a big concern.
Mr Odey controls almost 5pc of Sports Direct through his hedge fund Odey Asset Management
and has backed Mr Ashley in his previous clashes with the City over pay and corporate

governance. Last year he described Mr Ashley, the founder of Sports Direct, as a genius.
However, Mr Odey has now spoken out against Sports Direct, warning that the lack of a fnance
director meant there was no one to question Mr Ashleys decisions. This puts too much power
into one persons hands, he told The Sunday Telegraph. They have got to move quickly on
this.
Please follow the reference below for more information.
Ruddick (2015) The Telegraph: Sports Direct boss Mike Ashley in new row with shareholders.
Last

accessed

on

14th

May

2015

at

18:30:

http://www.telegraph.co.uk/fnance/newsbysector/retailandconsumer/11441211/Sports-Directboss-Mike-Ashley-in-new-row-with-shareholders.html
Problems the corporation faces

High staff turnover

Lack of managers being promoted from within the company

Zero-hours contracts
The footsoldiers in Sports Directs army of 20,000 UK staff are some 17,000 casual workers,
mainly in stores and the Shirebrook warehouse (where all signage is in English and Polish, for
the beneft of the many eastern European workers).
Unite, the union, expressed concern last year about the treatment of rank-and-fle Sports Direct
staff, including the extensive use of zero-hours contracts, which have no set minimum hours.
Sports Direct executives see the use of casual workers as necessary, however. One person who
has worked closely with the company says the message is: If you work hard and do well, we will
reward you with a bonus, but if you just want to take a wage and dont contribute, you will be on
a zero hours .contract.
As Sports Direct has matured, however, it has recognised that undertrained staff could
undermine it. Malcolm Dalgleish, a former non-executive director, says the group does not
aspire to be like John Lewis, the employee-owned retailer known for its service, because it
competes on price. But it is trying to improve performance with training.
Above the 55,000 sq ft store at Shirebrook, Sports Direct runs a training academy in
collaboration with Nike and Puma, complete with mini-AstroTurf penalty areas to try out
products, a giant training shoe and a statue of the Greek goddess Nike. On a recent visit new
store managers in Sports Direct manager strip of blue and red short-sleeved shirts and
tracksuit bottoms were undergoing a two-week induction course. It is not all classrooms and
flipcharts: downstairs, Sports Direct also bloods recruits in practical skills such as how to handle
pre-dawn stock deliveries.
Juicy incentives for some
The opportunity for promotion meshes with other perks, including tickets to events and the

opportunity to meet sporting stars. Last year the bonus scheme the company established in
2009 paid out about 75,000 in shares to a typical full-time employee on a 20,000 annual
salary. Mr Forsey says the scheme has helped full-time staff retention. One Shirebrook employee
says the recent share peak has blown us out of the water we are loving it. When it hit 900p,
that [was] amazing its all down to us.
The bonuses are based on group results. Mr Forsey says when Mr Ashley changed group
branding to SportsDirect.com in 2007, we just said, look, if we make less in the stores and we
make more on the web overall well do better as a company so lets all target ourselves on
group numbers.
The fact the current scheme covers only 3,000 staff risks an us-and-them culture. But Ms
Byers who got her break after selling Mr Ashley a pair of jeans when managing a store he later
bought says most of her area managers were originally part-timers.
Please follow the reference below for more information.
Hill and Felsted (2014) Financial Times; How Sports Direct won a place in the premier league of
retail. Last accessed on 14th May, 2015 at 18:30:
http://www.ft.com/cms/s/0/bb0af626-c08b-11e3-8578-00144feabdc0.html#axzz3aDpE5OcV

You have been hired as a HR manager for the Sports Direct UK based in the
companys headquarter. Your first job is to create a Strategic Human
Resource Plan and submit it to the board for approval along with a report
justifying the plan.

Task 1
The report should include:
a. Explain why strategic human resource management is important to this
organisation. You also need to explain the importance of adopting both a mediumand long-term perspective in respect of human resource management. (AC:1.1)
b. Assess the purpose of strategic human resource management in Sports Direct.
(AC:1.2)
c. Evaluate the contribution of strategic human resource management to the
achievement of Sports Direct objectives. The evaluation should include an
analysis of the links between corporate strategy and human resource
management strategy needs to be made clear. (AC: 1.3)
d. Analyse the business factors that underpin human resource planning in Sports
Direct by looking internally at the organisations requirements, as well as
considering the influence of external environmental factors. (AC:2.1)
e. Assess the human resource requirements for Sports Direct UK for this year.
Remember, Sports Direct Finance director has left the organisation and no new
one has been hired. Also, Sports Direct has been criticised for using mainly zero
hours contract. (2.2)
f. Explain the purpose of human resource management policies in Sports Direct.
(AC:3.1)
g. Analyse the impact of regulatory requirements on human resource policies in
Sports Direct UK. (AC:3.2)

h. Develop a human resources plan for Sports Direct UK. This builds on the work in
AC 2.2 and its needs to be formulated using SMART (specifc, achievable,
measurable, realistic and time -based) targets. (AC:2.3)
i. Critically evaluate how your human resources plan can contribute to meeting
Sports Direct UKs objectives. (AC:2.4)

Task 2
Since, you have developed and critically evaluated the human resources plan
contributing in meeting Sports Direct UK objectives. You should include in your report
following:
a. Analyse the impact of an organisational structure and culture on the management
of human resources at Sports Direct UK.(AC 4.1&4.2)
b. Examine how the effectiveness of human resources management is monitored in
Sports Direct UK. (AC:4.3)
In doing this you need to examine the monitoring of human resource
management in relation to contributing to organisational goals, to identify
performance indicators that has been or might be used.
Examine how the effectiveness of human resource management can be
judged against these indicators.
c. Make justifed recommendations that could improve the effectiveness of human
resources management in Sports Direct UK. (AC 4.4)
Submission Guidelines
Excellent Formatting:

Words limit of between 3500-4000

Preferred writing styles Arial, Verdana, and Times New Roman

Line spacing 1.5, Font Size 12

Consistency in Heading Scheme, bullets and numbering

Consistency in top, bottom and left, right margins

Alphabetical Harvard referencing and bibliography

*For Late Submission policy, please refer to your student course handbook available on
Live Campus.
Plagiarism Rules and Regulations

No plagiarism is accepted in assignments and students are advised to do the

referencing correctly according to the Harvard Referencing System.

Students are advised to submit assignments with a plagiarism percentage below

15%. Any student submitting an assignment with a percentage of more than 15%
will have their work reviewed by the appropriate Exam Board.

Reduce your plagiarism by not sharing assignments and doing in text citations of
sources used, using the Harvard referencing method

What is Turnitin?
Turnitin is the software that EThames uses to calculate the similarity of your assignment
to any other document submitted in the same system all over the world.
What happens when you submit an assignment on Turnitin?
You submit your assignment on Turnitin by submitting it on Livecampus on the
assignment submission link. Your assignment is then compared with all of the
assignments for all the different units submitted on Livecampus as well as assignments
submitted by other students in other colleges and books and documents all over the
world. The report generated is not the fnal report. The fnal report will only be
generated after the fnal deadline which would mean that once the submission link
closes and once every student submitted assignments at EThames for the specifc unit,
only then the fnal report will be generated. This means that if you have shared your
assignment with anybody and they have submitted part of it or the full assignment the
initial report your friend got wouldve indicated the similarity, but your report wouldve
remained unchanged. This is because the report is refreshed every time that you
upload your assignment and then fnally after the deadline. After the deadline their
plagiarism will be high as well as your own.
What can you do to avoid getting a high Turnitin score?

Do not copy pieces of work from any book or website. It needs to be rewritten in
your own words and proper in text citation should be done according to the Harvard
referencing method

Do not share your assignment with any friend, not even to assist them

Plagiarism
Plagiarism is passing off the work of others as your own. This constitutes academic theft
and is a serious matter which is penalised in assignment marking. Plagiarism is the

submission of an item of assessment containing elements of work produced by another

person(s) in such a way that it could be assumed to be the students own work.
Examples of plagiarism are:

The verbatim copying of another persons work without acknowledgement

The close paraphrasing of another persons work by simply changing a few words or
altering the order of presentation without acknowledgement

The unacknowledged quotation of phrases from another persons work and/or the
presentation of another persons idea(s) as ones own.

Copying or close paraphrasing with occasional acknowledgement of the source may

also be deemed to be plagiarism if the absence of quotation marks implies that the
phraseology is the students own. Plagiarised work may belong to another student or be
from a published source such as a book, report, journal or material available on the
internet.