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People Strategy: Challenges Faced By The Barsetshire City Council


The task: The statement by the Chief Executive has been discussed thoroughly and she has now asked you as Director of HR to draft a position paper which briefly describes the approach you recommend to developing a People Strategy as a basis for further discussion. Prepare this paper in an essay format.


When we talk about people strategy, we mean a technique, with its supporting arrangements and procedures, that an association creates and actualizes for dealing with its employees to bring in maximum positive and fruitful impact (Hambrick and Crossland, 2018). Notwithstanding, in spite of their earnest attempts, associations so frequently neglect to create and actualize fruitful people strategies. Everybody realizes that great people strategies improves corporate execution. Not all that undeniable, is that effective individuals techniques are three-dimensional, each measurement requiring an equivalent measure of consideration. In view of an examination that was directed for more than ten years in seven distinct associations in 2003, a three-dimensional people strategy system could not be out of place to consider on account of our association Barsetshire City Council.

Being the Director HR of this Council, I am well aware of the problems plaguing the organization and hence, I shall be making my stance clear in this position statement which will explain the coming day organizational changes to combat the challenges at hand at length in the following few paragraphs. We would present a three-dimensional model of people strategy (Gratton and Truss, 2003). It depends on a vertical arrangement measurement between individuals procedure and business objectives; a horizontal arrangement measurement between individual HR approach zones; and, at last, an action measurement to present the degree of the said methodology is put into impact as the day progressed to-day encounters of representatives and the conduct of line manager (Browning, 2015).

Tentative Approach
Actually, a fitting people strategy must differ as per hierarchical conditions existing within the organization. The key conditions are the business objectives and procedures. The Council by and by trusts that, to expect a key occupation in the affiliation, the HR methodologies and practices that make up an affiliation's representative framework should reflect, brace, and support the affiliation's business focuses and objectives. A strong linkage is required between the general vision of the affiliation that is held in the minds of the senior authorities and the objectives, destinations, and fundamental rationale of the affiliation's approach to manage supervising people (Mi, 2015). Interlinking these facets ensure that HR intercessions can transform into a producer, while not inhibiting, in support of the administration of the firm itself. This association between people technique and specialty unit approach could be named as the vertical course of action. We have insinuated the plan and not the fit; the qualification is fine, yet basic.

The 'Fit' recommends an association between two discrete components; plan proposes a generously more fluidic elements that thinks about assortment and flexibility. As a committee, we are certainly not supporting a mechanical "planning" practice between business vital targets and people's procedures; consistently, such organizing is simply not feasible and, in any case, will go about as a restriction. Or maybe, the technique is progressing, in perspective on an appreciation of what the business' destinations are, their people proposals, and the elucidation of these into a general people methodology that can be used as an explanation behind unmistakable HR systems (Gratton and Truss, 2003; Jofre, 2011). Vertical incorporation is a urgent component of a people methodology. Nevertheless, this is by itself not sufficient. The next measurement is horizontal arrangement.

While the essential arrangement talked about as of now, the vertical course of action, is stressed over the association between the corporate and business philosophy, with everything taken into account and the affiliation's kin the board framework. The second estimation works at the component of individual HR course of action zones. The point here is the achievement of a mindful and solid approach to manage administering people that infiltrates the entire activities of the HR work and other definitive helpful regions, and we are talking here at the arrangement levels, not the training levels. This capability is huge, in light of the fact that we treat putting people methods excitedly as an alternate estimation (Hambrick and Crossland, 2018). Achieving an abnormal state of even plan proposes that an affiliation has gotten a handle on the advantage of making and articulating clear HR methodologies that dependably relate to one another. At a logically chief dimension, the firm can pass on dependably and reinforcing messages to their agents.

The third estimation is movement or execution. Much clarifying HRM at the key measurement has tended all in all expect that the vertical and level estimations are sufficient. The unimportant nearness of HR courses of action and a people technique is acknowledged to be sufficient to ensure movement (Min-Seong and Thapa, 2018). The topic of what all things considered happens once the methodology proclamation has been composed or the approach record closed down has gotten insufficient consideration. However, the same number of research has appeared, making an interpretation of HR strategies enthusiastically would give off an impression of being totally fundamental to the topic of whether an association is delivering sufficiently in the region of people management itself. Consequently, activity is considered as the third component of people strategy that shall be put in place at the Council in coming few days. This estimation has two autonomous yet immovably interrelated viewpoints.

The essential concerns the experiences of agents of HR procedures. For example, the methodology on an evaluation may express that specialists have four examination criticism sessions with their administrator reliably and that they are surveyed on five one of a kind aptitudes. On the off chance that this is, undoubtedly, the experience of workers, at that point, the approach has been transformed without hesitation. In the event that, then again, representatives are hardly involved in this process by their managers would mean, at that point the association has neglected to place the action arrangement effectively. The second part of the activity is subtler and centers around the practices and estimations of the managers and leaders as they are executing this arrangement. In their mentalities, discussions, and non-verbal communication, leaders convey extremely clear messages about their frame of mind toward components of the organization and how they plan to back the organizational strategies (Thoman and Lloyd, 2018).

The field of strategic management has rapidly been created in the midst of the last four to five decades. In a general setting, the point of convergence of the field has immediately moved from the fundamental ?financial arranging in late 50s, towards the procedure of globalization and the learning relationship at present. In 60s, vital organization was progressively about corporate orchestrating, and as such about the formalization of the masterminding strategy. In 70s, advertise situating transformed into an inside issue for associations standing up to increasingly important capacity in rapidly creating economies, along these lines, studies and theories in those days did exhaustively focus on market components. Following 10 years, the inside moved towards the examination of getting and improvement of benefits and limits in firms, and on the probably most ordinary thought in contemporary organization, the possibility of upper hand (Thoman and Lloyd, 2018). Since the year 2000, technique the executives has broadly revolved around the happening to another economy supported by the growing occupation of data and correspondences (development) in associations, and thusly, it has focused in issues, for instance, headway and advancement change (Hambrick and Crossland, 2018). Today, scholars prescribe, the center is globalization underlining issues, for instance, business ethics, standardization, overall markets, and on what boss calls the ?global-scale systems. Thusly, one can say that along the headway of key organization as a field of research and practice, its point of convergence has moved from unequivocal ?intra-firm issues towards the sweeping (and complex) components of structures past the various leveled limits.

Mintzberg’s taxonomy of strategic management schools places among the three mentioned perspectives, that is, prescriptive, describing, and configuration and ten schools under it. The design school, planning school, positioning school, entrepreneurial school, cognitive school, learning school, power school, cultural school, environmental school and configuration school (Mishra et al., 2017). Mintzberg recommends that the design school is as yet the most compelling viewpoint in contemporary strategic administration. The fundamental idea of the school is a brought together system arrangement process that albeit basic, searches for creating and executing a whole plan of action and the general viewpoint for the firm. In the design school, ?the thought precedes the action, thoughts are taken by the pioneer (mind) and activities actualized by the supporters (muscles). In this methodology, inner and outer elements are differentiated so as to distinguish openings as indicated by abilities and imperatives. Henceforth, in a straightforward view, the design school proposes a model of procedure making that looks for a match between interior abilities and outside potential outcomes. As such, researchers of this school propose, economic procedure will be viewed as the match among capabilities and openings that positions a firm in its surroundings (Laverty et al., 2018).

Most research and hypothetical discussion in strategic HRM has been overcome with a challenge between two regulating models of how firms should settle on vital decisions in workforce management. The best-fit school contends: HR technique will be progressively powerful when it is fittingly incorporated with its particular hierarchical and natural setting. The best-practice school contends: All organizations will be in an ideal situation on the off chance that they distinguish and receive best practice in the manner they oversee individuals. HR exercises, similar to structure and frameworks, must fit the association's phase of improvement. This infers casual, increasingly adaptable styles of HRM among start-up firms and progressively formal, professionalized styles as structures become increasingly tenured. They argue for both external fit and they additionally contend for internal fit (Shaw, Millar and Russell, 2017; Hambrick and Crossland, 2018).

For the need to guarantee that individual HR approaches are intended to 'fit and bolster one another'. The most powerful 'best fit' model, be that as it may, has been one in which outer fit is characterized by the association's focused system instead of its phase of advancement. For example, bringing HR system into line with business needs. HR practices ought to be intended to strengthen the conduct ramifications of the different 'nonexclusive procedures' characterized by Porter (1985). Along these lines, it is inferred, firm execution will improve when HR rehearses commonly strengthen the company's key decisions. A noteworthy analysis of this is the model neglects to perceive the need to adjust representative enthusiasm with the firm. The model likewise needs in depicting focused procedure (aggressive methodology is regularly multidimensional and subject to significant varieties crosswise over enterprises). The model additionally needs adequate consideration regarding elements. Remaining against possibility believing are those theorists who contend that associations ought to embrace 'best practice' independent of setting (Eaton and Kilby, 2015). Likewise, all organizations will see execution upgrades if just they distinguish and actualize best practices. Best practice techniques are definitely relying upon the unique circumstance, including social, sectoral and authoritative components.

In my opinion, what these discussions imply that, as an organization, the Barsetshire City Council would bring in a lot of organizational reforms in terms of people management, HR policies that shall be largely to incapacitate the challenges the Council faces at the moment. The changes are expected to uplift the general performance of the employees, make them more performance driven, we shall also inculcate a system of feedback that works to and fro to see that the action part of the three pronged people strategy which is suggested to be implemented throughout the organization. Not only will this improve the performance criteria, it would also assist in building capacities of the employees of the Council who would be soon pressed for resources, maximise what is ta hand and make cooperative endeavours with other players both public and private partners to the Council. The strategy which would be implemented would also make the employees capable enough to feed the new expectations of the consumers the Council will encounter with changed responsibilities. All in all, the three pronged people strategy will also enhance the leadership capabilities in people in a leadership role. This would also assist in shifting the focus of employee motivation currently centered around compensation packages only.

A good people strategy needs ample back up from the implementors which is all the employees in the organisation. I can only assure you that with little effort and endeavour from all of us, Barsetshire City Council could become one of the best functioning Councils. Human resource strategy assignments are being prepared by our HR assignment help experts from top universities which let us to provide you a reliable best assignment help service.

Browning, B. (2015) ‘HR People + Strategy - Terrapin Bright Green’, The professional journal of HR People + Strategy, 38(3), pp. 14–17. Available at: (Accessed: 30 May 2019).

Eaton, D. and Kilby, G. (2015) ‘Does Your Organizational Culture Support Your Business Strategy?’,, 37(4), p. 4. Available at: (Accessed: 30 May 2019).

Gratton, L. and Truss, C. (2003) The three-dimensional people strategy: Putting human resources policies into action, Academy of Management Executive. Available at: (Accessed: 30 May 2019).

Hambrick, D. and Crossland, C. (2018) ‘A Strategy for Behavioral Strategy: Appraisal of Small, Midsize, and Large Tent Conceptions of This Embryonic Community’,, pp. 23–39. Available at: (Accessed: 30 May 2019).

Jofre, S. (2011) General rights Strategic Management: The theory and practice of strategy in (business) organizations, Downloaded from on. Available at: (Accessed: 30 May 2019).

Laverty, M. et al. (2018) ‘One board for mission, another board for margin: Exploring two-tiered boards and links to not-for-profit organizational performance’. Available at: (Accessed: 30 May 2019).

Mi, J. (2015) ‘Blue Ocean Strategy’, in Wiley Encyclopedia of Management. Chichester, UK: John Wiley & Sons, Ltd, pp. 1–1. doi: 10.1002/9781118785317.weom120024.

Min-Seong, K. and Thapa, B. (2018) ‘Two roads to effectiveness: CEO feedback seeking, vision articulation, and firm performance’, Wiley Online Library, 10(2), p. 447. Available at: (Accessed: 30 May 2019).

Shaw, N., Millar, C. and Russell, J. (2017) ‘P-278’working together because we care’-developing our new talent and people strategy’,, 7, p. A109. Available at: (Accessed: 30 May 2019).

Thoman, D. and Lloyd, R. (2018) ‘A Review of the Literature on Human Resource Development: Leveraging HR as Strategic Partner in the High Performance Organization’,, 5(1), pp. 147–160. Available at: (Accessed: 30 May 2019).


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