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A CRITICAL REVIEW OF

SKANKA’S HRM
BY JOSIAH JOHNSON
STUDENT ID: 150056497

January 1, 2018
CITY, UNIVERSITY OF LONDON
EPM937 ORGANISATIONAL BEHAVIOUR & HRM

FINAL WORD COUNT:


Contents
Introduction ............................................................................................................................................ 2
Good HRM Practice ................................................................................................................................. 2
Objectives ............................................................................................................................................... 2
Evaluation of Skanska’s HRM .................................................................................................................. 2
About Skanska ..................................................................................................................................... 2
Organisational Objectives Strategic Policies ....................................................................................... 2
Role of HRM ........................................................................................................................................ 2
Recruitment strategy and process ...................................................................................................... 2
Employee Development...................................................................................................................... 3
Employee Resourcing (e.g.HR planning, Recruitment and/or Selection) ....................................... 3
Training and Development.............................................................................................................. 3
Employee Rewards.......................................................................................................................... 3
Employee Relations......................................................................................................................... 3
Recommendations .................................................................................................................................. 3
Conclusions ............................................................................................................................................. 3
References .............................................................................................................................................. 3

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Introduction
Human resource pertains to the manner or approach which an organisation uses for managing people
to ensure effective performance. The Chartered Institute of Personnel and Development defines
Human Resource Management (HRM) as “The design, implementation and maintenance of strategies
to manage people for optimum business performance including the development of policies and
processes to support these strategies and the evaluation of the contribution of people to the business.”
Although it is established that resource management is fundamental to the success and
competitiveness of an organisation there is a wide variation on how an organisation may attain
effective HRM. The common denominator however, in any company or organisation when it comes
to maximising its HRM is the reliance on skilled workers and managers. Poor worker management
has the potential to severely limit the organizational growth. Managing human beings means
attempting to cater to the personal needs of individuals. This makes human management one of the
most difficult resource for an organization to manage due to the need to fulfil the desires of a wide
range of people often with different perspectives, personalities, values, motives, attributes and habits.
The HRM strategy a company such as Skanska implements in the process of building and maintaining
a strong workforce is vital due to the importance of its work force in meeting project schedules. Some
of the key considerations of a construction company with regards to its HRM may include employee
management and motivation, providing adequate industry training and hiring suitable candidates in an
industry requiring specific skillsets. At the same time effective HRM strategy ensures good team-
building as well ensuring the organization is compliant with national and international laws with
regards to organisational policies.

Objectives
This report aims to the evaluate and review the HRM structure of Skanska a Swedish company which
is also ranked as the 5th biggest construction company in the world by the Construction Global
magazine. As one of the most successful companies in the world, it is beneficial to evaluate the HRM
policies and practices currently implemented by Skanska in order to identify the areas which has led
to the success of the organisation as well as areas where the organisation can improve. Included in this
report is a literary review of good HRM practice, an evaluation of Skanska’s HRM approach and
recommendations which Skanska may benefit from adopting.

Good HRM Practice

Evaluation of Skanska’s HRM


About Skanska

Organisational Objectives Strategic Policies

Role of HRM

Recruitment strategy and process


Employee Development
Employee Resourcing

Training and Development

Employee Rewards

Employee Relations

Recommendations

Conclusions

References