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Analyse major theoretical perspectives of HRM, contemporary business issues and environmental contexts.

Assignment Brief

Unit title & code

The Strategic Context of Human Resource Management & SHR 017-2  

Assignment number and title

Assessment One and Group Presentation (Choose a company)

Assignment type

PR-Oral / WR-I

Weighting of assignment

30%

Size or length of assessment

1,500 words

Unit learning outcomes
  • Analyse major theoretical perspectives of HRM, contemporary business issues and environmental contexts, evaluating how these shape the role and objectives of the HR function and the development of HR strategies and practices. [CIPD LOs 5BIC 1,2,3,4,5; 5MHR 1,2,3,4,5,6]

 

What am I required to do in this assignment?

 

Assessment 1- Group presentation (20 minutes) and Individual report (1,500 words)

You will be required to research and critically evaluate the alignment of an organisation’s business, HR strategies and assess the impact this has on the level of productivity/performance. Presentations will be undertaken as a group, but each group member will also include an individual report of the presentation, to demonstrate their individual understanding. (The presentation and individual report will both be worth 50% of the assessment grade).

 

What do I need to do to pass? (Threshold Expectations from UIF)
  • Analyse the internal and external context of an organisation using appropriate analytic tools and demonstrating an awareness of the impact of various contextual factors on the development of the role of HR, HR strategies and practices.
  • Analyse the evolving role and objectives of the HR function in different contexts and its contribution to the change management agenda and business success.
  • Evaluate the vertical and horizontal alignment of HR strategies assessing the impact on organisational performance.

How do I produce high quality work that merits a good grade?

Your presentation should include the following:

  1. A slide detailing the individual contribution of each member of the group.
  2. Background on the organisation and context (industry, turnover, current issues etc).
  3. The HR function analysis – what approach does it take? Can you categorise it using the Ulrich model (or alternative)?
  4. Critical evaluation of the approach. What is the implication of the approach?
  5. The HR function evaluation - How has it contributed to the success of the organisation? How does HR support the business strategy / change? Is there anything the HR function does not do well? What impact does this have? 

IMPORTANT NOTE:

  • Your presentation slides should be attractive, free from errors and clear. Use large enough font and appropriate pictures / tables / charts etc.
  • Your slides background must make it easy for the reader to read it from a distance. Avoid unprofessional colours.
  • You must rehearse your presentation as a group – give constructive feedback to one another to improve your performance. Try not to read from notes.

The presentation MUST be a GROUP presentation – individual presentations will not be accepted.

  • Time limit: 20 minutes presentation (no more than 10 slides)
  • Reference List and resources: You need to support your work with reference to academic sources (e.g. books and journal articles) as well as examples of organisational good practice (e.g. practitioner magazine articles / websites – chosen carefully).
  • Use Harvard referencing style (see the Learning Resources website: http://lrweb.beds.ac.uk/guides/referencing).
  • The unit reading list should be referred to but you will also be supplied with specific resources relating to your case study organisation.
  • You must submit a paper copy of your group’s slides when you present

How does this assignment relate to what we are doing in scheduled sessions?

This assessment draws upon your understanding of the theories, HR strategies, HR functions and analysis of the internal and external context of organisations which we discuss in class and at our seminars etc

Sample Answer

Individual Report: Strategic Human Resource Management at Unilever

Introduction

This report critically evaluates the alignment between Unilever’s business strategy and its human resource (HR) strategy, with a focus on how this alignment contributes to organisational performance and productivity. The discussion draws upon relevant HRM theories, including the Ulrich model, and examines both internal and external factors affecting the HR function. As part of a group presentation, this report also demonstrates individual understanding of how HR strategy supports Unilever’s business goals.

Organisational Context

Unilever is a multinational consumer goods company operating in over 190 countries, with annual revenues exceeding €60 billion. Its vast product portfolio includes food, beverages, personal care, and home care items, with well-known brands like Dove, Lipton, and Persil. Unilever faces several strategic challenges, including rising costs, sustainability pressures, and rapidly evolving consumer preferences. The HR function plays a key role in supporting Unilever’s long-term strategy known as the “Compass Strategy,” which focuses on growth through sustainability and innovation.

Internal and External Context Analysis

Internal Factors

Unilever’s structure is decentralised, allowing regional autonomy while maintaining global oversight. This requires HR to manage talent across diverse markets, aligning global standards with local needs. Internally, there is a strong emphasis on leadership development and employee engagement, which supports innovation and operational efficiency.

External Factors

Externally, Unilever must respond to global competition, regulatory pressures on sustainability, and the growing importance of digital transformation. Political uncertainty, especially in key markets, and social trends like consumer demand for ethical products also influence the HR strategy. Analytical tools such as PESTLE and SWOT reveal that HR must adapt rapidly to these changing external conditions.

HR Function Analysis

Unilever’s HR function is best understood through Dave Ulrich’s model, which categorises HR roles into four main areas: strategic partner, administrative expert, employee champion, and change agent. At Unilever, HR acts predominantly as a strategic partner and change agent, aligning talent management and leadership development with business goals. Additionally, HR supports digitalisation and sustainability initiatives, which are central to the company’s Compass Strategy.

HR practices such as global talent acquisition, performance management, and learning and development are streamlined through a digital HR platform, which improves efficiency and data-driven decision-making. The company also invests heavily in diversity and inclusion, recognising that diverse teams improve innovation and performance.

Critical Evaluation of HR Approach

The strategic orientation of Unilever’s HR function has contributed positively to organisational success. By aligning HR with business needs, the company has increased employee engagement, reduced turnover, and improved productivity. For example, Unilever’s Future of Work initiative, which includes flexible working and digital upskilling, has supported adaptability and resilience, especially during and after the COVID-19 pandemic.

However, there are some challenges. The strong centralisation of strategic decisions can sometimes limit local responsiveness. Additionally, despite efforts, achieving gender balance in senior leadership remains a work in progress. The reliance on digital systems also introduces risks related to data security and employee privacy.

Continued...

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