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Unit 7 & 8 journal entry help
Maximo Case Study info
Maximo is a British-based entertainment media company whose primary business is designing games for mobile phones and tablets.  They began life in 2004, with just 3 people – Max, a computer science graduate, his friend Morris, a business studies graduate as the CEO and his uncle John, who provided the financial backing.
Over the next 5 years the company grew slowly.  This was before the days of smart phones, so Maximo had no way to interact directly with the users of their games.  They sold their games directly to mobile phone manufacturers, who pre-loaded them onto handsets. Some handsets sold very well, but Maximo didn’t benefit from this in any significant way.
In 2008 the business landscape changed. Apple launched their app store and for the first time mobile developers had direct access to a worldwide audience. This was Maximo’s opportunity to revise their strategy.
Throughout this module you will be asked to apply your learning to the Maximo case study through your reflective journal entries.
Unit 7 and 8 Journal Entry
Strategic HRD
Learning is a key part of Maximo’s people strategy.  Their people drive their business and as such they have a significant budget for development.  Individuals can nominate themselves for specific training courses that will add value to their skillset and the products they work on.  Classroom training is only a small part of the strategy.  Maximo have intentionally kept working groups small and flexible, focusing on developing or maintaining specific products.  This supports a focus team members sharing knowledge and skills as part of their day to day work.
Managers have a development focus, and spend time enabling and supporting development of individuals in their team.  They have many examples of how this informal learning has resulted in key business successes and changes to core processes.  Maximo take an inclusive approach to talent management, recognising that all roles add value, so development is available to all.  The opportunity to learn is rated as one of the most valued benefits by employees.
SHRM and the management of change
The change that Maximo experienced over a 5 year period was large and fast-paced.  One of the key factors in their success was their ability to respond quickly to an opportunity and continue to adapt.  Maximo believe the structure of the business has enabled them to remain flexible and use the learning culture to adapt to new challenges and take advantage of new opportunities.
Communication is a challenge for all organisations during periods of change, and there have been times when Maximo haven’t communicated clearly enough to their employees. They think one of their main strengths is the flow of communications within the business, which has always been up, down and sideways.  This means that when they’ve made mistakes, the effect of this has been reported back to them very quickly, enabling them to take action.  They believe in sharing all the information they can, and use the system of one-to-ones, daily, weekly and monthly huddles to share information face to face.
The structure of the organisation means that they have maintained the feel of a small mobile games developer, which has minimised barriers to communication
Journal Entry Task:
For your Unit 7 and 8 Journal Entry consider how Maximo’s approach to learning and development fits with their approach to the employment relationship?  How does their approach relate to their ability to manage change?
Unit 7
Unit 7: Strategic Human Resource Development
Human Resource Development (HRD) is a key part of SHRM, focusing on the development of human expertise.  Individual learning increases expertise and learning in groups supports the transfer of knowledge, both of which can be a crucial source of competitive advantage for organisations.  In this unit, we will explore different kinds of learning and development and how these are used within the workplace.
Talent management is an area of SHRM that is assigned increasing importance within the business community.  We will explore this to understand the SHRM processes that have a part to play in making the most of talent, the differences between HRD and talent management and the role HR plays in talent management processes.
Unit content

Understand the contribution HRD makes to organisational performance
Differentiate between approaches to develop Human Capital and Social capital
Review how people learn and different kinds of learning used in organisations
Consider talent management and how this is supported by HRD and other SHRM processes

Unit outcomes
On completion of this unit you will:

Explain the concept of HRD and the importance of human expertise and learning to competitive advantage
Understand the relationship between training and development, career development, and organisation development
Understand the relationship between formal and informal learning, including the role of workplace learning
Define and explain the concept of talent management
Appreciate the role of the HR function in the acquisition, development, and retention of an organisation’s talent

Unit 7 Required Reading
The reading in this unit will explore the importance of human expertise in organisational performance, and the role HRD plays in developing this.  You will identify different kinds of development and how these can be used in the workplace.  Talent management is an important aspect of HRD, which will be defined in the reading, and you will explore how this tool can be applied within organisations.
Truss, C., Mankin, D. and Kelliher, C. (2012) Strategic Human Resource Management. New York: Oxford University Press.

Chapter 9 –SHRM &human Resource Development
Chapter 10 –SHRM & Talent Management

Unit 7 Additional Reading
Additional Reading:
CIPD factsheet, Talent Management – https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet
 Unit 8
Unit 8: SHRM and the Management of Change
It is generally agreed that the pace of change facing organisations is greater now than it has ever been.  A range of internal and external drivers are moving businesses to review their strategies, structures and processes, leading to change.  We will define change and explore the approaches of planned change and emergent change.  Many models are based on planned change, with the underlying assumption that change can be planned and actively managed.  In reality this is often not the case, and as such the emergent approach recommends that organisations increase their overall change readiness, rather than adhering to a planned programme.
As you’ve seen in the CIPD Profession Map, the professional area of Organisation Development includes ‘providing insight and leadership on change management strategy, planning and implementation’.  HR departments are increasingly playing the role of change agent and we will explore this in more depth.  One of their roles is to recognise that individuals will have emotional reactions to change, and to help them understand and embrace change.
Unit Content
In this Unit we shall:

Differentiate between planned and emergent approaches to change
Consider the concept of change readiness and its importance in a rapidly changing environment
Identify the contribution SHRM can make to change
Understand individual reactions to change and the importance of planning to manage these

Unit outcomes
On completion of this unit you will:

Appreciate the importance of the effective management of change as a core HR skill
Explain the principal approaches to understanding the process of change
Critically evaluate several models of change management
Reflect on how individual responses to change can be affected by change programme design
Outline some of the ways the HR function can contribute to change and how these will be affected by different contexts

Unit 8 Reading
The reading in this unit will explain the role that SHRM plays in managing change within organisations, including strategic planning of change programmes, as well as responding to the needs of the workforce during incremental change.  You will explore different approaches to change, and explore how SHRM can add value at different levels of the organisation.
Truss, C., Mankin, D. and Kelliher, C. (2012) Strategic Human Resource Management. New York: Oxford University Press.

Chapter 15 –SHRM and the Management of Change

Unit 8 Additional Reading:

CIPD factsheet:Change management – http://www.cipd.co.uk/hr-resources/factsheets/change-management.aspx
CIPD research report:Landing transformational change – https://www.cipd.co.uk/knowledge/strategy/change/theory-practice-report
CIPD research report, Landing transformational change:Closing the Gap between Theory and Practice – https://www.cipd.co.uk/knowledge/strategy/change/theory-practice-report
The HR manager as change agent:Evidence from the Public Sector – http://eds.a.ebscohost.com.lib.kaplan.edu/eds/pdfviewer/pdfviewer?vid=1&sid=5ba6f344-7b8a-4a80-882d-2e345432cf01%40sessionmgr4005&hid=4113


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