The specific plan for UrPhone4Everything will be incremental and cyclical as a policy of constant change as the organization grows. This cycle consists of seven steps: identifying goals and objectives, assessing current resources, forecasting demand, identifying gaps, concretizing activities, implementing them, and further monitoring with evaluation. Now the company is at the first stage, and here it is essential to consider several points. First is creating a legal and value base for further positioning and defining the mission and vision. Secondly, taking into account the ethical aspects of corporate social responsibility, which will be discussed in more detail in the memo (Ali, Danish, and Asrar-ul-Haq, 2020, Latapí Agudelo, Jóhannsdóttir, and Davídsdóttir, 2019, Nave and Ferreira, 2019, Tamvada, 2020). The development of these issues is essential and necessary in any company.
In terms of operations, a large flow of orders is expected, and the need to support the organization’s primary product and related home equipment. To do this, it is necessary to establish some departments, differentiating the activities of the head. First, the marketing department will need to hire at least two employees to create an independent assessment of potential demand, and create a company face with accompanying positioning processes, market segmentation, and target audience identification (Dolnicar, Grün, and Leisch, 2018).
Secondly, the finance department should also be replenished for the first time with two employees who will work with resources in the accounting field and liaise with management, marketers, and developers. Thirdly, the programming department should be replenished with people with basic knowledge in the field of intelligent systems for training and further customer support in working with the company’s products. Market demand assessment can provide a rough estimate of the number of available vacancies for these positions; however, the established HRM department should start searching immediately after approval and coordination with the management of the UrPhone4Everything plan and policy.
Comprehensive work at the initial stage combines the steps of identifying gaps with forecasting demand and requires the constant involvement of the board of directors. Consequently, management should be relieved of current responsibilities for financial and marketing processes, delegating them to specialists. As a result, a plan is tentatively planned to hire a minimum of two employees in the marketing and finance departments, while the customer service and technology development departments will be supplemented based on the results of a demand study.
It is followed by the implementation step, which in this situation means the company’s work with an expanded headquarters and new contracts and the introduction of mechanisms for monitoring employees, the success of the organization’s activities, and planning further steps. These tasks should be undertaken by the HRM department in constant communication with the management: in this regard, there will be correlations between the size of the headquarters with financial indicators, questionnaires for satisfaction, engagement, and potential proposals, which directly contribute to the success of the development of any organization (Saks, 2022, Saputra and Mahaputra, 2022, Sun and Bunchapattanasakda, 2019). Finally, these assessment systems will create a more complete and understandable picture of the company, based on which the management will see the strengths and weaknesses and many other specific internal factors.
Accordingly, marketers will highlight external factors, particularly the expected demand and potential of existing contracts. From them will come the main requests of customers and the market, which will shape the activities of the development department through the prism of the company’s mission and vision, approved by the management. HRM, in this situation, will oversee these processes, contributing to the observance of ethical standards within the organization, the achievement of efficiency in allocating resources, and the timely growth of staff replenishment. Summarizing the above, it is necessary to find four applicants in two departments at the first stage. Then, based on demand assessment, a search for employees for customer support and the HRM department is formed.
The creation of a personnel policy is no less important than the implementation of a specific HRM plan. Moreover, in this situation, in view of the fact that the company is still young, it needs to form a value and legal basis for concretizing aspects of social responsibility. To do this, the HR department provides a memo to the management of UrPhone4Everything to understand the fundamental mechanisms, current trends, and legislative framework for a significant expansion of the headquarters and sustainable growth in the new environment. If before that, the head took responsibility for hiring, along with marketing and finance, now the expected scale of the organization’s growth requires differentiation and delegation of workload with the formation of new departments. To do this, the concept of personnel policy is introduced, which takes into account these factors along with the specifics of the company’s current situation.
Experts call the current situation in the British labor market a paradox – there are now a million new vacancies in the country and almost two million unemployed citizens. Employers face 14 times the average staff shortage (Cherry, Goodman, and Atkinson, 2021). The government and the Bank of England see this state of the labor market as evidence of the dynamic recovery of the economy after the corona crisis, as the number of new jobs reached a record and wages are constantly rising. However, the government’s Coronavirus Job Retention Scheme will end on September 30, and hundreds of thousands of employees will start looking for work or return to their original place after the end of payments.
Experts believe that these people are unlikely to meet the massive demand in the labor market, which has grown due to the aging population and the outflow of migrants. Between 700,000 and 1.2 million workers were still on “coronavirus leave” at the end of July, according to the ONS National Bureau of Statistics. Another 490 thousand by that time had already left the labor market since the fourth quarter of 2019 and were classified as “inactive.” The number of unemployed during the same period increased by 310,000. Consequently, the search for the most important specialists in the market can be complicated in the absence of a competitive offer from the company.
In order to create such an offer, it is necessary to consider not only the minimum wage, which must be above the average for the relevant professionals but also many legal support measures provided by law, including the Equality Act 2010. First, HR policies should encourage diversity and inclusion and be as transparent with employees, focusing only on their strengths, not demographics (Angouri, 2018).
Secondly, the company should provide insurance payments, maternity benefits, job retention in the event of lockdowns, pension contributions, and other social benefits. Although in the UK the law does not require an employer to enter into a written employment contract, HRM must provide the employee with the terms of employment in writing no later than two months after starting employment, but in the current labor market situation, it is better to provide this form in advance.
It is worth noting and prescribing the important legal side of intellectual property rights and the specifics of working with patents and intangible assets. The attitude of data security and confidentiality is more stringent than in other companies since we are talking about the future development of the only product in the form of a mobile application at the moment, which is the only source of income for the company in a global sense. In other words, any data leaks or misconduct should be regulated by the highest authorities up to criminal law.
The moment of dismissal of employees should have a clear specific motivation dictated by the deterioration in operational performance or violations of discipline on the part of the employee. At the same time, according to UK law, a clause may be included in the contract that the employee, in case of violations, reimburses the employer for on-the-job training (Datta, Giupponi, and Machin, 2019). However, in the absence of such misconduct, the company should include a compensation payment upon dismissal on its part. This factor will allow applicants to feel more confident in interviews and consider the device option the most reliable and promising.
Conflict management and creating motivation for employee involvement should clearly reflect the company’s mission, along with the application of effective HRM practices. The ethical side of the issue is significant in shaping the overall style of the organization. First, creating the company’s corporate code is necessary, allowing unequivocally fairly resolving conflict situations within the team. Secondly, a clear management position is more predictable, adding employee confidence. Thirdly, the implementation of motivational systems through the distribution of workload, the involvement of employees in related tasks, and project activities with bonuses and bonuses have a bilateral and positive effect on engagement and satisfaction (Al-Musadieq et al., 2018, Pak et al., 2019). Therefore, along with legal requirements and opportunities, potential employees must understand the internal structure and rules in the organization in order to more soberly assess the workplace in this environment of uncertainty in the labor market.
In conclusion, this Memo reflects the main aspects to be considered when creating a personnel policy. It should be implemented at best before, but in this situation, during the implementation of the HR plan above. In fact, the policy provides initial guidelines for the formation of the value foundation of the company while showing both mandatory applied aspects against the backdrop of legislation and possible ones dictated by the current situation in the labor market. Any recommendations in the plan above should be taken through the lens of the points listed in the Memo. Finally, the definition of the structure and value base of UrPhone4Everything through the formation of a corporate code is, in fact, a documented position of the management, which will allow potential employees to immediately assess the company comprehensively and receive more information for confidence in a new workplace.
The organizational strategy of UrPhone4Everything lies in line with the motto: “make your life easier by connecting everything” and aims to be the market leader in intelligent home control systems. In fact, this phenomenon reflects several tasks and guidelines that lead to these goals. In this situation, each department reflects specific components of the company’s success following the strategy. It is expected that the programming department will focus on advanced developments in the field of applied technologies of intelligent systems, including the future implementation of neural networks and artificial intelligence, which can quickly adjust and adapt to customer requests in complex implementations (Mocrii, Chen, and Musilek, 2018, Woźniak and Polap, 2019).
The marketing and customer service department, including support and hardware specialists, will deliver relevant ideas shaped by the comfortable everyday life of the target audience. In this situation, the expansion of the headquarters, lobbied by the management, should fall on the shoulders of the HR department, which accordingly adapts to the company’s resource needs in terms of growth dynamics. As a result, the achievement of all these tasks is dictated precisely by the skills and creativity of employees, which will become the principal value of UrPhone4Everything, along with its main product, in the form of an application.
The company is targeting large developers now more than ever before. However, at the same time, the strategy must maintain an individual approach that will be comfortable for each user. HR solves both of these problems in a complex way. First, the increased flow of responsibilities requires the expansion and differentiation of the staff, which in turn must be implemented through the search for specialists, their recruitment, control and encouragement, and retention at various stages of growth. Secondly, the emphasis on larger contracts now requires legal and specific financial support, which the relevant specialists in the field can only provide. The manager, as before, can no longer take on these responsibilities, as he risks missing many essential details due to the heavy workload.
Finally, maintaining an individual approach will be implemented through HR practices to differentiate the functionality of the programming department: an experienced development team will be replenished with project managers and support specialists who will be able to share the need to receive direct feedback from customers and delegate more straightforward tasks to new employees, due to which those will comprehend the specifics and gain experience and qualifications. In this way, HRM will contribute to the company’s operational objectives, including customer requests and specific individual growth needs among employees.
As a result, organizational strategy as a vector of development and a set of short-term and long-term tasks is fully reflected in the responsibility of HRM. With such integration, the company will be able to maintain the most important mechanisms and practices that greatly simplify management and, on the other hand, lead to development results. Each task is achieved through certain employees’ efforts, which puts a critical emphasis on the necessary skills, positioning, and factors of motivation and effectiveness. HRM also considers the self-interest side of the headquarters, due to which valuable personnel is retained in the company without significant expenditure of other resources. Finally, it contributes to the planned execution of all tasks and achieving goals with a transparent allocation of the necessary resources, which prevents unnecessary spending and optimizes the organization’s budget. As a result, the company’s strategy becomes dependent on HRM, but at the same time, more efficient and adaptive.
The company’s structure at the moment is a few departments of programming, equipment management, and combining finance and marketing. Stable growth implies diversification of this structure due to more complex processes and load scaling. Consequently, HRM begins to accompany this expansion and differentiation by controlling the underlying processes. Firstly, the search for employees is a complex procedure that involves the placement of vacancies, the creation of a clear list of requirements according to the specifics of the company and the tasks to be solved, benefits, and labor incentives, which are the determinants of attracting professionals over developing applicants. Every decision requires a value and legal framework to meet the basic legal requirements for employment in the UK.
Secondly, in addition to the search, a recruitment procedure must be carried out, including an invitation, an interview, and registration at the applicant’s workplace. Again, a lot of legal intricacies, along with negotiating the availability of the necessary resources with management, should be handled by the appropriate HR professional. The board of directors should design the organizational structure, but its implementation is extremely closely related to HR processes and is practically only possible to implement with them.
As departmental differentiation is implemented, HR should focus on measures to support and retain employees through motivation and reward mechanisms. First of all, the company must control the levels of satisfaction and involvement through appropriate practices. For example, these include the proposal of projects related to the main activity, which contributes to development, new knowledge, and, as a result, advanced training. In addition, various financial incentives are possible when achieving specific goals across the company, which will promote engagement. Employees, like customers, should see the benefits of long-term cooperation with UrPhone4Everything, which is a critical determinant of sustainable development.
Finally, the structure formation is also a dynamic process, influenced by the management plan and many external factors, most of which will be supplied as valuable information by marketers and accountants. HR should make the applied practices the most adaptive to any changes, and accordingly, the structure should become flexible in order to respond promptly to various external challenges, such as a pandemic or a recession. Resource planning through this lens becomes a complex procedure that must consider communication between new departments and readiness for their potential reorganization. HRM’s collaboration with management should take this aspect of dynamism into account. It is the only way to remain competitive in a growing market.
The organizational culture of UrPhone4Everything is in the process of formation, and the only thing one can rely on at the moment is the company motto. Considering that the organization sees comfort for the consumer as the main feature of its developments, this value should be extrapolated to internal processes. In other words, the culture should be built as comfortable for employees, regardless of the department. Engagement in this regard can be facilitated by the presence of company products in the workplace: smart electrical appliances for heating water or food in the office kitchen, which will be controlled from a smartphone, lighting, and much more. Thus, employees themselves will be able to evaluate the work of the application, suggest ideas that may be born in the pursuit of a comfortable environment, and also see the value of the organization’s main product, becoming more and more involved in the global goals of UrPhone4Everything.
In addition to the main direction, the company must also form its traditions, principles, and rules in the field of corporate ethics. This code can be a reason for accepting or denying a job applicant, as the impact of social responsibility trends in the workplace is increasing significantly and puts forward demands for diversity and inclusiveness. The apparent position of the leadership should be deeper and more thoughtful than the current motto. Comfort can be one of the values, but it is not easy to achieve impressive success only due to it. As a result, specific developments are required, primarily from the HR department, in the field of conflict resolution, the possibility of breaks and phone calls, the design of the recreation area and its maintenance of work-family balance, and many other personal issues.
Finally, the organizational culture should be clearly and succinctly described by the company’s vision – how UrPhone4Everything sees itself in the future. HRM, in this situation, can contribute to the manifestation and concretization of the vision. Firstly, after the differentiation of roles and the creation of departments, each of them will be more knowledgeable in their field, and management will more clearly understand the presence of growth potential according to demand, financial obligations and lending opportunities, competition in the market and much more, which forms a resource picture, with which HRM subsequently works, providing management-friendly forecasts. Secondly, the quantity and quality of employees are only, in a certain respect, most effectively capable of sustainably developing a company: without proper analysis and control in any of the departments, there may be a glut of human resources, which will unfairly inflate the payroll without proper response in financial indicators of income and cash flow. Accordingly, through the vision lens, HRM is the key to achieving the golden mean and the most realistic and optimal forecast.
However, fast, accessible, and comfortable communication between departments is still the most critical determinant of success in this procedure since the vision relates to planning for the future and therefore is subject to many external factors. The organizational culture thus becomes a dynamic structure, which over time will be shaped not only by management and HR but also by the employees of all departments, creating a unique style of UrPhone4Everything.
Consequently, the impact of HRM on organizational strategy, culture, and structure forms a particular vector of company development in the context of expected growth through a range of specific tasks and processes. First of all, HR becomes the core of UrPhone4Everything in the sense that it centralizes the value of qualified employees due to the specifics of the product implementation. It requires technological knowledge, good communication between hardware and software departments, constant updating, adaptability, and preservation of uniqueness, combined with comfort. The allocation of such strengths to the range of company values can serve as a guideline for the HR strategy vector. In this situation, it takes the form of complete control over all processes within the organization with minimal outsourcing, highlighting the principal value of employees with their skills and qualifications and an adaptive structure that will survive the first changes shortly due to the proximity of rapid growth.
Given the above, a company can cultivate its core value through training and skills development through several mechanisms. First, as mentioned above, is the allocation of employees to projects in related departments to increase company involvement on a global scale, as well as to improve their skills and broaden their horizons. Secondly, targeted mentoring and training programs can be implemented with existing employees who will increase the onboarding of newcomers and receive motivation in their own wages. Therefore, an HR strategy must necessarily include employee training programs, which can increase the attractiveness of long-term cooperation among job seekers.
Finally, another critical aspect of the strategy is the creation of a safe, healthy, and friendly atmosphere in the team. For this, as mentioned above, forces will be involved in creating a corporate code of ethics, a set of certain traditions and rules that form the company’s mission and goals, as well as an understandable conflict resolution policy. These actions will have a legislative, legal, and practical basis on available experience, which will be reflected primarily in the process of searching and hiring applicants. As a result, a comprehensive HR strategy will be created that aims at the well-being of employees and the sustainable growth of UrPhone4Everything in light of all identified case specifics and potential external factors.
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