The U.K.'s second-largest city


Birmingham is the U.K.'s second-largest city, with approximately 1 million population and covering 267.8 square kilometres. The people continue to rise and is planned to achieve more than 1.1 million by 2026. The people are young and culturally various, with a advanced percentage of citizens below than 35 years than the English usual. Birmingham City Council's vision for the future of the city described in the 2005 statement affecting Birmingham forward requires facility delivery at an unusual level of distinction. Achieving this and responding to business requirements led the council to commence a far-reaching business revolution program that would begin with a total overhaul of shared services. SAP's fully included suite of software applications was essential to the information transportation that would strengthen the council's determined transformation project.


"HR main occupation is may possess recruitment and collection policies, disciplinary dealings, reward/recognition policies, an HR plan, or knowledge and development policies, however all of these purposeful areas of HRM require to be aligned and correlated, in order to correspond with the overall business strategy. An HRM strategy thus is a generally plan, concerning the implementation of specific HRM functional areas".

Birmingham City Council Vision Statement

The Housing Department is committed to its vision statement

Our vision for the city has been set out in the Community plan for Birmingham: We believe Birmingham must be:

"A city that can guarantee a high quality of life for its citizens because it has a successful and sustainable role in the world economy, creating wealth and prosperity, and because it provides good quality public services. It is a truly inter-cultural city, creating the conditions for all its diverse communities to realise their potential and participate in the life of the city. It is a city where a dynamic city centre is mirrored by a multitude of lively local neighbourhoods bustling with a rich variety of communities and activities."

Birmingham must be a place where people enjoy the twin benefits of being part of a local flourishing community in a big successful national and international city.

  1. In 2002 the council carried out a best value review of the HR Service. One of the recommendations of the review was:
    • That HR support provision is repositioned to provide strategic level support and that to facilitate this, the administrative elements of the HR service are integrated and consolidated

    The recommendations of the report were agreed by Cabinet at its meeting on 27th January 2003.

  2. As part of ongoing work within the HR Service, a comparison of costs/level of service with other core cities have been carried out. The main conclusions of that review are as follows:
    • Each HR FTE serves 90 employees compared to the unitary/metropolitan best practice of 132 and UK organisation best practice of 139
    • Each Training FTE serves 161 employees compared to the unitary/metropolitan best practise of 262 and UK organisation best practise of 419

    The majority of these savings were to be arrived at by the implementation of the recommendation of the best value review set out in paragraph 3.1.

  3. To achieve the necessary saving and increased efficiency work has been undertaken over the last 6 months to achieve the following:
    • Determining a new structure for HR
    • Amalgamation of the recruitment function
    • Amalgamation of the training section

    Progress has been made on all 3 issues but to conclude the latter 2 issues, appropriate accommodation needs to be found to achieve the financial and organisational efficiencies desired by the Council.

  4. The best value review with subsequent work has enabled a fundamental evaluation of the service which, in summary, has identified that the Council delivers a high intervention, highly localised and thus high cost service which provides an inconsistent level of service across the Council. In particular, the efficiency of the service is restricted by:
  • Corporate standards not being enforced
  • Inconsistent practice reinforcing departmentalism
  • Duplication of effort
  • Procedure driven

To address these issues and effect the necessary financial and efficiency savings, it is appropriate that the corporate members of the HR community are pulled together to drive forward the necessary change agenda.

The overall cost of this provision is approximately 219,629. In addition to the accommodation costs, the HR function across the city is required to purchase one off/off-site training/meeting room accommodation totalling some 60,000 per annum.

As well as the above employees, there will be the need, for specific projects, to bring together groups of staff of up to twenty and this need, combined with the need for meeting and training room facilities, has been allowed for in determining the size of accommodation needed.

It is estimated that the size of accommodation required is between 13,000 and 14,000 square feet which compares with the average allocation of square footage per employee currently operated by the Council.


  1. A search was undertaken and 13 locations were identified as follows:

5 in secondary city centre locations

4 in peripheral city centre locations

4 in local centre locations

The details of these properties are contained in Appendix 1. One of the thirteen identified locations, Centro House, Summer Lane, fell short of the space criteria by some 4,000 - 5,000 square feet.

Services and facilities:

  • Waste & Recycling
  • Housing
  • Council Tax & Benefits
  • Leisure & Tourism
  • Planning & Environment
  • Education, learning & Libraries
  • Community & Living
  • Streets, Transport & Parking
  • Health & Social Care
  • Business & Economy
  • Council & Democracy

Waste & Recycling

Management Team:

Its arrangement consists of 121 members. The council is working in the leadership of Mike Whitby. It is sensible for running just about all local services, with the exception of those run by joint boards. The Provision of convinced services has in recent years been devolved to several council constituencies, which each have a constituency committee made up of councilors from that district which is involved in Business development, technical implementation and administration.

Human Resource Management:

The Human Resources Management (HRM) function includes a variety of activities, and key among them is deciding what staffing needs you have and whether to use independent contractors or hire employees to fill these needs, recruiting and training the best employees, ensuring they are high performers, dealing with performance issues, and ensuring your personnel and management practices conform to various regulations. Activities also include managing your approach to employee benefits and compensation, employee records and personnel policies. The organisation should always ensure that employees have -- and are aware of -- personnel policies which conform to current regulations.

HR performance

Well-organized and valuable Human Resource management is a challenge to all HR professionals. Staffing, training and helping to manage people so that the organization is liable to enhance the performance level is essential to work in a creative manner.

usually, human resource activities are tracking statistics points on each employee. These capacity include experiences, capabilities, skills, data, personal histories and payroll records. In the most universal wisdom businesses carry out unusual activities dealing with organization their approaches to employee reimbursement and compensation, as well as employee records and human resources policies.

HR explanation Functions

Human Resources possibly will situate strategies and develop policies, principles, systems, and processes that implement these strategies in a whole range of areas. Here are following HR keys which can be very accommodating for the Birmingham city council.

  • employment and selection (resourcing)
  • managerial aim and growth
  • production revolution and modify organization
  • presentation, behaviour and performance management
  • manufacturing and employee dealings
  • Human resources (labour force) examination and labour force human resources data organization
  • reimbursement, rewards, and remuneration management
  • Training and development


HR objective is the manufacturing relations services implying establishing valuable relationships between the employer and the staff. comprehensive and inclusive policy structure should be established for risk organization, protection and health issues. Staff should be well knowledgeable about safety and health issues in the workplace. What is required to gain this objective is the staff's participation in a wide range of training and consciousness programs in the area of safety and health. Staff development objective can be realized through dissimilar skills development courses considered to promote further skills growth required to bring out their responsibilities. . One more objective result in consultancy support provided on the basis of enhanced in sequence about both the employer and HR staff needs and working requirements.

Services and facilities

Notable services provided and facilities managed by Birmingham City Council include: Birmingham

  • Birmingham Museum & Art Gallery
  • Several country parks
  • Brookville Park Lake
  • Public Library and Baths, Balsall Heath
  • Aston Hall
  • Birmingham Wholesale Markets
  • Council House
  • Hall of Memory
  • Brandwood End Cemetery
  • Lodge Hill Cemetery
  • Witton Cemetery
  • Ogwen Cottage Outdoor Pursuits Centre


Human Resource services condition is strongly related with strategic policies, planning and coordination of an organization. A wide range of human resource strategies expected at further elastic arrangement can include enhanced links among performance and remuneration, enhanced presentation dimension events for all staff, improved employment and retention strategies, and support of skills growth.

Service of City Council

  • Libraries
  • Housing
  • Council Tax n Benefits
  • Waste and recycling
  • Planning
  • Community n Livings
  1. Key Objectives
  2. One of the Council's key objectives is improving services. While additional investment in certain key areas is going to be needed, this cannot be the whole answer because the council has limited financial resources and neither the taxpaying public nor elected Members are prepared or able to pay more. Improved services will only come through the efforts of the Council's most valuable resource - the people who work for it.

    These critical objectives cannot be achieved without a good performance management system. Such as system will ensure that individuals have objectives that are consistent with and support team, divisional, directorate and Corporate objectives. Staff ought then to be aware of their part in improving Birmingham. It gives a framework in which barriers to achieving improvement can be discussed and resolved, including identifying learning and development needs.

    This process is central to progressing the Council's overall objectives and goals and should not be underestimated. It is important that staff and managers recognise that this is their part in helping the council achieve its goals. Therefore, it is essential that the system put in place is the same across the council as a whole and that all staff are involved with it. While it may be a formidable challenge to put this in place, it is a challenge that has to be taken on and that Birmingham is capable of meeting.

  3. Effective Staff Performance Management:
    1. Ideally, a good staff performance management system should help the organisation, managers and staff to achieve several objectives
    • Clearer links between each team and each individual's work and corporate and service objectives.
    • Better identification and recognition of achievements, gaps in performance and developmental needs and a short statement / timetable of the key actions to take place so that they can be reviewed at the next meeting.
    • Enhanced communication between managers, staff and teams about work issues.
  4. Recuperating the present System - 10 Key Areas
  5. In order to get better the present system for the extended term, effective PDR's broadly require the following organisational conditions and a re-affirmation of some of the basic principles regarding the management of staff performance. These are:

    1. Organism truthful regarding deprived presentation
    2. Staff and managers need to work to clear and high standards

    3. Clearness and conformity regarding Objectives and creature Workload
    4. All staff should be clear about their role and managers understand individual workload issues.

    5. Principles, Competencies, knowledge & growth
    6. Managers and staff need to work to a set of organisation wide values, competencies and receive appropriate training and development. A short-life group to set up to carry out this work.

    7. More Corporate Recognition for Staff Achievements
    8. A system of corporate certificates for staff to be set up to start in April 2004 and an annual ' achievers' event to be arranged for Spring 2005.

    9. Promotion, Career Development and Progression
    10. All results of a PDR to be held on an individual's file. This information is to be confidential and to be made available to internal interview panels.

    11. Variety of Forms & Descriptions of Appraisal

    Due to the wide variety of existing forms and differing titles for essentially similar systems it is proposed that a group be formed with representatives from Directorates to design a set of core organisation wide forms that have similar core elements/styles but allow for some local variation. Once agreed changes in forms can be made based upon experience and changing work environments/staff but will need to be agreed through a corporate process.

  6. Improving the Current System - Summary
  7. For reviews to have value and standing within the organisation, they need to mean something at working level and not simply be a top down requirement.

    They also need to support recognition of good performance,personal development, positive organisational and cultural change, and if necessary challenge when performance is not good enough. Overall, PDR's are a staff entitlement as well as a managerial duty.

  8. Recommendations

That a set of core competencies be developed and agreed before the PDR system becomes operational in Oct - Dec this year.

That the PDR process is used to recognise staff achievements and that a corporate

Official document system and annual 'achievers' event well-known

That one set of core forms for the whole organisation be develofaped and agreed.

That an assessment framework be adopted as part of the PDR process.

That the timing and frequency of PDR's be linked to the Corporate Planning process.


The Cabinet Member for Equalities & Human Resources has been consulted and has supported the review of the current PDP system

Michigan Model of HRM:

It planned by Fombrun, Tichy and Devanna (1984), Michigan representation advise that, in order for an company to get better its presentation, it must straight align its company and human resource strategies and structures. The representation proposes that:

  • Individuals should be treated as executive possessions, should be obtained and resourced as reasonably as possible and should be developed ad exploited;
  • Fit should be achieved between character and managerial strategies by selecting the most proper individuals to achieve its business activities and promoting best possible presentation to achieve business objectives;
  • Monitoring and appraising presentation and given that appropriate feedback to employees;
  • Rewarding to performance;
  • Developing awareness, skills and competence to achieve business objectives.

Harvard Model of HRM:

It planned by Beer et a/. (1984), suggests a softer, more humane side to HRM:

  • Employees are no managerial supply, but they are also human.
  • Four Human Resource strategy areas are important to the representation and should be residential:
  • Human Resource flows are included staffing, variety, utilisation / placement, appraisal, promotion, termination of employment;
  • remuneration organization system, such as pay and inspiration;
  • Employees influence: power, designation and dependability;
  • Work systems: aligning people to work design.

Beer et a/., (1984) suggest that the use of the Harvard Model leads to the achievement of four C's:

  • Competence of employees: skills, abilities, capabilities;
  • Commitment of employees: to the organization and its culture;
  • Congruence / fit of employee and organization goals.

Part 3


The extended and the diminutive of it

Global opposition requires long-term preparation, but the quickly shifting needs of that struggle mandate confidence on short-term plans.

A main objective of this mission is to place the right candidates at the right positions using the methods of improvement and preparation.

The most important objective of people accountable for doing human resources preparation is to acquire, develop and implement the knowledge, tools, capability and income necessary to successfully do Human Resource Planning and Development as an essential part of the business planning processes.

Recommendations for outlook work include rising the visibility of HRP on National policy agendas and developing tools to improve the productivity, efficiency, and distribution of personnel.

There are plentiful considerations that the human resources professionals must take into account. For instance: "Inconsistencies between culture and approach can harshly impair the successful chase of a given route of action."

Approaches to be used by BCC are

Selecting the most excellent capable person for the occupation (correct person' approach)

Shifting job description to fit the abilities of the people working ('culture-fit' model)

education people to achieve more effectively (elastic person approach)

it chooses any one or a combination of these methods according to the circumstances

"Human resource forecasting involves manufacture projections of both the organization's employee's needs and the accessible supply of capable and expert people.


It is evident that human resources planning is becoming more and more important in business circles. So Birmingham City Council is looking for the possible measure which can make the transition process smooth and the applications which have been mentioned above, these are capable for saving hundred of million pounds every year.

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