Strategic Human Resource Management (F/616/2725) Assignment Brief 2026

Strategic Human Resource Management Assignment Brief

Unit Aims

The aim of this unit is to develop learners’ understanding of how the effective strategic management of human resources supports the achievement of organisational objectives in different contexts. Learners will evaluate the contribution of strategic human resource management, and the application of leadership and management theory for organisational benefit.

Learning Outcomes and Assessment Criteria

Case Study

Based in central London the European Club was founded in 1900.

The club is a non-profit making charity whose good works for the last 100+ years include offering scholarships for gifted children from poorer countries the opportunities to study in the UK.  The Charity is governed by a Board of Trustees who  also  form  part  of  the  Board  of  Directors.   The  CEO  sits  on  the  Board  of  Directors  whilst  the General  Manager  and  Club  Secretary  report  into  the  CEO.

The  vision  and  mission  statement  is represented  as  “High  quality  hospitality  at  affordable  prices.”   A  statement  of  values  has  been  an agenda item for almost a year but has not been actioned.

Revenue for the charity is derived from the operation of the central London ClubHouse (situated in a fashionable street in Mayfair London W1) containing a very ‘dated’ and largely unused waiter service cocktail bar called The Fox and Hound, a 50 seat restaurant called The Dining Rooms, 4 function rooms (no in-built meeting room equipment) and 50 bedrooms which it hires to club members for a highly subsidised amount of just £75 per night. Many of these rooms have not been refurbished in quite a while.

The building itself has a certain faded grandeur but is in need of some much needed planned and reactive  renovation  and  maintenance  to  furniture,  fixtures  and  fittings.  Some  of  the  systems  in  the ClubHouse,  including  reservations  and  front  office,  are  still  on  Excel  spreadsheet  functions.  A  manual process is used for creating reservations for the bedrooms, restaurant and bar and function rooms. There is however an online payment system used but there are three separate systems, one for each department. Wifi is available throughout the ClubHouse.

Many of the staff have been there for many years and the way things operate have not changed for a long time. Whilst familiar and comfortable with the current ways of doing things, the staff often complain about the amount of time it takes and the inefficiency of the systems in place.  There is a very defined hierarchy and staffing structure in the departments. The organisational chart below details the restaurant, bar and event management departments.

Staff are not encouraged to make decisions without reference to the Head of Department nor are they encouraged to put forward new ideas for enhancing or improving practice. Any changes to practice are often from the top down and staff opinions are rarely sought. Morale, as measured by a small yearly staff survey, appears low, and many of the younger staff leave after just a couple of months citing lack of opportunities and poor training as a cause. The survey also shows that staff are not happy with their manager and feel that they do not get praised or rewarded when they do a good job.

The previous CEO had been with the charity for some 30 years and very much left the management of  the  club  to  the  General  Manager,  who  also  retires  later  this  year.  The  new  CEO  of  the  charity believes that there is a lot more that might be achieved, and good works undertaken, if the operation itself  makes  more  money  to  invest  into  the  charitable  works,  and  she  firmly  believes  that  the organisation is underperforming and is inefficient. Membership of the club has been falling steadily over the past five years and now stands some 50% of  its  original  membership.  A  recent  member  survey  shows  significant  complaints  about  the conditions of the facilities, especially the restaurant and bar which the members use to entertain as well as the drop-in customer service as well as the general lack of organisation.

The CEO  has approached  you and  wants  to  employ  your  HR  consultancy services  to  address the strategic HR issues around a modernisation plan for the restaurant and bar facilities of the club.

The modernisation and renovation programme will include the following:

1. The refurbishment of The Fox and Hound Bar, the Dining Room and the function rooms

2. Training  and  development  of  all  staff  on  the  new  processes  connected  to  the  Bar,  Dining Room and function rooms.

The refurbishment has been given to an architectural firm that will employ its contactors and manage all the building work. They have promised to work to the project deadlines. Naturally, this will mean the members of the club paying more for the services;  however, this will bring the charges in line  with similar institutions and facilities.

The CEOs biggest concern is how to undertake this project with the minimum of disruption to both members and staff.  It is not an option to shut the club down completely during the project.  Business as usual, as much as possible, must be maintained.

Task 1 – Presentation and Briefing Report (AC 1.1, 1.2, 1.3, 2.1 & 2.2)

Instructions:

The CEO has asked you to prepare a 15-minute presentation and accompanying briefing report for the Board of Directors “selling” your consultancy services. You still need to pitch for the contract as the two other board members will be involved in the decision.

Apply theoretical concept, give example and Prepare a presentation with speaker notes and a briefing report in which you should:

• Explain the importance of Strategic Human Resource Management (HRM) and how you could add  value  to  the  ClubHouse.  You  should  discuss  how  strategic  HRM  could  be  linked  with  other departments.
• Explain  the  Strategic Human Resource services  you  could  provide  to  the
• ClubHouse  and  their purposes.
•  Analyse  the factors that  the ClubHouse should consider  before embarking on the renovation  and restructure.
• Determine  some  preliminary  HR  requirements  for  the  organisation  considering the  new contract.

Delivery and Submission:

• 1x Presentation file (including references) with speaker notes (500 words)
• 1x Briefing Report (500 words) excluding TOC, diagrams, references and appendices

Task 2 – HR Plan and Memo (AC 2.3, 3.1, 3.2 & 3.3)

Instructions:

You  have  been  successful  in  securing  the  contract,  and  you  have  a  lot  to  do.  The  management priority is to have a HR plan and policy in place as soon as possible.

Therefore, you have decided to create the outline for a HR plan and include a memo about HR policy that is to be circulated.

For this task, you need to prepare:  An outline of a Human Resource plan that addresses the ClubHouse’s position on:

• sustainability, social responsibility, discrimination and any other relevant ethical areas.
• A  memo that:

○ explains  the  importance  of  HR  policy
○ provides  examples of regulatory, legal and ethical concerns that should be covered within the policy i.e. living wage vs minimum wage, maternity cover, Equality Act 2010, termination of  employment etc.) which would be important to the ClubHouse.

Delivery and Submission:

• 1x HR plan (1000 words) excluding TOC, diagrams, references and appendices
• 1x HR memo (500 words) 

Task 3– Report (AC 4.1, 4.2, 4.3, 5.1, 5.2 & 5.3)

Instructions:

Having  done  all  of  the  preliminary  work  for  the  ClubHouse,  you  should  now  write  a  report  in  which  you should:

• Provide a comprehensive HR Strategy that is relevant and structured towards the needs of the ClubHouse.  
• Using relevant metrics, explain how your selected HR approaches will be implemented and monitored. 
• Describe the impact of organisational strategies, structures and culture on the management of HR.
• Determine the effectiveness of the current ClubHouse HRM,
• Critically evaluate the interplay between the ClubHouse’s leadership HRM and business strategy.
• Explain how you would develop, monitor and evaluate a leadership strategy that supports the development or revision of the ClubHouse organisational mission, vision, values and objectives.

Delivery and Submission:

1x Report (2000 words) excluding TOC, diagrams, references and appendices

Referencing:

• Each section must reflect any supporting Harvard style citations.
• A comprehensive Harvard style reference list must be included at the end of the work.

Evidence to be submitted:

• Presentation file with speaker notes – 500 words
• Briefing Report – 500 words 
• HR Plan – 1000 words.
• HR Memo – 500 words
• Report – 2000 words

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