Practices of resource management

I worked in the sales and marketing department managing the advertising, public relations, customer service, pricing and distribution with the aim of increasing sale volumes. The department requires the coordination of the human, physical, and financial resources to ensure that it achieves the objectives of the organisation. The human resources in the department ensure the products delivered to the clients are fresh and high quality. They fill inventory and make communication with the procurement department to ask for the products that need replenishing. However, at some point the store had to outsource human resources when doing the annual cleaning exercise and during the disposal of expired products from the warehouse. The identification of the human resources requirement begins with the analysis of the available job and the qualification required.

On top of that, the management must forecast on the future needs for human resources based on the organizational strategic plan. For Stoke Newington, the human resources are the head of department, the secretary, marketing manager, sales manager, the accountant, and the attendants. At full productivity, the human resources increase the revenues for the firm due to increased sales. Finally, the department requires financial resources to run the operations such wages, maintenance costs, advertising costs, and purchasing raw materials. In addition, there are customer surveys asking about the shelf arrangement and the store appearance. The surveys aid in the planning of resale stock such as groceries and dry foods. The budgetary plan allows the management to evaluate costs for acquiring the opening stock and ensure that as the store sell the groceries there is a replacement program to replenish stock levels.

On top of that, the resource planning includes allocation for the consumables such as envelops, printer ribbon, and stationery. Customers at Stoke Newington enjoy after sale services such as transport for the bulk buyers. For the job description, the department states the function of the employee, how to perform the duties, and then provides the reason for pursuing the activity. Besides, the management provides the minimum acceptable qualifications such as knowledge and skills for successful performance in the position. The department creates an inventory elaborating the qualifications and interests of the current employees. Furthermore, they create a forecast of the future needs in human resources based on the strategic plan and the company’s objectives and goals. Finally, the department makes a comparison between the inventory and the forecast enabling management to determine whether to recruit new staff or dismiss some of the workforce.

On the other hand, the company depends on human resource firms for suggestions on the potential employees. For instance, when there is a job opening, the secretary uploads the job description to online employment websites then waits for response from qualified candidates. The online websites are reliable as they allow the company to tap into a huge pool of employees thus improved skills and knowledge. Assessment of the value of money for the physical resources involves striking a balance between the costs, service quality, and the reliability of the supplier. Stoke Newington has developed a selection criteria for evaluating the suppliers which compares the costs, quality, delivery, safety, risk, and convenience of the suppliers. In addition, the inspection ensures there are no damages, products are functional, product use the correct unit of measurement, and the perishables have not exceeded the expiry date.

The acceptance of the product occurs when the inspecting team provides the green light. In case the products fail to meet the criteria, they are secured in a rejection area and sent to the supplier. The company must contact the supplier and explain problems such as non-conformance or defective. The company has to monitor the management processes to ensure that the department has sufficient resources at all times to meet demands thus ensuring the ability to meet objectives/plans. For instance, Tang says that Toyota stored car parts and appliances in strategic locations that gave the retailers ease of access thus achieving a higher customer service level. On the other hand, the company may apply the make and buy strategy that advocates for in house production as well as outsourcing.

For instance, Stoke Newington collaborates with farmers to grow organic food while outsourcing the supply of fruits from suppliers. The company thus enjoys flexibility as it quickly shifts production in the event of a disruption. Moreover, flexible transportation may prove a good mitigation measure. The three stages are effective in forming a mitigation measures as they ensure the comprehensive risk assessment thus giving a solution fitted for the risk. Moreover, the processes are cost efficient to the company during the period of the disruption as they allow the for normal business operations. Task 5: Evaluation of the effectiveness of the resource use Businesses need to track the usage of the physical, human, and financial resources to help in the comparison of actual usage of the resources and the predicted requirements.

Stoke Newington is able to control the performance because the comparison of the planned versus actual costs allows for sureness in the allocation of the resources. For instance, the management may make a comparison between the actual results and the budget for usage of financial resources. Timely data is current and up to date thus enabling the company to detect discrepancies early. Finally, convenient data is easily accessible to the researchers at any time. Methods of data collection may include sampling and the use of questionnaires. The method defines the sample size, sampling design, data collection methods, estimation procedures, and the period of data collection. Therefore, the comparison of the forecast and actual values enable the firm to identify the true costs and competencies of the resources deployed to the production process.