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HND Business

Unit 3: Management of Human Resource

Assignment number and title: The Role of Human Resource Management

(HRM) and Organisational Development

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 Date:

Table of Contents
Introduction to Human Resource Management (HRM).............................................................4
Introduction to Human Resource Management at BAJ Shop Ltd..............................................4
Main Areas of HRM for Organisational Progress at BAJ Shop Ltd..........................................5
Attracting Suitable Candidates and Talent Sourcing at BAJ Shop Ltd.....................................5
Skill Enhancement and Workforce Development at BAJ Shop Ltd..........................................6
Monitoring Staff Contribution and Motivating Excellence at BAJ Shop Ltd...........................7
Fostering Workplace Engagement and Reducing Turnover at BAJ Shop Ltd..........................8
Reviewing the Effect of Organisational Change on HR Skills and Knowledge at BAJ Shop
Ltd..............................................................................................................................................8
Strategic Workforce Planning: Preparing for the Future at BAJ Shop Ltd............................9
Technology Integration and HR Transformation at BAJ Shop Ltd.....................................10
Change Management – Navigating Organisational Transitions at BAJ Shop Ltd...............10
Enhancing Talent Acquisition through Strategic Talent Acquisition..................................11
Developing Leadership and Employee Skills......................................................................12
Embracing Diversity and Inclusion......................................................................................12
Focusing on Employee Well-being and Work-Life Balance...............................................13
Flexible Work Engagement..................................................................................................14
Review HRM Practices............................................................................................................15
Recruitment Strategies.........................................................................................................15
Building a Robust Employer Brand.....................................................................................15
Leveraging Digital Recruitment Platforms..........................................................................16
Incorporating Behavioural Assessment................................................................................17
Enhancing Retention Practices.................................................................................................18
Training and Skill Development..........................................................................................18
Leadership Development Programmes................................................................................19
Recognising and Rewarding Employee Contribution..........................................................20
Implementing a Structured Reward System.........................................................................20
Encouraging Peer-to-Peer Recognition................................................................................21
Factors Affecting HR, Decision Making in relation to Organisational Development.............22
Internal Factors Affecting HRM Decision-Making.............................................................22
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 Organisational Vision and Values........................................................................................22
Employee Engagement and Morale.....................................................................................23
Skill Development and Workforce Capabilities..................................................................24
Leadership Dynamics...........................................................................................................24
External Factors Affecting HRM Decision-Making................................................................25
Economic Trends.................................................................................................................25
Legal and Regulatory Compliance.......................................................................................26
Technological Advancement................................................................................................26
Cultural and Social Trends...................................................................................................27
Competitive Market Dynamics............................................................................................27
Conclusion............................................................................................................................28
Application of HRM Practices in Work-Related Context........................................................29
Background for the Selected Topics in Context with BAJ Shop Ltd..................................29
Transcript.................................................................................................................................30
Document 1: Job Description – Customer Experience Assistant (Digital Sales)....................32
Document 2: Performance Review Template – Digital Staff (BAJ Shop Ltd)........................33
Document 3: Employee Grievance Handling Framework – BAJ Shop Ltd............................34

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Impact of the role of HRM in creating sustainable
organisational performance
Introduction to Human Resource Management (HRM)
Human Resource Management is a strategic approach to managing people within an organi-
sation to optimise their performance in alignment with business goals. It involves a variety of
functions such as recruitment, training, performance evaluation, employee relations and
workforce planning. The main aim of HRM is to ensure that the organisation attracts, devel-
ops and retains the right talent to meet its objectives efficiently. In the dynamic environment
of the retail sector, effective HRM practices are critical to maintaining competitiveness and
delivering high standards of customer service.

In the context of retail, HRM plays an essential role in managing the large and diverse work-
force that directly interacts with customers. For BAJ Shop Ltd, a jewellery retailer operating
in multiple UK locations, HRM is particularly relevant due to the customer-facing nature of
its operations and its ambition to expand as a digital-first business. The company must man-
age not only staffing needs across physical stores but also adapt its workforce strategies to
support digital transformation. HRM ensures that the workforce is skilled, motivated and
aligned with the evolving objectives of the business (Lawler, 2014).

Introduction to Human Resource Management at BAJ Shop Ltd

At BAJ Shop Ltd, the HRM function operates with a clear structure that supports its retail
and strategic operations. The department is managed by one of the founding directors who
oversees human resources responsibilities such as staffing, training, and employee well-be-
ing. Within this structure, the HR team handles recruitment, ensures compliance with em-
ployment laws, monitors employee performance, and develops policies that promote a posi-
tive work environment. The centralised HR function ensures consistency in managing staff
across all store locations and the head office in London (Boxall and Purcell, 2016).

The HR department plays a vital role in guiding the company through its strategic direction,
especially during its transition towards becoming a digital business. By aligning human re-
source practices with strategic goals, the HR team helps BAJ Shop Ltd respond to external
challenges and internal changes. This includes retraining staff for digital roles, supporting re-

4
mote work arrangements, and maintaining employee morale during organisational change.
Through effective planning and employee engagement, HRM at BAJ Shop Ltd strengthens its
ability to adapt to market shifts and sustain business performance (Boxall and Purcell, 2016).

Main Areas of HRM for Organisational Progress at BAJ Shop

Ltd
HRM contributes significantly to the organisational development of BAJ Shop Ltd by align-
ing the workforce with the company’s vision and operational needs. One of the key areas is
workforce planning, which ensures the company has the right number of employees with the
appropriate skills at the right time. As BAJ Shop Ltd aims to transition into a digitally driven
business, workforce planning includes assessing future skill requirements and preparing staff
to take on new roles. This proactive approach reduces disruption and ensures business conti-
nuity during times of transformation.

Talent acquisition is another major area through which HRM supports the growth of BAJ
Shop Ltd. The company needs to attract individuals who possess both technical and interper-
sonal skills to deliver excellent customer service in-store and online. HRM designs strategies
to reach suitable candidates through job advertisements, social platforms, and partnerships
with educational institutions. By implementing structured recruitment processes, the com-
pany can maintain quality hiring standards that align with its brand and values.

Aligning HRM with the overall business strategy allows BAJ Shop Ltd to build a workforce
that supports innovation and customer satisfaction. As the company plans to expand its digital
presence, HRM focuses on developing leadership capabilities, fostering adaptability, and nur-
turing employee engagement. These practices ensure that human capital becomes a driver of
competitive advantage. HRM thereby becomes instrumental in executing strategic objectives
and supporting long-term organisational progress.

Attracting Suitable Candidates and Talent Sourcing at BAJ Shop

Ltd
BAJ Shop Ltd implements a structured recruitment strategy to attract candidates who align
with the company’s values and future objectives. The company prioritises quality over quan-

5
tity, seeking individuals who not only possess technical skills in retail and jewellery but also
demonstrate adaptability and customer-focused behaviour. With the transition to a more digi-
tal operation, recruitment strategies are increasingly designed to identify candidates who are
comfortable with technology and remote work environments. Job descriptions are tailored to
reflect current organisational needs, highlighting responsibilities and opportunities for devel-
opment (World Economic Forum, 2020).

To reach a broad and relevant talent pool, BAJ Shop Ltd uses a mix of traditional and modern
sourcing channels. The company advertises vacancies on its website and online job portals,
and engages in campus outreach with jewellery and design institutions. Social media plat-
forms are used to communicate brand values and job opportunities to younger audiences.
These platforms also support the company’s employer branding by sharing employee stories,
workplace culture, and community engagement. This transparent and appealing approach
helps position BAJ Shop Ltd as an employer of choice.

The selection process at BAJ Shop Ltd is designed to be thorough and objective. It typically
involves application screening, structured interviews, and, where appropriate, assessment
tasks related to design or customer interaction. Interview panels are trained to evaluate not
only qualifications but also cultural fit and potential for growth. The use of consistent selec-
tion criteria ensures fairness and reduces the risk of bias. By combining effective sourcing
with a robust selection process, BAJ Shop Ltd strengthens its workforce with candidates who
contribute to long-term business goals (Boxall, Guthrie and Paauwe, 2016).

Skill Enhancement and Workforce Development at BAJ Shop Ltd

BAJ Shop Ltd recognises that ongoing employee development is essential to its growth and
adaptability. To build a skilled and motivated workforce, the company provides regular train-
ing programmes tailored to both operational and strategic roles. These sessions cover cus-
tomer service techniques, digital tools, and product knowledge. Training is delivered through
a combination of in-person workshops and online modules, allowing flexibility for different
learning preferences and schedules. New hires also go through an induction programme that
introduces them to the company’s culture and performance expectations (Marchington and
Wilkinson, 2012).

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Performance reviews play a central role in the workforce development strategy at BAJ Shop
Ltd. Managers conduct appraisals periodically to assess employee achievements and identify
areas for improvement. These reviews serve as opportunities to set new goals and align indi-
vidual efforts with company objectives. Constructive feedback is provided in a supportive
manner, which encourages growth and continuous learning. In cases where performance ex-
ceeds expectations, employees are recognised and considered for advancement opportunities
within the organisation.

Career progression is facilitated through internal promotion pathways and mentoring pro-
grammes. Talented employees are identified and provided with guidance to take on leader-
ship responsibilities. BAJ Shop Ltd also encourages cross-functional exposure, allowing em-
ployees to explore different roles and gain diverse experience. This investment in career de-
velopment not only increases employee satisfaction but also reduces turnover by demonstrat-
ing the company’s commitment to personal and professional growth.

Monitoring Staff Contribution and Motivating Excellence at BAJ

Shop Ltd
BAJ Shop Ltd applies key performance indicators to monitor staff contributions effectively.
These metrics include customer satisfaction ratings, sales performance, attendance records,
and compliance with company procedures. Regular appraisals help managers evaluate indi-
vidual performance against these benchmarks and identify trends that may require interven-
tion. The use of data ensures that performance discussions are based on measurable outcomes
rather than subjective judgment, promoting transparency and accountability (Harvard Busi-
ness Review, 2021).

In addition to performance monitoring, BAJ Shop Ltd uses recognition and reward systems to
motivate employees. Outstanding achievements are acknowledged through employee of the
month awards, public praise, and informal recognition by supervisors. These practices foster
a positive workplace culture and encourage staff to maintain high standards. The company
also uses feedback mechanisms, such as suggestion boxes and anonymous surveys, to involve
employees in continuous improvement.

Coaching and mentoring are integral to sustaining long-term excellence at BAJ Shop Ltd.
Managers are trained to provide on-the-job coaching that helps employees overcome chal-

7
lenges and enhance their skills. This personalised support contributes to employee develop-
ment while reinforcing organisational goals. By combining performance data with recogni-
tion and developmental support, the company maintains a motivated and high-performing
workforce.

Fostering Workplace Engagement and Reducing Turnover at

BAJ Shop Ltd
BAJ Shop Ltd focuses on fostering employee engagement as a core strategy to boost morale
and enhance productivity. The company encourages open communication between staff and
management, promoting a sense of inclusion and shared purpose. Regular team meetings,
feedback sessions, and internal newsletters help keep employees informed and involved in
the company’s progress. These efforts contribute to a positive workplace culture where em-
ployees feel valued and motivated to perform at their best.

To strengthen engagement, BAJ Shop Ltd supports initiatives that address employee well-be-
ing and job satisfaction. The company provides flexible working options where possible and
accommodates employee needs during personal challenges. Training programmes and devel-
opment opportunities are made available to help staff grow professionally, which in turn en-
hances their loyalty. Celebrations of individual and team successes further contribute to
building a cohesive and supportive work environment.

The HR team adopts several strategies to reduce turnover and retain talent within the organi-
sation. One approach is to ensure that roles and responsibilities are clearly defined and that
employees receive appropriate support to meet their goals. Exit interviews are conducted to
understand the reasons behind employee departures and to identify trends that can inform re-
tention strategies. Additionally, internal promotion opportunities and succession planning en-
courage staff to remain with the company by offering clear career advancement prospects.

Reviewing the Effect of Organisational Change on HR Skills and

Knowledge at BAJ Shop Ltd
The shift toward digital operations and remote working models at BAJ Shop Ltd has brought
about significant changes in the skills required by the HR team. To meet evolving business
needs, HR professionals must develop technical expertise in digital tools, human resource in-

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formation systems, and data analytics. These capabilities are essential for managing virtual
recruitment processes, monitoring employee performance remotely, and delivering training
through digital platforms.

In response to organisational change, the HR function adapts by strengthening its understand-

ing of employment law and compliance in the context of remote work and digital operations.
Ensuring data privacy and workplace safety in hybrid environments has become a priority.
HR professionals also enhance their communication skills to provide clear guidance during
times of uncertainty. This includes managing employee expectations, addressing concerns,
and ensuring consistent messaging across all levels of the organisation.

Promoting inclusivity and guiding employees through transitions are also essential compo-
nents of the HR response to change. The company supports diversity initiatives and offers
training on inclusive practices to ensure all staff feel respected and valued. Change manage-
ment workshops are introduced to help employees adapt to new systems and workflows.
Through these efforts, HR serves as a bridge between organisational transformation and em-
ployee readiness, ensuring smooth transitions and sustained engagement.

Strategic Workforce Planning: Preparing for the Future at BAJ Shop Ltd

BAJ Shop Ltd approaches workforce planning as a strategic function that supports long-term
business growth. The company evaluates current talent capabilities and anticipates future re-
quirements based on market trends, technological developments, and planned expansion.
Workforce planning includes forecasting staffing needs, identifying skill gaps, and aligning
recruitment efforts with future organisational goals. This proactive approach allows the com-
pany to remain responsive and prepared for change.

Human resource planning is supported by the use of data to guide decision-making. The HR
team collects and analyses information related to employee performance, turnover rates, and
training effectiveness. This data-driven approach helps identify patterns and inform strategic
interventions. For example, insights from performance data can reveal the need for specific
training programmes, while turnover analysis helps refine retention strategies. By using reli-
able data, HR can make informed choices that contribute to business sustainability.

Collaboration between HR and other departments ensures that workforce planning remains
aligned with overall business objectives. Managers provide input on departmental needs,
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which HR integrates into its recruitment and development strategies. Cross-functional discus-
sions help maintain organisational agility and ensure that talent management supports both
short-term operations and long-term ambitions. Through strategic workforce planning, BAJ
Shop Ltd positions itself to navigate future challenges with a capable and adaptable team.

Technology Integration and HR Transformation at BAJ Shop Ltd

BAJ Shop Ltd integrates HR technology to streamline operations and enhance employee
management. The company adopts human resource information systems to centralise em-
ployee records, automate payroll functions, and manage leave requests. These systems im-
prove operational efficiency by reducing administrative workload and minimising errors.
Digital recruitment tools also enable the HR team to attract and manage applicants more ef-
fectively, ensuring quicker and more targeted hiring processes.

To support employee development, the company uses online learning platforms that offer
flexibility and personalised training paths. Employees can access modules at their own pace,
which encourages continuous learning. The HR department tracks progress through digital
dashboards, allowing managers to monitor training completion and identify skills develop-
ment opportunities. This approach ensures that learning is aligned with both individual career
goals and organisational needs.

Despite these benefits, the adoption of technology presents challenges that the HR team must
manage carefully. Staff training is essential to ensure that employees can use new systems
with confidence and competence. The company also places a strong emphasis on data pri-
vacy, implementing secure protocols to protect sensitive information. HR leads regular
awareness sessions to reinforce best practices and compliance. Through this combination of
technological advancement and support, BAJ Shop Ltd ensures successful integration of digi-
tal tools.

Change Management – Navigating Organisational Transitions at BAJ Shop

Ltd

HR at BAJ Shop Ltd plays a critical role in managing organisational transitions by fostering
effective communication and supporting employees through change. As the company shifts
towards a digital business model, the HR team ensures that staff are informed about the ratio -

10
nale, timeline, and expected outcomes of change initiatives. Clear and transparent communi-
cation helps reduce uncertainty and builds trust among employees during transitional periods.

Training is central to preparing employees for new roles, systems, and expectations. HR or-
ganises sessions to equip staff with the technical and behavioural competencies required to
thrive in a digital environment. These sessions include both initial training and follow-up sup-
port, allowing employees to gradually adapt. In parallel, the HR team engages employees by
involving them in discussions and encouraging feedback, which contributes to a culture of
shared ownership in the change process.

Feedback and monitoring mechanisms allow HR to assess the impact of organisational

changes and adjust strategies as needed. Regular surveys, focus groups, and performance re-
views provide insight into how employees are coping with new demands. This information
enables HR to address emerging concerns and offer targeted support. Through these prac-
tices, BAJ Shop Ltd strengthens organisational resilience and ensures that transitions are
managed smoothly and effectively.

Enhancing Talent Acquisition through Strategic Talent Acquisition

BAJ Shop Ltd aligns its recruitment processes with long-term strategic goals to ensure that
hiring efforts support sustained business growth. The company uses workforce planning to
anticipate future needs, identify potential skill shortages, and prioritise roles that are critical
for expansion. HR collaborates with leadership to define the qualities and competencies re-
quired in candidates who can contribute to the company’s evolving direction.

Data analytics plays an important role in strategic recruitment by helping the HR team evalu-
ate the effectiveness of sourcing channels, application trends, and candidate success rates.
These insights inform decisions about where and how to invest recruitment resources. For ex-
ample, analysing the performance of past hires allows HR to refine job descriptions and ad -
just interview questions to better predict future performance.

Collaboration with line managers enhances the quality and readiness of hires by ensuring that
recruitment decisions align with departmental needs. Managers provide input on team dy-
namics, operational goals, and specific job expectations, which the HR team incorporates into
candidate profiles. Succession planning also supports strategic recruitment by identifying in-

11
ternal talent and preparing employees to step into leadership roles when opportunities arise.
These integrated efforts contribute to a stable and capable workforce.

Developing Leadership and Employee Skills

BAJ Shop Ltd prioritises the growth of both leadership potential and employee competencies
through structured development programmes. Training sessions focus on building technical
skills, product knowledge, and customer service abilities. These are delivered through a mix
of workshops and digital courses, allowing for flexibility and engagement. Employees are en-
couraged to take initiative in their learning and to pursue development goals aligned with
their roles.

Mentoring is used to support leadership development by pairing emerging talent with experi-
enced managers. These relationships foster professional growth, build confidence, and pro-
vide real-world insight into managerial responsibilities. Skills audits are conducted regularly
to assess strengths and gaps, enabling the HR team to design targeted interventions. The au-
dits also inform broader training strategies and help align employee capabilities with business
objectives (IBM, 2021).

Continuous development enhances adaptability and performance, which are essential in a

competitive retail environment. Employees who receive consistent support are more likely to
innovate, embrace change, and pursue internal progression. This approach reduces reliance
on external recruitment and builds a pipeline of capable leaders from within. By investing in
skill enhancement, BAJ Shop Ltd strengthens its capacity for sustained success (Deloitte,
2023).

Embracing Diversity and Inclusion

BAJ Shop Ltd actively promotes diversity and inclusive hiring practices to reflect the varied
backgrounds of its customer base and to foster innovation. The HR team ensures that recruit-
ment materials are accessible and free from bias, and that job adverts are posted on platforms
that reach diverse applicant pools. Inclusive language and imagery help position the company
as an employer that welcomes all individuals, regardless of gender, ethnicity, or background
(SHRM, 2023).

12
HR also implements training programmes that address unconscious bias and cultural aware-
ness. These sessions aim to cultivate a respectful and collaborative work environment where
all employees feel valued. Policies are reviewed and updated to ensure they support equal op-
portunity, including flexible working arrangements and accommodations for personal or cul-
tural needs. Managers receive guidance on inclusive leadership to help them foster supportive
team dynamics.

Feedback systems are used to monitor the inclusivity of the workplace and to gather sugges-
tions for improvement. Employees are encouraged to share their experiences through surveys
and discussion forums, which helps HR identify areas of concern. Celebrating cultural events
and acknowledging diverse perspectives further reinforces an inclusive culture. Through
these initiatives, BAJ Shop Ltd enhances employee engagement and strengthens its reputation
as a socially responsible organisation.

Focusing on Employee Well-being and Work-Life Balance

BAJ Shop Ltd recognises that employee well-being is a critical factor in maintaining a pro-
ductive and sustainable workforce. The company introduces mental health support by offer-
ing access to counselling services and promoting a culture of openness where staff can speak
freely about stress or emotional challenges. Line managers receive training to identify signs
of burnout and to respond with empathy and practical solutions. Through well-being work-
shops and confidential helplines, employees are encouraged to seek help when needed with-
out fear of stigma.

Flexible work arrangements are another important aspect of the company’s commitment to
well-being. Where job roles allow, staff are offered the option to work remotely or follow ad-
justed schedules to accommodate personal responsibilities. This approach supports employ-
ees in managing both work and family life, especially during periods of personal difficulty or
transition. Flexibility is applied with fairness and consideration to ensure team responsibili-
ties remain balanced and organisational objectives are not compromised.

Promoting work-life balance leads to increased employee morale, loyalty, and overall perfor-
mance. Staff who feel supported in their personal lives are more likely to demonstrate com -
mitment to their roles and to maintain high levels of engagement. Reduced stress levels con-

13
tribute to better focus and creativity at work. The company’s investment in well-being builds
a resilient workforce that remains motivated and aligned with long-term business goals.

Flexible Work Engagement

BAJ Shop Ltd adopts flexible work engagement as a strategic approach to improve staff satis-
faction and retain talent. Flexible scheduling is introduced in roles where operational de-
mands permit, allowing employees to choose start and end times that suit their personal com-
mitments. Remote work options are made available for administrative and planning roles, en-
suring that flexibility does not compromise the customer experience in-store. These measures
support employees in managing their time more effectively while maintaining productivity
(Mullins, 2016).

The HR department plays a key role in supporting flexible engagement by setting clear per-
formance expectations. Goals are defined based on outputs rather than physical presence, al-
lowing employees to take ownership of their responsibilities. Regular check-ins and progress
reviews are conducted to ensure accountability and provide support. Training is offered to
help employees adapt to remote collaboration tools and manage their own time efficiently
(Chartered Management Institute, 2021).

Trust is central to the success of flexible work arrangements. BAJ Shop Ltd fosters a culture
where managers demonstrate confidence in their teams and encourage open dialogue. This
environment builds mutual respect and reduces the need for constant supervision. By rein-
forcing trust through transparent communication and responsive leadership, the company cre-
ates a more engaged and committed workforce while also lowering turnover rates (Guest,
2017).

14
Review HRM Practices

Recruitment Strategies
Building a Robust Employer Brand

BAJ Shop Ltd places great emphasis on developing a strong employer brand to attract candi-
dates who share its values and long-term vision. The company positions itself as an inclusive,
supportive, and forward-thinking employer through various communication channels. Job ad-
vertisements highlight not only the technical requirements of each role but also the benefits of
working in a dynamic and growth-oriented environment. The company’s branding reflects its
emphasis on innovation, teamwork, and respect for individuality (KPMG, 2022).

Employee testimonials play a significant role in shaping the external perception of the brand.
Staff members share their experiences through blog posts, internal newsletters, and social me-
dia content. These testimonials offer insights into workplace culture, career development op-
portunities, and employee recognition practices. Prospective applicants gain a realistic under-
standing of life at BAJ Shop Ltd, which increases the likelihood of attracting individuals who
align with the organisation’s values and expectations (Acas, 2021).

15
Inclusive recruitment practices further enhance the employer brand by demonstrating a gen-
uine commitment to diversity and equity. The HR team ensures that hiring processes are free
from bias and that job postings reflect an open and welcoming tone. By highlighting initia-
tives such as equal opportunity policies, employee resource groups, and community engage-
ment, BAJ Shop Ltd strengthens its image as a responsible and desirable employer. This posi-
tive branding supports recruitment efforts and contributes to a stable and motivated work-
force.

Leveraging Digital Recruitment Platforms

BAJ Shop Ltd utilises digital recruitment platforms such as LinkedIn and applicant tracking
systems to enhance the efficiency and reach of its hiring processes. LinkedIn provides access
to a vast network of professionals, allowing the HR team to identify and approach candidates
who match specific job criteria. Job postings on the platform are targeted by location, skills,
and industry, improving the relevance of applicants. The platform also enables passive re-
cruitment, where qualified individuals not actively seeking employment can be engaged
through strategic outreach (CIPD, 2022).

Applicant tracking systems streamline the management of candidate data by automating key
aspects of the recruitment cycle. These systems allow HR professionals to post vacancies
across multiple job boards simultaneously, screen applications based on predefined criteria,
and track the progress of each candidate. This automation reduces administrative burden and
shortens the time to hire, ensuring that the best candidates are identified and contacted
promptly. The standardisation of recruitment processes through ATS contributes to a consis-
tent and fair experience for all applicants (Armstrong, 2020).

Social media and mobile-friendly recruitment strategies are also employed to reach a broader
and more diverse talent pool. Job advertisements are optimised for mobile devices to allow
easy access and application on-the-go. Social media campaigns promote job opportunities
and employer branding, particularly among younger demographics. These efforts ensure that
BAJ Shop Ltd remains visible and attractive in a competitive job market, supporting its long-
term recruitment goals (Armstrong, 2020).

16
Incorporating Behavioural Assessment

Behavioural assessments form an integral part of the selection process at BAJ Shop Ltd, pro-
viding insights into candidates’ soft skills and compatibility with the company culture. These
assessments evaluate traits such as communication style, teamwork, adaptability, and prob-
lem-solving abilities. By focusing on behaviours rather than only qualifications, the company
ensures that new hires are equipped to work effectively within existing teams and respond to
customer needs.

The use of behavioural assessments supports more objective hiring decisions. Candidates are
assessed using structured tools such as questionnaires and scenario-based tasks, which reduce
the influence of bias in the evaluation process. Standardised scoring systems allow compar-
isons between candidates on a consistent scale. This contributes to a more reliable identifica-
tion of individuals who will not only perform well in their roles but also align with the com-
pany’s values and service standards.

In addition to supporting initial recruitment, behavioural assessments provide valuable input

for future development. The HR team uses the results to tailor onboarding and training plans
based on individual strengths and areas for improvement. This personalised approach helps
employees settle into their roles more quickly and fosters long-term engagement. By incorpo-
rating behavioural insights, BAJ Shop Ltd enhances the quality of its hiring process and pro-
motes a more cohesive workplace.

17
Enhancing Retention Practices

Training and Skill Development

Training plays a vital role in attracting and retaining skilled employees at BAJ Shop Ltd. The
company offers structured programmes that equip staff with the technical and interpersonal
skills required for their roles. New employees undergo an induction process that introduces
company values, customer service standards, and product knowledge. Ongoing training en-
sures that staff remain updated on industry trends and new technologies, which is particularly
important as the company expands its digital presence.

18
The commitment to development signals to employees that their growth is valued, which con-
tributes to retention. Employees who receive regular training feel more confident and capable
in their roles, leading to greater job satisfaction. This approach also reduces errors and im-
proves service quality, benefiting both the company and its customers. The availability of
clear training pathways supports transparency and trust within the organisation.

Ongoing development keeps the workforce agile and aligned with business needs. As market
conditions change and customer expectations evolve, staff are better prepared to adapt and
contribute effectively. The HR team regularly reviews training outcomes to ensure they meet
strategic objectives. This alignment between training efforts and organisational goals
strengthens the company’s ability to remain competitive and responsive in a dynamic retail
environment.

Leadership Development Programmes

BAJ Shop Ltd identifies and nurtures future leaders through structured leadership develop-
ment initiatives. High-potential employees are selected based on performance reviews and
feedback from managers. These individuals are offered opportunities to participate in leader-
ship workshops, cross-functional projects, and mentoring schemes. The programmes are de-
signed to build competencies such as decision-making, strategic thinking, and team manage-
ment.

Leadership development supports career progression by preparing employees to take on

higher responsibilities within the organisation. The availability of these pathways encourages
long-term commitment and reduces the desire to seek external opportunities. Employees un-
derstand that their efforts and potential are recognised, which increases motivation and job
satisfaction. Clear development plans also support succession planning, ensuring business
continuity during leadership transitions (Rees and Smith, 2021).

By investing in leadership development, BAJ Shop Ltd promotes organisational stability and
long-term growth. Managers who emerge from within the company already understand its
culture, values, and operational systems. This internal alignment enhances collaboration and
performance across teams. The HR department monitors the outcomes of leadership pro-
grammes to refine content and maintain relevance. These efforts ensure that the organisation
builds a capable leadership pipeline for the future (Ulrich, 2017).

19
Recognising and Rewarding Employee Contribution

BAJ Shop Ltd recognises that appreciation of employee efforts significantly influences moti-
vation and performance. Recognition programmes are used to acknowledge outstanding
achievements, customer service excellence, and long-term commitment. Employees are cele-
brated through initiatives such as monthly awards, team shout-outs, and feature stories in in-
ternal communications. These public acknowledgements help reinforce positive behaviours
and highlight individuals who go above and beyond in their roles (Taylor, 2022).

Such programmes not only improve internal morale but also enhance the external image of
the company as a rewarding and engaging workplace. Job seekers are more likely to apply to
organisations that visibly value their staff. When recognition is embedded in the company
culture, it creates a competitive advantage in the labour market. Prospective candidates view
the organisation as a place where hard work is noticed and rewarded, which supports the at-
traction of high-calibre talent (Bratton and Gold, 2019).

Consistent feedback from managers plays a central role in building a culture of recognition.
Managers are encouraged to provide timely and constructive comments during regular check-
ins and performance reviews. This feedback helps employees understand their progress and
feel valued for their contributions. When feedback is part of daily interactions, it creates an
environment where employees are more engaged, aligned with expectations, and committed
to continuous improvement.

Implementing a Structured Reward System

BAJ Shop Ltd implements a structured reward system that includes both financial and non-fi-
nancial incentives to reinforce positive performance. Financial rewards consist of perfor-
mance-based bonuses, salary increments, and benefits such as paid leave or health al-
lowances. These tangible incentives offer direct motivation and signal to employees that their
efforts are linked to measurable outcomes. Financial rewards are reviewed periodically to en-
sure fairness and competitiveness within the industry (Goleman, 2013).

Non-financial rewards complement the monetary system by providing opportunities for per-
sonal and professional growth. These include flexible working arrangements, additional train-
ing, special project assignments, and public recognition. The combination of intrinsic and ex-
trinsic rewards ensures that a broader range of employee preferences and motivators are ad-

20
dressed. Employees are more likely to feel satisfied and committed when their individual
needs and values are reflected in the reward system (Torrington et al., 2020).

A well-structured reward system supports long-term retention and aligns employee perfor-
mance with organisational objectives. Clear criteria for earning rewards promote trans-
parency and trust, reducing misunderstandings and perceptions of bias. When employees un-
derstand what is expected of them and how their success will be recognised, they are more
likely to engage fully in their roles. This strategic alignment contributes to a more stable and
high-performing workforce (Torrington et al., 2020).

Encouraging Peer-to-Peer Recognition

Peer-to-peer recognition is actively encouraged at BAJ Shop Ltd as a way to promote collab-
oration and enhance workplace relationships. Employees are given platforms to acknowledge
the contributions of their colleagues, such as through team meetings, internal message boards,
or digital feedback tools. This form of recognition reinforces a sense of shared purpose and
mutual respect among staff members, which contributes to a more cohesive working environ-
ment.

Team-based recognition initiatives improve morale by creating a culture where appreciation

is not limited to management. When employees acknowledge each other’s efforts, it strength-
ens bonds within teams and enhances communication. This inclusive practice fosters a spirit
of community and reduces the hierarchical divide, leading to a more supportive and empow-
ered workforce. Recognition from peers is often perceived as authentic and meaningful,
which further boosts motivation.

Peer recognition also has a positive impact on recruitment and workplace culture. Job candi-
dates are more attracted to companies where employees are engaged and where collaboration
is visibly valued. A culture of appreciation contributes to a respectful, inclusive atmosphere
that encourages long-term commitment and shared success. By institutionalising peer recog-
nition, BAJ Shop Ltd strengthens both employee satisfaction and its employer brand.

21
Factors Affecting HR, Decision Making in relation to
Organisational Development
Internal Factors Affecting HRM Decision-Making

Internal factors such as organisational culture, structure, and financial resources play a signif-
icant role in shaping HR decisions at BAJ Shop Ltd. The company’s culture values creativity,
collaboration, and customer engagement, which influences recruitment to prioritise candi-
dates who demonstrate interpersonal skills and flexibility. A supportive and inclusive culture
also affects how HR approaches employee well-being and development programmes. The
structure of the company, with its centralised head office and retail branches, necessitates co-
ordination in HR practices to ensure consistency across all locations.

Financial resources determine the extent to which HR can invest in talent acquisition, train-
ing, and benefits. When financial performance is strong, BAJ Shop Ltd can allocate more
funds towards expanding its workforce and enhancing reward systems. Conversely, budget
limitations require HR to make strategic decisions about prioritising essential roles and focus-
ing on cost-effective training methods. These financial considerations influence how quickly
new initiatives can be implemented and scaled (CIPD, 2023).

Leadership style and the existing skill base of employees further impact HRM practices.
Managers who adopt a participative leadership approach encourage more open communica-
tion and collaboration with HR. This helps identify workforce needs more effectively and
supports a proactive HR strategy. The skills of the current workforce also affect recruitment
and training priorities. Where skill gaps are identified, HR must design targeted learning op-
portunities to support organisational goals and maintain a competitive edge (CIPD, 2023).

Organisational Vision and Values

An organisational vision is a long-term goal that outlines what the company aspires to
achieve, while values define the principles that guide behaviour and decision-making. At BAJ
Shop Ltd, the vision focuses on becoming a leading jewellery retailer with a strong digital
presence, supported by a commitment to excellence, creativity, and customer satisfaction.
These guiding principles are integrated into every aspect of HR strategy, shaping the recruit-
ment of individuals who align with the company’s mission and performance expectations.

22
HR strategies such as recruitment and performance management are developed in alignment
with this vision. The company seeks candidates who not only possess the necessary qualifica-
tions but also share the values of teamwork, innovation, and customer care. During perfor-
mance evaluations, employees are assessed on both results and how they demonstrate these
values in their work. This alignment reinforces consistency between individual behaviour and
organisational goals.

Embedding organisational values into daily practices improves employee alignment and sup-
ports retention. When employees see that their work contributes to a larger purpose, they are
more likely to be engaged and committed. HR ensures that values are communicated clearly
through onboarding, training, and leadership development. As values become part of the or-
ganisational fabric, they create a strong sense of identity and cohesion, which enhances em-
ployee loyalty and reduces turnover.

Employee Engagement and Morale

Employee engagement refers to the level of emotional commitment an employee has towards
their organisation and its goals, while morale reflects overall job satisfaction and enthusiasm.
At BAJ Shop Ltd, maintaining high engagement and morale is a priority for HR, as these fac -
tors directly influence productivity, customer service, and staff retention. Engaged employees
are more likely to contribute ideas, stay with the company, and represent the brand positively
to customers.

HR supports engagement and morale through recognition programmes, effective communica-

tion, and regular feedback. Employees are acknowledged for their efforts both formally and
informally, helping them feel appreciated and valued. Open channels of communication al-
low staff to voice their concerns and share suggestions, which enhances their sense of in-
volvement. Constructive feedback during performance reviews further supports individual
growth and alignment with business objectives.

Low morale can negatively impact team dynamics and overall performance. When employees
feel undervalued or disconnected, their productivity and commitment decline. HR intervenes
by identifying the root causes of dissatisfaction and implementing corrective actions. These
may include revising workloads, improving manager-employee relationships, or introducing

23
new support initiatives. By addressing morale proactively, HR helps maintain a motivated
and resilient workforce.

Skill Development and Workforce Capabilities

Skill development involves improving employee competencies through education and train-
ing, while workforce capabilities refer to the collective ability of employees to perform tasks
effectively and meet organisational goals. At BAJ Shop Ltd, developing skills is a continuous
process that supports innovation, adaptability, and service quality. The company invests in
targeted training sessions that equip staff with relevant knowledge in product design, cus-
tomer interaction, and digital tools.

Mentoring is used to enhance workforce capabilities by pairing experienced staff with newer
employees. This transfer of knowledge strengthens team cohesion and builds confidence in
junior employees. Internal growth pathways are also promoted, allowing staff to explore dif-
ferent roles within the organisation and build diverse experience. These opportunities help re-
tain talent and ensure that employees remain engaged with their career development.

Ongoing development enables BAJ Shop Ltd to respond effectively to market changes and
customer expectations. As new technologies and retail trends emerge, the workforce must be
prepared to adopt new methods and tools. HR monitors industry developments and aligns
training programmes accordingly. By maintaining a skilled and capable workforce, the com-
pany ensures long-term success in a competitive retail environment.

Leadership Dynamics

Leadership dynamics refer to the behaviours, styles, and interactions of leaders within an or-
ganisation and how they influence employee motivation and organisational culture. At BAJ
Shop Ltd, leadership style has a direct impact on HRM practices and staff engagement. Lead-
ers who communicate clearly, set realistic expectations, and lead by example foster a positive
working environment. This, in turn, influences how HR approaches performance manage-
ment and staff development.

The leadership style adopted within the company shapes recruitment criteria and training de-
sign. For example, a collaborative leadership approach encourages HR to recruit individuals
who are team-oriented and proactive in sharing ideas. It also supports the development of

24
training programmes that build interpersonal and communication skills. By aligning HR
strategies with leadership expectations, the company ensures that management practices rein-
force desired organisational behaviours.

HR and leadership work together on succession planning and managing change within the or-
ganisation. Future leaders are identified through performance assessments and are offered tar-
geted development opportunities. This collaboration ensures that leadership transitions are
smooth and that employees receive consistent guidance during periods of transformation.
Through effective leadership dynamics, BAJ Shop Ltd builds a resilient and forward-thinking
workforce.

External Factors Affecting HRM Decision-Making

Economic Trends

Economic trends refer to patterns and shifts in the economy that influence business decisions
and workforce planning. These include changes in inflation, employment rates, consumer
spending, and overall economic stability. For BAJ Shop Ltd, economic trends directly affect
HR strategies related to recruitment, compensation, and operational efficiency. In times of
economic growth, the company experiences higher demand for its products and invests in ex-
panding its workforce to meet customer needs (Beardwell and Thompson, 2017).

Conversely, during economic downturns, the company must adopt a more cautious approach
to recruitment and resource allocation. Rising costs or reduced consumer spending can lead to
budget constraints, prompting HR to delay hiring, revise compensation packages, or imple-
ment cost-saving measures. These adjustments require careful communication and employee
engagement to maintain morale and trust. Economic shifts also influence labour availability,
requiring HR to adjust its sourcing strategies and respond to changing market conditions
(Beardwell and Thompson, 2017).

BAJ Shop Ltd uses market data and internal forecasting to make informed HR decisions. By
analysing wage trends, the company ensures that its salary offerings remain competitive and
attractive. HR also monitors employment legislation linked to economic policy changes to
ensure compliance and alignment with broader national standards. Adapting to economic
trends helps the company remain resilient and responsive in a dynamic business environment.

25
Legal and Regulatory Compliance

Legal compliance refers to an organisation’s adherence to laws and regulations that govern
employment, workplace conduct, and data protection. BAJ Shop Ltd recognises the impor-
tance of legal compliance in minimising risks and ensuring ethical operations. The HR team
plays a critical role in interpreting legislation, developing policies, and ensuring that all prac-
tices meet current legal requirements. This includes compliance with minimum wage laws,
anti-discrimination regulations, and employee safety standards.

To maintain compliance, the HR department regularly reviews employment contracts, staff

handbooks, and internal procedures. Updates are made when new laws are introduced or
when existing regulations change. HR also provides training to managers and staff on their
legal responsibilities, such as workplace conduct, handling grievances, and maintaining con-
fidentiality. These measures help prevent legal disputes and create a safe and inclusive envi-
ronment for all employees.

Data protection is a growing concern, especially as BAJ Shop Ltd moves toward digital sys-
tems and online operations. HR ensures that employee information is stored securely and ac-
cessed only by authorised personnel. Compliance with data protection laws is maintained
through encryption, regular audits, and employee awareness programmes. By embedding le-
gal compliance into daily operations, the company safeguards its reputation and builds trust
with both staff and customers.

Technological Advancement

Technological factors refer to innovations and digital tools that transform how organisations
operate and deliver services. In HR, technology enhances recruitment, training, communica-
tion, and performance management processes. BAJ Shop Ltd embraces technological ad-
vancement by adopting digital platforms that streamline administrative tasks and improve
workforce engagement. This includes applicant tracking systems, e-learning platforms, and
cloud-based HR management tools.

Technology enables HR to operate more efficiently and make data-driven decisions. Digital
systems allow real-time tracking of employee performance, attendance, and training progress.
The use of automated recruitment tools reduces the time spent on manual screening and en-

26
ables better candidate matching. These improvements lead to faster and more informed HR
practices that align with business needs and industry standards.

As technology evolves, BAJ Shop Ltd recognises the need for ongoing digital upskilling. HR
organises regular training sessions to help employees adapt to new tools and platforms. The
company also updates job descriptions to include digital competencies as a core requirement.
By fostering a culture of continuous learning, HR ensures that the workforce remains agile
and equipped to support digital transformation initiatives across the organisation.

Cultural and Social Trends

Cultural and social trends refer to changes in societal values, attitudes, and behaviours that in-
fluence workplace expectations. These include growing awareness of diversity, inclusion,
mental health, and work-life balance. At BAJ Shop Ltd, HR policies evolve in response to
these trends to ensure that the company reflects contemporary social values and meets the ex-
pectations of its workforce and customers.

The company embraces inclusive recruitment practices and supports underrepresented groups
through targeted outreach and internal programmes. HR ensures that job descriptions use in-
clusive language and that interview processes are fair and transparent. Internally, diversity
training sessions are held to build awareness and reduce unconscious bias. These efforts help
create a culture where all employees feel respected and valued.

Social expectations for flexibility and well-being also shape HR practices. BAJ Shop Ltd in-
troduces flexible work arrangements and well-being initiatives in response to growing em-
ployee demand for balance and support. By aligning policies with cultural and social devel-
opments, HR builds a more engaged and satisfied workforce. These practices also enhance
the company’s brand image and appeal to socially conscious consumers.

Competitive Market Dynamics

Competitive market dynamics refer to the changing conditions and actions of competitors
within the industry. These dynamics influence HRM as companies must attract, develop, and
retain talent to maintain a competitive edge. At BAJ Shop Ltd, HR continuously monitors
competitor strategies, such as salary offerings, training programmes, and employee benefits,
to ensure the company remains attractive to both current and potential employees.

27
To respond effectively, the HR team develops talent retention strategies that highlight the
unique advantages of working at BAJ Shop Ltd. These include clear career progression path-
ways, personalised training, and a strong company culture. Regular benchmarking ensures
that pay and benefits remain competitive, while internal development opportunities enhance
job satisfaction and reduce turnover.

HR also uses competitor insights to identify gaps in organisational capabilities and adjust re-
cruitment priorities. For instance, if competitors invest in digital talent, BAJ Shop Ltd in-
creases its focus on attracting candidates with strong technical skills. Succession planning is
aligned with anticipated market shifts to ensure leadership continuity. By responding proac-
tively to market dynamics, the company strengthens its ability to compete and grow sustain-
ably.

Conclusion
Strategic human resource management at BAJ Shop Ltd plays a vital role in achieving long-
term business goals and maintaining operational excellence. By aligning HR practices with
both internal and external influences, the company ensures that its workforce remains adapt-
able, engaged, and capable. Internal factors such as leadership, culture, and financial re-
sources shape recruitment and development strategies, while external elements like economic
conditions, legal standards, and technological change demand continuous evolution in HR
practices.

HR serves as a bridge between organisational vision and daily operations, embedding com-
pany values into recruitment, training, and performance management. Through flexible en-
gagement, skill development, and inclusive policies, BAJ Shop Ltd fosters a supportive work
environment that drives retention and productivity. Strategic workforce planning and digital
transformation further equip the company to navigate industry challenges and changing con-
sumer expectations.

By maintaining a holistic and forward-thinking approach to human resource management,

BAJ Shop Ltd positions itself as a resilient and progressive organisation. HRM not only sup-
ports current business needs but also prepares the company to thrive in a competitive and dy-
namic retail landscape. The integration of strategic HR practices ensures that employees re-
main at the heart of business success.

28
Application of HRM Practices in Work-Related Context
Background for the Selected Topics in Context with BAJ Shop Ltd

BAJ Shop Ltd is currently evolving from a traditional retail operation to a digitally enabled
business. This shift requires HRM to be more strategic and responsive, especially in areas
such as recruitment and selection and performance management. As the company transitions,
there is a need to attract individuals who can thrive in both in-person and remote working en-
vironments. Simultaneously, ensuring the existing workforce remains engaged and high-per-
forming is critical to sustaining customer service standards and operational efficiency.

1. Recruitment and Selection Process

2. Performance Management

The recruitment and selection process at BAJ Shop Ltd must now address the growing de-
mand for candidates with digital literacy, adaptability, and strong interpersonal skills. The
company reviews its hiring workflow to ensure each step, from job posting to onboarding is
efficient and aligned with business needs. The HR department collaborates closely with hir-
ing managers to develop clear role profiles, structured interview formats, and consistent eval-
uation tools to maintain fairness and objectivity throughout the hiring process.

Performance management is also undergoing change, particularly as the company introduces

digital metrics and remote performance tracking. Line managers and HR work together to es-
tablish key performance indicators that reflect both customer-facing service quality and inter-
nal operational goals. Regular reviews, feedback mechanisms, and coaching sessions are de-
signed to ensure employees remain aligned with expectations, supported in their roles, and
recognised for their achievements.

Both recruitment and performance management are central to ensuring that BAJ Shop Ltd
maintains a capable, motivated, and forward-thinking workforce. These HRM practices di-
rectly influence staff retention, customer satisfaction, and organisational growth, especially
during times of transformation. By applying structured and consistent approaches in these
two areas, BAJ Shop Ltd enhances both employee experience and overall business perfor-
mance.

29
Transcript
Role Play Transcript: HR Training Session on Recruitment and Performance Manage-
ment

Facilitator (HR Administrator):

Good morning, everyone. Today’s training session focuses on two essential HRM areas re-
cruitment and selection process and performance management. These areas are critical as
BAJ Shop Ltd continues its journey towards becoming a more digitally enabled business.

Participant 1 (Line Manager):

Thanks for organising this. I’m particularly interested in how we can improve the recruitment
process for our digital roles.

Facilitator:
Absolutely. We now use a structured interview format supported by behavioural assessments
to evaluate candidates not just on technical skills, but also cultural fit and adaptability. For
example, our updated job descriptions now include expectations for digital proficiency and
remote collaboration.

Participant 2 (Store Manager):

How are we managing employee performance, especially with more staff working remotely
or in hybrid roles?

Facilitator:
Great question. We’ve introduced new KPIs that are relevant to both in-store and digital
tasks, such as virtual customer support responsiveness, product knowledge scores, and sales
performance. These are reviewed quarterly, and every manager is encouraged to provide both
formal and informal feedback regularly.

Participant 3 (Senior Manager):

Are coaching and recognition still part of the process?

Facilitator:
Yes, coaching is integrated into performance reviews to address skill gaps and support devel-

30
opment. We’ve also added peer-recognition tools that allow team members to acknowledge
each other’s efforts, which helps maintain morale and engagement.

Participant 1:
That sounds really useful. I think these changes will help us improve both recruitment quality
and team performance.

Facilitator:
Exactly. These practices are designed to support sustainable organisational performance and
build a more agile workforce. Thank you for your participation. Let’s now move into the
feedback activity.

Reflection

In the role play, I acted as the HR Administrator facilitating a training session focused on re-
cruitment and performance management at BAJ Shop Ltd. As part of my responsibilities, I
outlined how the recruitment process has been updated to align with the company’s evolving
needs. This included discussing the role of structured interviews, behavioural assessments,
and digital skills requirements in attracting the right candidates. I ensured the session was in-
teractive, allowing managers to voice their challenges and share practical concerns.

I demonstrated how performance management at BAJ Shop Ltd is not limited to traditional
evaluations but includes coaching, regular feedback, and new digital KPIs. This approach
helps managers understand employee strengths and areas for improvement, enabling targeted
development. I encouraged participants to view performance reviews not only as assessment
tools but also as opportunities to motivate and support their teams.

Throughout the session, I played the role of a connector between the operational team and the
strategic HR vision. I facilitated open dialogue and clarified how HR policies contribute to
the overall success of the business. The use of real scenarios helped managers relate to the
content and consider how to implement these practices within their own teams.

The session highlighted the importance of HR and line manager collaboration in driving or-
ganisational change. As an HR representative, my role extended beyond policy implementa-
tion to capacity-building and continuous support. By providing clarity and reinforcing the

31
value of structured processes, I contributed to enhancing HR’s role as a strategic partner
within the company.

Document 1: Job Description – Customer Experience Assistant

(Digital Sales)
Job Title: Customer Experience Assistant – Digital Sales
Department: Customer Engagement and Online Services
Location: Hybrid (Remote and Central London Office)
Reports To: Digital Sales Supervisor

Purpose of the Role:

This role supports BAJ Shop Ltd’s online retail operations by providing attentive customer
service through digital channels and contributing to online sales growth. The Customer
Experience Assistant ensures smooth online transactions, responds to customer enquiries, and
upholds the brand’s values in all digital interactions.

Key Responsibilities:
• Communicate with online customers through email, live chat, and social platforms.
• Offer personalised product advice and guide buyers through the checkout process.
• Collaborate with the fulfilment team to monitor dispatches and resolve delivery issues.
• Ensure accuracy and quality in product listings and web content.
• Collect feedback and report on common customer concerns to improve services.
• Track order issues and ensure follow-ups are completed efficiently.
• Support promotional launches and digital events by answering relevant queries.
• Maintain knowledge of current collections and company updates.
• Uphold customer data protection and confidentiality policies.

Essential Requirements:
• Experience in a customer-facing role (retail or digital).
• Strong communication skills, both written and verbal.
• Proficiency with online platforms and CRM systems.
• Ability to multitask and remain calm in a fast-paced environment.
• Enthusiasm for jewellery, accessories, or fashion retail.

Salary Range: £24,000 – £26,000 annually (plus digital incentives)

Contract Type: Full-time, permanent

32
Benefits: Flexible hours, digital skill development, mental wellness support, staff purchasing
privileges

Document 2: Performance Review Template – Digital Staff (BAJ

Shop Ltd)
Employee Name: ____________________________________________
Job Title: _________________________________________________
Team/Location: _____________________________________________
Review Conducted By: _______________________________________
Review Period: ___________________ to ___________________
Date of Review: ___________________

Purpose of Review:

This performance review assesses achievements, learning, and alignment with business goals.
It is designed to support professional development, set performance expectations, and
encourage open feedback between staff and supervisors.

Section A – Key Performance Areas (Rate each from 1 = Needs Improvement to 5 =

Excellent):

1. Quality of online customer support: ______

2. Target achievement (sales or response time): ______
3. Efficiency in resolving queries or complaints: ______
4. Product knowledge and application: ______
5. Collaboration with colleagues and cross-teams: ______
6. Adherence to company procedures: ______

Section B – Manager’s Feedback:

(Summarise strengths, recent progress, and suggested improvements)

Section C – Employee Reflection:

(Invite the employee to reflect on their experience and challenges)

33
Section D – Development Path:
• What new responsibilities or goals are proposed?

• Is any training or upskilling required?

• Long-term career interests or aspirations:

Next Review Date: ___________________

Signatures:
Date: _______________ Employee: ____________________________
Date: _______________ Reviewer: ____________________________

Document 3: Employee Grievance Handling Framework – BAJ

Shop Ltd
Policy Overview:

At BAJ Shop Ltd, all employees have the right to express concerns about their working
experience in a safe and fair manner. This framework is designed to support a clear and
confidential resolution process for workplace issues.

Who Is Covered:

All employees under BAJ Shop Ltd contracts, including part-time and probationary staff, can
raise a grievance through this process.

Process Stages:

1. Initial Discussion
Where possible, concerns should be discussed with the line manager informally. This
encourages prompt and direct resolution without escalating the matter formally.

2. Submitting a Concern Formally

If the issue remains unresolved, the employee may submit a written grievance to the HR
team. The submission must clearly explain:

34
• The concern or issue being raised
• Background and timeline of events
• Any steps already taken to address the matter informally
• Supporting documents or evidence (if any)

3. Investigation and Hearing

Once submitted, HR will begin a neutral investigation. A formal meeting will be arranged
with the employee, their manager, and an HR representative within 7 working days. The
employee may bring a support person if they wish.

4. Written Decision
Following the investigation, a written outcome will be shared outlining the decision and any
agreed resolutions. This will normally be provided within 10 working days of the meeting.

5. Escalation and Appeal

If the outcome is not satisfactory, employees may submit an appeal in writing within five
days. The appeal will be reviewed by a senior manager who was not previously involved.

Confidentiality Clause:
All cases are handled discreetly. Only those directly involved in the process will have access
to relevant information.

Policy Review:
This process is reviewed each year to ensure alignment with employment laws and employee
needs.

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