SHRM Assignment: HR Project For EE Limited

Question

Task:
You are supposed to write a detailed SHRM assignment report on a real HR project for a real organisation.

Answer

Executive Summary
The report on SHRM assignment has demonstrated a brief understanding related to strategic human resource management and its key role within the success of the organization. EE Limited has been the subsidiary brand of BT Group and operates profitability within the telecommunication industry of the UK. In the era of rapid market modification, the company started to face SHRM issues, challenges relative to increase employee turnover, poor development, training, career opportunities or others offered to the workforce. In context to this, the SHRM project implementation plan has been formed to achieve the objective of satisfying future staffing needs, improve workforce mobility for higher profitability and promote executive leadership, higher workforce engagement for competitive, flexible along innovative organization. In the process, the application of SHRM models, strategic management plan and significant recommendation have been critical to foster SHRM within EE Limited.

Introduction to Project
SHRM or Strategic Human Resource Management include the future-oriented procedure of improving and establishing HR programs that solve, address business issues along with directly contributing towards greater long-term commerce objectives. The purpose of SHRM is to develop competitive advantage, innovation and flexibility of the workforce to effectively perform within the organizational culture. For creating the systems to accomplish better business performance, SHRM encourages the benefits of lower turnover, decreased absenteeism, higher staffs commitment and improved job satisfaction. In reference to such aspects, this project report aims to demonstrate a brief understanding of strategic human resource management in context to the telecommunication industry organization ‘EE Limited’. The current strategic human resource administration issues existing within the telecommunication organization will be explained in detail. The report will include a discussion of project objectives, aims and rationale along with clearly proposing the strategic human resource administration models as well as strategies to effectively address the SHRM issue. The stakeholder analysis will be conducted to discuss the significance of every stakeholder who is likely to be affected or affect the SHRM project. The issues and risks associated with the project will be demonstrated along with proposing an effective implementation plan. Further, the recommendation for suitability, acceptability and feasibility of the project with justification will be provided.

Organisational Background
EE Limited or Everything Everywhere Limited has been a recognized British internet service and mobile network brand as well as provider. The organization one of the business entity of the British Telecom Group and was formed within the year 2010 as the joint venture between Orange S.A. along with Deutsche Telekom. EE remain the largest operator of the mobile network within the UK and have around 27.5 million subscribers as of 2020 end (Ee.co, 2021). The company is headquartered in the UK and operate within the telecommunications industry with 99% of 2G as well as 4G network coverage across the UK market. The telecommunication brand employs nearly 15,000 staffs who has been the driver of business success and offers their effort to support the company generating £5 billion revenue (Ee.co, 2021). The telecommunication company operates and owns national 3G, 4G and 2G mobile phone networks along with the partial extension of 5G networks within the UK. The enterprise has approximately 700 retail stores across the nation and achieved its target of doubling the 4G network usage to 14 million in the year 2016. The company’s 4G network has 95% reach to UK population with 40% of 4G having double speed and 98% population uses the 3G network, as well as 99%, uses 2G network. EE Limited has intended to expand the 4G network geographically within the UK from existing 60% to 95% by the 2020 end that has increased the population coverage by the 4G service to reach 99.8%. The company for accomplishing the same has built higher than 750 newest sites and 4G networks have been switched to Isles of Scilly, allowed by the fibre broadband connections deployed by the British Telecom. The brand is extending its UK-wide 4G plus with above 1000 sites helping ‘Cat 9’ speed higher 400Mbit per sec (Ee.co, 2021). The geographic reach of the EE’s 4G network within Scotland has surpassed 75% in the year 2017 end. The vision of the company is to offer the best service and network so that consumers trust the brand with the digital lives (EE, 2021). EE Limited to be the subsidiary of BT Group is influenced by every decision and actions undertaken by the parent company, even in the areas of strategic human resource management. In the company, the human resource department along with others has been committed to the success of the company through the accomplishment of its staffs. In achieving the company vision, the human resources of the company are going to play a critical role to stay competitive and support EE offering the personalized experience for consumers from services, products it offers, sell as well as gain user trust along with relevance. Here, human resource management has been a key process to optimize telecommunication business performance through effective administration of the workforce. Strategic human resource administration in the organizational context refers to the procedure of connecting the human resource functions with the tactical objectives of the business for increasing performance. The SHRM has remained a key aspect of EE Limited to achieve the business objective of delivering excellent services to the users with the support of their outlets, stores, within commerce centres and online.

Project background
Existing SHRM strategies at EE Limited
The SHRM or Strategic human resource management is practised by EE Limited as the holistic method to assembling the production team for the success and growth of the business. In EE, SHRM forms the foundation of successful business and confirms that the organization as a whole is operating collectively to reach the goal of increasing market share as well as business revenue. EE Limited to be the brand of BT Group in times of the economic crisis has continued to train, redeploy and retain its existing employees (EE.co, 2021). Within the strategic human resource administration, the company emphasize staffs growth which has supported the EE to earn a better reputation for workforce loyalty which is matched by the workforce.

Figure 1: SHRM tactics at EE Limited
Source: EE.co, 2021

Some of the current SHRM tactics at EE organization which has offered benefits of improved consumer satisfaction and efficient resource administration as well as boost productivity are as follows-

Employee relations- EE management under SHRM promotes productive staff relation by offering them user-friendly work, job designs that increase autonomy and meaningfulness (EE.co, 2021). Delery and Roumpi, (2017) added that effective staffs engagement develops the business and support in retaining talent, where engaged staffs feel satisfied with respective jobs, take pride within the corporate and believe employer value their contribution. The approach of involving staffs in solving, mitigating issues offer the forum for efficient exchange with administration and highly profitable within building a productive team-oriented environment.

Performance management- Greer, (2021) mentioned that through regular feedback over performance and coaching, the employer creates the atmosphere that motivates staffs to accomplish company along with personal goals. Within the existing SHRM tactic of EE, the performance measurement related to employee accountability, accomplishment to business objective and goal setting offer checkpoint to recognize work progress along with potential issues before it becomes vital. For the higher performance of staffs, the HR manager incorporates organizational culture and job expectations into the staff selection procedure which ultimately add towards improving workforce effectiveness.

Staffing- In EE Limited, the HR manager organizes a recruitment plan depending on job expectation, education criteria and skills allow the manager to hire the staffs which best fit the work or job need (EE.co, 2021). Within the SHRM, the business leader utilizes neutral interviewers trained to apply a structured interview process that promises confidentiality.

Organization planning- For effective strategic human resource management, EE emphasise offering a clear definition of every staff’s authority and accountability offers the direction required to accomplish the business goal of building the newest digital backbone for the UK (EE.co, 2021). The collaborative, directive organizational framework and aligning staffs as per their job proficiency has been efficient to fulfil the business need of higher productivity.

Development and training- Bouaziz and Hachicha, (2018) determined that management and employees of the company have a continual requirement for improved knowledge, skills to respond to changing business opportunities as well as corporate needs. In EE, the development of the newest skills in the existing staffs is less expensive and poses a low threat than hiring the newest employees. As the SHRM process, the training, broadening and upgrading of existing staffs amplifies job satisfaction along with creating a higher sense of commitment to business vision or goals.

Compensation- The benefit scheme is effectively communicated and designed to support staffs to see value within the job which expands further pay-check, building stability along with commitment within the workforce (Saeed et al., 2019). EE organization under the compensation program highlights its capability to rewards and pay staffs fairly depending on workforce performance.

Affirmative action and equal employment- EE Limited within the SHRM process foster an equitable and fair work environment that has remained the core aspect of higher job satisfaction as well as productivity of the workforce (EE.co, 2021). The company comply with diversity, equal employment regulation and existing SHRM assist with planning, implementing newest human resource tactics as well as resolve issue affecting corporate productivity.

Key SHRM issues in the organisation
EE Limited operating in the telecommunication sector is a highly versatile corporate and encounters challenges within achieving revenue maturity. Sarkar, (2018) stated partnering with human resource administration to strategically play an efficient and effective role within the industry is not easy work considering the company opt to lead the marketplace. Some of the strategic human resources management issues which could be encountered within the business entity have been employee retention, development and training for keeping pace with speedy technological advancement, skill needs, occupational safety and health issue. Oppong, (2017) explained employee retention refers to the fine balance between organization incentives, remuneration and culture, where management requires offering staffs the correct combination of all three to fulfil individual demand without compromising on business interest within the procedure. EE has been encountering high employee turnover issue and needs to offer market-competitive benefits, health packages, job fulfilment through job analysis at routine intervals for addressing the same (EE.co, 2021). The company fails to offer better career development opportunities and skill improvement training that result within SHRM issue of poor employee motivation, mismatched work roles along strategic performance administration declines. EE faces the SHRM issue of promoting innovation throughout the company with poor development of employee’s innovative skills and conducive corporate culture. The telecommunication industry has the lowest female numbers within the workforce ranging from 15% to 8% that is much less than around 26.6% overall women engagement rate within the overall workforce (Menezes, 2021). This gave rise to another SHRM issue, where telecommunication brand remained ineffectiveness to create gender balance.

Project Aim and objectives
The project aim of the strategic human resource management plan is to generate tactical capability by confirming that the telecommunication company has the well-motivated, committed and skilled staffs it requires to accomplish a sustained competitive edge.

The objective of the SHRM project is-

• To confirm the EE’s workforce remain capable to satisfy future staffing needs
• To improve workforce mobility for achieving higher profitability
• To promote executive leadership and higher workforce engagement for flexible, innovative along with the competitive organization

Project Rationale
Jiang and Messersmith, (2018) explained human resource management as the procedure and practice of on-boarding, hiring and recruiting the best staffs for the business. In EE organization, the rationale for effective SHRM would be offering staffs the development, training, compensation, benefits and work environment they require to perform best among the co-workers and in the organization within general. The SHRM process would undertake these practices toward the next level by training, hiring staffs within alignment with the business objective and mission which guide them.

Proposed SHRM strategies and Models
In the case of EE Limited encountering several employee management issues, while operating in the telecommunication industry, the SHRM becomes the key for the development and retention of skilled human resources. Boon et al., (2018) supported that business fostering strategic human resource administration is likely to make staffs feel valued and willing to stay with the organization which places the premium on staffs engagement as well as retention. Prior to implementing tactical human resource administration, the EE organization would require creating the strategic human resource strategies proposed as follows-

Competitive salaries: For EE to have a skilled workforce within the current competitive job marketplace, job perks and competitive salaries remain the core aspect (EE.co, 2021). For addressing the SHRM issue of high employee turnover, the competitive pay policies within the company become beneficial to attract staffs looking for meaningful work which pays a bigger paycheck. The competitive pay could help SHRM manager to retain staffs, increase staffs morale that ultimately boosts production and performance (Reid et al., 2021). With employees morale increased, the company experience better workforce performance.

Promotion opportunities: Tung and Punnett, (2017) determined that employee promotion drives individual the most and remained the ultimate reward for loyalty along with dedication towards the company. In the case of EE, the SHRM issue of poor career and growth opportunities offered to the staffs could be addressed with employee promotion as the tool to retain talents, grow motivation ultimately correlating to staff’s greater productivity. The staff promotion could bring the latest responsibilities which initiate the sense of administration and this support in increasing staffs satisfaction.

Continuous staff development and training- This SHRM strategy adopted by EE Limited is going to directly benefit the company by producing higher productive and motivated staffs who are developing the business’s profitability. Collins, (2021) opined continuous employee development and training decreases the gaps within the staff’s knowledge, facilitate them to multi-skill, thereby making staffs highly valuable to the company. This would grow EE’s competitiveness, allows for progression, succession and results within the highly effective team.

Regular and transparent communication- In the successful SHRM, transparent and open communication plays a critical role to strengthen workspace surrounding and increase staff engagement (Yue et al., 2019). For addressing the SHRM issue of mismatched staff roles, the HR manager within the EE needs to openly communicate with staffs which lead to staff satisfaction within developing workplace culture. Wang et al., (2017, April) argued workplace transparency support in setting the employee satisfaction, recognition and help them know individual contribution to the company. In EE, solving the issue with effective communication would support staffs to confirm they could share vital details, work collectively to satisfy deadlines and sustain the degree of client’s needs.

Emphasis on staff wellbeing: While the EE operating in the telecommunication industry facing the challenge of gender biases within SHRM; the focus on employee wellbeing must be given. Equality and diversity within the workforce must be promoted by EE Limited along with adopting a preventive, proactive method to eliminate discrimination based on religion, race, age, gender or others. Guest, (2017) supported that employee who feels their wellbeing requirement are met is less likely to absent, undertake sick leave along with company experiencing higher employee retention, commitment and performance.

Staff autonomy and freedom of creativity: In addressing the SHRM issue existing within the EE organization, the encouragement of staff autonomy would act as a strategy to improve the higher sense of teamwork, work-life balance, employee feel accountable, engaged and encouraged to learn the latest skills (Jaiswal and Dhar, 2017). The EE organization could encourage autonomy and freedom of creativity by building a culture of trust, learning from mistakes, hire correct, skilled people along communicating regularly.

Develop hiring practices: The telecommunication brand is in utmost need to improve its hiring practices under SHRM to onboard skilled, talented staffs with fresh and innovative ideas. Nieves and Quintana, (2018) added that building a strong employer brand helps the company to decrease employee turnover and attract passive applicants to the organization over others. The HR manager of the telecommunication company would need to write an effective job description, embrace social media, digital trends and fit the personality efficiently to the job.

According to O’riordan, (2017) HR models support determining the role of human resources within the business.

Figure 2: Standard Causal Model
Source: Kaufman, 2021

The Standard Causal Model has been a popular HRM model that depicts the causal chain which initiates with the business tactics and ends through the human resource processes with developed financial performance (Kaufman, 2021). In application to the EE organization, the human resource practices in addressing SHRM issues could be HR strategy including appraisal, compensation, training and hiring that result in higher engagement, commitment as well as quality output of the staffs. These human resource administration outcomes lead towards developed internal performance involving innovation, quality and productivity along with better financial performance in terms of ROI, profits as well as financial turnover. The reverse causality within the model depicts that often the stronger financial performance results in higher investments within better HR outcomes and practices. This means in EE organization when performance is higher, staffs are more engaged as HR outcome.

Figure 3: 8-box model
Source: Mala, 2020

Mala, (2020) explained that the 8-box HRM model highlight varying internal and external factors which impact the effectiveness of processor activities performed within HR. This means that with the shortage of skilled workforce within the telecommunication industry, the company needs to spend less in recruiting, hiring and sourcing, compared to the situation when huge qualified workers are available. Mala, (2020) mentioned that the 8-box HRM model highlight changes in an institutional context, where legislation influence the manner business progress human resources while work councils and trade unions limit things which often be done. This means that for profitable business performance and a productive workforce, the SHRM process of telecommunication brand would require maintaining a balance between intended, actual and perceived HR practices that support in achieving favourable HR outcome. For building the competitive advantage, the company need to emphasize HR goals of cost-effectiveness, legitimacy and flexible work process which in return leads towards achieving the end business goal of higher market capitalization, market share along profit. All this would relate to the viability of the EE organization within achieving strategic human resource management.

Project Stakeholder Analysis
Stakeholders have been the group of individuals who have a huge interest within or claim on the output or operations of the company (Connor et al., 2018). The SHRM project influence far more than the staffs of the organization or manager.

Figure 4: Stakeholders in SHRM project
Source: Fregnan et al., 2020

Virtually businesses and individual to which EE organization has connection including people within the community remains the stakeholder within SHRM project. The main stakeholders have been direct beneficiaries as staffs who get the raise as HR revised the corporate compensation structure. The indirect stakeholders derive advantage from SHRM project including business which profits from the corporate hiring more employees.

Owners- The aim of the SHRM project of EE Limited is to develop workforce competitiveness and generate a positive influence on business’s profitability. The business owner, founder or company president of the telecommunication brand would highly benefit from improved profitability. In case of an ineffective HR project, the EE business owner would be adversely affected.

Employees- In context to EE organization, the SHRM project is going to improve working processes, skills of the workforce and offer a collaborative, supportive workplace structure. Boxall, (2018) mentioned that HR establishing job skills development, training makes staffs the main stakeholder, where training creates direct influence on their productivity, abilities, earning skill and confidence. With the improved job skills and quality product offered by the staffs, the EE’s shareholders, owners and other workers would be benefited with higher profit.

Insurance companies- The retirement fund companies and insurance administrators are stakeholders within the SHRM project as a negotiation group, revamping staff benefits along with health insurance coverage (Delery and Roumpi, 2017). The benefits providers with the plan which best match the staffs are the main stakeholder in EE as it stands to acquire another consumer.

Customers- In EE, the organization ultimately advantage the capability of offering better services, products to eminent clients, thereby customers also remain stakeholder as they reap the profit of skilled staffs (EE.co, 2021). The business clients and the consumer has evaluated to be another stakeholder within the SHRM project as recruiting skilled individuals for development along with researching the newest product line.

Community- SHRM project to help in telecommunication business profit, development and productivity, offers the opportunity of employment within the community for its development, making the underemployed and employed individuals as the company stakeholders (Greer, 2021). Within the community, the competitors or other businesses would have a stake in the company profit. The telecommunication business would be benefited from the opening of IT corporations within the community which mean an influx of users, data demand and telecom service usage. In addition, the SHRM project leading mass layoff may create a significant influence on surrounding commerce.

In context to the stakeholder analysis, the success of the SHRM project relative to EE Limited is going to rely on creating a positive influence on staffs, customers, insurance companies and business owner along with satisfying their respective demands. In order to create value for the staffs and business owner, the strategic human resource management department needs to offer HR activities that are completely reinforced, integrated as per the company objective of delivering the best telecommunication services in the UK.

Project Risks and Issues
In achieving successful implementation of SHRM strategies for increasing business competitiveness of the EE limited within the UK market, certain project issues and risks are likely to threaten the project timeline.

Figure 5: Different project management risks
Source:

Some of the project issues and risks that are likely to impact the strategic human resource management process within EE limited are as follows-

Cost-risk: In leading strategic human resource administration project, cost risk is common and depicts the greatest threat to business as well as finances (Demirkesen and Ozorhon, 2017). For EE leader, staying within the budget would be vital to make an adequate profit while still satisfying eminent project stakeholders. For addressing such an issue, the HR professional need to track expenses through a spreadsheet or application to double-check the availability of the project’s finances.

Technology risk: With the advancement in technology, the telecommunication provider adopting modern means, CRM system and user-oriented services to meet changing user demand (Foglieni et al., 2017). The implementation of SHRM in the respective environment could raise the issue of technology frustrating and confusing the staffs or management as a whole. EE organization for the success of the SHRM project could hire IT teams that benefit the company with the efficient and timely accomplishment of the growth plan as well as greater productivity with better acknowledgement of employee behaviours.

Resource issue: Brewster, (2017) argued that project manager is likely to encounter major challenge raging from conflicting resources priorities, capacity planning to poor information on resources availability. In the case of EE limited operating in the telecommunication industry, inefficient resource planning could affect the effectiveness and timely accomplishment of the SHRM process. The company fails to have efficiently skilled staffs which pose the risk of missing project deadline and major profit invested within the training of the staffs (EE.co, 2021). Here, prior to assigning resources in strategic human resource administration, the EE organization need to have the holistic perspective of incoming demands along with available resource capacity as per matching employee roles and skillsets.

Communication issue: In leading effective strategic human resource administration within EE limited, poor communication could give rise to the issue of project delays, uninformed staffs about certain changes, poor transparency and inconsistent message. The traditional approach of communicating with staffs remains ineffective to keep them aware within the change management. For addressing the issue of overflowing emails and information overload, strategic HR executive needs to develop, create an alternative approach to deliver information to staffs. Sumelius et al., (2020) opined inconsistent messages and poor transparency lead to confusion within staffs which declines unity along with productivity within the company. Thus, the HR executive of EE needs to confirm that message from the company related to the SHRM project remains clear and consistent. Sumelius et al., (2020) added that by being transparent and fostering open communication the company support staffs to understand the importance of SHRM, the benefits employee gets and feel free contributing suggestions as well as opinions for improvement. Moreover, EE must communicate company culture within a manner that is welcoming which ultimately attract greater employee engagement in the SHRM project.

Project Implementation Plan with Justification
According to Boon, et al., (2018) strategic human resource administration plan remain better approach for the business entity to communication organization priorities, communicate project goal, configure resources and emphasize on the strengthening the operational, management activities.

Figure 6: Strategic administration plan
Source: Dehgani and Navimipour 2019

For EE Limited, the systematic implementation of the SHRM plan would profit staffs, subordinates and other eminent project stakeholders as discussed to clearly engage in achieving the objective of an innovative, flexible, productive as well as efficient workforce. The implementation plan for the SHRM project is going to be for a five-year duration.

Table 1: SHRM implementation plan for EE Limited
Source: Proposed by author

In context to the above table, the business operating on the principle of strategic human resource administration and efficient resource utilization experience the benefits of maintaining profitability along with increasing workforce competitiveness (Boon et al., 2018). EE undertaking market survey could be profited to develop workforce as per market need and remain efficient in the telecommunication sector. Tung and Punnett, (2017) stated that the business owner, leader and HR manager need to offer attention to labour trend to develop business for future demands as well as acquire a competitive workforce delivering quality services, products to increase business revenue, even in uncertain times. The commerce entity to gain a competitive position within the telecommunication sector require establishing Human Resource Development initiative, programs, employee development and training based on hard as well as soft skill set improvement. This means that strategic HRM uses the opportunity and talent in the HR division to increase the effectiveness of other departments contributing to the business growth.

Final Recommendations with justification
Key recommendations
The strategic HRM within the telecommunication organization would include the practice of developing, retaining, rewarding and developing staffs for the profit of the organization as overall as well as staffs as individuals. In order to have a successful SHRM process, EE Limited may adopt some of the tactical processes which is a recommendation as follows-

Corporate social responsibility and sustainability- This comes in the ambit of the SHRM discipline, particular with context to organizational values and expression within commerce decision making (Stahl et al., 2020). In EE, the strategic human resource management process must include a corporate code of ethics and administer the community influence in corporate decisions. Along with this, the philanthropy and employee roles considered to develop the workforce’s living quality, benefit offered to their families as well as society at large.

Align company strategies with internal and external factors- The strategic HRM department of EE Limited is recommended to consider the current strategy of investing highly within the network to make quantifiable growth to consumer service with economic changes. Along with this, the expectation of higher ROI within the workforce is development and training costs is measured accordingly.

Confirm talent strategy aligned with the business’s overall plan- Stahl et al., (2020) added that the main key to administering the provocative labour force is to streamline the tactics of the talent administration procedure and overall business strategy. Therefore, the positive behaviour, attitude of development, training needs to be fostered and EE retains the staffs based on the success of the SHRM process.

Utilize several tools to evaluate the workforce capabilities- It is recommended that EE within effectively establishing the SHRM project might use annual reviews and appraisal as the tool to evaluate the workforce capabilities as well as capacity. Fregnan et al., (2020) explained that organization adopting the pay-for-performance culture is benefited from improved employee productivity. In EE, the respective approach could encourage staffs to work harder, thereby improve employee capacity towards adapting to innovations as well as changes.

Justification using SAF (Suitability, Feasibility and Acceptability) Framework)
Lyon et al., (2020) discussed that the acceptability concept of the SAF tactical model has been about measuring the risk, stakeholders reactions and return resulting from the specific strategy. In case of EE Limited to achieve successful practice and establishment of the SHRM process, the activities like training, development of the staffs as per future business needs is going to be suitable aspect. The SHRM project implementation would be suitable for the organization to decrease employee turnover, grow economic position and foster productive technological changes. In terms of feasibility, the strategic human resources administration could be less feasible for EE Limited which is already making a huge investment within modifying network competency. Nonetheless, BT Group as the parent company of EE Limited might become helpful to support the company efficiently to lead SHRM implementation within the adequate budget without disrupting functions of other departments. In addition, the frequently changing market dynamic, economic crisis and political tension in the UK are likely to influence the project feasibility (EE.co, 2021). The business needs to align organizational goals, objectives as mentioned with strategic SHRM and satisfy employee needs to keep them highly engaged within the process. In terms of acceptability, the changes related to the SHRM project is going to less acceptable by the staffs due to fear of the unknown and they may resist their contribution to the business growth as well as success. For positively engaging staffs and making them willingly accept the SHRM changes, the rewards and performance-based incentives would play a vital role. Greer, (2021) supported that reward strategy has been a major driver of business success, developing retention, recruitment, staffs engagement along with aligning the company’s investment within the individual with their corporate strategy. These process and approaches adopted by the management of EE Limited are likely to enhance their competitiveness in leading successful strategic human resource management.

Conclusion
In affirmation of the above discussion, it is concluded that the strategic human resource management project implemented by EE Limited has remained effective to confirm higher productivity, business surplus through employee competency. In the process of retaining, motivating and recruiting talented staffs, the SHRM plays a critical role within the organization. In the case of EE Limited intending to operate competitively within the telecommunication sector of the UK, the SHRM becomes critical means to support effective intelligence which is utilized within the strategic planning procedure. The SHRM models have been effective to have an analytical structure or model to study the HRM and served to be the heuristic device to discover the importance of key human resource practices. The SHRM implementation plan has clearly segmented different project priorities and actions that are undertaken by EE Limited to accomplish workforce management in a competitive manner. In EE Limited, the human resource has been building block of the progressive business and accountable for technology along with its implications within the corporate environment. The several recommendations provide if adopted by the telecommunication brand is likely to gain success in implementing the SHRM project in a highly efficient manner. In addition, the SFA model has remained an effective tool to clearly evaluate the feasibility, suitability and acceptability factors of the SHRM project implementation intended by the EE organization.

Reference List
Boon, C., Eckardt, R., Lepak, D.P. and Boselie, P., 2018. Integrating strategic human capital and strategic human resource management. The International Journal of Human Resource Management, 29(1), pp.34-67.

Bouaziz, F. and Hachicha, Z.S., 2018. Strategic human resource management practices and organizational resilience. Journal of Management Development, 37(10).

Boxall, P., 2018. The development of strategic HRM: reflections on a 30-year journey. Labour & Industry: a journal of the social and economic relations of work, 28(1), pp.21-30.

Brewster, C., 2017. The integration of human resource management and corporate strategy. Policy and practice in European human resource management, pp.22-35.

Collins, C.J., 2021. Expanding the resource-based view model of strategic human resource management. The International Journal of Human Resource Management, 32(2), pp.331-358.

Connor, P.M., Axon, C.J., Xenias, D. and Balta-Ozkan, N., 2018. Sources of risk and uncertainty in UK smart grid deployment: An expert stakeholder analysis. Energy, 161, pp.1-9.

Dehgani, R. and Navimipour, N.J., 2019. The impact of information technology and communication systems on the agility of supply chain management systems. Kybernetes.

Delery, J.E. and Roumpi, D., 2017. Strategic human resource management, human capital and competitive advantage: is the field going in circles?. Human Resource Management Journal, 27(1), pp.1-21.

Demirkesen, S. and Ozorhon, B., 2017. Measuring project management performance: Case of the construction industry. Engineering Management Journal, 29(4), pp.258-277.

EE, 2021. Our vision. [online] Available at: [Accessed 2 April 2021].

Ee.co, 2021. EE Limited Annual Report 2015. [online] Available at: [Accessed 2 April 2021].

Foglieni, F., Villari, B. and Maffei, S., 2017. Designing better services: a strategic approach from design to evaluation. Springer.

Fregnan, E., Ivaldi, S. and Scaratti, G., 2020. HRM 4.0 and New Managerial Competencies Profile: The COMAU Case. Frontiers in psychology, 11.

Greer, C.R., 2021. Strategic human resource management. Pearson Custom Publishing.

Guest, D.E., 2017. Human resource management and employee well?being: Towards a new analytic framework. Human resource management journal, 27(1), pp.22-38.

Jaiswal, D. and Dhar, R.L., 2017. Impact of human resources practices on employee creativity in the hotel industry: The impact of job autonomy. Journal of Human Resources in Hospitality & Tourism, 16(1), pp.1-21.

Jiang, K. and Messersmith, J., 2018. On the shoulders of giants: A meta-review of strategic human resource management. The International Journal of Human Resource Management, 29(1), pp.6-33.

Kaufman, B.E., 2020. The real problem: The deadly combination of psychologisation, scientism, and normative promotionalism takes strategic human resource management down a 30?year dead end. Human Resource Management Journal, 30(1), pp.49-72.

Lyon, A.R., Brewer, S.K. and Areán, P.A., 2020. Leveraging human-centered design to implement modern psychological science: Return on an early investment. American Psychologist, 75(8), p.1067.

Mala, W.A., 2020. How COVID-19 Changes the HRM Practices (Adapting One HR Strategy May Not Fit to All). Available at SSRN 3736719.

Menezes, B., 2021. Telecom sector: Gender-based disconnect persists despite growth. [online] mint. Available at: [Accessed 2 April 2021].

Nieves, J. and Quintana, A., 2018. Human resource practices and innovation in the hotel industry: The mediating role of human capital. Tourism and Hospitality Research, 18(1), pp.72-83.

O’riordan, J., 2017. The practice of human resource management. Research paper, 20.

Oppong, N.Y., 2017. Exploring the importance of human resource activities-strategies alignments: Interactive brainstorming groups approach. Cogent Business & Management, 4(1), p.1273081.

Reid, D.H., Parsons, M.B. and Green, C.W., 2021. The supervisor's guidebook: Evidence-based strategies for promoting work quality and enjoyment among human service staff. Charles C Thomas Publisher.

Saeed, B.B., Afsar, B., Hafeez, S., Khan, I., Tahir, M. and Afridi, M.A., 2019. Promoting employee's proenvironmental behavior through green human resource management practices. Corporate Social Responsibility and Environmental Management, 26(2), pp.424-438.

Sarkar, J., 2018. Linking Compensation and Turnover: Retrospection and Future Directions. IUP Journal of Organizational Behavior, 17(1).

Stahl, G.K., Brewster, C.J., Collings, D.G. and Hajro, A., 2020. Enhancing the role of human resource management in corporate sustainability and social responsibility: A multi-stakeholder, multidimensional approach to HRM. Human Resource Management Review, 30(3), p.100708.

Sumelius, J., Smale, A. and Yamao, S., 2020. Mixed signals: employee reactions to talent status communication amidst strategic ambiguity. The International Journal of Human Resource Management, 31(4), pp.511-538.

Tung, R. and Punnett, B.J., 2017. 5. Research in International Human Resource Management. In International Management Research (pp. 35-54). de Gruyter.

Wang, X., Feng, L., Zhang, H., Lyu, C., Wang, L. and You, Y., 2017, April. Human resource information management model based on blockchain technology. In 2017 IEEE symposium on service-oriented system engineering (SOSE) (pp. 168-173). IEEE.

Yue, C.A., Men, L.R. and Ferguson, M.A., 2019. Bridging transformational leadership, transparent communication, and employee openness to change: The mediating role of trust. Public relations review, 45(3), p.101779.