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Running Head: HR practice

[Name]
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Table of Contents
Introduction..........................................................................................................................3

Purpose of HRM in Barclays for Sustainability of Barclays...........................................3

i. Job analysis and recruitment:.....................................................................................4

ii. Organisation and Activities:...................................................................................4

iii. Performance appraisal:...........................................................................................4

iv. Reward systems:....................................................................................................4

v. Staff development and training:.............................................................................5

Roles, Responsibilities and HR Functions in Barclays...................................................5

a. Recruitment and Job analysis:................................................................................5

b. Organisation, Maintenance and Utility:.................................................................5

c. Performance Appraisal:..........................................................................................6

d. Employee training:.................................................................................................6

Workforce Planning.........................................................................................................6

Performance Management in Barclays............................................................................7

Reward System:...............................................................................................................8

Case Study: HR Model Applied in Barclays...................................................................8

Conclusion...........................................................................................................................8

References..........................................................................................................................10
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Introduction

The human resources management in the recent time of the firm is most important factor
nowadays. This department has been evolved to manage all kinds of issues faced by the upper
and lower management related to their timing, workload, payrolls, leave application and other
performance-enhanced management which is noted by this department. In Barclays plc, the HR
management also works according to the recent employ management and firm’s management
perspective. Barclays Bank is one of the UK’s leading financial services companies, operating in
Europe, North America, the Middle East, Latin America, Australia, Asia and Africa. In the
current economic crisis, Barclays Bank has been one of the few jobs in the UK to have refused to
accept funding from the UK government (Vakhrusheva et al., 2021). The UK government has
given the members of the board the power to manage the company’s future operations. The
history of Barclays Bank dates back to 1690 when John Fame and Thomas Gould began trading
on Lombard Street in London on behalf of Goldsmith Bankers. When James Barclay joined the
sector in 1736, the company was associated with the name Barclays, although the company was
not named Barclays Bank until 1896 (Kumar and Sakthivel, 2020). Like many British banks
involved in modern business, Barclays Bank has secured many small jobs over the years and has
expanded. In the United Kingdom and the international financial system.

Purpose of HRM in Barclays for Sustainability of Barclays

Barclays plc employs more than 155,000 people worldwide, working in a variety of
companies, so Barclay’s human resources team faces unique challenges. In such a diverse and
national company, HR professionals work with all business units to help Buck attract and retain
the best talent and ensure that everyone is doing the right job and doing their job in the best way.
place in the competition (Barnes and Newton, 2020). Creating lasting benefits for employees,
customers and shareholders around the world. But that’s not all Barclays’ new HR team is
focusing on. It is also committed to developing stable partners, and the human resources team
has a key role to play in monitoring performance and monitoring many training programs.
Barclays Group’s human resources management is divided into a work-related employee role
and plays a key role in all business units of the company.
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The purpose or importance of the Barclays SHRM cannot be overstated; The success or
failure of any organization depends entirely on its human resource management (Mitrofanova et
al., 2018). Barclays’ main human resource management objectives include employee appraisal
and recruitment (recruitment), employee organization and appraisal, employee performance
appraisal and evaluation, employee compensation plans, employee career development, and
employee retention.

i. Job analysis and recruitment:

Barclays HRM hires people for various recruitment positions within the company;
identify the skills, knowledge and competencies needed for management positions, analyse
employment and job development, and forecast future jobs (Kondaurova et al., 2021). They
provide practical information on activities used to recruit and train people, determine salaries,
identify training needs, and manage the entry and exit of Barclays employees.

ii. Organisation and Activities:

The Human Resources Department of Barclays Bank retains the company’s employees.
The work here involves designing an organization that uses the company’s human resources and
creating a communication system that facilitates more efficient operations. Other activities in this
area include health and safety and links to human resource management. Maintenance-related to
the organization of industrial relations mainly includes cooperation with trade unions; dealing
with complaints about misconduct, such as theft or sexual harassment; setting up a
communication system to promote cooperation and share responsibilities between employees.

iii. Performance appraisal:

Barclays HRM evaluates employee performance and provides feedback to employees on

their positive and negative performance (Sotnikova et al., 2020). Performance tests are important
because they are used to promote promotions and promotions, and if they perform poorly, they
may be fired.

iv. Reward systems:

The program is managed by HRM Barclays Bank. This aspect of management is

important because it allows a company to reward its employees for past achievements and
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motivate them for future performance. They also use the system to solve staff internal problems
through a disciplinary centre.

v. Staff development and training:

The RU is responsible for identifying the training needs of Barclays’s’ staff and for
initiating and evaluating development plans designed to meet those needs. These training
programs include management programs designed to adapt to the hiring of new businesses and
training programs designed to introduce employees to new software.

Roles, Responsibilities and HR Functions in Barclays

Barclays Bank has always considered job analysis and recruitment to be the core vision
of its human resources department (Sotnikova et al., 2020). At the same time, the company
emphasized the importance of successful employee planning and implementation, followed by
performance appraisal and the introduction of a new employee bonus system.

a. Recruitment and Job analysis:

The corporate division recruits for various positions. The driving force behind this work
is the identification of the skills to be followed to analyse the knowledge required to perform the
job and to identify the jobs and industries that will lead to future job expectations (Kayl et al.,
2017). The company provides practical information on jobs that applicants can evaluate before
applying for a job. Based on the decision of the educational needs and requirements of the
candidates for the company, the company establishes the salary limits applicable to each job and
explains what salary increase the candidates can expect.

b. The organisation, Maintenance and Utility:

The company’s human resources management has worked tirelessly to maintain the
integrity of its employees. The work in this area is to incorporate a design framework that
harnesses the creativity of employees at the highest level (Vedernikov et al., 2020). The
organization has worked hard to develop a clear communication system that will help the
company operate more efficiently. Other human resource responsibilities that the company fulfils
are health and safety and lifestyle requirements. The employment relations departments work
with trade unions to deal with complaints about breaches, such as theft or other forms of
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harassment, to develop a communication system to strengthen cooperation and to share the

company’s vision among employees.

c. Performance Appraisal:

The company’s human resources team evaluates the performance of employees and
provides feedback based on their performance (Kayl et al., 2017). The performance appraisal
process is important because it aims to define and quantify the extent of pay raises and
promotions. It is also used in the event of a failure after termination.

d. Employee training:

HRM is responsible for identifying the company’s basic needs in staff training. The
human resources team is also responsible for initiating and evaluating development plans to meet
these needs. The training plans range from the development of the company’s new introductory
training plans to a proud training program aimed at introducing new software to employees.

Workforce Planning

Barclays Bank has sought to establish a talent management system as part of achieving
the goals of its long-term employees and as part of job descriptions. The Bank has successfully
developed development and training programs that help employees realize their true potential.
Development and training plans will be drawn up to operate within the level of unemployment
and employment (Kayl et al., 2017). For example, the success of Barclays Bank’s governance
program is based on core values and complements the initial business development skills plan,
which supports the bank’s further development.

The system is intended for older and younger employees. Since its inception in 2012,
more than 9,000 employees have completed the training. Banking and development plans are
part of a strategic plan to create a high-quality talent management team. The program develops
and integrates a variety of organizational and personal cultures, knowledge and skills to meet
current challenges (Sotnikova et al., 2020). Barclays Bank uses the program to develop and
develop the skills of its employees to survive in the highly competitive banking sector. The
success of these training programs lies in the transition from a human resources management
team to a policy to provide information on current and future redeployment, promotion, staff
recruitment and performance improvement.
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Performance Management in Barclays

Barclays Bank has several specific and indirect career development systems designed to
attract and retain employees as part of its staffing policy. These plans are consistent with an
organized pay structure to support the personal growth and performance of the organization as a
whole. The methods of job development are partly in line with Maslow’s need to create an
atmosphere of awareness, motivation and equal opportunities for job creation (Norris and
Armstrong, 2020). Over the years, the condom development program has improved employees’
ability to deal with conflicts of interest. At the same time, bank staff are encouraged to take up
new jobs and develop skills to increase their chances of promotion if there are vacancies in some
departments.

As part of its performance management strategy, Barclays Bank conducts a six-month

employee performance review. This means that all staff are renewed twice a year. The head of
the department was fired due to his annual work. Performance scores are based on the given
abilities and talents and are evaluated according to the set requirements (Malisetty et al., 2017).
Then assign each employee a measure of the skills and competencies shown during the
assessment. The head of the department then compares and analyses the expected results and
actual plans for each activity. These metrics are essential to help employees understand the
actual results of current and future expectations set out in the employment contract. In addition,
the analysis will help banks identify gaps in the development of successful applications that
support the development and sustainability of good work culture.

After each evaluation period, the Directorate of Labour has drawn up an evaluation plan
which will be used in the next evaluation period. As part of personal development, bank
employees are encouraged to set goals based on an analysis of management reactions, which is a
mandatory requirement. The entire rating system has many benefits for employees and the bank
in developing and stabilizing the process. Barclays has made the analysis process smoother and
more realistic to promote implementation and measures to improve the workforce. All gaps
found at the end of the exam will be addressed through training and development plans. Training
activities prepare employees for their future roles, such as their skills (Norris and Armstrong,
2020). The entire job evaluation system helps the Bank’s management to carry out organized,
independent and efficient staffing activities.
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Reward System:

This process can be managed by the company’s human resources department. Part of this
type of management is important because it helps provide a way of planning that can reward
employees for their past performance and encourage them to perform better in the future. The
system is also used to deal with employee problems through disciplinary action. The human
resources department also monitors the company’s salary plan. Management is an important
factor in helping to provide a way of planning that rewards employee for their past achievements
with financial and non-financial benefits and encourages them to work better in the future
(Malisetty et al., 2017). The system is also used to convey problems to employees for a variety of
reasons, taking disciplinary action that is not violated by any of the company’s stakeholders.

Case Study: HR Model Applied in Barclays

As a branch of this international bank, the bank anticipates many of the strategic
decisions that its headquarters make. However, this depends on the opinion of the branch
manager and other managers. The purpose of this review is to ensure that any changed business
model is in line with the attitudes, standards and economies of local banks. As a result, the bank
can attract more customers and thus earn more profit. CEOs see training as an important part of
growth (Vedernikov et al., 2020). Therefore, their training process is designed to achieve high
results at a minimal cost. They call it a "high-income investment system." The company will no
longer adopt a standard training process model that includes analysis of current situations and
training needs, development of training plans, development of training resources, conducting
training and testing of effective training. This may take several months. training. After defining
the goals of the organization, divide the goals into smaller tasks that can be assigned to each
employee. The conditions are also divided into daily goals. Employees who achieve their goals
help scammers by giving them tips. This is very effective and reduces the need for regular
exercise.

Conclusion

According to the above study, it can be concluded that the company has been plagued by
several controversial issues, such as aggressive investment agreements, tax evasion and close ties
with major investors in the Middle East. However, despite concerns about the UK financial
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sector, Barclays is one of the few self-financing companies that has not been forced to form a
union with the government. Many believe that Barclays Bank will emerge from the current
economic crisis and become one of the most powerful banking institutions in Europe and the
world. While considering these issues the HR management is the most important factor in
Barclays related to employee management and work portfolio.
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References

Barnes, V. and Newton, L., 2020. Women, uniforms and brand identity in Barclays Bank.
Business History, pp.1-30.

Kayl, I.I., Zudina, E.V., Epinina, V.S., Bakhracheva, Y.S. and Velikanov, V.V., 2017. Effective
hr management as the most important condition of successful business administration. In
Integration and clustering for sustainable economic growth (pp. 23-30). Springer, Cham.

Kondaurova, I., Kovalenko, T., Kulik, A., Gorchakova, I. and Shtager, O., 2021. Individualised
HR management concept of the organisation. people, 4, p.8.

Kumar, A.A. and Sakthivel, R., 2020. The Effects of Social Media on Consumer Buying
Behaviour-A Case Study of Barclays Bank PLC Vs Zanaco Bank, Zambia. International
Journal of HR & Organizational Management Insights & Transformations [ISSN: 2581-
642X (online)], 5(1).

Malisetty, S., Archana, R.V. and Kumari, K.V., 2017. Predictive Analytics in HR Management.
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Mitrofanova, E.A., Konovalova, V.G. and Mitrofanova, A.E., 2018. Opportunities, problems and
limitations of digital transformation of HR management. In The European Proceedings of
Social & Behavioural Sciences EpSBS (pp. 1717-1727).

Norris, C. and Armstrong, G., 2020. The maximum surveillance society: The rise of CCTV.
Routledge.

Sotnikova, Y., Nazarova, G., Nazarov, N. and Bilokonenko, H., 2020. Digital technologies in
HR Management. Management Theory and Studies for Rural Business and Infrastructure
Development, 42(4), pp.527-535.

Vakhrusheva, M.Y., Khaliev, M.S. and Pokhomchikova, E.O., 2021, October. Barclays’
application of information system in manufacturing process. In Journal of Physics:
Conference Series (Vol. 2032, No. 1, p. 012129). IOP Publishing.

Vedernikov, M., Volianska-Savchuk, L., Zelena, M., Bazaliyska, N., Litinska, V. and Baksalova,
O., 2020, October. Infocommunication Paradigm of Corporate Culture Development in
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Infocommunications. Science and Technology (PIC S&T) (pp. 197-201). IEEE.