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S.N.Mushini LTD is a UK private company limited by guarantee (“SNM”). SNM and each of its member firms are legally separate and independent entities. 

Please see About S.N.Mushini to learn more about our global network of member firms.

S.N.Mushini LTD is a Limited Company registered in England and Wales with registered number 12241855 and its registered office at 110 Bishopsgate, London EC2N 4AY, United Kingdom.

Human Resources

H.R. Analytics

What HR analytics does is correlate business data and people data, which can help establish important connections later on. The key aspect of HR analytics is to provide data on the impact the HR department has on the organisation as a whole. Establishing a relationship between what HR does and business outcomes – and then creating strategies based on that information – is what HR analytics is all about.

HR has core functions that can be enhanced by applying processes in analytics. These are acquisition, optimisation, paying and developing the workforce of the organisation. HR analytics can help to dig into problems and issues surrounding these requirements, and using analytical workflow, guide the managers to answer questions and gain insights from information at hand, then make relevant decisions and take appropriate actions.

H.R. Capital

The concept of human capital recognises that not all labour is equal. But employers can improve the quality of that capital by investing in employees—the education, experience, and abilities of employees all have economic value for employers and for the economy as a whole.

Human capital is important because it is perceived to increase productivity and thus profitability. So the more a company invests in its employees (i.e., in their education and training), the more productive and profitable it could be.

Human capital is typically managed by an organisation's human resources (HR) department. This department oversees workforce acquisition, management, and optimisation. Its other directives include workforce planning and strategy, recruitment, employee training and development, and reporting and analytics.

Human capital tends to migrate, especially in global economies. That's why there is often a shift from developing places or rural areas to more developed and urban areas. Some economists have dubbed this a brain drain, making poorer places poorer and richer places richer. 

Learning & Development

Our Human Resources Consultants aim to improve group and individual performance by increasing and honing skills and knowledge. Our Learning and development, form part of an organisation’s Talent Management strategy and is designed to align group and individual goals and performance with the organisation’s overall vision and goals.
 
On a practical level, S.N.Mushini HR Consultants identify skills gaps among groups and teams (often through SMART objectives, one-to-one interviews and performance appraisals) and then finding suitable training to fill these gaps.
 
Procurement is an important part of the Learning and Development process because training providers must be cost-effective and appropriate for the organisation’s needs. Good training provides individuals with tools and skills and shows them how to apply these new tools and skills within their own organisation and role.

Organisational Changes

Organisational Change looks both at the process in which a company or any organisation changes its operational methods, technologies, organisational structure, whole structure, or strategies, as well as what effects these changes have on it. Organisational change usually happens in response to – or as a result of – external or internal pressures.
 It is all about reviewing and modifying structures – specifically management structures – and business processes.
Small commercial enterprises need to adapt to survive against larger competitors. They also need to learn to thrive in that environment. Large rivals need to adapt rapidly when a smaller, innovative competitor comes onto the scene.
To avoid falling behind, or to remain a step ahead of its rivals, a business must seek out ways to operate more efficiently. It must also strive to operate more cost effectively.

The threat of layoffs evokes fear and anxiety among staff members. Although certain circumstances necessitate such a decision, leaders should expect that employee morale will suffer. Nevertheless, the company must move forward. It is important to display genuine compassion and motivate employees to continue to work hard through the difficult time.
​Strategies to guide transformation change must account for the current situation and the direction a company plans on taking. Cultural trends, social climate, and technological progress are some of many factors leaders must consider when devising organisational change strategies to support a transformation.

New government regulations, over which individual companies have no control, can also spur unplanned change. Although the circumstances that lead to unplanned change may be chaotic, it’s important for organisations to be resilient and adaptable. Companies can also benefit from setting basic organisational change strategies in place to minimise chaos and disruption.

Recruitment & Selection

Recruitment & Selection is a unified strategy designed to help organisations make the best possible use of their human capital now and in the future, to use their human capital to help meet the organisation’s vision, and to ensure the maximum return from their talent by creating an attractive organisational culture that encourages happiness and commitment.
 
Recruitment & Selection is considered important in a world where human capital is seen as a company’s greatest asset and that companies are constantly at risk of losing their employees to more attractive competitors.
 
On a practical level, recruitment & selection involves using quantitative and qualitative tools to improve ROI – improving succession planning, for example, forms part of a Recruitment & Selection strategy. Recruitment & Selection software is increasingly common as a central point for organisations to conduct their recruitment & selection activities – this can include tracking training needs, appraisals, 

  32 Years of Accumulated Practice

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SNM H.R. Consultants support H.R. director and managers of client organisations with improving the performance of the H.R. Function - examples include implementing a H.R. business partner delivery model, redesigning H.R. processes or implementing as HRIS system.