Introduction

Considering the current situation of the workforce as well as the labour market, one of the primary focus areas for businesses has been in terms of managing their current work force and ensuring relevant strategies to be in place to address the needs and expectations of the workers which is the key to retention. In order to further enhance the strategic approaches, HR managers and organisational leaders are required to focus on the use of diverse SHRM models and frameworks that can contribute towards better understanding of the workforce needs and effectively acknowledge them through relevant practices. Within the following report the primary focus is towards the Birmingham City Council which is considered to be the local government within Birmingham in England and is also considered to be the largest authority within the UK with more than 10,000 staff being recruited in between 2021 to 2022 (Cook 2023). The City Council provides a wide range of services ranging from business plans to consultation, information, job opportunities, news, insurance services as well as promotes equality and diversity within the region (Birmingham City Council 2025).

The primary reason behind the choice of the Birmingham City council for the following report is because of the rising tension among the workers under the council in relation to the wages provided to them as well as the working conditions which have been long debated topics within this area (Benton 2025). With the increasing outrage of workers as well as the rising number of strikes being evidenced within different parts of Birmingham, there have been significant questions that have come up regarding the people management approaches of the City Council and it has also resulted into widespread criticism regarding the approaches of the Council towards the welfare and basic rights of the employees (Benton 2025). Hence, the following report will mainly focus on understanding the key differences between the aspects of modern human resource management as well as the traditional concept of personnel management based on the approaches of the Birmingham City Council will be evaluated.

Differences between Human Resource Management and Personnel Management

Dudnyk et al. (2020), is of the opinion that personnel management is defined to be the management of the workers within the organisation as well as their relationships and association to the employer. However, at the same time, human resource management is defined as the  dimension of management focusing on ensuring that employees are working to their full potential and are effectively engaged and dedicated to the organisational goals (Opatha 2021). While considering Storey’s framework within this aspect, it has been highlighted that the element of HRM is mainly focused on performing various functional activities that were traditionally undertaken through personnel function but under the HRM approach, such functionalities are distinctively carried out through qualitative approaches unlike personnel management. In addition to that, the framework also highlighted that HRM focuses on a new approach or form of managing various workers and personnels in the workplace which is perceived as a departure from the concept of orthodoxy relating to traditional personnel management (Storey et al. 2019). Abdelazim (2021), is further of the opinion that while human resource management focuses on the development of various strategies and policy that are essential in keeping employees engaged and also compensating them for their performance and contribution to the organisation, personnel management is mostly characterized by keeping the satisfaction of the workers in the focus by using relevant strategies and policies which includes rewards or other strategies that are able to address the individual, social organizational goals like maintaining, organising and offsetting the people. The element of PM mainly covered the areas like compensation functions followed by job and development opportunities and all these functions are carried out primarily with proper collaboration with the other departments such as finance and it is also referred to as an administrative extension for encouraging the workforce to improve their contribution. However at the same time, HRM mostly focuses on planning of the workforce that ranges from job analysis to performance evaluation as well as strategic staff planning and coordinating the benefit without any specific focus towards establishing employee relationships or keeping them satisfied and engaged. Kuriyama (2020), also came up with a similar opinion within their study where it was highlighted that present day human resource management approaches have been mostly common across majority of the private organisations since it has been evidently replacing the traditional standard associated to personnel management that was more often non-strategic and administrative as well as cost controlling approach that focused on human relations. Cho et al. (2023), is also of the opinion that modern day HRM approaches as well as technology that have come up are also influential in contributing towards personnel management since tools like employee analytic can be essential in understanding the expectations and needs of the employees that can further result in bringing several strategies and planning policies that can address the needs. Hence, within this respect it is evident that while HRM is mainly focused on finding various statistics relating to the employee as well as their performance within the organisation followed by identifying the performance gaps and effectively focusing on development either through recruitment or skill improvement, personnel management is more focused on understanding the expectations of the employees and keeping them motivated in order to be more capable of contributing effectively for the organisational goals. Even though HRM comes out to be a more effective phenomena due to a diverse range of approaches available with it, personnel management comes out as the backbone for HRM since employees who are engaged and motivated through relevant personnel management approaches are more capable of demonstrating better performance.

Management Approach of Birmingham City Council

While considered in the case of the Birmingham City Council, it has been found to be mostly focused on the use of human resource management approaches while certain components of personnel management are also being used within the organisation. Within this aspect, the website of The council highlights their focus towards HRM being fundamental for every employee within the Council and several supportive initiatives are being taken including DBS check of the employees before recruitment alongside spending significantly towards better recruitment (Birmingham City Council 2025a). One of the primary reasons for identifying the approaches of the Council to be HRM oriented is because the strategies are mostly focused on planning and strategizing the future of the organisation as well as the welfare of the city in terms of recruiting relevant numbers of staff or evaluating their performance and accordingly providing benefits and compensations (Benton 2025). The lack of proper personnel management has been evident within the case of Birmingham City Council as the rising number of bin employees on the streets going for strikes demonstrates the lack of satisfaction and engagement especially due to the factors of lower pay and lack of proper working conditions which are some of the key factors associated with personnel management. Additionally the news reports also highlight that several of the strikes undertaken by the bin workers result from removal of certain job rules from certain bin workers that demonstrate the focus towards strategic planning and job analysis rather than satisfaction of the employees which further highlight the use of human resource management approaches within the Council (Benton 2025). The elements of pay cuts among the workers was one of the primary reason for outrage and strikes since the Council was more focused on maintaining their profitability and reduce overhead cost which are primary characteristic relating to HRM and this result in lack of employee trust and relationship building within the supervisors and workers demonstrating the absence of proper personnel management. In addition to that based on the characteristics of HRM, it has been found to be influential mainly towards the planning and strategizing of the workforce and ensuring that relevant job roles are accommodated in order to ensure minimum overhead cost and maximum profitability (Kermack 2025). The same practices are being carried out by the City Council mainly because of the removal of the job roles mainly due to reducing investment on labour followed by engaging in pay cuts for reducing their labour cost.

Strategic Priorities in terms of HR

In order for the HRM department to be working effectively and efficiently, there is a need for the development of relevant strategic priorities specifically within the City Council in order to effectively develop strategies and policies for them.

While considering the case of the City Council, the most prominent strategic priorities are as follows,

• Workforce planning comes out to be one of the most essential priorities for the HRM department within the City Council and it is main in terms of identifying importance of different job rules as well as departments followed by identifying any present they were or skill gap within the organisation that can result in helping the HR professionals for effectively carrying out any required recruitment or development programmes(Yanamala 2024). In addition to that the HR team is also required to primarily focus on identifying various key trends associated with the labour market as well as the increasing focus areas of the City Council based on waste future labour demands are also required to be anticipated. Additionally, the element of workforce planning also integrates management of various talent pools as well as identifying the diverse talent propositions available for them based on which they can ensure a more skilled and experienced workforce (Birmingham City Council 2025b).
• Another strategic priority for the Birmingham City Council in terms of human resource management is that of performance and development since this has been one of the most critical areas that also impact other strategic priorities such as planning or development opportunities. In the following aspect, the HR manager is primarily focused on development of your performance goals and standards for the employees based on the business strategy as well as organisational objective. In addition to that, it also comes out as a responsibility to evaluate the performance of the employees on a regular basis based on the following performance criteria and factors which will also bring relevant information and insights regarding any skill gap within any particular department (Ayanponle et al. 2024). At the same time the results from the performance evaluation are further used by the Council for strategies and a range of development opportunities and upskilling programs which overall improves the quality of the workforce and also impacts the performance of the Council. Within this aspect it has also be never end at the City Council focuses on providing various opportunities for the skill development of individuals working under the Council and the age of 24 years such as NEET through the use of apprenticeship levy alongside engaging the following candidates within the succession planning to address the recruitment and planning process for various work roles (Birmingham City Council 2025b).
• While the previous strategic priorities were more focused on the elements of HRM, another strategic priority as highlighted by the Council within the website is that of maintaining an engaged and satisfied set of workers (Birmingham City Council 2025b). It has been highlighted within the workforce planning strategy of the City Council that they focus on the elements of courier development as well as provide relevant rewards and recognitions that are aligned with the workforce plans in order to ensure optimum levels of employees satisfactions and also increase their ability to retain a greater number of workers. In addition to that, the workforce plan also highlighted reviews of majority of the staff members and workers under the City Council to be satisfied with the development plans and also effectively taking part in various surveys to demonstrate their engagement in their work. Within the existing studies, the following practices relating to engagement and satisfaction of the workers have been associated with sustainable HRM practices since they are not integrated within the core HRM and are mostly considered to be a part of personnel management that is being employed by the Birmingham City Council. The use of such practices further result in addressing the strategic goals of the organisation and it also leads to reducing the instances of disagreement or clashes between the top management and subordinate as evident within the case of the City Council where repeated number of strikes by bin workers have given rise to work disruption (Sypniewska et al. 2023).
• The element of leadership and management has emerged as another vital strategic priority as highlighted within the workforce strategy and it has been highlighted that the Council is focusing on providing more development opportunities for the managers in order to improve their leadership capability across various levels. This has been primarily highlighted as an effort of the organisation for managing resilience and trust between the workers across different departments and their managers and supervisors followed by maximizing potential of the team members in terms of their performance and also enable managers to be more competent while partnering or collaborating with other organisations or public institutions similar to the City Council (Birmingham City Council 2025b). It has been found that the use of such development programmes for making leaders and supervisors more capable of managing the workforce are focusing on the development of skills like conflict resolution and effective collaboration alongside critical thinking in order to ensure managers are able to adapt to the changing business environment and also the changing expectations of the customers or the audience and this has been considered as a strategic imperative especially within the inclusive leadership practices for the City Council (Kess-Momoh et al. 2024). At the same time, it has been also highlighted that the use of such leadership development programmes for the result in improving the ability of the Council for engaging in effective succession planning across various leadership roles and also focus on internal recruitment of the candidates since their more aware of the operational approaches and strategic aur operational standards which can turn out as a cost saving as well as efficient alternative for the Council.

“Model of Employment” of Birmingham City Council

While considering the aspect of employment model within the Birmingham City Council, there are the presence of both temporary contracts as well as fixed term contracts based on the regulations put forward in 2002 and 2009. Within this aspect it has been highlighted that the initial employment within the Birmingham City Council across any department is mainly in terms of successive fixed term contracts which has a limitation of 4 years and employees that are working beyond this period are considered as permanent workers unless any circumstances arise that require the need for any alternative decision. This aligns with the Harvard Model of SHRM which outlines that there is a need for developing HR strategies based on interests of stakeholders which requires consistent consultation. The strategic planning and workforce strategies for organisations are required to be made based on the circumstances as well as the requirements of the organisation (Omar et al. 2023). Omar et al. (2023), is of the opinion that the Harvard model of SSRM is mainly focused on the elements of stakeholder interest as well as various situational factors while developing the workforce planning strategy and it outlines the need for focusing on HR policies by consideration of outcomes along with the broader organisational context.

The models of employment involving recruitment of temporary staff specially within the agency has been highlighted by the City Council as a valuable part for their work force since it focuses on creating balance (Birmingham City Council 2025c). It has been further highlighted within their report that the recruitment of temporary staff is a mode efficient and better placed process with consideration of outcomes in a more effective manner. While considering Harvard model, consideration of HR outcomes is essential during the strategy development process and the same is relevant within the Birmingham City Council (Omar et al. 2023). The temporary model of employment is being used mainly for the recruitment of over 50,000 staff consisting of both temporary and fixed time workers. The primary reason for the use of the temporary model of employment is to support various Council services over the years but currently there has been a transition within the model of employment where temporary agencies staffs are considered to be more critical within the daily functioning of the Council across various activities and services and they are being provided with wider range of flexibility as well as meets the short term labour needs of the Council (Birmingham City Council 2025c). Similar observations came up in the study of Malaki et al. (2023) Within which it was identified that the recruitment of temporary staff is one of the most prominent strategies used by several businesses mainly as a cost saving approach and also for providing the organisational leaders with more options in terms of labour pool for creating a more effective workforce based on competencies of the staff that are being monitored within a certain period of time.

At the same time it has also been evident that the Birmingham City Council focuses on the use of fixed or permanent contracts as a key mode of employment within which employees that are temporary for a period of 4 years are provided with permanent job opportunities within the same or a different department. This can be highlighted through the perspective of the Guest model of SHRM since the primary focus is towards employee behaviour as well as the organisational performance (Bao et al. 2021). The primary strategy of the fixed contract being provided to the temporary workers mainly focuses on identifying the employee behaviour within the organisation for the span of 4 years as well as their contribution towards the Council based on which they are provided with permanent job opportunities in order to ensure better organisational performance and also ensure positive behaviour and higher satisfaction and dedication from the employees. Bao et al. (2021), is of the opinion that Guest’s model has its strategic focus on elements of behavioural outcomes of the employees and the strategies relating to HR are developed accordingly in order to bring out positive behaviour which can also impact the organisational performance. Within this aspect, the fixed contract or fixed model of employment offered by the Birmingham City Council can also be considered as a mode of contract but with better flexibility as well as improved returns for the workers resulting in addressing their levels of satisfaction and also looking into various elements of personnel management.

Organisational Levers for HRM for Sustainable Competitive Advantage

While considering the following modes of employment in association to the Birmingham City Council, there are a wide range of organisational levers and drivers that have been highlighted within their workforce strategy for 2018 to 2022 that focuses on the employees in order to drive better growth as well as bring sustainable competitive advantage for them.

• One of the most prominent organisational levers in the case of the City Council is that of rewards and compensation being provided to the employees. It has been evident from the recent news articles that there has been arriving tension among the workers within Birmingham mainly as a result of the lack of proper rewards and compensation being paid to them along with absence of proper working conditions which overall has resulted in impacting the elements of satisfaction and engagement of the employees. This can be attributed to the lack of proper personnel management approaches being employed by the Birmingham City Council since the primary focus has mostly been on traditional HRM approaches that focus on employee performance and workforce planning. However the provision of relevant rewards alongside the options of flexibility as well as other facilities being provided to the temporary as well as the fixed contract employees within the City Council comes out to be one of the most prominent factors that can result in improving individual performance since employees are more committed towards the organisational goals (Hassan 2022). Additionally there are several benefits provided to the employees that includes 29 days of annual paid leave followed by an effective pension package in alignment with the government standards as well as various additional benefits such as travel pass followed by employee assistance program and also access to various other discounts and offerings (Birmingham City Council 2024). In addition to that when employees are appreciated for their contribution and they are feeling valued, it results in inspiring good behaviour from them which further contributes towards better performance as well as improved relationships with supervisors.
• Another primary driver associated with bringing better performance of the employees followed by keeping them engaged and motivated is that of having effective workplace relationships as well as the presence of proper leadership and management approaches. This is particularly the responsibility of leaders since they are responsible for effectively communicating with the employees and understanding their opinions and issues resulting in better guidance and also being able to address the issues promptly (Carucci 2024). It is also required in order to promote better collaboration and communication across different departments and also build a culture of trust which overall results in improving the individual performance and dedication of the employees towards the City Council.

Birmingham City Council’s Organisational Culture and Impact on SHRM

While considering the aspect of organisational culture within the Birmingham City Council, it has been found to be fostering greater level of inclusivity as well as promoting greater level of diversity within the workforce. This leads to bringing a positive image of The council in front of the existing and potential employees and also leads to bringing greater level of dedication and trust among the employees to contribute towards the organisational goals. Additionally the culture of inclusivity further leads to providing wider recruitment opportunities which is a key improvement within the SHRM and it also further enables better strategic workforce planning in order to improve the number of support staff as well as bring out more temporary as well as fixed employees for the Council (Birmingham City Council 2015). In addition to that, it has been also found to be a workplace consisting of shared working as well as collaboration culture within which employees are provided with several opportunities to collaborate with others and focus on the development of the organisational objectives based on understanding of the job role and responsibilities. Within this aspect it has been evident that the leaders have a significant role towards providing guidance and also ensuring that employees are well prepared through the provision of development and improvement programs. All these factors collaboratively result in bringing greater levels of dedication from the employees.

In addition to that, the culture has also been outlined to be progressive and modern since the Council members mostly focus on the development of collaborative teams alarm set for studying a culture of empowerment and creativity for the members. Within this aspect, it has been highlighted that in order to provide efficient and effective services, The council members mostly focus on ensuring collaboration between different departments as well as focusing on developing constructive partnerships through the presence of effective managerial leaderships that result in better workforce development as well as managing performance more effectively (Birmingham City Council 2024a). This further contributes towards improving the aspect of performance evaluation through the presence of constructive feedback and also motivates the employees for being more open to changes and development.

Conclusion 

Based on the findings from the following report, it can be concluded that the current HR strategic priorities for the Birmingham City Council are mostly focused on the aspect of human resource management with the focus towards aspects of performance and workforce planning. However there is an absence of relevant processes and strategies that can ensure better personnel management and it is mainly associated with lack of employee engagement which has given rise to increasing tension and strikes from the workers. However various organisational levers such as development opportunities followed by presence of relevant performance evaluation and rewards collaboratively resulting in better chances for the Council to improve their employee management and also bring out better engagement as well as a satisfied workforce.

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