Also, the HRM function at Diageo needs to inculcate new HRM models and such practices which can help the company to have both the global efficiency and also to gain a competitive advantage over another company. The HRM function needs to have a continuous analysis of the markets where it is weaker and should try to strengthen its presence in the global markets of the world. The HRM function should ensure that there should be the proper evaluation of the market growth opportunities which can also help in the protection of the core business of the company (Radic, 2013).
Another important recommendation for the HRM function is to have a regular redesign in the HRM models which helps in the effective execution of these kinds of strategies in order to create more and more agile workforce and also to include a higher business.
HRM Function at Diageo should become more and more global. There should be a consistent process of defining and standardization of the processes related to transaction and analysis which helps to make the HRM functions more and more flexible and adaptable as per the growth of the company (Brewster et al, 2002). Different types of HRM operational models are required to be created by the company.
Implementation of the shared services across different HRM functions for Diageo is another recommendation which can help the company to overcome the challenges which are faced by the HRM. By the help of the sharing of the services across different regions in the world, the HRM function will be able to meet the requirements of the company. By implementing the same, the HRM function will be able to create more and more agile workforce and will also contribute majorly to the responsive business process (Khan, 2015). The HRM functions should concentrate on the regions where there may be an increase in the market potential of the company.