Role of Human Resources (HR) in Organisational Effectiveness

Role of Human Resources (HR) in Organisational Effectiveness XXX is a leading International Healthcare Group with the purpose to help people lead longer, healthier and happier lives. The organisation does that by providing a broad range of healthcare services, support and advice to people throughout their lives. With no shareholders and its global presence in 190 countires, the organisation is said to be a industry leader. XXX is a 60 years old organisation providing services like Health insurance and Wellbeing, Healthcare provision, Healthcare Analytics and Care Services. The organisations vision to be world leader in the health care sector has been supported by the following objectives: Listen to its customers, act quickly and professionally. Living and Breathing organisations values monitored by HR on regular basis. Make a difference in peoples lives by offering all high quality and value added healthcare Creating diverse and mix work force of highly skilled and knowledgeable employees and invest in their development within the company via organised HR function. This report has been commissioned by the CEO of XXX. FINDINGS Forces shaping the HR agenda Our purpose is to help people live longer, healthier, happier lives and the 52,000 people we employ are at the heart of making this a reality. HR Director It is essential to have a strong and distinctive identity that clearly separates XXX from others in the field. Everyone has a part to play in this and hence thats where the HR plays a important role. Examples of External Forces that have shaped the HR agenda are Competition, Markets, Economic trends and the changing face of the Health Industry. Increasing expectations of the customers and more competitors offering similar services at lower rates, made XXX to look more further into its products and services, which resulted in hiring more talented people skilled in their sector to provide the best service to the customers and partners. To make sure that the right number of people are available and are able to effectively deliver the required results, HR department works in partnership with the management. HR provided the right environment for the people to learn, grow and develop them through Innovative Learning Approach and by recognising people for their contribution to the organisations success. By investing in its human capital, XXXs objective was to provide the best customer service through all channels to its members. HR proposed to offer its employees both an open environment and an informal culture, encouraging fresh ideas and helping employees realise their true potential. 3.2 HRs contribution to Organisational Effectiveness Creating competitive advantage through people. Group HR Management works in partnership with the Management. To reflect their different business needs, all the business units work exclusively to provide a direct, informed and tailored service to meet its unique needs. All business units individual HR heads reports to the HR Director. This is done so all the departments on its own are delivering higher levels of performance to the benefit of our customers and the bottom line. Individual HR in all these units perform common bundle of processes which impacts on organisational performance. Recruitment of talent that matches XXXs values. Leadership and management practices/ competencies Performance management Succession planning Recognition Organisational climate and workplace environment Facilitating effective change management Management development and training Career development 360 feedback tools 3.3 HRs roles and functions in management structures XXX HR Map Administration Training Departments are in each business units and have individual Change Management Teams IS HR Organisational Development HR Director HR UK Membership International HR Group HR Management Development Care Services Information Systems HR Training Development Group HR Functions Reward Recognition Business Technology Training IS Resource Management Group Resource Management Pensions Benefits HR Systems XXX One Life HR within XXX works as a strategic partner, hence plays a very important role in finance, operations and other business departments within the organisation. The main objective is to provide high returns on the businesss investment in its people. XXX does not follow any set models of HR but do closely relate with the Harvard model. It sees employees as resources. It emphasises on issues like involving people in decision making and developing an organisational culture based on trust and teamwork. It has shared goals for coordination and control and a flat structure to minimise status culture. It employs the multiple stakeholder model in which employees are seen as having interests along with other stakeholders, management, unions and government. The HR outlines four main policy areas which are Human Resource flows: HR manages the flow of people within XXXs individual business units through recruitment and selection, through the organisation by placement, appraisal and promotion and lastly through out of the organisation by termination. It also makes sure at right number of people are available at all the times according to the business needs. Reward Systems: Even though each business unit has separate Reward System in place, it serves a common purpose to attract, motivate and keep employees happy within the organisation. Employee Influence: People being the heart of the organisation, their views and concerns are given equal importance as of stakeholders and customers. Work Systems: With the ever changing business needs and the medical climate, XXX makes sure that the information and technology used within the organisation provides the best outcomes. The individual HR function currently concentrates on achieving the four Cs of the model i.e. Commitment, Congruence, Competence, Cost Effectiveness. The XXXs hr structure also somehow resembles the Ulrichs hr model as all the business units do individually have their own separate departments to deal with change, strategies and administration. 3.4 Business Ethics and Accountability XXX follows a code of professional ethics which are based on the principles that determine the way employees behave and Brand personality that describes the way employees are suppose to perceive. Brand Values : Caring, Respectful, Ethical, Enabling, Dedicated and Accountable Brand Personality : Warm Human Caring Understanding Approachable Health Care Expert Global Outlook BUPA Employee Individual Business units do have their own code of conducts in line with the group values. For example, the training and development department in all units have professional code of conduct from the Institute of Management Consultants which covers ethics as Integrity, Independence, Objectivity and Responsbility to the profession. All the core values and ethics are explained on the XXXs intranet which is available for all the employees across the organisation. It clearly mentions how employees are expected to act in relation to the various policies like Treating Customers Fairly, Health and Safety at work, Data Matters, Security Matters Policy and Data Protection Policy As a global healthcare company, XXX deals with the personal details, medical data and financial records of millions of people around the world. Protecting that information is essential is a key responsibility for all of us. XXX Chief Executive XXX as a major healthcare services provider, plays a very important role in designing and delivering medical procedures and policies. It works closely with NHS and makes sure that all the treatments offered to the members in their centres are within the medical guidelines applied by NICE (National Institute for Health and Clinical Excellence). XXX has its media policy, Risk Management and Fraud Protection policies. XXX has its own Corporate Responsibility and Sustainability Policy under which healthcare expertise is used in the way that is good for business and communities. It covers many areas including employee giving support and volunteering, community health and wellness partnerships, addressing and minimising our impact on environment and affiliations with like-minded businesses and organisations (e.g Nuffield Health Centres, Life Education, etc.). The Group HR provides support, encouragement and motivation to its employees to participate in various activities conducted to fulfil its corporate responsibility. 4.1 HRs role in strategy formulation and interpretation All organisations will at some point need to focus on the activities and actions that it will undertake to meet its long term aims and objectives. XXXs vision taking care of the lives in our hands is at the heart of all strategies that are planned and practiced within the organisation. The two main objectives helping HR to form strategies within the organisation are Management capability : Through validated processes and development, this objective is met by XXX recruiting, retaining and developing managers to meet the business challenges of today and future. It involves different strategies designed around Recruitment, Core competencies, Performance Management, Succession Planning, XXX One Life, Climate Surveys, Change Management, Management Development, Career Development, 360 feedback tools and Customisable Questionnaire. Enabling systems and processes : This objective is met by developing and maintaining a performance-oriented culture. It includes Induction and Measures of Success. Business priorities are cascaded through the different levels of the organisation through a process whereby they become increasingly more detailed and focused. They trigger departmental objectives which are translated into team objectives and in turn provide the foundation for personal objectives which are based on SMART (Specific, Measurable, Achievable, Relevant and Timebound) targets that are to be met on consistent basis. These objectives are discussed, set and measured as part of the performance management plan of all employees depending on their roles and business units. XXX does not fit into any particular model of relationship between the HRM and the Business Strategies but it does work on the theories based within these models. In the best fit model (Schuler and Jackson example), employees are seen as key in the implementation of the declared organisational strategy and the HR strategy is designed to fit with this. XXXs individual departments propose strategies to be implemented via management surrounding functions, systems and processes within the department which enable the functional strategy to be achieved. This is then responded by the HR by defining the strategy to meet organisational needs. In the Resource based approach, the focus is to sustain competitive advantage through development of human capital rather than aligning human resources to current strategic goals. XXX invests in regular development of its employees within the organisation to make sure that they are updated with all the knowledge required to perform their job well and so to add value to the company. 4.2 Business and HR Strategies Each business within XXX evaluates its current position, its market and competitor environment and identifies its key strategies and plans in its annual 3 Strategic Year Plan (explained in 5.3). They work together in order to achieve common objectives of the organisation. Two of these most important objectives to be achieved in XXX are Cost Control : To utilise the resources in the most productive and effective way. To recruit and retain effective and skilled staff More training and development options to the existing employees to perform various roles Flexible working patterns according to the business needs Authorising treatments that are medically appropriate and within clinical guidelines only, leaving a small room for exceptional cases Competition : to regularly update the products and services offered within the health and care sector. To provide best customer service on levels of the business To design and offer most flexible and tailored policies to the members. HRs role in meeting these objectives has been analysed through SWOT which looks at the internal strengths and weaknesses and the external oppurtunities and threats. SWOT Analysis Strenghts : No Shareholders : this enables all the profits to be utilised to provide better customer service and products to the members. People : highly skilled and mix work force which knowledge of various sectors and products. Team of qualified health care consultants and providers. Customer-focus work culture Technology : Most advanced technology in the health care sector relating to the processes and procedures for medical treatments. Guidance on health issues online and on the phone. Operations : Working with various organisations and health groups to provide the best health care to everyone. Weeknesses : No Shareholders : If profits margins not gained, not enough money to invest back into the business People : mix work force and long-serving staff who are resistant to change. People lacking knowledge of all the departments as specialising in one specific area. Operations : because of the high turn-over of the staff, no standard operating procedures. Regular changes to keep up with the changing demands of the business. Cost-control : Staff redundancies in many business units resulting in low moral within the organisation and heavy work load on the rest of the workforce. Oppurtunities : Partnership with various organisations within the healthcare sector. As a lead health care service provider, had access to higher numbers of consultants and medically trained people Works closely with NHS, hence very influential when it comes to decisions relating medical treatments and funding for certain experimental treatments International presence to make sure private healthcare is available and provided to people around the world. Threats : Competition from other insurance providers who offer private health insurances on lower rates. Outsourcing of many business units which lacks communication and information transformation in a quick and appropriate manner. Higher medical costs which makes the premiums of the policies go higher every year. Increased customer demands to cover more experimental treatments and drugs because of globalisation. 4.3 Vertical and Horizontal Integration XXX works with NHS and other health-care providers to provide better health care services. The Vertical Integration is practiced within XXX as many of the services are offered via other providers who specialises in Travel, Home Care and Conservative treatment. This does serves the purpose to achieve the organisation to provide more treatment options to its customers which results in more appropriate and affordable policies been given to its customers. The option of been treated via NHS or Privately is always available for the customers leaving room for them to choose the most appropriate and time-saving option. The horizontal integration is defined within XXX as all the HR functions are inter-related and inter-connected to each-other. This is achieved by a business units specially looking for skilled employees in customer service, information technology, nursing and administration sector which leads to internal recruitment or resourcing, further leading to development, performance management, rewards and recognition and employee relations. 5.1 HRs role in Business Planning The Global expansion of XXX has resulted in fine-tuning of the policies and functions throughout the organisation to ensure that required support is provided to drive XXX forward. This has created a demanding and fast changing environment to work in. XXX expect high standards from every one of its team members and in return offer the opportunity to enhance their career with one of the biggest and most successful brands in private healthcare. HR being the part of the Organisation Development team within the Group functions, has a very wide role to play to achieve the organisations one common goal. It works to make sure that all business units within XXX had right level of people with right level of skills are available to effectively deliver results to its customers at all times. Introduction to flexible working hours, change in employment contracts, inter-departmental transfers to suit the business needs, more systems and procedures to work with resulted in introduction to the change management team within HR of all business units. The things that caused XXX to go through change are Challenges of growth within global market i.e increasing cost of medical treatments and more experimental treatments introduced within UK market Technological changes i.e different technologies to work with to make sure that all processes and procedures are up to date according to the changing demands of the business Customer Pressure i.e. customers looking for more options and better services at lower costs The HRs involvement in various aspects of change was identified as Restructuring the recruitment and resourcing policies Advising team managers in skills available within the organisation, career development and transfer opportunities. Assessing the impact of change in one department on another part of the organisation. Making sure that the communication is clear and consistent within all departments of all business units within the organisations. Helping its to cope with change , performance management and motivation. 5.2 Environmental Planning It is very important for XXX to scan through the environment and consider all the present and future forces affecting the direction and goals of the organisation. Environment Planning involves external factors like trends and markets and internal factors like infrastructure and personnel. The STEEPLE analysis for XXX shows all the forces affecting organisational change Social Technology Economic Environment Political Legal Ethical Lifestyle changes of the customers involved with the company Energy costs and usage Inflation rates Natural resrouces Regulations related to private healthcare Employment Laws Reputation Living conditions of its employees and customers related to the business Changes in IT new systems and processes Consumer confidence within the companys products and services Strong Environmental policy Safety regulations Consumer Protection Business Ethics Income distribution within the community New inventions and software developments Medical costs Recycling Trade policies/ globalisation Trade Unions Client Confidentiality 5.3 Measures of Effectiveness What gets measured, gets attention and gets done. Tom Peters XXX has its own business priorities. To keep them accountable and focused on their key objectives, all businesses in XXX go through an annual process of setting their major priorities for the coming year. These are agreed in annual meetings, together with the key financial targets and from the basis of what the business will be measured on the following year. This is a similar process as Performance Management in employees. The organisation has The 3 year Strategic Plan which describes the direction the Group as a whole and the individual business units will take over the next 3 years. This plan is completed every year and is an important part of XXXs strategy processes. The context of each business is then evaluated on the basis of three important management tools. The Annual Operating Plan : It sets the detailed financial targets for the year for each individual department including HR. (sets targets for sales, costs, profits, etc) The Key Performance Indicators (KPIs) for each individual in each business units. These are set of key operational, customer, strategic and people performance metrics. The Business priorities: The change acceptance rate of all individuals within the organisation. Performances of the employees are measured with the Brand values and behaviours been achieved, delivered and maintained. These are maintained within the organisation as Performance Review, which along with the Development Plans are sent to HRs administration department.They work closely with the training and development team to provide immediate attention to key issues. This process of measuring the human capital and oraganisations data provides a clearer picture within the working culture of the organisation. So, in this way, management, training and development team and HR administration works together to manage people and policies to achieve set business objectives.

Ratio Analysis on Literature of Review Essay

I also declare that I have done my work sincerely and accurately even then if any mistake or error had kept in it, I request the readers to point out these errors and guide me to remove these errors in future. Presentation Incharge Signature of the Candidate Practical work experience is the integral part of individual learning. An individual who is learning managerial concepts has to undergo this practical experience for being a future executive. It is the result of various factors. Primarily because of rising cultivations of BT. cotton (Bacillus thuringnsis) and reduce the farmers input costs, while the yield as well as quality are substantially much larger compared to traditional varieties. In view of this development, the cotton cultivation acreage has been steadily going up in India. The farmers have become more knowledgeable to follow scientific methods to cultivate high yielding long staple cotton varieties. Besides individual mills are also simultaneously taking steps to improve the cotton production along with Technology Mission on cotton (TCM), the cotton development research Associations of organizations (CITI), South Indian Textiles Mills Association (SIMA) and Kerala State Textile Corporation (KSTC). The resultant factor is quality and quantity of raw material supply has substantially improved in the country. Due to globalization of our economy, the conscious of quality inputs and pricing have become competitive to the international standards and prices. Supply of quality raw material availability sources of raw material from major cotton exporting countries. Every organization is a deliberate and planned Endeavour of people whose common goal can be achieved through attainment of targets and goal by individual members in it. No organization can survive for long unless it takes care of prudent utilization of resources particularly human resources. In brief, good business is generally the result of good organization which can emerge only if it consists of good people who work together as a team. The textile industry occupies a unique place in our country. One of the earliest to come into existence in India, it accounts for 14 per cent of the total industrial production, contributes to nearly 30 per cent of the total exports and is the second largest employment generator after agriculture. The Indian textile industry is one of the largest in the world with a massive raw material and textile-manufacturing base. Indian economy is largely dependent on the textile manufacturing and trade in addition to other major industries about 27 per cent of the exchange earning are on account of export of textiles and clothing alone. In India organized textile mill sector has increased from 1787 in 2003-04 to 1789 in 2004-05. During the year 2003-04 the production of yarn was 3051. 07 million kg and it had increased to 3220. 59 million kg in 2004-05. The number of workers worked in textiles mills during the year 9, 18,000. India has the second-largest yarn-spinning capacity in the world (after China), accounting for roughly 20 percent of the world’s spindle capacity. India’s spinning segment is fairly modernized; approximately 35 to 40 percent of India’s spindles are less than 10 years old. During 1989-98, India was the leading buyer of spinning machinery, accounting 2003-04 was 9,28,000 and it have decreased during the year 2004-05 was for 28 per cent of world shipments. India’s production of spun yarn is accounted for almost entirely by the organized mill sector, which includes 285 large. Man-made fibers, wool and silk segment grew by modest 4. 5 per cent per annum during the 5-year period 2000-01 to 2005-06. During the first year of quota-free global trade, production increased leaps and bounds. Textiles production increased 10 per cent over 2004. The growth was fuelled by a 22 per cent rise in production of other textiles (including apparels). Cotton textile also posted an increase of nine percent. In the last six years, an estimated US$ 6. 7 billion has been invested in the textiles sector, aided by the Technology Up gradation Fund (TUF) scheme. The TUF scheme expires in March next year (2007) and the quotas on China will be lifted in 2008. Hence, companies will continue to add capacities over the next year. Also, according to CRISIL, the sector is likely to rise over US$ 3. 5 billion from the capital markets in the next few years. The cotton textile industry, one of the oldest and major consumer industries in India, has assumed national importance by virtue of size, investment, output and employment. The industry produces a wide range of fabrics to suit specific needs of consumers. Further, the cotton textile industry occupies a pre eminent place in the Indian economy by contributing a major share and to the countries industrial production and providing cloth to its millions. The industry also serves by providing direct employment to 60, 00,000 workers in several of its related activities. India is one of the largest textile producing countries in the world. The share of the industry in the export basket of India is around 20%. However, textile industry is vast developing sector and when the competitions are exorbitant especially in its design and quality we have to adopt modern technology management, machine so as to complete with other countries in the international market.

Pest Analysis Essay

The radical and ongoing changes occurring in society create an uncertain environment and have an impact on the function of the whole organization. A number of checklists have been developed as ways of cataloging the vast number of possible issues that might affect an industry. A PEST analysis is one of them that is merely a framework that categorizes environmental influences as political, economic, social and technological forces. The analysis examines the impact of each of these factors (and their interplay with each other) on the business. The results can then be used to take advantage of opportunities and to make contingency plans for threats when preparing business and strategic plans. PEST also ensures that company’s performance is aligned positively with the powerful forces of change that are affecting business environment. PEST is useful when a company decides to enter its business operations into new markets and new countries. i) Political As the government tightens the regulations on fast food advertising, MDD awaits further instructions from Malaysia’s Information Ministry. If its leading product, instant noodles, is to be classified as a â€Å"fast food†, the brand may be faced with an advertising ban and forced to explore alternative promotional channels once the mass media options are closed to it. However, this move towards greater health consciousness and nutritional awareness has been a gradual trend. As one of Malaysia’s largest food producers, we constantly manage and improve our material emission and waste standards. Independent verifications have been performed to ascertain that our emission levels are in compliance with the Malaysian Environmental Quality Act (Clean Air as well as Sewage ; Industrial Effluents) regulations. ii) Economic The global economy in the year 2009 began stabilising in the second half after governments worldwide intervened with stimulus plans. Some economies picked up earlier, particularly those within the Asian region; proving themselves to be more resilient to the downturn than initially feared. Likewise in Malaysia, the economy showed signs of recovery toward the end of FY2009, with Gross Domestic Product (â€Å"GDP†) rising by 4. 6% in the fourth quarter compared to the same quarter of the previous year. FY2009 was another record year for the MDD Group – a feat considering the challenging economic conditions. According to the 2009 Bank Negara Malaysia Annual Report, the food, beverages and tobacco industry helped sustain the domestic consumer demand, especially food products. The industry ended the year on a positive note as output picked up by year-end. iii) Social Corporate Social Responsibility (CSR) MDD are constantly striving to reach out to the community, and this goes beyond tailoring company’s products to consumer taste or ensuring offerings reach the farthest corners of the globe. MDD too engage in community building and the fostering of moral values. MDD also committed to protecting the environment for the benefit of the younger generations. MDD manage the usage of recyclable materials, energy, water, emissions, effluent and waste to the approval of independent bodies and conform to the Malaysian Environmental Quality Regulations. MDD reached out to the underprivileged communities that they felt deserved their immediate attention, especially those who require dialysis care and children in need. MDD are committed to being a socially responsible company that endeavours to give back to the communities that the company operates in. MDD constantly strive to be able to improve the lives of the less fortunate, while ncouraging all employees to take a ‘hands on’ approach to company social responsibility initiatives. Caring, committed employees are the hallmark of a holistically successful organization and as a Malaysian entity, MDD are proud to be able to provide for the underprivileged in the society. Yayasan Mamee On Jan 1 2010, MDD have set up the Yayasan Mamee, and have pledged an initial RM2 million to need the foundation. Yayasan Mamee is the main benefactor to Yayasan Toh Puan Zurina, which is a foundation that cares for the needs of underprivileged dialysis patients. In 2009, MDD set up Yayasan with an initial contribution of RM800,000 which went towards the construction and upkeep of the centre, 10 dialysis machines as well as maintenance of trained medical staff. So far, MDD have extended free dialysis treatment and medicines to 5 End Stage Renal Disease (ESRD) patients, and hope to extend to reach more patients in need in 2010. Caring for Children In 2009, the staff and management of MDD organized a series of visits to orphanages during festive periods, including Hari Raya, Chinese New Year and Deepavali. Gifts of hampers or ‘ang pows’ are handed out to children, and staff are encouraged to spend time with the children to bring them a little festive joy. There are also plans in the pipeline to set up a Scholarship Fund to look into the educational needs of deserving students from primary and secondary schools all over Malaysia. . Reduce, Recycle, Reuse In 2009, MDD led the way into the ‘green’ future by recycling emission gases from company production plants into viable sources of energy that were converted back into power for plants. This reduction of waste also translates into a more efficient way of conserving energy, and will form the basis for company commitment to environmental conservation and responsible manufacturing. iv) Technology The Group remains committed to R&D endeavour to develop new wellness products that are nutritious to appeal to the target consumers. Its R&D department is manned by 13 full-time staff and plays a crucial role in product improvement and new product development to achieve the company’s export objectives. MDD factories have received prestigious industry certifications such as ISO 9002, ISO 9001 and HACCP, while the company’s flagship brands such as Mister Potato Crisps and Nutrigen Liteyo have been honoured with local accolades. In 2004, its subsidiary, Pacific Food Products Sdn Bhd was awarded a Brand Promotion Grant of RM2 million by MATRADE to promote the Mamee brand in the export market. Being a fast growing organization with far-flung operational centre, multiple product lines and distribution channels, MDD have upgraded its IT implementation systems, in order to shorten decision making time and ensure better and more accurate decisions. MDD put its trust in SAP and credit the SAP ERP solution to a great extent with helping to quadruple revenues from 2002 till now. According to Pang, MDD achieved greater transparency of its internal processes in its day-to-day operations. This was crucial as the company became increasingly geographically diverse and its organizational size grew. This system improved the organization of MDD’s database, particularly in the areas of cost analysis, customer service and reporting transparency. MDD also plan to further implement an ERP and MRP solution to even better link up with suppliers and distributors.

A Brief History Of Field Hockey Essay - 1949 Words

Introduction A Brief History Field hockey originated about 4000 years ago (iSport, 2016). Ancient drawings were found by archaeologists in the Beni Hasan tombs in the Nile Valley in Egypt of men playing a simpler version of the game (Man, 2016). In the middle ages various â€Å"hockey-like games† emerged in different European countries, â€Å"Cambuca† in England, â€Å"Shinty† in Scotland, â€Å"Jeu de mail† in France and â€Å"Het kolven† in the Netherlands (iSport, 2016). The modern hockey we know today was formed in the mid-1800s in England (BC, 2016). The Rules The rules of field hockey are very similar to the rules of soccer except that players must use their sticks instead of their feet to play the ball (Federation, 2015). There are 11 players on a team made up of a goalkeeper, defenders, midfielders and forwards, the only player on the field who is allowed to use their feet and hands as well as their stick is the goalkeeper (Federation, 2015). Probably the key rules differential between field hockey and soccer lies with there being no offside rule in field hockey allowing for an extremely fast, potentially high scoring and exciting game. The Game Field Hockey is an eleven aside game played on a pitch 100 yards by 60 yards with a ball which has a 23cm circumference (Federation, 2015). Each player has a stick with a rounded head to play the ball with and the objective is to score goals by putting the ball in the opposing team’s goal. Sticks are anywhere between 28 inches and 39 inchesShow MoreRelatedTaking a Look at Hurling812 Words   |  3 Pagesthe worlds oldest and fastest paced sport in history. Its roots have prehistoric origins and have been played for over 3,000 years, even older than recorded history of Ireland, which is its national game of play. The history itself of hurling is longer than the Bible and often unclear. Nonetheless hurling is an incredible sport full of rich history and a truly rigorous sport. 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