1 experienced I.T staff.
The i.t. staff may only be employed for the technology installation but they are crucial. Someone experienced needs to set up the tills and epos system which is also vital as it will be used as an automatic ordering system whereby low stock is automatically ordered.
2. Recruit and train new staff within 3 weeks
New staff will need to be recruited, these will include part time and Saturday staff who will need less training than full time but will be a vital part of the team. It will be a good idea to recruit these people a good month before opening so that they can be trained within the new store so that they are familiar.
Recruitment Methods
When Boots open the new store in Discover Trentham, they are going to need a whole team of staff. the way that Boots decide to recruit these staff may vary as there are many different methods that they can choose from. They include –
- Internal
- External
- Agencies
- Contractors
- Secondment
The most likely way that Boots will recruit new staff is internally and externally. It is likely that they will use internal staff from other staff as managers as they have more experience in Boots and that department, whereas they will employ external staff for multi-skilled everyday staff that may work part time or just weekends and busy periods. Here are the advantages and disadvantages of both internal recruitment and external recruitment –
Advantages
Internal Recruitment
- Cheap to advertise
- All candidates known
- Candidates know how the organisation operates
- Attract a manageable number of applicants
- Encourage career progression
- No uniform costs (they already own one)
- Quicker
- The employee is likely to be more loyal
- Cuts recruitment costs i.e. adverts.
External Recruitment
- Higher number of candidates to select from
- Candidates may bring new ideas
- Potential new and improved skills brought into the organisation
- New blood coming into the business
- No conflicts of interest
Disadvantages
Internal Recruitment
- Limited choice of candidates
- May cause relationship problems between competing employees
- Employees lack ability to change and approach problems from new angles
- No new ideas
- No new blood
- No new skills
External Recruitment
- Takes a lot longer than internal
- People appointed may turn out not to be as good as they appeared at interview
- Very expensive to advertise and recruit this way
- No company knowledge
- Difficult to prove experience
Boots Rules on Internal Recruitment
It is essential that a business has set rues on recruitment to ensure that they are being fair to any applicants whether they be internal or external. There is legislation in place also which is explained further on, but this is more protection to the consumer or employee rather than rules. Here are some of the rules that Boots have on recruitment. This is just a brief example, Boots have an in-depth document that extensively describes the internal rules.
Recruitment
1.0 Recruitment is defined as filling a vacant position, which can occur at any point in time during the year
- In order to create the opportunity for advanced and mobility within Boots for all members of staff, all vacant positions shall initially be advertised only internally.
Vacancy Notices
2.0 Vacancy notices shall set out the main responsibilities of the position and a general description of the educational and other qualifications and experience required. Also included in the vacancy notice is the term of the contract, the working hours, weekend working duties and any other details of the job included the deadline for applications
2.1 Internal vacancy notices shall be circulated and communicated by
Email to all staff.
Selection Process
- The selection process shall be directed towards securing individuals with high standards of ability, efficiency and integrity
3.1 The selection process shall be conducted without regard to ethnic origin, religious belief, sexual orientation or physical ability. A balanced representation of men and women in Boots PLC is considered desirable
Correspondence with applicants
4.0 All applicants who receive an interview will hear from Boots within two weeks of the interview, irrespective of whether they have got the job or not. A decision will be made within two weeks and the applicant will be aware of the outcome.
4.1 All applications will be kept for a twelve month period and will be used if another job becomes vacant. If that applicant no longer wants the job then they can refuse it if they wish.
Time and Cost Considerations
No matter how a job vacancy is filled it is going to take time and cost money. There are different ways of filling a vacancy, mainly internally and externally. As expected internal recruitment will be much less costly than external recruitment. Here is a sort of checklist that needs to be followed when making a job available to interviewing the applicants and eventually employing someone for the job. Alongside that is the expense of the operation and how long it will take
- Interviewing the line manager or the manager of the previous employee to see the types of things that they did within their job. This will help to draw up a person specification and a job description. This will take time out of the managers working hours when they need to be doing something else but will not necessarily imply any expense.
- Writing a job description and person specification for the vacant post. This can take a lot of time and effort but again little cost
- Advertising the post will be the most expensive part of the recruitment procedure. It will involve advertising the post in places such as newspapers, magazines, in store, on-line, trade magazines, careers fairs etc. these will all incur costs and will take time to organise. It is the most crucial because if the post is not advertised then people will not be aware, therefore the best person for the role will not be able to apply
- Interviewing all of the applicants. This is the process that will take the most time in the whole process. It depends how many people apply for the job but it is not only the time involved. It is deploying people within the organisation to actually interviewing the applicants. These people need to be qualified to make good decisions; they will most likely be managers. Costs to be considered with this part of the process include – staff costs for interviewing, refreshments for applicants, maybe travel (depending on the nature of the post)
- Choosing the right person for the post. The people who interviewed the applicants need to sit down and compare the notes for all of the people that they have seen. There will be not costs incurred here but it could take a long time, but as stated in the Boots rules for recruitment, it will take 2 weeks maximum before the applicant know the outcome.
- Once the job vacancy has been filled there are still time and cost considerations. For example if the employee is a new employee and has been sourced externally then there are costs to train this person up so that they understand the business. However if it is an internal recruitee then costs can be reduced because they will not need as much training.
Job Analysis, Job Description and Person Specification
A job analysis is performed by the business prior to employing a new member of staff. it allows them to see exactly what the job involves which will then help them create a job description and person specification which will allow them to employ the best person for the job. The different things that need to be done when completing a job analysis include –
- identify duties, pay, qualifications needed and hours needed to work
- Observe current job holder to work out what they do
- Interview employee or supervisor to identify all their duties
When this is done a job description can be prepared
Job Description
A job description is a summary of the most important features of a job, including the general nature of the work performed (duties and responsibilities) and level (i.e., skill, effort, responsibility and working conditions) of the work performed. It typically includes job specifications that include employee characteristics required for the job. A job description should describe and focus on the job itself. A job description enables the recruiter to know the purpose, duties and responsibilities of a vacant post; it clarifies for prospective employees what is expected of them if they get the job whilst also providing a basis for person specification
Here is an example of a job description that Boots may use when employing a new member of staff –
Job title – Manager
Place of work – Discover Trentham, Stoke-on-Trent
Hours – 9am-5pm, Monday-Friday
Salary – £6.75ph subject to annual rise
Accountable to – Richard Baker, Executive Director
Accountable for – Weekend Staff
Responsibilities/duties – Work on Till point, Stack Shelves, Direct a team of workers.
Physical position – An office will be provided in the back of the store that will be shared with other managers and will give a space to complete documents.
Appraisal arrangements – Appraisals will take place yearly
Job summary
1. Direct a small team of weekend workers in a small Boots store
2. Able to work in a team
3. Be technologically trained to be able to work a till and computers.
Person Specification
A person specification is derived from the job description by translating the job activities into the specific skills and abilities required to perform the job effectively. It is a list of the skills, qualifications and abilities a person will require to successfully perform a particular job. The list will contain essential and desirable characteristics. A person specification may look like this –
Key
A – Attributes I – Interview T – Test
*Materials required
For the job to be done there are certain materials required. This is most likely to include a computer which is vital in any business. Maybe things such as a personal desk for the person in that job. it could even go as far as uniform but in the case of head office work it wouldn’t require a uniform, only formal clothes, but in some cases a clothes allowance is given to employees to pay for these materials.
*Training manuals
When the candidate is given the job it may be on the condition that prior to starting the job they need some training to give them some more knowledge of the job and the things needed to complete job tasks i.e. computer training. There are many methods of training that Boots could use to train their staff they include –
- E-learning (training actually done on the computer through software packages or online tests and learning schemes.
- Training courses – there are many courses available that teach staff things from computers, software and health and safety. They can be costly to the business however if it gives the staff a better knowledge of the job then it may be beneficial as they can do the job better.
Methods of Application
Boots make it easy for people to apply for a job at one of their stores. It is essential that there are numerous ways an applicant can put themselves forward to ensure that Boots have the most possible applicants which increase the likelihood of getting the best person for the job. the standard ways that Boots allow for applications are in person, by letter (or application form given in at store), CV, and Online. Here are the advantages and disadvantages of each of these methods –
Legal Issues in Recruitment and Selection
Legislation is an important aspect of recruitment. They act as guidelines to businesses when recruiting. The aim of these guidelines is to promote good practices in the recruitment and selection to the posts
These guidelines describe the minimum standards expected of the recruitment panel. It aims to ensure that the recruitment and selection process is fair, consistent and valid and ensures equality of opportunity. Some of the legislation acts that businesses need to be aware of include –
Sex Discrimination Acts 1975/1986
The Sex Discrimination Act 1975 makes it unlawful to discriminate on grounds of sex or marital status in recruitment, promotion and training.
- Direct sex discrimination occurs when a person of one sex is treated less favorably on grounds of sex than a person of the other sex would have been treated in the same circumstances.
- Indirect sex discrimination can occur where a requirement or condition is applied equally to men and women, but the proportion of one sex that can satisfy the condition is much smaller than the proportion of the other sex. Unless it can be proven that the condition is essential for the job, indirect discrimination may have taken place. It has also been established that discrimination against part-time workers may constitute indirect discrimination against women because nationally, and in most organizations, the majority of part-time workers are women. Restricting employment by means of age limits is another possible instance of indirect discrimination.
- The third type of discrimination covered by the Act is victimization. This occurs when an individual is discriminated against because they have exercised their rights under the Act.
Race relations Act 1976
The Race Relations Act 1976 makes it unlawful to discriminate on grounds of race, colour, nationality or ethnic or national origin. This Act covers recruitment, promotion and training. The Act covers direct discrimination, indirect discrimination and victimization. Examples of indirect discrimination would include recruiting from sources, which exclude areas of high settlement of minority ethnic groups or insisting on British qualifications. Word of mouth recruitment in an organization where people from ethnic minority communities are under-represented would also constitute indirect discrimination.
Equal Pay Acts 1970 and 1983
The Equal Pay Act (1970) came into force originally at the end of 1975 and its purpose was to eliminate discrimination in pay between men and women. It was amended in 1983 to include work of equal value and most claims are now under this part of the Act. The Act allows an individual to claim pay equal to that received by members of the opposite sex on the grounds that they are doing:
- Like work
- Work rated as equivalent under a job evaluation scheme
- Work of Equal Value - in terms of demands made under such headings as effort, skill and decision-making
Claims can be pursued through the Employment Tribunal system.
Disability Discrimination Act 1995
The employment sections of the Disability Discrimination Act came into effect on 2nd December 1996. This Act operates in a similar way to the Race Relations Act and the Sex Discrimination Act, but also places a duty on an employer to make 'reasonable adjustments' to premises or working practices to allow a disabled person to be employed.
The definition of disability is wide and includes physical disabilities, sensory disabilities (visual or hearing impairment), learning difficulties, mental health problems as well as progressive conditions such as Multiple Sclerosis and Aids.
The Rehabilitation of Offenders Act 1974
The Rehabilitation of Offenders Act 1974 sets a scale of rehabilitation periods for people who have been convicted of criminal offences. After completing such a period without further conviction, the individual can regard any conviction as ‘spent’ (as if it had not occurred) when applying for jobs other than those which are ‘exempted’. The purpose of the Act is to ensure that a person convicted of a criminal offence is given the opportunity to be freed from that conviction if they have ‘gone straight’. There is no need for such a person to disclose to his employer, or prospective employer, any information about his spent conviction even if he is asked whether he has ever been convicted of an offence. Certain convictions such as a term of imprisonment of more than 30 months can never be spent. Some exceptions from the act, where the sentence is never classed as spent include applying for a job -
- Working with young people
- Working in social services
- Administrating justice
- Civil service
Working Time Regulations Act 1998
The Working Time Regulations came into force on the 1st October 1998. These Regulations protect workers from being forced to work excessive hours. They also make the provision of paid annual leave mandatory, and include rights to rest breaks and uninterrupted periods of rest. We provide a summary of the regulations.
The Regulations apply to "adult workers" (over 18) and to "young workers" (over compulsory school age), and some of the detailed provisions are slightly different for each of these two groups. There are exceptions to some of the Regulations, primarily for employees working in transport (air, road, rail, sea etc.), sea-fishing, work at sea, doctors in training, certain activities of the armed forces, police and civil protection workers.
The Regulations state that:
- A worker's working time, including overtime, must not exceed an average of 48 hours in each 7 days
- If the worker claims this right not to exceed the 48 hours, then he must not suffer any detriment because of it (such as reduced chance of promotion, for instance)
- A worker can agree, if he or she wishes, to work longer than 48 hours per week, but this agreement should be made in writing with the employer
- Employers are obliged to keep records of the hours worked
Employment act 2002
The most recent act to be put into place in terms of recruitment and selection, this act covers numerous areas to help employees be treated fairly and equally. Some of the points within the act include –
- Right to 26 weeks paid maternity leave, 26 unpaid maternity leave thereafter
- Right to 2 weeks paternity leave for fathers
- Right for flexible working for parents with children under 6 or disabled children under 18
- Monitoring of equal opportunities through regular questionnaires
- Members of unions, allowed time off to attend meetings and training
(These acts were summarised with the help from information from Heinemann GNVQ business - Author – Carol Carysforth, Mike Neild 12-01-04.)
Scenarios
It is no good having legislation if a company doesn’t know how to follow it. Here are some scenarios as to how Boots would be breaking the legislation rules –
Sex Discrimination Acts 1975/1986
If a job were made vacant for a line manager in the new Boots store and a mix number of men and women apply, then it is fair that both sexes are treated equally and fairly. For example if the favored sex were a woman and they had less questions posed to them in the interview than the men that applied then it wouldn’t be fair and wouldn’t give the men an equal chance to get the job. Furthermore it doesn’t allow for the two sexes to be equally compared because the same questions weren’t asked.
Race relations Act 1976 If a job was advertised for floor staff to work in a Boots store, then it is important that decisions as to who get the post aren’t based on things such as race. If 2 equally suitable, equally qualified women applied for the job but one of them were of Asian ethnicity, then Boots would be allowed to choose the best candidate because of the colour of skin. They would need to look for other distinguishing characters in their personality that would give them the edge over the other, rather than their personal appearance and skin colour.
Equal Pay Acts 1970 and 1983 If 2 posts were filled, one by a man and one by a woman, both of equal job description and with the same job title, then it is important that they are both paid the same rate. It is not just the rate that they are paid however; it is the job that that person has to do to earn that rate. Boots should not make the woman work harder for her pay, they should work equally and get paid equally.
Disability Discrimination Act 1995 If a disabled person in a wheelchair applied for an office job in Boots head office then they must be interviewed and judged the same way a well abled applicant would. They must not be judged on anything but their ability to fill the job role set in the job description and person specification. Furthermore, if the applicant got the job, then any necessary adjustments would need to made within the premises that allow them to carry out the job that anyone else would be. This could include installing ramps and lowering desks, installing hand rails etc.
The Rehabilitation of Offenders Act 1974 If an applicant with previous convictions that are now ‘spent’ got the job in a Boots store but was subsequently found out to have been in prison, it would not be allowed for Boots to treat that person any different or dismiss them because of their previous convictions. Once they are spent, they are no longer judged in the eye of the law as a criminal and therefore are no different to any other applicants. If Boots did dismiss the person then they would be breaking the code of conduct set by the Rehabilitation of Offenders Act 1974.
Working Time Regulations Act 1998 If Boots found a good employee after interviewing hundreds of applicants and were thrilled at the work that they were doing for the company then they may want them to do some extra hours. However if they made that applicant work 5 10 hour days then this would be breaking the working time regulations act as they are working a total of 50 hours which is 2 hours above the 48 limit. If the employee is fine working this amount of hours then a written agreement can be made to say it is ok.
Employment Act 2002 If one of Boots staff became pregnant and subsequently went on maternity leave then they are entitled to up to 26 weeks off. If the mother decides to come back early then it is at their discretion but they must not be pressured by Boots to come back early. Furthermore the mother is entitled to another 26 weeks off but this time unpaid, if Boots were to threaten to not let the mother come back if she uses this unpaid period then they are breaking the employment act.
To prove that Boots take serious not to legislation, they have made a statement on their website about equal opportunities within the business. It reads as follows
“We're committed to encouraging everyone to contribute in an environment where they feel respected and valued. We constantly monitor the make-up of our workforce in terms of ethnic origin, gender, age and disability. We've been running a series of briefings which help people acknowledge and value the many ways in which we're different. These sessions communicate what harassment and discrimination actually mean, how to recognise them when a colleague is being affected, and how to take action."
Ref.
*
It is not just the acts that need to be followed to ensure that Boots are being discriminatory or unfair. Boots also need to ensure that the relationship between the candidate and the panel is controlled to make sure that there is no unfair advantage or bias interviewing. For example if the candidate is friends with one of the people on the panel then they could be bias in favour of the candidate. This is the same for things such as being in a relationship with someone on the panel either past or present. It can go against the candidates favour also. If the panel has a grudge against the applicant then they are unlikely to get the job, even if they are the best person they have interviewed, this could lead to an inferior candidate getting the job. Therefore there are rules in place for these eventualities. Boots need to be prepared for things like this to happen and have standby panel interviewers so in the case of a candidate knowing someone on the panel, they could take over and the person originally in the panel not interviewing that one person. Furthermore Boots have to trust the candidates when they investigate and ask them if they know anyone on the panel. It may not always be able to be proved so they need to rely on honesty by both the candidate and the panel to ensure that they comply with ethics and equal opportunities.