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H.R. Planning

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Activity 1: Introduction "Did you know that the last time the UK had full employment was when England won the football world cup." H.R. Planning involves; * Recruitment * Retention * Utilisation * Improvement * Disposal of the Human Resources of a business A strategy is required to develop the current workforce and plan for the future of the workforce as well as the needs of the business in the future. H.R. Planning Process What is happening now? * Organisational objectives * Analysis of staff/ages/numbers * Staff * Labour turnover * Absenteeism * Work load * Wage rates What will be the future demand for labour? * Changes in technology * Sales forecast * Market research * New product development * Managerial skills * Wage rates * Union agreements * Competition What is the expected labour supply? * Local employment trends * Local skills * Demographic change * Legislation * Government training schemes * Local education * Competition What should the H.R. Plan include * Organisation development * Training and management * Recruitment, redundancy and redeployment * Appraisal & job education * Promotion prospects The personnel department is the area of an organisation that deals with recruitment, training, discipline, dismissal and moral of the work force. It is the functional process of dealing with the staff of the organisation. HRM (a part of personnel) is the function of looking after the well being of the people in the organisation. HRM will assist management with the role of motivation and development. The different functions of a H.R. department are; * HR Planning * Recruitment and selection * Training and development * Performance management The four functions have different jobs to do within the business, also some of the jobs do interlink with two or more of the functions. Recruitment and selection; * Recruitment * Promotion * Payment and rewards * Discipline * Dealing with grievances * Dismissal * Redundancy HR Planning; * HR Planning * Provision * Employee welfare * Dismissal * Redundancy * ...read more.


levels 2 and 3 respectively. These schemes cover traditional skills sectors such as engineering and construction as well as business administration, retail, banking and information technology. Modern Apprenticeships offer people aged over 16 the chance of paid employed linked with the opportunity to train for jobs at craft, technician and management level. National Training Organisations ceased to be recognised by the UK government in 2002, although most still operate. The Sector Skills Development Agency (SSDA) now operates, running a network of Sector Skills Councils (SSC's). Sector Skills Councils are developed by employers in industry or business sectors of economic or strategic significance and involve trade unions and professional bodies. The key goals of SSC's are to: � Reduce skills gaps and shortages and anticipate future needs, through leverage on the supply side, and help employers and individuals to make informed career and personal development choices � Improve productivity, business and public services performance through specific strategic actions based on analysis of sectoral priorities � Increase opportunities to develop and improve the productivity of everyone in the sector's workforce, including action to address equal opportunities � Improve learning supply, including the development of apprenticeships, higher education and of national occupational standards. Individual employees can get financial help for training with a Career Development Loan. A Career Development Loan is a deferred repayment bank loan which a person can take out to help cover the costs of vocational education or training. The loans are available to everyone aged 18 or over resident in Great Britain (England, Scotland and Wales) or intending to train in Great Britain and who, on completion of their course, will work in the UK, the European Union or the European Economic Area countries of Iceland, Liechtenstein or Norway. Non-EU nationals, who are not permanent residents of the UK may also apply for a loan after getting Home Office approval to study, train or work in the UK, but they are unlikely to qualify if there are any restrictions to their stay in the UK. ...read more.


They reflect the fact that many people seek the esteem and respect of others. A promotion at work might achieve this - Self-actualisation is about how people think about themselves - this is often measured by the extent of success and/or challenge at work Maslow's model has great potential appeal in the business world. The message is clear - if management can find out which level each employee has reached, then they can decide on suitable rewards. Problems with the Maslow Model There are several problems with the Maslow model when real-life working practice is considered: - Individual behaviour seems to respond to several needs - not just one - The same need (e.g. the need to interact socially at work) may cause quite different behaviour in different individuals - There is a problem in deciding when a level has actually been "satisfied" - The model ignores the often-observed behaviour of individuals who tolerate low-pay for the promise of future benefits - There is little empirical evidence to support the model. Some critics suggest that Maslow's model is only really relevant to understanding the behaviour of middle-class workers in the UK and the USA (where Maslow undertook his research) Motivational theories help see what are the most important things to their employees whether it be job satisfaction, money, working conditions etc. It helps Sainsbury's to compare motivational theories with their performance management techniques like appraisals and Maslow's Hierarchy of needs: A supervisor is urged to: � develop participative, trusting team conditions � draw upon capacity of employees to be creative and self-managing � create and maintain conditions which enable the individual to prosper. � provide and environment (stimulus and growth conditions) for independent, empowered, problem-oriented employees. Staff appraisal as a practice is thus presented a means to embed "socially positive, individually beneficial and organisationally essential" norms into the conduct of manager-staff relationships, the creation of work arrangements, the delivery of rewards and health of social/work relationships. The practices (should) also ensure that lower needs in the Maslow hierarchy (physiological, needs for security-orderliness-predictability, social acceptance and self-esteem/status) are not chronically under-served. ...read more.

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