HNC Managing People Assignment
HNC Managing People Assignment
Task 1- Job Description
Job Title: Human Resources Officer
Reporting to: HR & Personnel Manager
Location: Northampton/Leicester (travelling between is involved)
Job Role Summary
Responsible for:
* Recruitment, selection, training, and development of all staff.
* The Management and Leadership of a team of 5 people.
* The overall training budget of the Company.
* Company Legislation appertaining to HR. Management and Employee Welfare.
Duties include:
· To produce accurate conditions of service contracts and process instructions for all aspects of salary payments for employee starters and leavers.
· To issue accurate pay instructions to organisational pay services, ensuring information is received and processed, chasing queries as and when necessary.
· To liaise with pay services on discrepancies, etc and inform members of staff of responses, ensuring all issues are dealt with in a timely manner.
· To distribute pay slips to all employees on payroll.
· To monitor and accurately maintain sick leave records for all staff, liaising with managers and the welfare service where appropriate.
· To update and maintain the computerised Personnel system, ensuring data is accurate at all times.
· To administer the recruitment process in an efficient and effective manner ensuring timescales and procedures are adhered to.
· To act as an usher and provide assistance at interviews, selection tests and other assessments when required.
· To act as HR representative on recruitment boards, as and when necessary.
· To provide 'first day' induction to new employees in line with corporate policy.
· To administer the flexible working scheme for staff.
· To request references, health clearance, and security clearance for potential employees.
· To fulfil the requirements of equal opportunities policy and procedures and implement equality principles and practices within the context of the job.
The successful candidate must be able to prioritise work and meet deadlines, communicate effectively and have attention to detail. It essential that the successful candidate has intermediate to advanced MS Office skills and, ideally you will have a personnel qualification or be willing to study for the Certificate in Personnel Practice.
Task 2 Interviews
Interviews are a good way of the interviewer and interviewee of getting to known more information about the job and suitability of each other for the job, it is seen to be a two-way process. It can also be useful for the interviewee to find out more about the job, company and future prospects.
When interviewing there are 3 broad interview options:
* One to one
* Panel Interviews
* Sequential interviews
One-to-one interviews
As the name suggests, this is a meeting between the candidate and one interviewer. The interviewee will try to develop a rapport between them self and the interviewer. The problem with this type of interview for a HR Officer is if discrimination occurs then there is greater possibility of liability.
Sequential interviews
In this case you have several interviews in turn with different interviewers. Usually each interviewer asks questions to test different sets of competencies. However this is not always the case. The interviewee may find them self answering the same questions over and over.
Panel interviews
In this type of interview the interviewee is questioned by several people sitting on a panel. The actual number of interviewers can vary, but there is usually a chairperson to co-ordinate the questions, a specialist who knows about the job in detail and a personnel manager. I will be using this type of interview for the position of HR officer as it would enable us as an organisation to gain a broader insight into the interviewee and take a wider view on the suitability, as there are more people to comment. Each person could focus there questions on a different part of the person specification in order for each area to be covered fairly.
Selection Methods
After the interview stage, the company will use selection tests, in order to select the right candidate. It must demonstrate fairness in selection, and it is better than just relying on an interview. There are many methods of selection I could use when recruiting a Human Resources Officer. Some that would be useful are listed below:
Types of tests and exercises
Psychometric tests
There are three main types of psychometric test:
* Tests of ability, aptitude or intelligence;
* Questionnaires to measure 'personality';
* Questionnaires to ...
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Selection Methods
After the interview stage, the company will use selection tests, in order to select the right candidate. It must demonstrate fairness in selection, and it is better than just relying on an interview. There are many methods of selection I could use when recruiting a Human Resources Officer. Some that would be useful are listed below:
Types of tests and exercises
Psychometric tests
There are three main types of psychometric test:
* Tests of ability, aptitude or intelligence;
* Questionnaires to measure 'personality';
* Questionnaires to establish interests and preferences.
This is a complex subject area, and it is not possible here to summarise information about specific tests and their uses. Psychometric tests should have been tested using appropriate control groups and should be clearly relevant to the post. They must only be administered by a person qualified in the use of the type of test in question.
Group selection methods
Group selection methods are most frequently used to assess candidates' leadership qualities and their ability to express themselves clearly and get on with and influence colleagues.
The types of exercise which are used include:
* Leaderless group discussions;
* Command or executive exercises (e.g. outward bound);
* Group problem solving.
Group exercises are time consuming and, therefore, costly. However, they may be particularly useful for appointments requiring good leadership and communication skills.
Skills tests
Skills test are used where candidates need to possess a particular skill in order to perform the job, e.g. word processing, use of software packages, prioritising workloads, driving a motor vehicle, or operating a piece of machinery or laboratory equipment. Many such skills are taught and tested by outside bodies, in which case candidates are likely to hold certificates in proficiency but it is recommended that competency is checked by use of appropriate short skills tests.
Written and oral presentations
Presentations are often used to assess the qualities of candidates applying for posts which require a complex set of skills, together with specific professional/academic knowledge. By asking candidates to prepare and deliver a presentation on a given subject, and in some cases to participate in a discussion afterwards, I can see an example of the individual's skills of written and oral presentation, analysis and reasoning, as well as gaining some evidence of their professional/academic knowledge and of their attitudes.
Case studies
As with presentations, case studies can be a valuable way of assessing candidates' knowledge of a particular subject area, and their likely approach to handling a particular situation. This selection method is sometimes used for candidates for managerial posts, or for posts requiring knowledge of specific procedures, regulations or legislation.
Assessment centres
An assessment centre is a standardised selection method which uses a variety of different tests, interviews and exercises to evaluate a candidate's potential performance in a particular post. The assessment centre programme usually spans several days during which time the participants are observed, and at the end of which they are given feedback on their performance. This selection method is extremely effective but costly. It is generally used when large numbers of candidates are being assessed.
Once the interview stage has been done then the next stage is selection tests. I think for a Human resources officer the best form of testing would be a Psychometric test as it would be good for assessing a person's personality and how they would operate in the position and in the organisation. Then I think an ability test in Microsoft office would be appropriate as this is a necessary skill for the role and will be used a lot. As well as that I think that a role-play of interviews would be a good way of assessing how the interviewee would perform an interview as HR Officer.
Task 3 - Legislation
There are various laws and legislation that is used in the interview and selection methods to ensure 'a fair trial' for the interviewee. These include the:
* Equal pay act 1970
* Sex discrimination Act 1975
* Race Relations Act 1976
* Disability Discrimination Act 1996
* Rehabilitation Offenders Act 1974
Equal pay act 1970
Under this Act, every employment contract is deemed to include an 'equality clause' which guarantees both sexes the same money for doing the same or broadly similar work, or work rated as equivalent by a job evaluation study. Such a clause operates unless an employer can prove that pay variation between the sexes is reasonable and genuinely due to a material difference between their cases.
Sex Discrimination Act 1975 (SDA)
The SDA covers not only discrimination on the grounds of sex but also on the grounds of gender reassignment and marital status.
Race Relations Act 1976 (RRA)
The RRA covers colour, race, nationality and ethnic or national origins.
Both Acts outlaw both direct and indirect discrimination.
Direct discrimination
Direct discrimination is where a person of a particular race or gender is treated less favourably than the employer treats or would treat a person of another race or the opposite gender. Significantly, in terms of recruitment, it is unlawful to discriminate in recruitment arrangements, the terms on which employment is offered or by refusing or deliberately omitting to offer employment.
Indirect discrimination
Sex - indirect sex discrimination occurs when
* A provision, criterion or practice is applied
* which is to the detriment of a considerably larger proportion of women than of men (or vice versa), and
* which cannot be objectively justified, and
* is to the complainant's detriment
Race - indirect discrimination occurs when
* A requirement or condition is applied, and
* the proportion of the complainant's racial group who can comply with it is considerably smaller than the proportion of people not of that group who can comply, and
* it is not objectively justifiable, and
* it is to the complainant's detriment that he or she cannot comply
Disability discrimination
Legislation on discrimination on the grounds of disability is set out in the Disability Discrimination Act 1995 (DDA). Someone is considered to have a disability for the purpose of the Act if he or she has a physical or mental impairment which has a substantial and long-term adverse effect on his or her ability to carry out normal day-to-day activities.
Task 4 - Training Needs
Once a new Human Resources officer has been employed it will be important to identify their training needs and what is needed to improve any weaknesses that they may have. It may also be apparent if they have excellent skills within a certain field/area but we have a different system that they are not familiar with then training on this particular system would need to be sorted out to ensure correct development. An effective way to identify training needs is through self-assessments. This will ask a series of questions relative to the position and the employee must answer honestly on how they feel there capabilities are in each area therefore any problems/issues can be bought forward and hopefully rectified.
Learning Styles
The combination of where our preference for learning lies produces four possible learning style types:
* activist
* reflector
* theorist
* pragmatist
Activist
Activists tend to involve themselves fully and without bias in new experiences. They are open-minded, not sceptical, and this tends to make them enthusiastic about anything new. They tackle problems by brainstorming. They tend to thrive on the challenge of new experiences but are bored with implementation and longer term consolidation.
Reflector
Reflectors like to stand back to ponder experiences and observe them from many different perspectives. They collect data, both first hand and from others, and prefer to think about it thoroughly before coming to any conclusion. The thorough collection and analysis of data about experiences and events is what counts so they tend to postpone reaching definitive conclusions for as long as possible. They are thoughtful people who like to consider all possible angles and implications before making their own points. They tend to adopt a low profile. When they act it is part of a wide picture which includes the past as well as the present and others' observations as well as their own.
Theorist
Theorists adapt and integrate observations into complex but logically sound theories. They think problems through in a vertical, step by step logical way. They assimilate disparate facts into coherent theories. They tend to be perfectionists who won't rest easy until things are tidy and fit into a rational scheme. They like to analyse and synthesise. They are keen on basic assumptions, principles, theories, models and systems thinking. They tend to be detached, analytical and dedicated to rational objectivity rather than anything subjective or ambiguous. Their approach to problems is consistently logical. They prefer to maximise certainty and feel uncomfortable with subjective judgements, lateral thinking and anything flippant.
Pragmatists
Pragmatists are keen on trying out ideas, theories and techniques to see if they work in practice. They positively search out new ideas and take the first opportunity to experiment with applications. They are the sort of people who return from management courses brimming with new ideas that they want to try out in practice. They like to get on with things and act quickly and confidently on ideas that attract them. They tend to be impatient with ruminating and open-ended discussions. They are essentially practical, down to earth people who like making practical decisions and solving problems.
To ensure the planning of the training I would sort all the major elements of the job and go through with the new employee on how we could conduct the training. i.e. Days, Lengths of courses and Localities.
To record all the training stages and then I will have a training/performance chart which will include, further training required, training complete and a column for comments.
To monitor the success of the training I would need to keep in close contact with managers that have daily contact with the employee.
To evaluate their progress, I will look at how quickly I think and the employee thinks they are learning the job. I will refer to the record of training I produced at the beginning of the training.
Task 5 - Team Players
I would expect a HR Officer to be a Completer Finisher. As the Completer Finisher pays attention to detail, they will be hard working and conscientious. As their title suggests they are good at picking up the loose ends and tying them up, but the Completer-Finisher does more that this because they will organise, they will be ensuring that the detailed aspects of a project are planned.
When dealing with their own team I would expect Human Resources officers to be a Team Worker. They are a good communicator, trusting, sensitive and caring, Co-operative, perceptive and diplomatic. They will listen and avert friction/tension.
I would say that the two players are different however one person can have both qualities.
They are different because they both have different objectives. The complete finisher will be more interested in getting the job done, however is reluctant to delegate where/when it is needed. The team player will be more focused on others within the organisation, and can be indecisive at times. I see the complete finisher as a more dominant and powering person.
The most effective way to deal with conflict would be to involve an outside person to act as a mediator between the two parties. This person is able to hear both sides of the argument and therefore able to outline options on how to handle the situation. The HR Officer would need to listen to all sides of the story fairly so do avoid any discrimination and then take a step back to review the situation.
Conflict is beneficial when it's constructive and leads to better results. It allows us to look at the situation in the work place and think of better ways to handle this type of situation and prevent it next time round. It also clears the air if the conflict had been looming for a long period of time.
Task 6 - Appraisals
The purpose of an appraisal is to review the individual's performance and set future goals and how to improve their performance and reach those goals before the next appraisal is due.
The Support that the Human Resources Officer needs to give after an appraisal is to ensure that they have all the necessary items in place so that the individual can achieve all their goals. This will include any training needs that are required are in place whether it's internal or external training.
Consideration should be taken when allocating tasks and work to individuals. The Human Resources Officer will need to aware If the training requires other members of staff then they would need to make sure they are available and that any resources needed are, and the workload is not to overloaded with too much work. Tasks need to be possible to achieve and in a reasonable time frame, this should be discussed with the individual also.
The process of an appraisal is as follows:
* Define the purpose of the job, job duties, and responsibilities.
* Define performance goals with measurable outcomes.
* Define the priority of each job responsibility and goal.
* Define performance standards for key components of the job.
* Hold discussions and provide feedback about employee performance,
* Maintain a record of performance.
* Provide the opportunity for broader feedback. Use a 360-degree performance feedback system that incorporates feedback from the employee's peers, customers, and people who may report to them
* Develop and administer a coaching and improvement plan if the employee is not meeting expectations.
Task 7 - Delegation
Before delegating your workload you must identify a suitable person for the task. Prepare the person. Explain the task clearly. Make sure that you are understood. Make sure the person has the necessary authority to do the job properly. State reasons as to why the job needs delegating and when it needs to be done by.
After the work has been delegated you should keep in touch with the person for support and monitoring progress. . Accept alternative approaches if they are necessary and Praise / Acknowledge a job well done. You should give the individual feedback on how they are doing and deal with any issues that do occur.