• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
  1. 1
  2. 2
  3. 3
  4. 4
  5. 5
  6. 6
  7. 7
  8. 8
  9. 9
  10. 10
  11. 11

HNC Managing People Assignment

Extracts from this document...


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. ...read more.


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. ...read more.


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. ...read more.

The above preview is unformatted text

This student written piece of work is one of many that can be found in our GCSE People in Business section.

Found what you're looking for?

  • Start learning 29% faster today
  • 150,000+ documents available
  • Just £6.99 a month

Not the one? Search for your essay title...
  • Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month

See related essaysSee related essays

Related GCSE People in Business essays

  1. Customer service assignment.

    people attending * Date/time * Deposit total * Special dietary requirements * Number of lanes using * Total cost This type of information is kept on a computer system also known as 'Wallop system'; this is a new database, which has only currently been introduced.

  2. Report: Type of ownership of J-Sainsbury

    This type of communication can be more informative than formal communication. Informal communicating is like an unplanned conversation. For example the Manager of J-Sainsbury's maybe walking along the corridor, when he spots an employee the manager tells the employee that he needs to sort out her hours that she is going to be working.

  1. Analysis of a Contract Specific Organisation

    The system will form the central hub for all communication and will form the basis for the measurement systems we introduce. In the fullness of time we hope that you would wish to install this system on your network, so that DEFRA / RPA staff can have direct electronic access using E Mail etc.

  2. Managing Human Resources in Marks & Spencer.

    needs to be considered alongside other factors such as whether employees are leaving one particular department of the organisation. Labour stability rate - Some organisations make good use of the labour stability index as well as the wastage rate. This indicates to the organisation the tendency for employees with long

  1. The stages involved in recruiting new staff.

    CV's are normally around two sides of A4 paper. They should be clearly laid out so it is not too cramped neither massive spaces, and also made sure of that never printed back to back. CV is an overview of your life to present so try to list every recognised activity you have taken part in.

  2. Business Studies - Recruitment and Selection Task 1

    They would rather ask the interviewee open questions as this allows them to answer the question with longer sentences rather than yes or no answers. This gives the employer a bigger judgement ad a better feel on the employee's personality. Business also try to focus on questions that involve; what?

  1. Recruitment and Selection - Next

    * What factors need to be considered when planning to fill a vacancy and carry out interviews? Once the need of new staff has been established then it is important that Next go through the recruitment process. There are a number of different reasons why an organisation may require recruiting staff.

  2. Describe and discuss the difficulties encountered when managing organisation wide change in a hierarchical ...

    and operational (evolutionary) change. Yet it is also mentioned that a strategic change can be pursued by both revolutionary and evolutionary means. With this introduction to organisation change, now lets look at how the organisation structure has an impact on these two types of change.

  • Over 160,000 pieces
    of student written work
  • Annotated by
    experienced teachers
  • Ideas and feedback to
    improve your own work