Human Resource Management

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Introduction

This report is on Human Resource Management, which will be looking at four main topics for this project; Human Resource Planning, Recruitment and Selection, Training Development and Performance Management. All these topics will be applied to a company called RS Components which began of trading in 1937; RS had the objective to provide a suitable replacement part for every job. More than 60 years later RS have been committed to a single purpose: service excellence. During that time, RS have now become Europe’s chief distributor of electronic, electrical and mechanical components, health and safety products, and associated tools. RS came about in a lock up garage in the North-West of London by two men named J H Waring and P M Sebestyen. They created a company called Radiospares Limited. Radiospares began working from a small building in Birchington Road, supplying radio repair shops with spare parts for radios. It was from that, that RS started to grow in to becoming the market leader as it is today.  For this report we visited RS Components, which is the largest company in Corby and is known around the world. To help us collect the information needed, we visited the company and searched for two top Human Resource Managers that helped us put our project together. They were Camilla Mattison whose job is to deal with customer focus, influencing others, is results orientated and be a Team Leader, and Samantha Lubo janski whose role is a Training and Development Assistant.  

Human Recourse is important to RS because they have to (Grow each operation company to the same relative size and profitability as RSUK, which is referred to in their mission statement - see appendix 1 for more information). If there were no human resources department there would be no one to look after their employees and if there is no one to that then the business will be in trouble.    

                 

 

Human Resources Planning

At one point human resource planning used to be called Manpower Planning, and now has been identified as: ‘the activity of management which is aimed at coordinating the requirement for and the availability of different types of employee’ - (the right employee with the right skills at the right time – quoted form business work sheet).  

There are four main important reasons of having human resource planning. It can help employers create an obvious connection among their business plans and their HR plans therefore they will be able to bring the two together which can turn out to be successfully for the business – longer term business goals may not be achievable if there are problems with labour supply, they need to have a good control over staffing costs and the number of staff employed, which can reduce the cost effectively. Employers can improve their employees by building up certain skills for their profile. This will able them to gain a skill and give them work were the can be valuable to the organisation, improve competitiveness of the business develops a profile of staff (related to race, gender, disability) which is essential for the operation of an equal opportunities policy plus RS Group marketing strategy is for providing their customers with on time and best practice (See appendix 2).  

  For Human Resource planning to function it needs employees of the right quality and standards for the job because with out them the company will fail on those grounds. That’s why RS needs to have the right people for the job to help the company expand and improve in the future. The other side to HR is that HR looks after the employees for example to make sure they receive the right pay, right breaks and they make you feel comfortable in the environment you work in which is crucial if you want to keep the right number of staff your looking for in this business.  Human resource planning should to go though certain stages for the process to work and they consist of four important key stages, which are Stock Taking, Forecasting the Supply of Labour, Forecasting Demand for Employees and Implementation and review.

Plan for Human Resources at RS

  • Forecasting Supply of Labour – the organisations needs to think about ‘how many employees will we have in the future?’

RS needs to look at their internal and external sources of labour; RS does have an internal data that shows their labour turnover is averaged to about 12% (see appendix 3-4) which show what been happening this year. But the national average shows 15%, which is higher than RS turnover. When we mentioned that national rate to them they didn’t seen to know much about it, as we had to inform them. There was no evidence of any local or national labour turnover rate to be seen or any of redundancies rates that they should have. The disadvantage side to this is that other companies will have the opportunity to offer new position for people and if RS doesn’t know about this then they will be in trouble. If they do know about the external labour statistic turnover then they would be able to know more information about other companies’ statistical resources, which would mean they could market their level to improve and recruit more qualified people for the company. Other external information they should look for is local national statistical resources, which I have done some research on but the research I did was in and out of my local town Corby. The research I found out was that there is 82.7% of Corby’s population has been determined as working class, and 16.1% middle class, Corby is the most working class borough in England and in January of 1997 13% of people under 25 were unemployed (see appendix 4) which tells me that RS should be looking at these figures, that would improve on their external labour for the company. Out side the area I found out that there were 5.6 per cent of men unemployed and 4.5 per cent of women unemployed, Corby unemployment rate in March was higher than the national average. This affects RS on, there is a bigger pool of people to chose from and people will want to keep their jobs (see appendix 5-8) which shows me that RS should monitor on their local/national external figures because that way they would be able to look for the right people with the right skills for the job that RS needs for the future.                                                 This is what RS should incorporate in their business and should use this method to work out the stability percentage and with this they can work out how many stayed and went and from this be able to help out how to keep there employees and make the company grow.  

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Bowey’s stability index

Length of service in months over a two-year

Period of all current staff added together

Length of service in months over a two-year

Period if all staff had worked for the full two years

This looks at actual length of service and calculates a stability percentage.

For example there is 30 staff they could have worked a total of 720

Months (i.e. 30 x 24 months =720)

Suppose one woman left during the two years. She is excluded from the data because      she is no longer ‘current’.

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