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Labour Market Information - Next

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Labour Market Information E2 � Internal staffing information: � Number of employees in particular job categories This figure will give a broad overview of the numbers in company who already possess certain skills. In a company like Next this could be the number of workers in the customer services department and the number of workers in the Sales e.t.c. � Skills available It is necessary to see if the skills are transferable. � Flexibility Next may have to change its workforce practices to meet its labour supply e.g. it may change number of hours people work in period. � Promotion Next may decide to promote employees from within the organisation. The advantage is that they already know about the practices and culture. Can adapt more easily and quickly and may also be an assertive for other workers to work harder. � Staff development and training Training may provide skills needed to allow an employee to move to a new position. Next have graduate training programmes that train employees with degrees for management positions. Development programmes, which identify how workers can improve, appraise and view the development of employees as important, are more likely to enhance internal supply. � Planning Internal Labour supply: Next may plan to meet changes in demand from within company but on the other hand they may also plan to reduce the workforce. Whether Next can meet its future workforce requirements from existing employees may depend on the following number of factor that they consider: - � The number of people in company who already possess certain skills. In Next this could be the number of Sales Assistants in the Directory and Customer Services e.t.c � Skills available See if the skills are transferable. ...read more.


The succession requirements also have to take account of the additional staff transfers and promotions arising from the downward chain reaction caused by a single replacement further up the organisation's hierarchy. If, for example, a regional sales manager of Next is promoted to fill a vacancy arising from the retirement or resignation of the national sales director then this has a knock-on effect; the regional sales manager position needs to be filled, with the result that the company has to plan and organise several other promotions and/or transfers. Succession analysis identifies any managerial and supervisory posts that face a weak replacement position and, for this reason, the assessment of staff must be a continuous process. Next's Human Resources feel it is important to plan ahead and are therefore often quite fast to react and identifying any danger ahead. � External labour market information: The human resources manger of Next needs to understand about the labour market and the effects that it could have. The external labour market for any business is made up of potential employees, locally, regionally or nationally; who have the skills and qualifications required at that time. Next needs to know the figures of supply trends for past, present and the future. The figures of supply are important as they show an understanding to the local or national supply conditions. Local wage rate and income are also important to employers too, in order for businesses to attract the right employees. There are a number of different factors that affect the size and nature of the labour market. There are four factors, which need to be taken into a lot of consideration by the human resources manager: - � Local employment trends: The local unemployment figures are very important to Next; these ...read more.


with rent and council tax during the first four weeks in a new job; � making more money available with the Job Finders Grant; � a Job Match scheme, which helps people build up full-time jobs by putting together a number of part-time jobs; � Unemployment benefit will be called the job seeker's allowance. Al � Judgments on the effectiveness of human resources planning: � Trends in female employment These are figures for male and female employment for the last 44 years between 1950 and 1994: Male Female 1950 13,722 7,035 1977 13,383 9,280 1990 12,076 10,775 1994 10,815 10,644 (Figures are in thousands) Female employment has risen by 50 per cent. Male employment has fallen by 21 per cent. The majority of female workers are single, although married women are increasingly entering the labour market. A number of suggestions have been made to account for these trends. � Changes in economic expectations -- households now expect a higher standard of living which can only be achieved with a higher level of household income. � Changes in social attitudes -- the number of female single parents is increasing, therefore there is a greater need for women to work. � It has become socially more acceptable for women to work -- this trend is evident across social groups, although the greatest increase in female activity rates has been in regions where traditionally women have not gone out to work. � Changes in the types of job available -- the growth in the service sector of the economy, which has traditionally employed women, and the decline in the manufacturing sector which has almost exclusively employed men, has given greater opportunities to women. � Equal opportunities legislation has helped to change social conditions, and improve employment prospects. ...read more.

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