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Managing Human Resources.

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Diploma in Management Studies Module: Managing Human Resources Assignment: This report reviews critically the management of human resources within Cherwell District Council's Environmental Services Department and evaluates human resources policy and practice in the following three areas: 1. Employee Resourcing 2. Learning and Development 3. Motivation and Reward The report also puts forward recommendations to address some of the shortfalls identified in each of the areas reviewed. Student: Shamsul Islam (Word count: 3,000) Submission Date: 27th March 2003 1.0 Introduction Cherwell District Council's Environmental Services Department (ESD) delivers a wide range of diverse services ranging from offering advice to closing and prosecuting businesses for failing to comply with environmental health legislation. Getting the right people into these varied and demanding posts is clearly of crucial importance for the department to carryout its functions effectively. This report primarily looks at the issues surrounding employee resourcing for the ESD, learning & development and motivation & reward. It also draws up some recommendations for future improvements. 2.0 Employee Resourcing Employee resourcing is basically ensuring that the organisation knows and gets what it wants in the way of the people it needs in terms of both numbers and skills and competence levels (Armstrong, 1996). Cherwell District Council's (CDC) organisational objectives, which cover staffing (see below) is produced in an annual service plan which is part of the overall Council Community Plan. * Develop and maintain employment policies and practices, which enable the council to recruit, develop and retain high quality staff in numbers appropriate to its needs. * Assist staff and managers to deliver high value public services economically, efficiently and effectively. * Ensure the Council provides equality of opportunity to employees and potential employees. CDC Service Plan 2002/2003. People are the Council's most valuable resource. The Personnel Department ensures the Council, its managers and employees are advised appropriately on matters of pay, benefits and conditions of service. ...read more.


Performance Related Pay (PRP) PDP's are developed and assessed in conjunction with PRP appraisals. Individual PDPs are drawn up annually between managers and their staff detailing work/project to be undertaken as part of everyone's PRP scheme. Any training requirements identified particularly in the areas of competency are then provided in-house or through outside bodies. For example, the ESD regularly communicates with Local Authorities Co-ordinators of Regulatory Services (LACORS), Local Government Agency (LGA) and the Chartered Institute of Environmental Health (CIEH) to ensure staff are kept informed of any necessary training and updates on the latest changes in legislation. All staff are provided with training in how the appraisal system works, including the PDP elements. The appraisal training course however is very much about the mechanics of the scheme - how the scoring works and how to complete the forms, with some information on how to provide effective feedback. The training does not explore identifying service and individual needs. The PDP is also an 'add on' to the appraisal system, which includes assessing the performance of the individual and providing a PRP award. The development part of the appraisal tends to be left to the end of the interview and is dealt with rather superficially. There are even reports of appraisal interviews missing out the PDP element because it's seen by some managers as less important than the awarding of PRP. After the initial training the only reminder or encouragement for staff to continue to use the appraisal system properly is an annual inspection by the IiP accreditors, who pick a handful of staff to talk to find out how the system works. Managers are not required to submit or keep records of their staff's training, and in many cases these are not completed. Plath (cited in Cornelius, 1999) states that there are two commercial arguments underlying the need for employee development: strategy and profitability. ...read more.


Cherwell District Council is committed to: * ensuring that all employees have the knowledge, skills and competence to do their jobs effectively and * providing training and development opportunities for employees to develop their abilities and potential. Employees have individual training and development plans which are reviewed on a regular basis and the Council aims to provide at least two days of training and development activities each year for each employee. The Council offers a varied programme of training and development: * Comprehensive induction and essential training for every new employee * A corporate training programme run in-house, covering areas such as Management and Supervisory Development, Information Technology, Health and Safety, Equal Opportunities and Interpersonal Skills * Attendance at appropriate courses, seminars or workshops * Training to meet Continuing Professional Development requirements * Assistance, where possible, for employees to obtain qualifications relevant to their work and future development. The Council's commitment to planning, communication, training and development is also recognised by its continuing achievement of the national Investors in People Standard. Appendix 2 Committed to Equal Opportunities ????? The Council will: * take all possible steps to * treat employees and potential employees fairly * ensure that decisions on recruitment, selection, promotion, and training are made solely on merit and ability to carry out the job * work within the framework of the law and published Codes of Practice on equal opportunities in employment * make any necessary and reasonable adjustments to accommodate the needs of disabled employees and applicants such as * accepting applications from disabled candidates in alternative formats including tape, computer disc, Braille, or by telephone * interviewing all disabled applicants who meet the selection criteria for a job vacancy * making adjustments to premises * seek to give all employees equal access to training and development opportunities * have clear, fair and sensitive procedures for dealing with unfair discrimination and harassment * monitor all areas of the Policy to * check that unfair discrimination is not taking place * actively develop its employment policies, procedures and practices * decide what actions to take for equal opportunities. ...read more.

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