Produce an Analytic Report on How a Large Business Manages Human Resource
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Produce an Analytic Report on How a Large Business Manages Human Resource Terms of Reference This report has been produced as evidence for Unit 4 - 'Human Resources' - as part of a Vocational A'level in Business Studies. Introduction This report has been written in order to show how successfully the company - 'Boots' is in running its human resources department in order to meet its business objectives. The report has been divided into four parts to ensure a comprehensive coverage of Boots has been researched and also to give the report a main structure of the human resources departments. Part 2 will be discussed in depth. Part 1 = Planning Part 2 = Recruitment & Selection Part 3 = Training & Development Part 4 = Performance Management This unit provides an insight into how businesses recruit and manage their human resources. It shows that if businesses are to achieve their objectives, they must plan their human resource function so that they have the right number of employees with the appropriate qualifications and training to meet the needs of the business. Successful human resource management requires that a business takes account of changes in the labour market and employment legislation to keep its employees motivated, to monitor their performance and to help them continuously develop through additional training. Findings - Part 1 What is Human Resource Management? Human resource management includes a variety of activities. There are many key factors for any large organisation to focus on such as the following: * What staffing needs to have and whether to use independent contractors or hire employees to fill these needs * Recruiting and training the best employees, ensuring they are high performers * Dealing with performance issues and ensuring its personnel and management practices conform to various regulations. For the organisation activities also include managing its approach to employee benefits and compensation, employee records and personnel policies.
When have you looked for and found solutions beyond the obvious? How radical have you been? In what ways have you challenged received wisdom? How do you manage ambiguity? How logical are you in your approach? Leading the pace - Understand and focus on the important, drive to deliver better performance and be decisive in a crisis. Can you prioritise, focusing on the important issues and dispensing with others? Do you regularly achieve standards that you set and which are beyond those expected by others? When do others rely upon you to make things happen? Leading the team - Act as a catalyst driving for results and restlessly to win. Do people enjoy working with you, do you create a buzz? How do you influence others even when the cause looks lost? Have you been able to get good results from difficult people? How did you manage it? The selection process relies on application forms, interviews and selection centres. The company now operates competency-based interviews. This is the process whereby applicants are asked to back up statements in interview with examples of personal experience, thus providing real evidence of their capabilities. How would Boots recruit a part-time sales assistant? The following information shows how Boots would externally recruit a "Part-time Sales Assistant". These are the most vital aspects that the HRM of Boots have to analyse when recruiting and selecting a part-time sales assistant or any other employee: * Job Analysis * Job descriptions * Person Specification * Job advert * Letter of application (received) * Curriculum Vitae (received) * Interview * Job Evaluation Job Analysis This is the first stage for recruiting an employee. Information may be gathered by the managers of Boots by questioning the job holder (who will be retiring or resigning) or observing the job holder at work. The information gathered is carefully recorded and analysed. Further information might be obtained through discussions with the job holder's manager or supervisor.
The reasons that Boots invest in training and development are as follows: * It keeps employees motivated * It helps employees in the future, whether they stay at Boots or move elsewhere * It raises the morale of individuals, which contributes to team-building within the company * It prevents the company having to recruit staff with the skills * It costs less than recruitment and selection * It raises the levels of productivity once the employees are trained. Once the employees within Boots are trained and developed it adds to the value of products, which means the company keeps its competitive advantage over rival competitors. In order of keeping this competitive advantage monitoring the performance of employees comes into play. Managers of Boots will make sure that the employees that were trained and developed maintain the skills they gained throughout the course they attended. This basically helps prevent employees having to retake such courses and it means more time and money do not need to be injected into the same process. By undertaking performance management Boots can check whether the employees are happy in their job, this contributes to the motivating aspects of employees. If Boots were to find that certain employees were not happy in their job then it is the job of the manager(s) to motivate these employees by encountering the reasons why this is. By this they can identify the strengths of the employees and also the weaknesses and it is upto the manager(s) to build on the strengths and cancel out the weaknesses. Motivation is an important factor of the performance of employees. Without motivation the individuals would find themselves in a hole that they need to be dug out of by the management or supervisors. To dig the employees out of this hole then managers must use motivational tactics to maintain a high work rate from the employees, this contributes to productivity levels and in turn maintains Boots' competitive advantage. 2 FUNSHO ADEBAYO
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