• Join over 1.2 million students every month
  • Accelerate your learning by 29%
  • Unlimited access from just £6.99 per month
Page
  1. 1
    1
  2. 2
    2
  3. 3
    3
  4. 4
    4
  5. 5
    5
  6. 6
    6
  7. 7
    7
  8. 8
    8
  9. 9
    9
  10. 10
    10
  11. 11
    11
  12. 12
    12

The purpose of this report is to advise Coventry Sports Trust Limited (CST) on the key considerations and their significance on the proposed appointment of a Human Resource Manager.

Extracts from this document...

Introduction

Subject - Appointment of Human Resource Manager Report to: CST Management Team, Majorie Ridley 5th January 2004 Purpose of Report The purpose of this report is to advise Coventry Sports Trust Limited (CST) on the key considerations and their significance on the proposed appointment of a Human Resource Manager. The report will cover the various issues relating to new approaches in Human Resource management, procedures and practices for obtaining suitable employees, principles and procedures for monitoring and rewarding the employee, and employee exit from the organisation. The report will be on the basis of which the management team can reach a sensible conclusion on the way forward. Introduction Coventry Sports Trust Limited (CST) was formed in April 1999 and promotes healthy lifestyle options through the provision of sports and leisure services to those who live, work or visit the City. Such services had previously been provided by Coventry City Council. CST has operated without a Human Resource Manager since its establishment and now is in an ideal position to appoint such a role. We know that until now recruitment, reward, redundancy, grievance procedures, etc. have been very ad hoc and a point has now been reached where structure needs to be introduced as the Chief Executive Michael Rossington is beginning to worry that CST could be laying itself open to falling foul of multitude of employment laws currently in place. We know the company employs 370 plus staff across seven sites and with the introduction of such a structure should enable long term success in the company's future. The current "personnel" function is not ideal, with the influx of temporary staff there appears to be no stability. The employees of CST have become frustrated and dejected with the current set up. Changes need to be made to prevent further discontentment in the future. Personnel Management and the New Approach of Human Resource Management (HRM) Before HRM the closest comparable function was the personnel department (their differences can be seen best in Appendices A&B). ...read more.

Middle

CST is advised to when dealing with references to get them after the interview has taken place, this will cut down on paperwork and when CST send for reference we need to know the key points on which we want to receive comments. When assessing candidates CST is advised attempt to get the best people within existing budgets, these are the people with the most appropriate skills and CST want to select people who will stay with the company. CST need to be aware that interviewing requires a considerable amount of intelligence and inventiveness. The pre-determined questions CST ask should be tailored to assess the suitability of the candidate for the job in many different areas. CST is urged to do interviewing in a professional manner and remember it is up to the interviewee to convince CST they can meet our needs. For ST it will be important to appraise the success of interviews. CST can make considerations on whether the interview was an appropriate method of selecting the best candidate for the job. As well as interviewing CST should be aware of psychometric and aptitude testing. If CST utilise such methods they can be considered reliable indicators of the sociability/personality, and they are useful predictors of whether individuals will fit into CST. CST is bound by the law and by the requirements to operate in a moral way in terms of our employment policies. The key laws CST will need to comply with in relation to recruitment are: * The Race Relations Act 1976 * The Sex Discrimination Act 1975 * The disability Discrimination Act 199 * The Equal Pay Act 1970 If CST do not comply with these laws CST will find themselves it great difficulty. Knowledge of these laws will be key to the successful appointment of a HR Manager. direct/indirect discrimination and victimisation are areas CST must associate themselves with. ...read more.

Conclusion

Like any human relationship worth developing there has to be on both sides commitment, accommodation, compromise and a strong desire to satisfy the other's requirements if the relationship is to have a long success and mutually satisfying. Many managers are uneasy and uncomfortable with this kind of language/sentiment and with good reason as they do not possess the human resource leadership skills to create and maintain a work environment where this kind of relationship is possible. They have probably never been trained or educated to attain the skills necessary to develop and maintain a work environment which is conducive to openness. A perceived easier option is to create, maintain an autocratic or bureaucratic type of relationship which is far less complicated and provides the ideal work environment where employees can be managed and controlled. However, this style of management has evolved from the military command & control model which is required to get people up out of the trenches and face the enemy it does not work if the objective is to maximise the potential of the Employees in an Organisation. Companies seeking sustained competitive advantage in the 21st. Century, human resource leadership is going to be key. It is only in an environment where highly motivated employees at all levels within the organisation working and communicating with each other for equally beneficial rewards that the resources required will be accessed and maximised to achieve long term competitive advantage. The culture and core values of the organisation must support this style of work environment by hiring Employees that fit the concept and creating/sustaining the employment conditions to maximise Employee retention and development. This can be achieved somewhat when appointing a new Human Resource Manager. FAIRFAX ST * COVENTRY * CV1 5RY TEL (024) 7625 2525 * FAX (024) 7625 2526 WWW.COVENTRYSPORTS.CO.UK Joseph Barr Human Resource Specialist Best Value Consultants COVENTRY SPORTS TRUST LTD IS A COMPANY REGISTERED IN ENGLAND AND WALES REG NO. 3738779 REGISTERED OFFICE: COUNCIL HOUSE, EARL ST, COVENTRY, CV1 5RR REGISTERED CHARITY NUMBER 1092977 -1- ...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. The Boots organisation is a public limited company (PLC).

    * Improved Efficiency - savings come from reduced waste, improved delivery performance, improved quality, reliability and more flexible workforce. * Many employees are keen to do training - as they see it as adding to their own motivation and enjoyment of work.

  2. The purpose of the coursework is to produce an analytical report on how a ...

    activity of management which is aimed at coordinating the requirements and the availability of the different types of employee' This basically means that the organisation has the right number of employees and of the right quality. To ensure that McDonalds have the right number of suitable employees for their needs,

  1. The Nature and Purpose of Project Management.

    that they get more than one bite of the cherry - if a feature is not in the current increment then it can be included in the next.

  2. This report is to investigate Coca Cola Company. On this coursework I will look ...

    These departments are the most important department of The Coca-Cola Company because they helps the company to meets the objectives of The Coca-Cola Company i.e. surviving, customer satisfaction and make more profits. As I said that the help desk department satisfies the customer by providing the information they needs and

  1. Rights and Responsibilities of Employer and Employee

    of sex, sexual orientation, race, age, religion, colour, ethnic origin or disability. Therefore, any direct or indirect racial or sexual discrimination or harassment will be treated as serious as a disciplinary offence. The N.H.S allows certain document to be access, base on under the Freedom of Information Act an employee client can access information base on the list below.

  2. A REPORT INTO HUMAN RESOURCE MANAGEMENT AT SAINSBURY'S

    Safety issues * Employment Legislation * Welfare Role People add value to the organisation by: * Increasing productivity * Improving Quality * Innovating * Improving customer services Sainsbury's corporate objectives such as filling vacancies, for growth of business, changing roles, new technology all are responsibilities of HRM.

  1. This is a report on Marks and Spencer a well known retail company in ...

    and financial services part of the business, but it has been doing poorly in its clothing range. To try and do better in its clothing range Marks and Spencer's have teamed up with David Beckham to launch a new range of casual clothing for boys.

  2. Managing Human Resources in Marks & Spencer.

    may allow for natural wastage when Marks and Spencer is trying to reduce its workforce. Too high a level of staff turnover will mean that there will be high additional costs of staff replacement and recruitment, additional training costs and disruption to the quality of service or to production.

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