• 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).

    The coach will continuously evaluate the performance of the trainee and always offer tips. Apprenticeships Apprenticeships are similar to coaching. An apprentice learns on the job from a more experienced person called either a master or master craftsman. Apprenticeships are not as common as they used to be.

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

    Democratic This emphasises on group agreements to generate new ideas. There are two types of democratic management styles; democratic and consultative democratic. Democratic is where all the managers, junior managers and employees are involved in the ideas and final decision process.

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

    These promotions are based on the performance of the staff member. Over 40% of McDonald's managers started as hourly-paid staff members in the restaurants. Over half of the company's middle and senior managers have moved up from restaurant-based positions. Human Resource Planning Human resource planning can be defined as: 'The

  2. Human Resource Management - Recruitment and Selection

    * Early retirement incentives * A tougher stance on discipline, enabling more dismissals * Part time and short contract working, or job sharing * Eliminating overtime and peripheral workforce groups * Redeployment of staff to areas of labour shortage. This may necessitate diversification by the organisation, to find new work

  1. Business at Work - ASDA

    within their own functional department is pivotal to the success of Asda's performance. The impact of an incompatible culture such as a 'person' culture, where the individual is central, which interrelated negatively with say, a hierarchical structure would have a severely detrimental impact on performance, as this would create considerable conflict amongst individuals and hence create inefficiency and unproductively.

  2. Produce a case study comparing two business organisations, investigating the extent to which each ...

    The recent IT boom over the last few years has made printers and fax machines much more accessible. An average family uses six ink-jet cartridges each year and 90% of IJC are thrown away and end up clogging land-fill sites and causing environmental damage.

  1. The Nature and Purpose of Project Management.

    At system testing stage, the original designer would be responsible for checking that the software is doing what was specified and this would discover the coders misreading of that document. Only corrections should be feed back, not the system designers second thoughts, otherwise the project would slip into 'evolutionary prototyping'.

  2. The report will supply a detailed analysis of Royal Mail and how it came ...

    Sources 3 Taken from "The Essence of Total Quality Management", by J. Bank, Page 185 4 Taken from "The Essence of Total Quality Management", by J. Bank, Page 182 In response, Royal Mail provided their own statistics showing that there was a 90%5 success rate.

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