Local external labour market trends which effect employed/man power
planning.
The labour market trend assessments this month show that the employment rate is almost flat, while the unemployment rate may still be falling slightly. The claimant count trend is also falling slightly. Growth in average earnings remains moderate.
Education and Training
Quality of educational and training provides state colleges supplying further education e.g. Westminster University in the north west of London (closest university to Pinner) supplies higher education.
Local transport
The local transport in Pinner has improved a lot. Many buses pass through Pinner along with trains passing through Pinner train station on the Metropolitan line. Both these types of transport are a 5 minute walk away from the Marks and Spencer branch in Pinner.
Availability of part time and casual labour
For Marks and Spencer, part time employees are easy to find. They are usually students in college or university and mothers whose children are at school.
Employment UP GRAPH NEEDS TO GO HERE!!!
E2 and C1 – labour market and internal staffing
To ensure that Marks and Spencer have the right number of employees they have to plan carefully. In order for them to do this, an understanding of the labour market in the area they operate is required.
Effects of the following labour market factors need to be considered.
- Local employment trends
- Local skills shortages
- Competition for employees
- Availability for labour
Before businesses make decisions about internal staffing, a range of factors need to be considered. These factors include:
- Labour turnover (stability index, wastage rate)
- Sickness and accident rates
- Age, skills and training
- Succession
The human resources department will need to look at the internal supply of the current labour force at Marks and Spencer in order to produce a plan this will involve looking at the following:
The HR department will carry out a skill analysis to see that the company has the right number of employees with the required skills.
- The skills that are available
If the HR department look at the skills available they will then be able to see if these skills can be used elsewhere within the organisation.
The HR department will need to look at the age groups of current employees, if there are people working there that belong to an older age group and are going to retire soon then Marks and Spencer will have to think about recruiting new employees to replace he one that will be leaving.
Staff turnover will enable the company to find out why employees are leaving and why. Because Marks and Spencer has a wide range of opportunities available within the company, it has a low staff turnover rate.
There are two simple methods to measure the rate at which people are leaving or staying with an organisation. These are:
- Employee wastage rate.
- Labour stability rate.
Employee wastage rate
Labour turnover (% wastage rate) is used to measure the total number of employees leaving the business over a certain period of time, and it is cancelled in percentage terms.
Number of staff leaving per anum
Labour Turnover = x 100
Total number of employees at the
start of the year
The information from this can be used to predict likely turnover in the future.
For Marks and Spencer 25% is an acceptable rate, a higher percentage needs to be investigated.
Labour stability rate
Labour stability rate indicates the stability of labour and takes account of fixed term contrast, linking the leaving rate with the length of service.
Number of staff leaving with more than 1 year’s service
Stability index = x 100
Number employed 1 year ago
Marks and Spencer have to look at the external labour market in order to plan the human resources within the business.
The factors that they have to look at:
It is common in technology markets that employers are competing to attract employees with the same skills. For example there is a high demand for employees with ICT skills. At the present moment there is not a lot of competition in the retail market to recruit employees with retail skills.
- The overall level of economic activities
The economy is in recovery so there is more demand for Marks and Spencer products, consumers are spending more money, due to the HR planning being made more difficult, this has resulted to low unemployment rate.
Internal staffing at Marks and Spencer
Section managers at Marks and Spencer
In order to be a good section manager people skill are essential. There are four reporting levels between the Marks and Spencer’s board of directors and a section manager. Section managers have to be able to communicate with employees within the organisation as well as being able to communicate well with customers, and they also have to have a thorough understanding of situations. Every store will have up to five section managers who will be in charge at different times and will operate on a rota basis.
Section managers have to achieve:
- Satisfied customers
- Motivated advisors
- Meet targets
- Manage costs
- Compliance with company and legal requirements
Marks and Spencer have five responsibilities that the employees at Marks and Spencer should follow. They have adopted these rules to improve the ways of working.
Sickness and accident rates
Most companies will keep records of notified absences, absences due to sickness and unauthorised absences. There are many reasons why companies will record such information, the reasons for these are:
- Compare absences with other workers
- Trends can be established if records are kept for as number of years
- The organisation can keep an eye on where problems lie with an individual, a group of employees, or the organisation as a
Statistics for age, skills and training
The human resources department will want to ensure that skills are growing in the workforce. They will also make sure that in order for people to have the skills required to meet the firms job, requirements training programmes are created.
Succession
Succession is when one person follows another person in a particular job or role within the organisation. If an organisation does not take on people to take the responsibilities that are required, then it will find itself with a gap, where the organisation has not developed. This means that the organisation will not have people in key positions to hold it together.
E3 and E6- Recruitment & Selection
Recruitment – this is the first part of the process, to fill a job vacancy. This is the activity that will find suitable job applicants.
Selection – this is the next stage, i.e. assessing job applicants by various methods, choosing between them and making offering the job to the right candidate.
Decisions to recruit staff
There are a number of reasons why organisations need to recruit staff. These could be that the business may be expanding, there might a lot of employees that are retiring, and there might be employees that are leaving.
The growth of the business
A business will need more people to carry out both new and existing jobs when it grows in size.
The human resources department need to copy existing practice on a larger scale when expanding existing jobs. If mew jobs are being created the organisation has to think carefully before hiring anyone especially if the new job is different to one that already exist.
When new jobs are developed a considerable amount of research is required. The research that can be carried out could be by examining best practice in an industry or by looking at development of new jobs in other countries.
Internal promotion
Most organisations will provide opportunities for internal promotion. Instead of looking elsewhere an internal promotion gives employees something to aim for in an organisation. When a person is promoted within the organisation, it is essential to replace him or her.
Getting the recruitment process
The recruitment process take a lot of time to set up and is very expensive, in order for it to be effective. A number of factors are taken in to consideration when setting up the recruitment process in Marks and Spencer:
- What the jobs that are being recruited for involve
- Advertising
- Looking at applications
- Interviewing candidates
- Selecting the best candidate for the job
The most valuable resource in Marks and Spencer is its workforce. A business can fill particular posts within a business in two ways: internally and externally.
Internally
The advantages of recruiting people from within Marks and Spencer are:
-
Marks and Spencer can save a large amount of money as people whom already now how the business functions will need less training.
- The staff will work harder if other staff are getting promoted.
- Also the personnel department will already know the strengths and weaknesses of someone within the business.
The disadvantages of recruiting people from within Marks and Spencer are:
- The person who has been promoted will have to be replaced.
- If one person within the organisation is promoted it may upset another person.
- Less essential criticisms may be made by the person promoted in order for the business to work more effectively
E3 - The Recruitment Process for Marks and Spencer.
Know The Job
Recruit
Suitable
Candidates
Appoint the
Selected
Candidate
When applying for a job many different types of documents can be used. Marks and Spencer tend to not use documents. Instead they prefer to have selected recruiting days in which applicants must take a small ‘test’. Which ever applicant is successful go on for a private interview. Documents which can be used when recruiting are:
When recruiting new members of staff there are a lot of recruitment processes that need to be followed.
For example: When an applicant applies for a section manager job, after where application has been screened, the successful applications will be asked to attend a practical assessment and interview, which will test their communication skills, solving ability and how they manage their priorities
When a business wants to advertise for a position within the business there are a number of factors that need to be considered. These factors include:
- What are the requirements of the job.
- Will the job require qualifications and if so what ones.
- What experiences has the applicant got.
- Salaries that will be paid.
- Will the job require any additional training in order to carry out the job successfully.
- Benefit and allowances. E.g. bonuses.
The key documents that a business can use when advertising could be job advertisements, person specifications and job specifications. These all help the business because they describe what the job entails and what the person applying for the job is required to have.
Person specifications
When organisations create a job specification they will need to consider the level of qualification that the jobholder holds.
The amount of experience that is required should also be included in the job description.
A person specification sets out the qualities of an ideal candidate, describes the characteristics and attributes which a person needs to be able to do the job (physical make- up, achievements, general intelligence, specific skills)
Here is an example of a person specification
Physical appearance: smart personal appearance
Achievements: Four GCSE’s at grade C or above. No previous sales experience required bout would be an advantage.
Specific Skills: good communication skills. Ability to listen to problems and offer practical suggestions. Willingness to learn
Interests: any position of social responsibility or participation in term related activity
Personality: polite, pleasant, and cheerful. Ability to deal calmly with aggravated customers and cope when under pressure.
Personal circumstances: reliable person, good time keeper, living locally and willing to do additional over time over the holiday periods.
Application form
Many companies use this form instead of requesting a CV. The main benefit is that the company can get questions answered by the applicant which may not be covered by a CV.
Curriculum vitae
A CV is a summary of the applicant’s careers up to that date. A CV is a very useful document as it gives the employee a good description of everything to do with the person, but the applicant might lie in the CV so it might not be that useful.
Contract of employment
This is a legally binding agreement drawn up by the employer which states basic entitlements such as place of work, hours of work, holidays and so on.
Job descriptions
When writing a job description the first requirement is to identify and set out what is involved in the job. A business can do this by carrying out a job analysis. Applicants can use the job description as a job indicator. Organisations can also use job descriptions for briefing interviews.
Planning when and how to advertise
The target audience and where the advert will be placed will depend in the nature of the advert.
A good advertisement will contain the following information:
- Job title
- Job description
- Organisational activities and marketplace
- Location
- Salary expectation
- Address and contact
- Qualifications
- Experience
- Fringe benefits
- Organisational identity
The presentation of the advertisement is important for the organisation, as it will give the applicant first impressions of the organisation. The closing date for applications should also be stated in the advertisement.
Shortlisting
If an employer has received a large number of applications, after advertising for a vacancy, then the employer can choose a handful of the ones who he/she thinks are the most suitable for the job. They can do this by looking at relative strengths of each applicant.
Legal and ethical responsibilities relating to equal opportunities
Organisations have to operate in an ethical way and have to work within the law. If they do not operate in an ethical way then they will not be popular with stakeholders and employees of the business.
All businesses have to comply with the following rules:
- The Race Relations Act 1976.
- The Sex Discrimination Act 1975.
- The Disability discrimination Act 1995.
- The Equal Pay Act 1970.
The Race Relations Act 1976 (RRA) and the Sex Discrimination Act 1975 (SDA)
The RRA and SDA are interrupted in the same way and have a lot of similarities. They deal with three types of discrimination.
This is when an employee is treated more favourably than other employees, because of their race or sex.
This is when all the employees look like they are being treated equally but on the inside they are being discriminated.
This is when an employee’s employment has been terminated because they have attempted to go by the rights under the RRA or SDA acts.
Racial discrimination
The Race Relations Act 1976 states:
‘A person that discriminates against another if, on racial grounds, he treats another less favourably than he treats or would treat another person.’
Sex discrimination
The Sex Discrimination Act:
‘A person discriminates against a women, if on the grounds of her sex, he treats her less favourably than he treats a man.’
This applies equally to men and women.
The Equal Pay Act 1970 (EPA)
The main point of the EPA was to ensure that a women carrying out the same or similar works as a man would receive the same pay.
The purpose of the EPA was to make sure women are given the same benefits as men:
- Whose work is the same.
- Whose work is of equal value.
- Who in like work in the same employment.
Disability discrimination
Employees who are classified as disable are protected under the Disability Discrimination Act 1995. The DDA says that is unlawful to discriminate a person who is disabled, in relation to the following:
- The recruitment process.
- Promotional opportunities.
- Dismissal.
The flexible workforce
The term ‘labour flexibility’ used to describe the following aspects of employment:
- Wage or earning flexibility.
- Flexible contracts of employment.
- Subcontracting and outworking.
- Flexibility in the place of work.
- Ability of employees to move from one job to another.
Different modes of employment an different terms and conditions
Employees can work full time or part time and on permanent or temporary contracts. Up until recently full time workers had better terms and conditions, but now part time workers do. Marks and Spencer employ a large number of part time workers, this is because part time workers are flexible and the employee can plan their job around other responsibilities, for example like looking after their children.
The different modes of employment:
- Flexible contracts
- Subcontracting and outworking
- Ability of employees to move from one job to another
- Functional flexibility
- Flexibility in the workplace
- Numerical flexibility
- Working-time flexibility
Core employees, part time, temporary and contract labour
Core employees are employees that are multi-skilled and are trained to do a range of jobs, receive a good pay, benefits and conditions and work full time.
These are the types of employment that are carried out by core employees:
- Full-time employment
- Part-time employment
- Permanent employment
- Temporary employment
- Contacted and non-contracted employees
E4 - Training and Development
The training problem
Many UK based companies think that it is easier to hire worker that are already skilled instead of paying for the cost of training un-skilled workers. They also do not understand the link between training employees and the increase in profits.
What is training?
Training is planned learning experiences and activities that are designed to make positive changes to the performance of an organisation. Training can be defined in a number of elements. These include:
Traditional training
- Education
- Vocational education
- Management training
- Organisational development
What is development?
Developing is enabling individuals to develop themselves in a way that is best suited to them. If the organisation helps individuals develop themselves then they will be more inclined and will be able to help the organisation meet its objectives.
The benefits of training
There are a lot of benefits from training:
- Effective training will improve service to customers, productivity, and the competitiveness of the organisation.
- Right attitudes are created in employees with training, and attitudes are as important as skills and knowledge.
- In the long run training costs less than employing fully skilled workers, form outside the company. Also employees that are trained within the organisation tend to stay on much longer than recruited fully trained employees.
Relating training to the business environment
In an organisation where the pace of change is very high, training will need to be closely related to the business environment. There have been government –funded schemes that have been developed to enable young people to develop skills in ICT. Marks and Spencer have their own training schemes, and they train their staff at their own training offices and develop their communication skills as most Marks and Spencer employees are communicating with customer’s everyday.
Training methods and activities
Induction training
Induction is when new employees are introduced to their place of work and new surroundings and the people they will be working with. Induction training could also involve training and development that the employee any need in order to carry out the job. A typical induction will involve a talk from a member of the senior management. An induction pack will also be included which will introduce them to the organisation.
Mentoring
This is when a trainee is paired up with an employee that is more experienced. The trainee will carry out the job but the mentor will be there in case the teacher need to ask any question about the work, and to solve any problems that may occur.
Coaching
Coaching is when individuals in the work place are provided with their own personal coaches. The coach will need to firstly develop coaching skills in order to carry out this job. Not only does the person that is being coached benefit from coaching, but the person carrying out the coaching also benefits. It is important that the
Apprenticeships
Apprenticeships are another method of training but Marks and Spencer do not offer apprenticeships. An apprenticeship enables the person to learn as well as get paid at the same time. So will earning money the person will be training and getting a qualification. Apprenticeships are nationally recognised qualifications usually imbedded in a NVQ.
Out of these four training methods Marks and Spencer use the induction training method when training store advisors. Store advisor trainees have a one day training programme at a marks and Spencer store where they carry out a number of task such as talking to customers and staff and learning how to use the till.
In-house training and external training
When an organisation has there own training department this is known as in-house training, and when employees are sent on external courses this is known as external training. Marks and Spencer do not offer employees external training, they have their own training department within the business and train people from using a till to training them for a section or store manager. They do not offer external training because as they are very large organisation there would be a lot of expenses involved in doing this.
On-the job training
On-the-job training is when employees are being trained while they are working. This usually is usually carried out at their place of work. When Marks and Spencer’s train employees to become store managers, part of the training will involve, spending a week at another store, working with another manager on the shop floor.
Off-the-job training
Off-the-job training takes place within the business or outside the business using trainers. Many large companies like Marks and Spencer will carry out off-the-job training internally within the business. Every one out of three Marks and Spencer’s will have training room.
Investors in people- Marks and Spencer are invertors in people as they spend more money on bonuses and gift vouchers to motivate their staff.
The implications for lifetime learning, education and training
The government are now encouraging people to think of training and education as a lifetime process, due to employment becoming more secure and individuals are being asked to develop new skills.
Non-transferable and transferable skills
Most people have either been trained or become skilled in certain job-related skills. When new technology outdates present skills, this will diminish employability. Therefore individuals are now asked to become more flexible in working patterns and develop greater generic skills such as problem solving, team working, numeracy skills and ICT skills.
Training, motivating and developing employees
In order for the organisation to meet its objectives it is important that the HR department ensure that members of the workforce have necessary skills.
Not only does the department need to recruit the right members of staff, but also need to develop employees to their full potential, through training, motivation and development.
The need for Training
Technological progress changes in consumer wants, and competitive pressures in product markets mean that the business must continually evaluate how they are organised. The need for training in an organisation is because if the business did not train their staff they will not be able to work as effectively ad they would be able to.
E4 and E6 – Marks and Spencer’s training and development programme.
If the business train and develop their employees this will ensure that employees work to the best if their ability and, this will help the business meet its objectives and maximise profits. Training within the business will also help the business perform more effectively because if the business trains their employees then they will able to carry out various tasks. If the business develops their employees then this will ensure that the business obtains the greatest possible benefits from the employee’s abilities.
Training and development is key to the future success of any individual. Marks & Spencer has great importance on ensuring this, through both formal, structured methods and hands-on experience.
Working with one of the UK's leading retail organisations will also bring out the trouble-shooter in you. Every single day presents new issues; all of which have to be resolved. Good training and experience received at Marks and Spencer can last a lifetime.
Marks and Spencer need to show that they are a leading supermarket with around 30% of the Uk market. They have already opened branches in 27 other countries around the world.
There are many different training programmes that are offered by Marks and Spencer’s and for every different type of job within the business.
Store and Sales advisors at Marks and Spencer’s
Marks and Spencer look for dynamic individuals to complete store teams. There is a one-day on the job-training programme for store/sales advisors. These consist of the following:
- Till training-how to use the businesses computerised tills, and use different methods of payment.
- What to do encase of fires and fire exits around the store are shown and what safety measures can be taken.
- How to use store equipment safely.
- Communication skills
Marks and Spencer identify the key aspects of the businesses training and development programme by, performance coaching. Performance coaching takes place in every store and is when the section managers have one-to-one meetings with the store/sales advisors and ask them how they think they are doing in their job. The section manager will then tell the employee what they are good at in their job and what they need to improve on. The section manager and the employee will then set 5 objectives that the employee will try to achieve.
Once the performance coaching has taken place the section managers will then see which employees are not working to their full potential and will re-train them, so they work to the best of their ability.
Section/Store managers training
Section managers receive both structured and hands on training. They get to experience what it is like working on the shop floor as part of their training. The training on the shop floor training enables the trainees to get a feel of being on the shop floor in a management position.
Section managers have to set 7 objectives for themselves, to see what they can improve in their job and they also see what they are good at. Every store manager will also do the same but will set 9 objectives.
This training and development programme is important to the performance of the business because if employees are not trained to do their job correctly, then this will not enable the business to meet its objectives.
Graduate careers at Marks and Spencer’s
The training size and structure at Marks and Spencer ensures that individuals will be able to find a career based in the organisation and the individual themselves.
Graduate opportunities
All Graduate trainees receive a varied programme. They receive system training to ensure the best use of internal applications as well as training in their specialist areas.
As trainees begin to benefit from training, their job responsibility increases as they learn and develop. To start the programme each individual will have their own development plan after that they will have a needs analysis, with regular reviews. The overall programme will last 6–12 months.
Selling
Maximise the sale performance of the business and the performance of the company and looks at the needs of the customer.
Human resources
To ensure that employees are regarded as the best asset within the company. Deliver special advice and processes and to provide guidance to all the employees of the business.
Retail operations
To keep the store running. To ensure that the stock is delivered on time and to the cash is controlled. Maintain health and safety standards.
Graduate opportunities at head office
IT-this involves developing and implementing retailing systems. The graduate positions in this area are: Business systems analyst and a Designer.
Finance-this involves providing financial and accounting information, a accounting qualification can also be gained while influencing a large company. The graduate positions in this area are: An Accountant and an Analyst.
Buying-this covers roles such as future development of the company and from developing products to getting them o the right store at the right time. The graduate positions in this area are: Development technologist, Product managers and Category merchandisers.
Business placements
Marks and Spenser’s offer a wide range of placements that last for 6 months.
Placements are available in two areas, Stores and Head Office.
For example:
- In Stores, the first six months are a general placement, then specialising for the second six months in either Selling, Human Resources or Retail Operations
- At Head Office they have placements within IT, Finance, Design, General Merchandise Technology, Food Technology and Corporate Communications
C3 – The relationship between the training and development programme and how it affects the performance of the business.
This training and development programme is important to the performance of the business because if employees are not trained to do their job correctly, then this will not enable the business to meet its objectives properly. The training and development programme also affects the performance of the business because if employees are not developed, they might not be doing their job properly and they wont be doing the best work possible
Marks and Spencer employ a large number of employees on short term contracts when the Christmas period approaches. Marks and Spencer employ these employees on short-term contracts, which can be up to 2 weeks long or up to 3 months long.
An evaluation of temporary and flexible working practices
There are many advantages as well as disadvantages of the flexible working patterns. Individuals who work on short-term contracts can feel excluded and insecure in the workforce. Flexible workers will also receive less training then the full time workers. Also the insecurities that part time staff experience may affect how well they perform in the job. This will affect the business, as the business will have to manage higher r staff turnover rates.
Contracts of employment
Within the first two months of starting employment employees should receive certain information. The following information should be shown in the contract of employment as a minimum:
- The name of the employer and the employee.
- The name and address of the place of work.
- The date of when the employee will begin the job.
- The job title.
- The job salary.
- How will the employee be paid (e.g. weekly or monthly).
- Terms and conditions that relate to the hours of work.
- Terms and conditions relating to holidays, sickness pay and pensions.
- If the employment is temporary.
- Any disciplinary rules.
Marks and Spencer’s contract of employment contain all of the above information.
E5 - Performance Management
Managing Performance
Marks and Spencer has all its employees working to their best abilities will help the business meet its objectives an will ensure that the business is successful. In order for organisations to manage the performance of their employees they have had to develop systems. Marks and Spencer as mentioned earlier manage the performance of their employees by carrying out performance coaching.
Performance reviews and appraisals
An organisation will set out a mission statement, which will state and identify the aims of the business. Marks and Spencer’s mission statement is:
VISION
THE STANDARD AGAINST ALL OTHERS ARE MEASURED
MISSION
MAKING ASPIRATIONAL QUALITY ACCESSABLE TO ALL
VALUES
QUALITY, VALUE, SERVICE, INNOVATION AND TRUST
Performance-related pay (PRP)
PRP is the term used to describe the systems that link the pay of workers to some measure of individual, group or organisation effort. An example of this could be that if individual workers or a team of workers have increased the output of their work or the quality of their work they could be rewarded with a bonus. Marks and Spencer’s have three-month bonus periods, in which if each individual store makes a higher profit then the estimated profit they will receive a bonus. This is good because it motivates staff and encourages them to work harder.
Marks and Spencer believe
"While other companies just reward their staff with cold cash we like to reward ours with something special. Marks & Spencer Gift Vouchers say more than money ever can. When our staff use them they remember.
If you want your staff to be effective and proactive, you have to do more than just write a salary cheque at the end of the month. You need to reward great work and motivate people to achieve even more in the future. It calls for imagination and adaptability.”
The four motivational theories
Maslow’s theory consists of two parts
- classification of human needs
- how groups of reeds are related
- the bottom of the pyramid satisfies basic needs. Once these needs are satisfied they are no longer motivated.
how Marks and Spencer motivates staff: gift vouchers for hard work, staff discount scheme of 20%
Frederick Hetzberg’s theory consists of a two factor theory- regular and positive attitude to the working environment.
Indicators of lack of motivation among employees:
Low productivity, poor responsibility of service or product, breakdowns of employees, generally low morals. For Marks and Spencer to stay competitive they need to ensure that the motivators are in place.
Frederick Taylor’s theory consists of scientific management. Managers assumed that people were alike and their motivations relatively simple. Today Marks and Spencer do not follow this theory as they have to think and are not given instructions unlike someone working in a fast food chain.
Douglas McGregor’s ‘Theory X and theory Y’ is based on detailed research into managers. McGregor divided managers in to two types – X and Y.
Theory X- people naturally dislike work, the average person likes to be directed
Theory Y- mental and physical effort in work are as natural as play or rest, average persons potential isn’t being fully used.
Marks and Spencer see themselves as interacting groups of people enjoying ‘supportive relationships’ with each other.
A3 – Possible areas of conflict within Marks and Spencer
Within an organisation as large as Marks and Spencer there is bound to be conflicts that will arise. These conflicts can be overcome as long as the organisation works as a team and together overcome any problems that may occur.
There are a large number of possible conflicts that can occur both within the human resources department and with the human resources department and other departments as well.
Conflict within the Human Resources department
Human resources planning and training and development
The conflict that can occur between these two departments could be that the HR planning department might plan to train the employees in a certain way but the training and development department may not agree with this.
Human resources planning and recruitment and selection
The HR planning department have panned to recruit a set number of people, but the recruitment and selection department might not be able to recruit that many people due to the external labour market.
Recruitment and selection and training and development
The recruitment and selection department might say that they want to recruit employees that are already trained to save money on training but the training and development may not agree with this and say that they will employ people who have not been trained and train the employees themselves.
Conflict between the Human Resources department and other departments
Human resources department and the finance department
The human resources department may want to develop employees and train them further but the finance department might think that they do not have enough money to spend on developing and training employee’s further. The HR department may need to recruit more employees but the finance department may say that they don’t have enough money to recruit employees.
