Source: The Times 100 (2009).
A.2. Activities of Forestry Commission
According to The Times 100 (2009), Forestry Commission is involved with the following four activities:
-
to supply domestic industry
- Replanting of harvested areas
- Maintenance and improvement of the natural environment and
- The provision of recreation
A.3: History of Forestry Commission
The forestry commission is established in 1919 during the First World War. On 1 September 1919 the Forestry Act came into force (Forestry Commission, 2009). This set up the Forestry Commission and gave it responsibility for woods in England, Scotland, Wales and Ireland. Eight Forestry Commissioners were charged with promoting forestry, developing forestation, the production of timber, and making grants to private landowners. They met for the first time in November under Chairman Lord Lovat. The first Commission trees were planted on 8 December 1919 at Eggesford Forest, Devon. Forestry commission started to use their Northerwood House as a Training Centre in 1971 (Forestry Commission, 2009). A 2 year New Entrant Training Scheme was launched in 1970 and a new Management Training Centre opened in the Forest of Dean in 1973. By the 1990s the Commission was committed to multi-purpose forestry (The Times 100, 2009). The woods being planted and managed today will show the evidence well into the 21st century (Forestry Commission, 2009).
A.4.Vision & Mission of Forestry Commission
The Mission of Forestry Commission is to protect and expand Britain's and and increase their value to society and the environment (Forestry Commission, 2009). Forestry Commission take the lead, on behalf of all three administrations, in the development and promotion of sustainable forest management (Mark, 2005). As Forestry Commission deliver the distinct forestry policies of , and through specific objectives drawn from the country forestry strategies, there is a chance that their mission and values may be different in each (The Times 100, 2009).
A.5. Core Objectives of Forestry Commission
According to The Times 100 (2009), Core objectives of Forestry Commission are as follows:
- to be UK leader in low-cost civil engineering solutions for forestry
- to provide a professional consultancy service to all customers
- to practice sustainable construction
- to be an efficient Business Unit
A.6. Statement of Project objectives
According to Benneett & Graham (1989), Armstrong & Baron (2004) and Price (2008), functions of human resources department like recruitment, selection, assessment, performance and reward plays a vital role behind the success of any organization. The objective of this project is to find out & critically evaluate the different functions of HR department like recruitment, selection, assessment, performance and reward at Forestry Commission behind the success of this firm.
B. CURRENT HR PRACTICE AND PROCEDURES AT FORESTRY COMMISSION
Human Resources department at Forestry Commission determine the future human resource needs relative to Forestry Commission’s strategic plan and take necessary actions to meet those needs in a timely manner (Personnel Today, 2008).
Sources: Armstrong & Baron (2004)
The human resources planning process at Forestry Commission is almost similar to the process suggested by Price (2008). Those processes are job analysis, workforce planning, recruitment and selection, training, performance appraisal and compensation.
B.1. Job analysis
Job analysis is the process of gathering and analysis job-related information. This includes details about tasks to be performed as part of a job and the personal qualities required to do them. Job analysis process is divided into two parts (Price, 2007). job specification is related to identifies the knowledge, skills, abilities, and other employee characteristics needed to perform a job.
B.1.i. Example of Job Description of Forestry Commission’s jobs
According to Graham & Bennett (1989), Job description is the details of responsibilities and tasks to be associated with given position. Like all other well recognized organization, Forestry Commission provides job description and job specification with its entire job advert. For example, job descriptions for the position of Administrative Officer, adverted on Forestry Commission career website (2009) are as follows:
- Provide administrative support for Bedgebury Forest and the National Pinetum team
- Receive incoming telephone calls and visitors to the FC office at Bedgebury
- Administer appropriate data and information storage by creating a new filing system.
- Arrange meetings and travel for staff
- Maintain key essential records – travel, holiday, TOIL etc
- Draft and type letters and other correspondence as instructed
- Process purchase orders, invoice payments and sales invoices using the Forestry Commission’s financial system.
- Provide support for administration of recreation permissions and licences at Bedgebury.
- Assist Local IT manager with installation and maintenance of IT in district office.
B.1.ii. Example of Job Specification of Forestry Commission’s jobs
Job specification is related to identifying the knowledge, skills, abilities, and other employee characteristics needed to perform a job (Graham & Bennett, 1989). Job Specifications for the position of Administrative Officer adverted on Forestry Commission career website (2009) are as follows:
- Minimum of 5 GCSEs/Standard Grades or equivalent (A-C Passes) including English and/or significant experience of working in an administrative post.
- Sound working knowledge of MS Office applications such as Word, Excel, PowerPoint, Outlook and Access.
- Comfortable working with figures and have experience of working in a team-based environment.
- Experience of database/creation and organising meetings/minute taking.
- Confident telephone manner and excellent customer service skills.
- Adaptable and flexible approach to work with an emphasis on being able to respond positively to the evolving priorities, regularly communicating progress and priorities.
B.2. Workforce Forecasting
Two types of forecasting have to be done by any organizations Human Resources Department (Graham & Bennett, 1989). One of them is demand forecasting which is related to determining the number of employees that the organization will need at some point in the future as well as the knowledge, skills and abilities that these employees must possess (Price, 2008). Another one is supply forecasting which is related to determining what human resource will be available, both inside and outside the organization (Graham & Bennett, 1989).
Sources: The Times 100 (2009)
Forestry commission needs people for several positions like foresters, wildlife experts, machine operators and land agents; they also have opportunities for civil engineers, scientists, administrators, and finance, IT and human resources professionals (Forestry Commission, 2009). As a GB organisation, they have vacancies in , and (Forestry Commission, 2009).
B. 3. Recruitment at Forestry Commission
According to Dowling & Schuler (1990), recruitment involves searching for and obtaining potential job candidates in sufficient number and quality so that the organization can select the most appropriate people to fill its job need. Forestry Commission is a forward-thinking organisation which is constantly evolving, and they always look for people who can help them to rise to the challenges ahead. At entry level, Forestry Commission recruits people in six categories:
B.3.i. Modern Apprenticeship
People interested in becoming a forest craftsperson can undertake an Apprenticeship in forestry. Apprenticeship works alongside experienced staff (Forestry Commission, 2009). Apprenticeship throughout the UK includes shadowing their staff over a number of months.This could include: practical site management (e.g. habitat creation and restoration); working with communities (capacity building, project development and implementation); planning and undertaking countryside events, guided walks, cycle rides; and environmental education (The Times 100, 2009).. Participants may also have access to some formal training courses. Forestry Commission recruits apprenticeships periodically throughout the year depending on where and when an opportunity arises (Forestry Commission, 2009).
B.3.ii. GCSE/A LEVEL
People with GCSE or A LEVEL can enter a range of support roles at Forestry Commission (The Times 100, 2009). For example, they can apply for the role like personnel, finance or estate management. Most of these roles are office based (Forestry Commission, 2009).
B.3.iii. National Vocational Qualification
At Forestry Commission, national vocational qualification like engineering, forestry, or countryside management can lead to roles managing vehicles or planning forestry operation.
B.3.iv. Graduate and post-graduate
Graduate development program as Forestry Commission exists to identify and develop people with the potential to become the future leader of Forestry Commission (The Times 100, 2009). Graduate job roles include forester, engineer or scientist. At Forestry Commission Graduate can also takes on role as education rangers, working with schools and youth groups(The Times 100, 2009)..
B.3.v. Work placement
Forestry commission also offer short term and seasonal placement to interested students (Forestry Commission, 2009).
B.3.vi. Volunteering Opportunities
The Forestry Commission occasionally have volunteering opportunities around Great Britain (Forestry Commission, 2009).
B. 4. Selection procedures at Forestry Commission
According to Hackett (1991), “Selection involves predicting which candidates will make the most appropriate contribution to the organization- now and in future.” Selection procedures at Forestry Commission follow the following standard selection procedures.
Source: The Times 100, 2009.
B.4.i: Screening of candidates
Forestry Commission invites those candidates who, on the basis of the application form appear to have the most relevant qualifications, skills and experience for interview (The Times 100, 2009).. It is thus essential for the candidates to give a full but concise description of the nature, extent and level of the responsibilities they have held (Forestry Commission, 2009). For this reason it is important that candidate allow adequate time to complete the application documents.
B.4.ii.. Face to Face interview
The candidates who passed the initial screening are offered for and face to face interview at Forestry Commission. The Selection Board at Forestry Commission is normally consist of 3 interviewers who make questions to candidate mainly on subjects connected with their academic and/or work experience and candidates’ job-related achievements and interests (Forestry Commission, 2009). The Board’s main aim is to gain an insight into candidate’s ability to communicate, their personal and interpersonal skills, their intellectual, and professional ability. The Selection Board recommend to the Commissioners the candidates most suitable for appointment (The Times 100, 2009).
B.4.iii. Letter of appointment to successful candidate
If a candidate is successful, the Forestry Commission carries out enquiries into their age, nationality, health and other matters, to ensure that they are qualified for appointment (Forestry Commission, 2009). To enable these enquiries to be completed, they require seeing candidate’s original birth certificate and/or passport, as well as their educational certificates (Forestry Commission, 2009). When the enquiries are completed satisfactorily, the Commission then make a formal offer of appointment to the candidate (Forestry Commission, 2009).
B. 5. Training and learning at Forestry Commission
Forestry commission provide both on the job training and off the job training to the employees.
B.5. i. One the job training:
'On the job' involves training at work. This is the best way of learning practical work based . The trainee learns by carrying out real work tasks under instruction from a colleague, trainer or manager. For foresters this includes how to new seedlings and protect them from the cold and heat (The Times 100, 2009).
On the job training methods at Forestry Commission include:
Coaching - the coach guides and instructs the trainee (The Times 100, 2009).
- a mentor, a more experienced person, provides advice and support (The Times 100, 2009).
- an employee goes to work elsewhere for a short period to learn useful skills (The Times 100, 2009).
B.5.ii. Off the job training
Off the job' training involves attending courses and training events away from the workplace. The Forestry Commission invests heavily in training for managerial (Mark, 2005). This provides the leaders of the future. Through the process all have a Plan (PDP) which highlights their strengths and weaknesses. This makes it possible to build on the strengths and improve areas of weakness through training and development. The Forestry Commission's helps a manager learn to take on more responsibility (Forestry Commission, 2009).
B.6. Performance appraisal at Forestry Commission
Forestry Commission follow 360 degree feedback for performance appraisal. It is a tool to help people management and leadership skills by way of collecting information about individual leadership and teamwork competencies from work associates who regularly interact with the Forestry commission Executive Board (The times 100, 2009). The Executive board member uses the feedback to create an action plan to build on strengths and to develop in areas that will be required in the future. Managers at Forestry Commission are given feedback on their way of working from above (by their line manager), from below (by those working for them), from the side (by peer workers). By using 360 degree feedback form Forestry Commission can provide the organisation with a benchmark of internal behaviours and can promote a more open culture where the giving and receiving of feedback is an accepted norm (IRS Employment Review, 2001).
B. 7. Benefits at Forestry Commission
Employees get the following benefits at Forestry Commission:
B.7.i. Holidays
The annual entitlement for full time staff is 25 days, and employee can carry over up to 10 days into the following holiday year. Employee’s annual entitlement will rise to 30 days after they have been with the company for 5 years (Forestry Commission, 2009).
B.7. ii. Pension
Forestry commission is part of the Civil Service pension arrangements. For new staff there are two pensioning schemes to choose from, giving the employee more flexibility when arranging their pension (Personnel today, 2008). The two schemes are:
Nuvos - A defined benefit pension scheme to which employee contribute 3.5% of their salary. Forestry Commission also make contribution on behalf of employees (Forestry Commission, 2009).
Partnership pension account - a stakeholder pension to which employee can choose to contribute. The firm also pay contributions into employees pension fund whether they choose to or not, and these funds will be invested for employees by their chosen provider (Forestry Commission, 2009).
B. 7. iii. Flexible working
Flexible working at Forestry Commission include the potential for part-time working, job share, home working, annualised hours and a compressed working week (Forestry Commission, 2009). .
B. 7. iv. Flexitime
Most of the offices of Forestry Commission operate flexitime systems. This makes it easier for employee to pop to the shops at lunchtime or get to the bank before closing time, provided they have worked up the hours on Forestry Commission’s flexi system (Personnel today, 2009).
B.7.v. Family Friendly Benefits
Forestry Commission offer significantly more than the statutory minimum periods for maternity, paternity and adoption leave, and provide support and a number of flexible working options for those returning from maternity leave. The company also operate a career break scheme for staff who wish to extend their maternity leave, take a long trip to visit family overseas or want to travel the world (Personnel today, 2009).
B.7. vi. Advances of Salary
Forestry Commission gives an advance of salary (effectively an interest free loan) to help its employees to purchase a season ticket for public transport, sports/health club membership or IT equipment. Repayments are made through payroll over 12 or 36 months (Forestry Commission, 2009).
B.7. vii. Salary Exchange benefits
By choosing to exchange a proportion of their salary for these benefits employees at Forestry Commision could save tax and National Insurance on their value. Current options include Childcare vouchers and Bicycles under the (Forestry Commission, 2009)..
B.7. viii. Voluntary benefits
Forestry Commission negotiated discounts with a range of partners, so that employees can enjoy benefits like discounted holidays, car hire and gym membership (Forestry Commission, 2009).
B. 7. ix. People Support service
Forestry Commission have their own in-house staff support service which is staffed by people from within the Forestry Commission who understand how the Forestry Commission works. The aim of the People Support team is to help staff cope with personal, health, or work-related problems so that they can continue to give of their best in their jobs.
C. EVALUATOIN OF HR PRACTICES AT FORESTRY COMMISSION
C.1. Evaluation of recruitment
The Human Resources Department of Forestry Commission is working hardly to ensure the Forestry Commission can right skills people in the right place to meet the business demand of the organization. Forestry Commission aim to employ a diverse workforce which reflects Great Britain society. Therefore, they are committed to providing equal opportunities for all sectors of the community, irrespective of age, disability, ethnicity, gender, marital status, religion, sexuality, transgender and working patterns (Forestry Commission, 2009). The online recruitment process of Forestry Commission helps the organization to obtain a pool of suitable candidates for vacant posts. All the recruitment activities of Forestry Commission contribute to company goals and a desirable company image. Apart from that, Forestry Commission recruits people in a cost effective manner.
C.2. Evaluation of Performance appraisal
Performance management in Forestry Commission is the engine that tries to find out employee satisfaction level; as well employee’s need and complain at Forestry Commission (The Times 100, 2009). It is the cornerstone of its . When carried out the 360 degree feedback form, this system makes sure that everyone is told honestly about their performance. Employees are clear about the impact of their performance and what the consequences are for their development. Everyone within the organisation is pulling together to achieve the business strategy (The Times 100, 2009). According to a report made by Forestry Commission HR team (2009), 360 feedback processes can help the Forestry Commission by the following ways:
• Can provide the organisation with a benchmark of internal behaviours.
• Promote a more open culture where the giving and receiving of feedback is an accepted norm.
• The process can be a trigger for change, and complements other processes such as the performance appraisal system or a high potential programme.
• Can improve communication within the organisation.
• It can also create an organisational self-awareness and a cultural identity which in turn supports employee engagement.
C.3. Evaluation of compensation
All working with the Forestry Commission receive good rates of pay, which can rise steadily with greater responsibility. For example, a Senior Project Engineer is currently paid up to £41,000 per year (The Times 100, 2009). Other include a company car. Forestry Commission believe in rewarding their people by providing them with an excellent benefits package (Forestry Commission, 2009) . This includes everything from a generous Civil Service pension and flexible working options, through to retail vouchers to spend at top high street shops.
C.4. Satisfactory career path
The Forestry Commission promotes employees from within the organisation. Whether employees join with qualifications from school, college or from university, they have the opportunity of a long-term career path (The Times 100, 2009). The Forestry Commission benefits by keeping its trained staff, which is less costly than recruiting new ones (The Times 100, 2009).
C.5. Evaluation of Training and Development
The Forestry Commission is proud of its status as an Investor in People. This award is given to organisations that show a high commitment to looking after the needs of all their people (Keith, 2003). It sees training as an that helps the organisation to meet its aims and objectives. The Forestry Commission's in training and development enables like Murray Livingstone, Gordon Donaldson and Julie Mc Morran to develop more confidence in their roles (The Times 100, 2009). It also allows them to become more equipped to achieve their own and the organisation's objectives (Forestry Commission, 2009). The result is a better managed 'green' forest resource that everyone can from – people, animals, life, and the planet (Forestry Commission, 2009).
C. 6. Evaluation of Forestry Commission’s HR team
Human Resources department at Forestry Commission is working effectively in order to ensure the following standards at Forestry Commission.
- Teamwork - working as teams with colleagues and others to ensure that trees, woods and forests meet the needs of people in each part of Britain (Forestry Commission, 2009).
- Professionalism - enjoying and taking pride in work, achieving high standards of quality, efficiency and sustainability (Forestry Commission, 2009).
- Respect - treating one another with consideration and trust, recognising each person's contribution (Forestry Commission, 2009).
- Communication - being open, honest and straightforward with colleagues and others, as willing to listen as to tell (Forestry Commission, 2009).
- Learning - always learning, from outside the Forestry Commission as well as from within (Forestry Commission, 2009).
- Creativity - not being afraid to try new ways of doing things (Forestry Commission, 2009).
By ensuring all the above qualities among the employees, the HR team of Forestry Commission is adding value to the organization.
D. RECOMMENDATION
D.1. Workforce plan should be updated
In order to achieve the corporate plan 2009-2012, the workforce plan of Forestry Commission should be updated (Forestry Commission, 2009). It will help Forestry Commission to provide advisory services more strategically in line with their changing business needs. Updating workforce plan should also include revised policies and procedures on e-recruitment, and disciplinary and grievance arrangements (Personnel today, 2008).
D.2. Should consider employee feedback while changing location
There will be transfer of jobs and staff from Forestry Commission’s Cambridge office to a new office in Bristol by May 2010 (Forestry Commission, 2009). It’s not necessarily true that all employees would be happy if HR team move their job location. In order to reduce this problem, Forestry Commission can take the following initiative:
- They can transfer employees by providing promotion. It would be good idea if Forestry Commission reduces the number of promotion now, so that they could use it during the location change at 2010.
- They can discuss openly with their employees to find out which employees are interested for location change.
D. 3. Better coordination
According IRM Employment review (2004), a better coordination should be developed between the top management and lower level employees in Forestry Commission. It will reduce the chance of whistle blowing in the organization.
D.4. Health and safety issue
Health and safety issues critically important in the gas . According to Personnel Today (2008) Health and safety are changing all the time and regulations must also be considered by Forestry Commission. Apart from regular formal training, Forestry Commission should arrange some special training on health and safety rules (Mark, 2005).
D. 5. Should retain best employees
Forestry Commission must also ensure that it retains its best people. It is much more -effective to retain trained and highly skilled staff than recruit and train up new people (HRM Guide, 2006). Forestry Commission seeks to retain people by offering a mix of financial and non-financial .
E. LIST OF REFERENCES
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Keith. H., 2003. Forestry Commission pines for Office training. [Online] ITTraining; Oct2003, p7-7. Available at: [Accessed 01 September 2009]
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IRS Employment review. 2004. Average 5.5% award at Forestry Commission. [Online] IRS Employment Review; 5/7/2004, Issue 799, p40-40. Available at: [Accessed 25 August 2009]
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Mark. T., 2005. Forestry Commission case study. [Online] Estates Gazette; 12/3/2005, Issue 548, p216-216. Available at: http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=20432241&site=bsi-live [Accessed 25 August 2009]
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IRS Employment review. 2001. Forestry Commission. [Online] IRS Employment Review; Apr2001, Issue 725, Pay and Benefits Bulletin p13. Available at: http://search.ebscohost.com/login.aspx?direct=true&db=buh&AN=4630969&site=bsi-live [Accessed 25 August 2009]
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The Times 100. 2009. Forestry Commission: Developing people through training. [Online] The Times 100. Available at: [Accessed 01 September 2009]
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HRM Guide, 2006. October 30 2006 Employment Law Enews. [Online] HRM Guide. Available at: [Accessed 06 September 2009]
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Personnel Today. 2008. Top job: Jean Lindsay, Forestry Commission [Online] Personnel Today. Available at: [Accessed 05 September 2009]
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Personnel Today. 2008. Forestry Commission Tracks Carbon Emissions with COA Solutions System [Online] Personnel Today. Available at: [Accessed 05 September 2009]
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University of Strathclyde Business School. 2009. Why Study HRM? [Online] University of Strathclyde Business school. Available at: http://www.strath.ac.uk/hrm/about/whystudyhrm/ [Accessed 29 August 2009]
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Forestry Commission. 2009. Free Training Days On Offer To Help Wyre Forest Wildlife. [Online] Forestry Commission. Available at: [Accessed 29 August 2009]
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Forestry Commission. 2009. Career in Forestry. [Online] Forestry Commission. Available at: . [Accessed 04 September 2009]
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Bennett, R. & Graham, H.T., 1989. Human resources management . 6th ed. London: Macdonald and Evans.
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Armstrong, A. & Baron, A., 2004. Managing Performance. 2nd edition, London: CIPD.
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Price, A., 2008. Human Resource Management in a Business Context. 3rd ed. Singapore: Seng Lee Press.