HRM AT SCOTTISH POWER
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Abstract The coursework is going to describe about current HR practices and procedures at the largest UK energy supplier Scottish Power. More specifically, it's going to give a clear idea about the recruitment, selection, assessment, performance and reward management of Scottish Power. While doing so, emphasize are mainly given on current practices as well as strength and weakness of those practices which are shown in evaluation part. Finally, some recommendation has been provided considering the current weaknesses of human resource management of Scottish Power. Table of Contents Contents Page Number 1. Introduction and overview 4-6 1.A. About the company 4 1.B. Vision of Scottish Power 4 1. C. Product and Services provided by Scottish Power 5 1. D. Aim of the research report 6 2. Current HR practices at Scottish Power 7-22 2. A. Job Analysis 7-9 2.B. Workforce planning at Scottish Power 10-11 2. C. Recruitment at Scottish Power 11-14 2. C. i. Apprenticeships 11-12 2. C. ii. Graduate program 12-13 2. C. iii. Recruitment process at Scottish power 14 2. D. Employee Selection Steps at Scottish Power 15-17 2. D. i. Submission of Application form 15 2. D. ii. Screening of candidates 16 2.D.iii. Interview 16 2. D. iv. Assessment day 16 2. D. v. Final selection of employees 17 2. E. Training and Development at Scottish Power 18-20 2.E.i School Based Programmes 18 2.E.ii. Community Based Programmes 18 2.E.iii. Work Based Programmes 19 2.E.iv. Staff Development Community 19 2.E.v. Financial education seminar 19 2.E.vi. Employee Assistance program 20 2. F. Employee benefits at Scottish Power 20-22 2.F.i. Basic Salary 20 2.F.ii. Stakeholder Pension 20 2.F.iii. 31 days' holiday inclusive of statutory holidays 20 2.F. iv. Sick Pay 21 2.F.v. Occupational Health 21 2.F.vi. Childcare Vouchers 21 2.F.vii. Gym Membership 21 2.F.viii. Give As You Earn 21 2.F.ix. General Motors Partners Programme 22 2.f.x. Voluntary benefits 22 3. Evaluation of HR procedures and process of Scottish Power 23-26 3.A.
The candiate will also receive an email to notify you of this (Scottish Power Limited, 2009). 2. D. Employee Selection Steps at Scottish Power The selection process involves identifying talented individuals. The company particularly requires individuals with a business or engineering background. The typical steps in the selection process are of Scottish Power are: Selection steps at Scottish Power Source: The Times 100 (2009). 2. D. i. Submission of Application form The process of selection gives candidates different ways of presenting themselves to best advantage (The Times 100, 2009). A clear and compelling application form showing what a candidate has achieved is the first element (Scottish Power Limited, 2009). 2. D. ii. Screening of candidates To screen candidates, Scottish Power recruitment managers compare the online application forms to the skills and competencies the role needs (The Times 100, 2009). The candidates who are selected then invited for a face to face interview (Scottish Power Limited, 2009). 2.D.iii. Interview At interview, the employee has the opportunity of expanding and explaining their suitability for the role (The Times 100, 2009). The successful candidates at interview then invited for an assessment day at Scottish power (Scottish Power Limited, 2009). 2. D. iv. Assessment day At Scottish Power, Selecting suitable candidates currently involves the following test at assessment day: * a group exercise * an individual presentation * psychometric testing * a competency-based interview In assessment and role play exercises, applicants can demonstrate key competencies such as team working, planning capabilities and leadership potential (The Times 100, 2009). This is important as Scottish Power looks for those people who will have the capacity to develop both themselves and the business (The Times 100, 2009). Selection for Scottish Power also involves identifying people with particular personal qualities including a passion for achieving the highest standards (The Times, 100, 2009. These include, for example, having the ability to communicate and influence others (Scottish Power Limited, 2009).
4. Recommendations 4. A. Should give more emphasize on Health and Safety trainings to employees Health, safety and environmental laws all regulate the operations of Scottish Power (Datamonitor, 2006). With rising awareness of the effect that the environment has on human health, regulatory standards have been continuously improved in recent years. In 2005, one of the most important developments in this area has been the introduction of the Kyoto Protocol for the reduction of greenhouse gases (Company report, 2006). The protocol calls on industrialized countries to reduce their annual greenhouse gas emission levels by an average of 5.2% (relative to 1990 levels) during 2008-2012 (Company report, 2006). These regulations may affect the company's existing operations, as the group will likely have to devote a portion of its capital spending to complying with new or more stringent codes (Data monitor, 2006). Scottish power should provide effecting training the people who are involved especially in production area. 4.B. Should hire better employees to improve services The contribution from the electricity generation segment is still very low in proportional terms (Datamonitor, 2006). Most of the company's competitors have a strong presence across the entire electricity value chain, comprising electricity generation, transmission, and distribution and are in a better competitive position than Scottish Power (Datamonitor, 2006). A weak generation portfolio is a competitive disadvantage for the company (Datamonitor, 2006). In order to get rid from this problem, Scottish power should hire more expert employees who would be able to help them to improve their service. 4.C. Should recruit wide range of people Scottish power should give more emphasize on recruiting diverse engineering workforce. It plans recruitment to ensure it has a socially inclusive workforce. This is important as it will enable Scottish power to reflect the diversity of its customer base (Kenny, 2008). For example, it is useful to have employees from different nationalities and backgrounds to communicate with customers that do not speak English as a first language. Recruiting more women engineers may help to attract female customers (Kenny, 2008). 5.
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