Wood & Albanese 1995 states the major categories are commitment and trainability which view is also shared by Hoque (1999) mostly on the subject of trainability. Sturdy et al, 2001; Marchington et al, 2001; Callaghan and Thompson argues that employees in these modern times would gladly provide and fund towards training only if the employee shows enthusiasm, commitment, the right social skills and attitudes. Finally the main point for ‘selective hiring and sophisticated selection’ is to get “pool of high-quality candidates, and that a comprehensive induction programme represents the final stage of successful of recruitment and selection”. When recruiting and selecting it is important for companies to remember laws such as:
- Sex Discrimination Act 1975
- Race Relations Act 1976
- Disability Discrimination Act 1995
- Employment Equality (Religion or Belief) Regulations 2003
- Employment Equality (Sexual Orientation) Regulations 2003
- Age Discrimination
(Marchington & Wilkinson 2002)
Extensive training, learning and development
This is arguably one of the most important elements of ‘best-practice’ HRM (Marchinton & Wilkinson 2002, p183). Following recruiting the very best of the best employers must make sure that the best stay the best in their line of work and the way to do that is through extensive training, learning and development. By doing this any organisation can remain competitive with their up-to-date modernised employees. Boxall (1996, p67) sees this as one element in ‘human process advantage’. ‘Learning’ it self is crucial because it does show how employers are willing to encourage and fund employee development.
Training was provided at fewer workplaces in the private sector than the public sector. CIPD survey (Guest, et al, 2000a: 15) reports, quite surprisingly that ¼ of respondents claimed to offer at the at least a month of training to their employees annually even though 13% stated that they offer none at all. Companies who want to use their workforce to add value to their business should put their employees through extensive training not only the short term ones to cover minor situations but one that would help them for all time, and there are many organisations who offer training such as ‘Learn direct’, the ‘Learning Skills Council’ and ‘Investors in People’ which is a national initiative aimed at encouraging excellence in approaches to human resources management
().
Employee involvement and voice
There are often unions involved to give employee ‘voice’. Surveys can be conducted to measure employee involvement and voice as well as team meetings/briefings. Referring to Pfeffer there are two main reasons why information sharing is vital.
It is important to keep employees happy and motived in their positions as statistics from ‘perceived job security: by type of employment, 1998’ (appendix fig 1.4) show that the majority of workers are satisfied and feel that they have job security form their companies special the ‘part-time’ and ‘permanent staff’. Organizations conduct surveys/questionnaires to make sure they staff are motivated and happy. Figure 1.5 (appendix) shows that both males & females chose ‘Other aspects of present job unsatisfactory’ (males 29% females 31%) and if companies fail to monitor employees motivation then workers would leave so it is important to do appraisals etc.. to make sure that the employee is motived and happy.
To start of open communication regarding financial aspect of performance, strategy and operational measures that expresses a message which shows employees are trusted (Marchinton & Wilkinson 2002, p184). Information sharing in all parts of the business is crucial as workers would understand the companies situation and produce strategies based upon the same information and downward communication should be used for informing the workforce on the companies current state and what need to be done and if this isn’t done then the workers will be clues and helpless to be able to help the company. Sharing information would show that the company trusts workers and this would increase motivation and a friendly environment than of the Taylorism from the past times. Most attitudes surveys have shown for years that employees would like to have more information about their organization and the chance to contribute to and influence decisions (Marchinton & Grugulis 2000).
Self-managed teams/teamworking
Teamworking stems from the simple recognition that a company′s outputs are likely to be maximized when the people who make up that company act as a team rather than as a collection of individuals ( Kea W 1995) In the last decade this method so teamworking/self-managed teams has become very valuable in more and more organizations. It is recognized as an important feature in candidate during the selection process as it is fundamental to organizational success (Marchington, 1999). Teamworking is seen as a new and better way to solve problems in difficult situations, it helps individual put their minds together to create a solution to which ever problems arise. It helps better decision-making and the achievement of more creative solutions (Pfeffer, 1998: 76). Working in teams will decrease stress sin the workplace and is sometimes known to boost attendance and decrease absenteeism in the workplace as it helps employees gain better motivation in their work which leads to job satisfaction. “Teamworking is a long-established practice. Teams can now be observed at all levels in all types of organizations”(Staniforth. D, 1996).
Belbin defines teams as "A tendency to behave, contribute and interrelate with others in a particular way" (http://www.belbin.com). Organizations form these teams and groups to create a better business structure, discipline and division of labour as “Teamworking is a collective way of organizing and working. It offers the potential benefits of synergy from the creation and implementation of esprit de corps.” (Staniforth. D, 1996). 65% of workplaces claim to have teamworking and just 5% of these ‘teams’ could be categorised as automous groups in which team members have responsibility managing their own time and appointing their leader (Cully et al, 1999, p43). The problems with self managed teams would be that management would be at threat of redundancies and that disputes may arise.
Working on individual sown initiative is sometimes good if constant teamworking in d0ne they may become helpless on their own so further developmental skills may be lost.
High compensation contingent on organisational performance
There are two types to this factor and they are larger than the average compensation and performance related reward. This sometimes sends indication to employees which makes them think that they deserve the plenty of rewards for the work that they have done but it is important to show them benchmarking results of other company’s employee performance so they know they need to remain hard working and improve eon skills that they don’t attribute. Rewards can be given in various ways; many companies have the culture of giving a annual bonus, an increase in wages or by getting a proportion of the annual turnover. Rewards should be given when employees develop a positive employment relationship, developing a performance culture (please refer to fig 1.6 in appendix), motivate people and ensure commitment and engagement (Armstrong & Stephens 2005).
HR can help create a culture which is encouraging of high-performance which will then help managers identify job profiles roles and roles which leads to setting realistic performance measures. Designing effective appraisal and development processes will be important to any business as employees will benefit from this as feedback from this process is usually given to help achieve better performance. Having good Appraisal Systems has great outcomes as it would help improve individual performance, set realistic and achievable goals, improve morale and motivation, determine rewards, help select people for promotion (Bratton & Gold 2003:251). There are also very types of rewards please refer to appendix fig 1.7 (Armstrong, M. and T. Stephens 2005).
Reduction of status differentials/harmonization
This is very important in the working environment (specially in Japanese companies) as it reduces segregating in organisations that certain people don’t have to wear uniforms and some do and different seating in the cafeteria. These tactics are now decreased to show the common manual worker that they are a valued member of the organisation and that they deserve to be treated the same as anyone else therefore this boosts motivation and makes the company feel more like a family and develop the same sort of culture that a family would have. This is also seen as a way for employees to offer their ideas within an open management culture (Marchington & Wilkinson 2002). Pfeffer (1998) argues that ‘employee ownership, effectively implemented, can align the interests of employees with those of shareholders by making employees shareholders too’.
That is a great idea to make employees apart of companies shareholders, not only will this increase motivate and more interest in the business but it could help the company by having more investors and the dividends that employees make can be like a reward to them from the organisation.
In a survey conducted by CIPD showed that 80% (Guest et al 2000b) had harmonised holidays and just under a half reckoned to have a formal commitment to single status (Marchington & Wilkinson, p188). The extract in the appendix fig 1.8 shows that the public sector has more companies who are more committed to the HR practice
FINDINGS
I have managed to get corporate documents relating to Barclays HR department and also primary research was conducted for my chosen Branch of Barclays (see introduction for details). For primary research I done one interview with the Branch manager (paper form) and asked him to give out a few questionnaires and have received eleven back.
Employment security & inter promotion - Barclays bank employs staff both part-time and full-time basis and referring to my questionnaire results (appendix 2.4) there are more females working at that branch and 8 are full time and 3 part time. When asked about job security 9 replied they feel they have it whereas as 2 replied saying they don’t. During the interview with the branch manager I asked the manager if internal promotion was a big issue in Barclays and he has told me that a lot of recruitment is done that way as he himself was transferred from another branch to this one whereas in the other branch he worked for some eight years before reaching his managerial position.
Selective hiring & sophisticated Selection - Selecting for Success is an essential part of managing Barclays. It seeks to provide a realistic and flexible approach to increasing Barclay’s standards in the recruitment and selection of its new team members. Barclays carefully takes authorisation to recruit and create efficient documents and communicates an effective system for the authorisation of hiring (internal and external), including proposed compensation and principal terms & conditions.
Barclays ensure that they have processes in place to meet the requirements of the Group Policy on the Employment of Employees from the Statutory Auditor (GROUP RESOURCING PROCESS / 2006).Barclays ensures that all role profiles all roles must have an up to date role profile completed before launching a recruitment activity.
Barclays sometimes recruit internally and internal Advertising is the best way to find the right person for the job. Barclay’s managers ensure that internal candidates are given a reasonable opportunity to apply for jobs commensurate with business drivers and other local dictates. During Barclays Selection Process all Barclays recruiters must look to have completed the Equality and Diversity training Success Through Inclusion available on the intranet, before commencing any recruitment.
Barclays uses various selection tools as selection tools help ensure candidates are assessed effectively against the skills, knowledge and competencies required for the role. Where using licensed tools, assessors must be properly trained and accredited, as necessary.
When recruiting and hiring managers Barclays ensures they are competent to undertake recruitment selection, including having completed any mandatory training required by the Business Area (e.g. discrimination/equality & diversity training available within their business areas). All hiring must be completed In line with the Barclays Employment Screening.
Extensive training, learning and development - When asked about training in the questionnaire, all 11 of the staff members said they were trained both externally and internally. During the interview the manager told me that external training
was given to those who are higher up in the hierarchy and to those who have been promoted and need further training to be able to manager their new position. He also said that mostly internal training was done for branches of Barclays where employees were shown how to function in any Barclay’s branch (The full training table is in the appendix fig 2.1).
Employee involvement & voice- When asked about getting the chance to share ideas within the company 10 said they got to and one said he/she didn’t. the manager informed me through the interview that it is important for employees to get involved in the decision making process and that the staff have a voice in the workplace this shows that Barclays allows a democratic culture to be established for employees to feel more important in. Barclays resourcing’s policy uses anonymous questionnaires to monitor various processes as questionnaires are analysed in order to determine the training needs of member organizations (Al-Khayyat & Kuwait). It is at the discretion of candidates, as to whether they complete the forms, however it is compulsory that a hiring manager completes the relevant questionnaire.
Teamworking - in my questionnaire I asked the staff if they worked in teams and if they liked it the results showed that all 11 of staff said they did work in teams and relating to that the next question asked dif they liked working in teams and the result was 8 said yes 3 said no. the manager stated that when management isn’t present it is vital to work in teams in order to resolve problems and this si exactly what takes place at Barclays even if management is present..
High compensation on organizational performance - When asked about the rewarding system at Barclays the majority employees stated in their questionnaires that rewards were given (7 people said so) whereas 4 replied there was no such thing obviously the workforce is confused on those points. In the interview with the branch manager he stated that rewards were given to employees when needed
but not regularly as it would result in rise in dispute between workers specially on annuals bonuses. Employees who are pregnant or on maternity/ adoption leave must be included in the relevant selection pool and assessed and ranked in the normal way (Document Number RLG00060.5). Still care must be taken that the decision to select out is not advertently or inadvertently based on a reason connected with the employee’s pregnancy or maternity leave.
Staff who are on maternity leave but not yet due to return will have priority over ‘non displaced’ staff in applying for new roles so long as they reach the benchmark standard required for the role. See section 3.3.1 for Displaced Maternity candidates (Document Number RLG00060.5)
Reduction of statues differentials/harmonization – the branch manager stated that he had his own parking space and that executives in had offices were treated better than employees. But he also stated that w as the only difference and that everything else there wasn’t any other segregation as he ate with employees and same faculties were sued by both parties to show that employees are just as important. In my questionnaire to employees the final question asked if people higher up in the hierarchy got treated better than those who weren’t and the result was 11 members of staff disagreed so that shows that Barclays has applied most of the best practices well and only having problems on some.
“Employees seem increasingly happy to recommend Barclays Business Banking to friends and relatives as a good place to work”
(Human Resource Management International Digest).
ANALYSIS & DISCUSSION
Employment Security & Internal promotion– form my findings I can analyse and state that Barclays offers employment security to employees who are an important part of the business and are who hardworking. Barclays hires a lot of temporary staff to sometimes take on the work load of the current team and this relates to best practice. If an employee is with a organization for a very long time they are given job security for life (tenure). The branch I looked at showed that all the employees felt that although they didn’t have tenure they felt some sort of job security. In findings I discovered that Barclays does promote within in the company if they feel that they have the right person for the job already or if not they will create advertisement for internal use and if that doesn’t work they can promote externally but this is known to be costly.
Selective Hiring & Sophisticated selection – Barclays has a strict procedure when hiring for new employees they put them through variety of tests which is good to test their skills and competency level. Barclays needs authorization every time they recruit which shows they carefully select candidates with their system. Barclays uses various selection tools which shows that they are keeping up with the best practice which states that in order for a company to be successful recruitment and selection must be done carefully and this is exactly what the company is doing. Knowing hat Barclays abides strictly to government laws on discrimination is a good tactic because breeching could seriously damage the company’s image. They have their own program StS (Success though Selection) which is available on their own intranet, this shows they have a whole system and detailed policy and procedure when they select so the wrong people are not hired. Overall Barclays is keeping up with best practice on this second section of the model very well and possibly the best out of the seven.
Extensive training, learning & development – reviewing here Barclays keeps staff up-to-date with training as my findings refers back to the questionnaire where employees felt that they were able to do their job properly because of extensive training and this relates to best practice where Pfeffer stated that it is vital to keep employees up-to-date to be competitive. During the interview with the manager, he stated that training is given mostly on the job for short term situation but for graduate training and advanced training it is mostly done externally. Overall Barclays is keeping up with best practice at a good standard as employee of the branch said that they were happy with training given which shows the business adds value to it self via its people which relates to best practice.
Employee involvement & voice – Barclays has very few employees with unions as Barclays give all the basic needs to the employee. There was very little feedback on this section but from findings I gathered that employees as given questionnaires to review performance which are then returned to MI (OPMI) tea for evaluation. This shows that the best practice model is being followed at Barclays. Employees at Barclays are able to give opinions and ideas plus team briefings were given weekly which shows from my findings and this is another important factor of best practice.
Teamworking – Barclays bank use teamworking commonly as my findings show that the full workforce answered that they work in teams and only a minority stated they didn’t like working in teams as the majority. Teamworking is essential to Barclays states the manager (of my chosen branch) which shows team workings are conducted in that branch as well as many other which just proves Barclays is not slacking in this section of best practice.
The problem I found here is that Barclays doesn’t use teamworking enough and more team briefings should be given more than once a week except for that the best practice in this section is done sufficiently.
High compensation contingent on organizational performance – there was very little data given in feedback towards this and all I know form here is that rewards are given (according to my finds of employees) but many feel that they are not getting enough. The manager state din our interview that bonuses were given to managers and mostly executives which should be changed only a little to suit best practice and the common worker may find this de-motivating. There are benefits of working at Barclays as a long maternity is given fro employees whoa re pregnant and employees are rewarded with performance related pay at times. Barclays does give recognition to those employees who are working to their highest extent for the company which shows dedication and commitment and those workers are rewarded with possibly tenure to internal promotion up the corporate ladder or a increase pay. Appraisals are conducted every 6 months according to the interview I had with the manager where he stats ‘’it is important to understand the problems our employees face at Barclays and we welcome them to ask questions but every 6 months is when it is done formally”. Overall Barclays is keeping up to good standards of best practice eon this section but needs to give simpler rewards to those who aren’t receiving any at all to boost morale.
Reduction of status differentials / harmonization – during my interview with the manger he stated that in actual branches there is managerial parking space and also in the headquarters for company executives.
There isn’t heavy segregation of people working at different levels, as managers eat at the safe cafeteria and sue the same rest rooms etc…
There isn’t much difference in uniforms although strictly formal for employees but managers tend not to always wear the full uniform as employees do. Managers do get special treatment as do executives, his I feel must be changed because this isn’t best practice material it’s the opposite, Pfeffer stated that it is important for employees to feel that they are just as valued and should be given almost the same treatment as anyone else in the company. In order for the employees to give more than their best is to treat them as equals which a numerous amounts of theorists have stated. Overall Barclays is covering this part of best practice satisfactorily but not fully and having done so could have boosted production and morale more.
The rating I would give to Barclays for each section of best practice would be as follows:
Reduction of status differentials / harmonization = 5/10
High compensation contingent on organizational performance = 6/10
Teamworking = 8/10
Employee involvement & voice = 7/10
Extensive training, learning & development = 8/10
Selective Hiring & Sophisticated selection = 10/10
Employment Security & Internal promotion 7/10
Total out of: 51/70 = 73%
I base these ratings upon random sampling results form the appendix questionnaire and interview results.
CONCLUSIONS
Barclays Bank plc overall is a good place to work as employees are taken care of well. I do feel that Reduction of status differentials / harmonisation is a cause for concern as the rating for this was the lowest score out of the 6 other practices whereas High compensation contingent on organizational performance was the second lowest. If Barclays aren’t able to improve those standard then the company may face having an image which says that if you are just an employee there you won’t be treated as well as others who are higher up in the hierarchy, plus if the second point isn’t updated then it would seem that Barclays only rewards people who are executives and directors and so being an employee you wouldn’t get hardly anything. One of the components in best practice for this is give awards to employees for good work after benchmarking other company’s employees and getting current employees to be shareholders as well.As a whole I conclude that Barclays bank is doing very well with keeping up with best practice reaching a good standard for the workforce.
RECOMMENDATIONS
Best practice is being used well at Barclays but 5/7 being used well is good but to make it great Barclays needs to use all 7 fully. The need for concern were mainly at high compensation/organisational performance which I recommend that Barclays update soon or Barclays would start to lose employees and a large staff turnover could give the company a bad name. That point is important as if shows employees that they will be rewarded for their hard work and that they are appreciated. The second point which is slacking is reduction of status differentials / harmonisation where executives and managers are treated better because of their positions, best practice is lacking here because originally intent for this point was to make sure employees feel they are within a family of equality where everyone is treated the same Barclays seems to have problems here so I recommend that this should be upgraded and people can park where they want and be treated the same so Barclays will then look like a company that respect everyone’s position weather it be an executive or a cashier.
REFERENCES
Web sites
Books
Armstrong, M. and T. Stephens (2005), Employee Reward Management and Practice, London: Kogan Page Limited.
Bratton, J. & J. Gold (2003), Human Resource Management. Theory and Practice. Basingstoke: Palgrave McMillan.
Holbeche, L . (2001), Aligning Human Resources and Business Strategy. Oxford: Butterworth-Heinemann.
Journals
Al-Khayyat R, Kuwait S,/ Training and development needs assessment: a practical model for partner institutes/ 1998/ Institute of Banking Studies
Human Resource Management International Digest/ Volume 11 Number 5 2003 pp. 19-22
Marchington M, Grugulis I / ‘Best practice’ human resource management: perfect opportunity or dangerous illusion? / 2000 /the International Journal of Human Resource Management/
William Rea/ The role of teams in a new company/ 1995/ Human Resources at NatWest Life, Bristol.
Corporate Documents
Barclays Bank / GROUP RESOURCING PROCESS / 2006
Resourcing and Learning / External Recruitment / Document Number RLG00060.3 / Version 2
Resourcing and Learning / Equality and Diversity in Resourcing / Document Number / RLG00060.4 / Version 1
Resourcing Policy / Selection of Candidates / Document Number RLG00060.5 / Version 2
Resourcing and Learning / Selecting for Success / Document Number RLG00060.9 / Version 1
Resourcing and Learning / Selecting for Success / Document Number RLG00060.9 / Version 1
The following writers were quoted from Marchingston & Wilkinson, 2002:
- Patterson and et al.
- Boxall
- Hoque
- Sturdy et al
- Callaghan and Thompson
- Guest, et al,
- Staniforth. D
- Cully et al,
- Armstrong & Stephens
PERSONAL LEARNING STATEMENT
I chose to do Human Recourse Management because I have want my business studies degree to lead into the HR pathway and also because I had done Organisation psychology in the fist semester and passed which only increased my motivation to do this. I found this module challenging specialy because of the coursework not that it was complicated but the amount of work that needed to be put into it, after all it was 100% of the module.
My weaknesses in the module was a lack of attendance with the 2nd semesters pressure I found my self struggling to travel 1.5 hours to get to any lecture specially since I had to do 90 credits this semester alone. My strengths in the module were being able to understand the material from just PowerPoint presentations and the books that I have at home. I always had a top mark in HRM since GCSE to college times. I have chosen to go into HR as a career and this module has only increased my motivation towards it. I feel could have tried harder to increase my attendance then maybe I would have understood my coursework further and gained higher marks.
I can improve now on my attendance and work harder on time management so I am able to do all my work on time and be finished to a good quality standard before the deadline date.
APPENDIX
1.1 Branch Map
1.2 Components of ‘best-practice/’high-commitment’ HRM
1.3 Maslow’s Pyramid
Esteem Needs
Once a person feels a sense of "belonging", the need to feel important arises. Esteem needs may be classified as internal or external. Internal esteem needs are those related to self-esteem such as self respect and achievement. External esteem needs are those such as social status and recognition. Some esteem needs are:
- Self-respect
- Achievement
- Attention
- Recognition
- Reputation
Maslow later refined his model to include a level between esteem needs and self-actualization: the need for knowledge and aesthetics.
-Extracted from-
1.4 Perceived Job Security by type of employment 1998
1.5 Data Sheet of employees looking for new jobs (reasons)
1.6 Performance Management Chart
1.7 Elements of total reward system
Source : Armstrong & Stephens
1.8 Table of Human Resource practice
Extracted form Marchington & Wilkinson 2002, p188
1.9 Barclays Employment Screening Policy
Barclays Employment Screening Policy
Author: Norman Russell, Senior Corporate Security Manager
Date: 26/08/05
Version: 8
2.0 Recommended training Table
Recommended training
The table below shows the recommended training hiring managers should undergo before carrying out any recruitment activity.
2.1 Retention Form
* Please note the data obtained from the Equal Opportunities forms, for all candidates, is held on the central recruitment system within R&L, and therefore the forms can be destroyed.
2.2 Interview form (for manager)
INTERVIEW FORM
FOR
MANAGEMENT
- Does Barclays offer security? And transfer employees internally?
- How does Barclays Recruit future employees
- and go through the selection process?
- Do you provide on the job training or off the job training?
- Do you allow your employees that you manage to work in teams?
- Do you permit your employees in downward communication and let them in on corporate financial information?
- Is there segregation and a different class of workers such as a white/blue collar employee? Who seats at a different place wears different uniform, park somewhere different?
- What kind of rewards do you give to your employees whose work helps the organization perform better?
- Thank You -
2.3 Questionnaire form (both both managers & employees)
Questionnaire
Q1 are you male or female? (Please tick)
Q2 are you a part-time or full-time worker? (please circle)
Part-time
or
Full-time
Q3 do you feel you have job security at Barclays?
(Please tick)
Yes / No
Q4 Do you get trained
internally
externally?
or
Both
(Please tick)
Q5 Do you get to share you ideas from your position? (Please tick)
Yes / No
Q6 do you get to work in teams? (Please tick)
Yes / No
Q7 if you answered yes do you like working in teams? (Please tick)
Yes / No
Q8 Do you get rewarded for good work at Barclays?
(Please tick)
Yes / No
Q9 is there segregation at all from managers to employees at Barclays? (Please tick)
Yes / No
2.4 Results for questionnaire
Results for Questionnaire
q1 7=females 4=males
q2 8=full-time 3=part-time
q3 9=yes 2=no
q4 11=both internally & externally
q5 10=yes 1=no
q6 11=yes
q7 8=yes 3=no
q8 7=yes 4=no
q9 11=no
Roehampton University ‘Best Practice HRM Report’