This document helps in the advertising process, as the skills needed should be stated on the advertisement. It is a key document in the selection process as those who do not meet the minimum requirements will not be asked for an interview and the desirable section helps to shortlist applicants according to the best qualified.
Competency Frameworks
In addition to a Personal Specification a Competency Framework can be drawn up. The information collected from field study is used to describe typical behaviours that would be expected when observing a good performer.
This document makes the Job Analysis more thorough and easier for interviewers to assess and define what exactly it is they are looking for in an employee.
Whilst short listing from Application forms and CV’s, and during interviews the Competency Framework is consulted.
Below is an example of a Competency Framework for an area Manager of the Claim Group.
COMPETENCIES with levels
Level 1: Builds relationships internally
Level 2: Builds relationships externally
Level 3 maintains external networks
Advertising the vacancy
Before the vacancy is advertised by using the job description and personal specification the kind of market the organisation are aiming the advertisement at has to researched.
For the Claim Group to advertise for a claims advisor they would be advertising to the lower end of the market.
There are many different ways of advertising a job vacancy.
The Claim Group use these ways to advertise for their Claims advisors
Job Centre
This is a free way of job advertising and will reach the right market of employees that they are looking for.
Newspapers
Papers like the Sun and the mirror are used for their advertisement. Also local papers are used.
In writing up the advertisement the personal specification and job description is used to let people know what kind of job they will be applying for and if they have the qualities that are asked of them. Below shows an example of an advertisement for The Claims group and the underlined shows how the Personal Specification and the Job Description are used to complete the advertisement.
Re: Position of Claims Advisor
The Claim Group Ltd is a marketing and accident management company who provide a free legal service to members of the public who have had an accident that wasn’t their fault. Our scheme enables them to gain compensation for the injuries they have suffered.
We have vacancies for 25 canvassers to work in and around the Northampton area.
Hours available
9am to 5.30pm
12pm to 8pm
We will also consider flexible part-time hours for the right candidates.
Basic salary is 10-12k plus commission with on target earnings of 21k, plus mobile phone (pro-rota for part-time) with a fast management structure.
Please fax your CV to 0207 841 1001 or call 0207 681 6555 leaving a brief message and contact number. Please quote reference No. UN11.
Candidates should be self-motivated and have excellent communication skills. Sales experience would be an advantage, but training can be provided.
Main duties include canvassing in town centres, door canvassing and manning exhibition stands.
Local interviews.
The Selection process
Candidates can be selected through means of application form or CV.
An Application form is good to use because organisations can write their application forms to get the information that they want.
A Curriculum Vitae is good because it shows the candidates personality by the way their CV is layed out and written.
Candidates are short listed from the application forms and CV’s. The Personal specification is referred to see who has the qualities to go forward to interview.
The Interview
A successful interview is one that comes out with as much information as possible about the candidate so that it can be compared with the personal specification.
To provoke a candidate to speak the questions must structured properly and be open questions.
The Job description and Personal specification need to be looked over for question planning and the candidates CV or application form.
Each candidates interview needs to be assessed in the same way so that they can be easily compared to other candidates.
Some organisations use an interview assessment form that gives each candidate a score out of 10 for all the qualities that they would like in an employee.
The next page shows an interview assessment for The Claim Group Ltd.
Training, Development and Performance Management
Training and Development
The general definition of training is:
‘ The acquisition of a body of knowledge and skills which can be applied to a particular job’
Most large organisations employ a training programme to train their employees.
There are two main types of training programme, on the job and off the job training.
On the job training
The training or development takes place in the workplace itself.
Off the job training
This means that employees will attend courses outside of the workplace usually in either a specialist learning centre or local college.
There are two types of skills learned in the training and development process.
Transferable and non-transferable skills.
Transferable skills – are skills that can be used in a variety of jobs and will be of use to the employees if they decide to look for another job.
Non- transferable skills – are skills that apply to that job only and won’t be of much use to in any other job.
Types of training
Induction training for new employees
Induction training must be carried out so that employees will know what it is they are doing and how to do it.
It is the process of introducing new employees into the organisation.
An induction programme for the claim group will involve:
A tour of the building that they are working in, showing all the important areas.
A speech on the organisations history and culture
A briefing on their duties and their importance to the organisation.
An introduction to their team members and area manager.
The induction process is a way for everyone to get to know each other.
Initial training for new employees
After induction is carried out employees have to be trained on their job to insure the job is done properly.
The initial training programme for a claims advisor of The Claim Group is a trial day.
The duties of a Claims advisor are:
Door canvassing and canvassing in Town centres.
Their manager who assists in training shows them the proper way to the activities that needed to be carried out.
A claims advisors main activity is door canvassing. Employees are given a booklet on sales training and their manager goes through it with them. The booklet discusses the correct way to approach someone about a claim, the correct things to say, body language and the way to sell yourself.
On the trial day each person is to knock on doors and sell themselves to get a claim each time they knock on a door they are told what they have done right and what they have done wrong and how to correct it.
This training programme gives the employees a feel for their job and they are able to find the best way for them of doing it.
It also gives the employers an idea of how much training will be needed.
In-house training courses.
For claims advisors of the claim group legal representatives train them in-house.
Their training includes: Legal framework
What is a claim?
Guidelines for the assessment of general damages in a personal injury case
The benefits of in-house training are
- It is fairly cheap to run
- Course content is tailor made for the organisation
- Everybody gets to know each other
The subjects that are covered in the training courses add to the performance of the business. A claims advisors job is to get prospective clients who have had a trip or fall and refer them to solicitors. Their training on assessment of damages and legal framework give them the knowledge to decide whether a claim is worth taking to the solicitors. With this knowledge they can save time for everyone.
Developing employees
The Claim group uses the following programmes to help with the development of their employees:
Mentoring
New employees are given a mentor, which is usually either their direct manager or a team member. They are there to help them prosper in the business and guide them to success.
Understudying
An employee is attached to a manager as an assistant so they get an idea of the manager’s job. This would usually be an employee who has the potential to become a manager
Internal and external courses
Any employee who has the potential to be a manager but does not have the skills would be sent on a course.
All these development programmes help the businesses performance by increasing the skills that employees have so their job is done better.
The Claim group has good promotion prospects and people usually become managers by working their way up. The development programmes instilled in the organisation helps employees to work their way up. This is benefiting to the organisation because the managers are always experienced in the organisations culture so they will contribute to a better performance of the business.
Performance Management
The idea of performance management is that if employee’s performance is analysed and feedback is given to them they will be motivated to work more effectively.
It is the process of valuing employees worth to the organisation with a view to increasing it.
Using performance Management systems is important in running a business.
By carrying out performance appraisals on employees regularly, any problems can be identified and dealt with through training programs.
The benefits of performance appraisal:
- It helps to identify training needs
- It may reveal other problems – there may be difficulties with other staff
- May untap new skills
- Makes good communication between employees and managers
- Good appraisals can be motivating
- If dismissals need to be made then performance appraisal records will be available to consult.
Performance appraisals can be carried out in many different ways
The usual procedure and one that is carried out by the accident group is as follows:
The first task is for a report to be written on the employees performance so far and is usually carried out by the employees direct superior.
The appraiser writes an appraisal report about the appraised.
This is done on a blank sheet of paper giving freedom for the appraiser to write what they think and on a rating form giving the employees a mark out of 10 for each question.
The report needs to include an examination of the employees’ strengths and weaknesses, praise for their strengths and helpful criticisms for their weaknesses. Also advice for the future.
The second task is a discussion with the appraisee at an interview about their report.
This can be done as an,
- Open appraisal – the appraisee can discuss their report with their appraiser.
- Two-way appraisal – this is when the appraisee has the opportunity to appraise themselves. They fill in the same rating form and they are both compared. They then can discuss the differences.
- 360degree appraisal – this is where the employee is appraised by everyone they come into contact with the staff working for them, their managers and fellow managers and the customers.
Performance appraisals are carried out every six months.
An appraisal interview gives the chance for employees to be rewarded and told that they are doing a good job. It is a good way of motivating employees because at their appraisal interview they could get a pay rise or promotion.
Performance appraisals are based on motivating employees.
There are various motivational theories some of which have influenced how The Claim Group motivate their employees.
Motivational theories
Douglas McGregor and theory X and Y
McGregor said that managers made decisions about whether their entire workforce was in theory X or theory Y.
The employees were either
Theory X
All employees are lazy and unambitious and resist change. They have no interest in the organisation and would rather be told exactly what to do.
Or
Theory Y
The employees are interested in the organisation and want to be included in decisions and asked for their opinions. They will naturally work hard and want more responsibility.
When managing a theory X workforce there will be a need for constant supervision and a lot of specific rules and regulations
When managing a theory Y workforce, employees can be left to do their work and the manager can be positive towards them, as they know the job will be done properly.
The problem with this theory is that in this day and age most organisations have a mixture of both X and Y categories. Some employees will be motivated and some won’t. So organisations cannot really manage their workforce on one theory.
The Claim Group uses both ways to manage their employees. It uses strict rules and regulations for their theory X employees but also welcomes and opinions from their theory Y employees.
Fredrick Taylor and scientific management
Taylor worked as a factory superintendent where the employees didn’t work hard because they were afraid they would throw their friends out of work, employers paid as little as they could get away with and employees got few instructions on how do a good job they did them badly.
From his experience he thought that these ideas would make things better:
- Money. Only money would motivate them to work harder. He said they should be paid according to the items they made. Each item made would earn them more money.
- Properly trained managers should run organisations supervise employees properly.
- Employees must be trained thoroughly to specific tasks through what he called scientific management.
- Employees should be selected through tests and interviews to make sure they are right for the job.
- Employees would work without question if motivated by good pay.
Fredrick Taylor’s theory is the basics employed by most organisations. The Claim Group along with most other organisations now go through interviews and training processes when recruiting and realise the factors that are outlined by Taylor’s theory.
But more complex theories are now used.
Fredrick Herzberg and the two-factor theory
In 1957 Herzberg came up with his motivation hygiene theory. His theory states that two groups of factors affect employee motivation.
He said that there are certain factors that motivate employees to work harder, these are; achievement, recognition, responsibility, advancement, personal growth and the actual work itself. He called these satisfiers
He also stated the other factors that do not motivate employees to work harder and called them hygiene factors, these are; pay and conditions, status in the organisation, job security, benefits (pensions, company cars etc.), relationships with employees, the quality of the organisations managers.
Herzberg’s key point was that hygiene factors do not motivate but if they are not sustainable then the satisfiers will not satisfy.
Abraham Maslow and ‘the hierarchy of needs’
Abraham Maslow’s motivational theory is one that has been adopted by The Claim Group.
His theory states that motivation comes from meeting employees unsatisfied needs.
Below Maslows hierarchy of needs shows how he ranks each need, which must be achieved from the bottom to the top.
Once a lower order need is satisfied employees will become motivated by the prospect of gaining the next higher level.
From a manager’s point of view Maslows theory is:
- Employees need to be paid an adequate amount so they can be provided with their physiological and safety needs.
- Employees need social contact and friendships with their colleagues.
- Employees gain esteem when prospects of promotion are offered
- Self-actualisation. Giving employees the chance to become whatever they wanted e.g. boss of the company they work for.
The Claims Group has employed this motivational theory as a means of motivating their staff. They have a way of for filling each of Maslows needs.
Physiological and safety needs
Employees when introduced into the company are given a basic salary on which they can comfortably survive.
Social Needs
The Claim Group is based on teamwork and they work together in teams to meet targets. Through team working friendships with colleagues is encouraged for filling their social needs.
Self esteem
The Claim Group offers good prospects of promotion in their hierarchical structure. They raise self-esteem and motivate employees by offering better cars, mobile phones and pay at higher levels.
Self-Actualisation
This is achieved through good promotion prospects and better salaries at higher levels.
The interrelationship between performance review and training and development.
Training and development and performance management come as a pair.
The main aim of training and development is to increase employee performance and the need for training and development is identified through performance review.
Employee development is designed to release the potential within employees and this potential is recognised through performance review systems e.g. performance appraisals
Without one of the two systems each function would not be as affective. They are both designed to increase the effectiveness of each other.
Below is a diagram showing an example of how training and development programmes and performance review are linked.
Induction training ⇒ Performance review (need for extra training identified)
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Training (on the job or off the job courses)
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Performance review (promotion potential discovered
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Development training (e.g. mentoring or job enlargement)
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Performance review (training report and possible promotion.
Within the training and development and its performance management programmes various motivational theories as outlined previously are evident.
Influences on the training and development function
The theories of Taylor and Herzberg influences the way The Claim Group Ltd the training and development function:
Fredrick Taylor’s motivational theory states that:
- Managers should be properly trained to run organisations
- Employees must be trained in skills to do specific jobs through ‘scientific management’
Tailors theory shows the need for proper training of managers so the business is run smoothly and the training of employees will improve their performance
Herzberg states that:
‘ Achievement, recognition, responsibility, advancement and personal growth…and the work itself’ are the factors that influences employees to work harder.
Herzberg’s theory influences the development programme. The Claims Group development programme gives employees a sense of ‘advancement and personal growth’. The job enlargement and job enrichment programmes give employees a sense of ‘responsibility’.
Influences on the Performance management systems
Taylor and Maslow’s theories have significant influence on The Claim Groups performance management.
Fredrick Taylor states that:
- The only way to motivate employees to work harder is money and they should be paid on a piecework system.
- Employees will work without question if motivated by good pay.
Part of The Claim Groups performance management system is affected by the above theories. For example:
Employees are paid an adequate salary and to motivate them they are given targets to reach and by meeting them targets they will gain a reward or extra pay.
Abraham Maslow theory states that;
What motivates employees to work harder once satisfied by a lower need is the need for the next highest level.
From a performance management point of view his theory claims that:
- Employees need to be paid adequately so they can provide themselves with their physiological and safety needs.
E.g. employees of the claim group make between 11 thousand a 21 thousand per annum providing enough money for employees to live on.
- Employees need social contact through friendships with colleagues.
E.g. teamwork training and development programmes assist in employee relationships.
- Esteem is provided through prospects of promotion and offering higher managers a better overall deal.
E.g. Development programmes give employees prospects of promotion. Performance appraisals give employees the chance to show they have potential for promotion.