The disadvantages of an application form include the applicant not being able to include further information which they feel is relevant and would enhance their application. This could mean that Northbrook may miss out on appointing the best person because of the fixed layout of a form. A standard application form for Northbrook Technology can be found in the appendices section.
Northbrook does accept Curriculum Vitae, but as stated earlier, these must be accompanied along with a standard application form. CVs are more likely to be accepted by Northbrook for Managerial positions rather than technical positions. Comparisons are made easier by having an application form submitted with every CV. A CV is a document created by the applicant and a list of the skills, qualifications and experience. CVs can usually be compared with ease as they follow a similar format. An advantage of this could be that shortlisting is done more quickly as Northbrook could see at a glance who has required qualifications for the post. A disadvantage of using a CV is that Northbrook has no input regarding the information which an applicant includes, so there is no guarantee that is would tell Northbrook everything they need, to know about the appointment.
When application forms are received, shortlisting begins. Northbrook will compare the applications against the Job Description and Person Specification. Those applicants who do not meet criteria set in the Person Specification will not have their application taken any further and those who do meet the criteria will be invited for a software programming test.
There are two levels of software testing. One is for graduates and the other is for non-graduates. Testing gives Northbrook an idea of how suitable the applicant would be for the job. It also ensures that what is said on the application forms is true, because the skills listed on the form would be tested. The results of the test are examined and the applicants who score the highest on the test will be invited for an interview. This is the second stage of shortlisting.
Northbrook will only interview the small number of applicants who pass the software test. The interview will test communication skills, manners and personality. This is important because this information cannot be gathered from an application form or CV as there is no direct contact being made with the applicants. At the interview, Northbrook will ask a number of general, technical and behavioural questions. As well as a Technical Manager on the interview panel, there will also be a member of staff from the Human Resources department. A disadvantage of using interviews is that the applicants may be nervous and may not sell themselves on the day which could be a let down for the applicant even though they may be a good applicant. If a candidate is successful Northbrook will check references and then notify the candidate. Jim Norris said that this is sometimes done by letter, but more so by email, this is because of the high number of overseas applicants where post is not practical.
Successful candidates will also be issued with a Contract of Employment will starting work. All unsuccessful candidates are also informed of Northbrook’s decision; again this may be by letter or email, depending on whether or not applicants live locally or overseas. This is a professional thing to do, as it means candidates are not waiting around unsure of the decision, and can start looking for jobs elsewhere.
There are some methods of selection which Northbrook does not use. A letter of application allows candidates to put their own information and to sell themselves by including information which an application form may not permit. A letter may make the shortlisting process longer for Northbrook, as comparing one letter to another is more difficult than comparing 2 CVs or 2 application forms.
In Northbrook presentations are not used as a method of selection. Northbrook could decide to give applicants a topic and then ask them to research the topic and present to a panel. This would give Northbrook an idea of the amount of effort the applicants would put into the job.
A Contract of Employment is a legal document between employer and employees of Northbrook Technology. This is designed to protect both parties, if broken legal action can be taken and both parties must sign to be legally binding. It details the roles and responsibilities of both parties and notice periods for leaving. It also details information such as holiday entitlement. It is useful if disagreements happen between employer and employee. An example Contract of Employment shown in appendices.
Training at Northbrook Technology
The importance of training at Northbrook
The term training refers to the acquisition of knowledge, skills, and competencies as a result of the teaching of vocational or practical skills and knowledge that relate to specific useful competencies.
In Northbrook Technology the staff are the most valuable asset which they have so their training needs to be done and up to date. Everyone knows that for an organisation to succeed training is the key to performing well. To achieve this people at Northbrook need the right knowledge, skills and motivation to work effectively. Well trained staff is usually more efficient in what work they produced or do for the company and the training will help employees meet their full potential. Training will also give employees the knowledge to produce high quality work, as this is important for Northbrook as they sell their services based on a reputation of quality. Training can also be a way for motivating staff to make them work harder and also it keeps them up to date with changes in the business meaning they can actually do the work. Staffs wants to feel their work is valued and training will do this as it makes them feel their work is important and Northbrook want it done to a high standard. Training can also bring new skills and ideas to Northbrook technology.
Methods of training
Northbrook Technology offers a range of training including, induction, on-the-job, off-the-job and nationally recognised schemes such as Investors in People.
Induction training is where new employees are introduced to the organisation. It is designed to familiarise new recruits with the organisation, its rules, facilities, policies and key staff. It is crucial to ensure that disruption to the business of having new staff is minimal and that the new employees feel secure and positive in their new environment. Northbrook has a 6 month induction programme including customer service and health and safety. The induction programme includes a general intro to the business (background, vision, values etc). It’s followed by a summary of policies and aims. Next is the specific rules and procedures which need to be followed in Northbrook like health and safety. After this is the benefits and terms of employment followed by job details and intro to key staff. The final two things which get done is a tour of the organisation and the specific training for the job.
On-the-Job Training
The next type of training Northbrook offers is on-the-job training. This refers to training taking place while the employee is working. This can be done through Northbrook mentoring, coaching and job rotation. Northbrook Mentor when there is a more experienced colleague offers advice to another on how best to carry out a job or solve a problem. Coaching is where a supervisor or coach guides a trainee through the stage involved in a job or teaches the trainee how to improve their quality of their work. Job rotation is moving employees from one task, or part of the company, to another to broaden their range of skills and experience. Northbrook has a 12 week on-the-job programme were staff work with team leaders to learn about sofeware systems.
Advantages of on-the-job training
- Generally more cost effective
- Less disruptive to the business - i.e. employees are not away from work
- Training an employee in their own working environment, with equipment they are familiar with and people they know can help they gain direct experience to a standard approved by the employer
- Employees may find that they have more confidence if they are supervised and guided as they feel they are doing the job right
- Employees may feel more at ease being taught or supervised by people they know rather than complete strangers at an external training course
- Managers or supervisors can assess improvement and progress over a period of time and this makes it easier to identify a problem intervene and resolve problems quickly
- On the job training is also productive, as the employee is still working as they are learning
- As training progresses and the employee begins to feel more confident, this confidence would allow them to work at a higher standard and ultimately be more productive
- Training "on-the-job" provides an opportunity to get to know staff they might not normally talk to
Disadvantages of on-the-job training
- Teaching or coaching is a specialist skill in itself; unless the trainer has the skills and knowledge to train, this would mean that the training will not be done to a sufficient standard
- The trainer may not be given the time to spend with the employee to teach them properly, which would mean substandard training has been achieved and learning has only been half done
- The trainer may posses bad habits and pass these on to the trainee
Off-the-Job Training
Off-the-job training includes a form of training that requires an employee to stop working to be trained. The training may still take place within the business, or the employee could go elsewhere to be trained. The methods include in-house courses and external courses. In the house courses is where a business arranges its own training programmes, often using the expertise of its employees to act as trainers. Northbrook has 3 training rooms which each hold 15 people. Also have a library of technical manuals. Northbrook sometimes buys in help from outside agencies.
External training is where employees get sent on specialist courses/residentials outside the organisation. Can be held in head office, own premises or even at a conference room in a hotel. Used when training is of a general nature e.g. employees learning to use Microsoft Access or new management techniques. Or even used to up date knowledge – selected employees then to return and cascade info to colleagues.
College/university courses are open to employees to attend local colleges/university’s to study for qualifications relevant to their job. They may learn a home using Open University. Business support them by giving time off to study or to attend courses – may even pay their fees.
Northbrook provides 12 Week’s off-the-job training in non-IT programmes. This is usually for general skills such as customer service. It also encourages employees to get outside qualifications by giving days off for study and offering flexible working during examinations times.
Off-the–job training can bring advantages to Northbrook and its employees. Employees get recognised qualifications, new ideas can be brought into Northbrook.
Advantages of off-the-job training:
- Use of specialist trainers and accommodation
- Employee can focus on the training - and not be distracted by work
- Opportunity to mix with employees from other businesses
Disadvantages of off-the-job training:
- Employee needs to be motivated to learn
- May not be directly relevant to the employee's job
- Costs (transport, course fees, examination fees, materials, accommodation)
Northbrook also uses the Investor in People scheme. This is a national scheme aimed at “encouraging excellence in approaches to Human Resource Management and enhanced organisational performance”. It also focuses on developing staff to meet objectives and links staff development to organisational planning. It also ensures Northbrook’s employees are trained to a high level and up to date with new technology. Northbrook was also awarded IIP in 2000 and become IIP champion in 2005. Northbrook must ensure they keep staff well-trained to keep this award.
The Investors in People scheme enables an organisation to improve the performance of its people and to develop their:
- skills, knowledge and qualifications
- motivation, commitment and loyalty
- confidence
- job satisfaction
- career prospects
This leads to:
- improved productivity and enhanced quality
- greater staff motivation
- better morale leading to reduced absenteeism and staff turnover
- Flexibility and response to change.
Apprenticeships
Northbrook does not use apprenticeships but they are where a trainee works for a period of time with a craftsperson in order to learn the trade. This provides training coupled with key skills (NVQ – national vocational qualification from level one to five) (job skills).
Apprentices are paid employees who benefit widely throughout their apprenticeship period. There are many advantages in training as an Apprentice. Here are just a few:
- You get paid. The level of pay depends on your employer and the skill area in which you are training. But, compared to staying on at school or college, where you may have to work in the evenings or at the weekends to earn some money, you're going to be better off.
- You will learn by a combination of attending college, your training provider and your employer. You are out of the school classroom and much of the learning will be by doing things rather than having to remember facts. So if you don't enjoy school then this may be a better option for you.
- You gain recognised qualifications - NVQs, Key Skills and a Technical Certificate.
- You will be trained to do a job. So, unlike those who stay on at school and take A Levels, you will have a qualification that shows that you have the skills necessary to do that job. Employers know that they will not have to spend a lot of time training you - you will have the ability to 'hit the ground running' and, all being well, a good reference from your employer to support you.
- If you want to gain a higher qualification such as a HNC, HND, Foundation Degree or Honours’ Degree and you have a supportive employer, you can continue to study on a part-time basis while continuing to receive a wage. In this way you can avoid the huge debts that full-time undergraduates face.
There may be some disadvantages - it depends on the skill area and your preferred method of learning:
- If you want to go to university it may take longer to get there with some Apprenticeships, depending on the subject area.
- If you want to continue to study at a higher level on a part-time basis this will also take longer - but remember, you need to balance this against the future debt of full-time study.
- You may be more suited to classroom study and full time education.
- Not all occupations offer Apprenticeships, so you may have no option but to take the academic route.
- The range of courses you can study at higher level may be more limited. Universities still understand A levels better than Apprenticeships, but this is changing and, as long as you choose a course that is a natural progression from your training, this should not stop you. Generally unsuitable for IT industry were it is better suited to trades, e.g. plumbing where classroom theory can be combined with practical work.
Motivation at Northbrook
Motivation is a word used to refer to the reason or reasons for engaging in a particular behavior, especially as studied in . It also may be referred wanting to do something or wanting to achieve a certain result These reasons may include basic needs such as food or a desired object, , state of being, or . The motivation for a behavior may also be attributed to less-apparent reasons such as or . Motivation refers to the initiation, direction, intensity and persistence of .
The importance of motivation at Northbrook
It is important for Northbrook Technology to make sure their employees feel and actually are motivated. If staff is motivated in Northbrook they will be more productive meaning that will there will be a bigger work load done mean that there is a bigger output. Also if they are motivated they will want to put the time and effort into their work which mean there is a high quality product at the end of the line. Northbrook has a very strong reputation for good quality work. Motivation in Northbrook also shows that absenteeism has got lower and there is a lower staff turnover. This shows that the employees of Northbrook technology are loyal the business and want to be there to work. Motivation also makes staff have job satisfaction. Job satisfaction is often what motivates the majority of workers, this can be achieved through providing opportunities for personal fulfillment in the work place, create empowerment, and allow for individual creativity, setting achievable targets, team working, independence and responsibility. Managers use both financial and non-financial means to motivate employees.
Motivation Theories
There are 4 different motivation theories:
- Maslow
- McGregor
- Herzberg
- Taylor
Maslow
The first theory is Maslow’s. In 1943 Abraham Maslow, one of the founding fathers of humanist approaches to management, wrote an influential paper that set out five fundamental human needs and their hierarchical nature. They are quoted and taught so widely now that many people perceive this model as the definitive set of needs and do not look further.
The hierarchic theory is often represented as a pyramid, with the larger, lower levels representing the lower needs, and the upper point representing the need for self-actualization.
A key aspect of the model is the hierarchical nature of the needs. The lower the needs in the hierarchy, the more fundamental they are and the more a person will tend to abandon the higher needs in order to pay attention to sufficiently meeting the lower needs. For example, when we are ill, we care little for what others think about us: all we want is to get better.
The five needs
Physiological needs are to do with the maintenance of the human body. If we are unwell, then little else matters until we recover. These are biological needs. They consist of needs for oxygen, food, water, and a relatively constant body temperature. They are the strongest needs because if a person were deprived of all needs, the physiological ones would come first in the person's search for satisfaction.
Safety needs are about putting a roof over our heads and keeping us from harm. If we are rich, strong and powerful, or have good friends, we can make ourselves safe. When all physiological needs are satisfied and are no longer controlling thoughts and behaviours, the needs for security can become active. Adults have little awareness of their security needs except in times of emergency or periods of disorganisation in the social structure. Children often display the signs of insecurity and the need to be safe.
Belonging needs introduce our tribal nature. If we are helpful and kind to others they will want us as friends. When the needs for safety and for physiological well-being are satisfied, the next class of needs for love, affection and belongingness can emerge. Maslow states that people seek to overcome feelings of loneliness. This involves both giving and receiving love, affection and the sense of belonging.
Esteem needs are for a higher position within a group. If people respect us, we have greater power. When the first three classes of needs are satisfied, the needs for esteem can become dominant. These involve needs for both self-esteem and for the esteem a person gets from others. Humans have a need for a stable, firmly based, high level of self-respect, and respect from others. When these needs are satisfied, the person feels self-confident and valuable as a person in the world. When these needs are frustrated, the person feels inferior, weak, helpless and worthless.
Self-actualization needs are to 'become what we are capable of becoming', which would our greatest achievement. When all of the foregoing needs are satisfied, then and only then are the needs for self-actualization activated. Maslow describes self-actualization as a person's need to be and do that which the person was "born to do." "A musician must make music, an artist must paint, and a poet must write." These needs make themselves felt in signs of restlessness. The person feels on edge, tense, lacking something, in short, restless. If a person is hungry, unsafe, not loved or accepted, or lacking self-esteem, it is very easy to know what the person is restless about. It is not always clear what a person wants when there is a need for self-actualization.
Appendix 10 shows the results of Northbrook’s staff to our questionnaire on motivation. When the employees where asked were asked to identify what level of the hierarchy they were on no one selected level 1, the basic needs which means all staff are being paid good wages and their basic needs are met.
Only 10% selected security needs which means they have a sense of job security, a high standard of health and Safety and a pleasant working environment.
The majority chose level 3 which related to persons social needs. This indicates that employees at Northbrook have the opportunity to engage in teamwork, have good social facilities and create positive working relationships. This is also reflected in question 1 of our survey when asked why they come to work 25% selected because of the social aspect.
20% of the staff surveyed said they had achieved level 4 – self esteem needs and 10% said self actualisation. The staff may have selected this because Northbrook offers a good career Advancement programme and also because some of the staff included in the survey were Department Managers who would be working to their full potential.
The percentages for the top two levels amount to only 30% possibly because staff have identified that they would like more opportunities for Staff development and training especially in industry related course. Northbrook currently doesn’t fund this and could consider looking at day release for staff that does this.
McGregor
The second theory is Douglas McGregor. He took surveys of managers in the USA and identified two styles of management, which he called Theory X and Theory Y.
McGregor's X-Y theory is a salutary and simple reminder of the natural rules for managing people, which under the pressure of day-to-day business are all too easily forgotten.
McGregor maintained that there are two fundamental approaches to managing people. Many managers tend towards theory x, and generally get poor results. Enlightened managers use theory y, which produces better performance and results, and allows people to grow and develop.
Theory x ('authoritarian management' style)
- The average person dislikes work and will avoid it he/she can.
- Therefore most people must be forced with the threat of punishment to work towards organisational objectives.
- The average person prefers to be directed; to avoid responsibility; is relatively unambitious, and wants security above all else.
Theory y ('participative management' style)
- Effort in work is as natural as work and play.
- People will apply self-control and self-direction in the pursuit of organisational objectives, without external control or the threat of punishment.
- Commitment to objectives is a function of rewards associated with their achievement.
- People usually accept and often seek responsibility.
- The capacity to use a high degree of imagination, ingenuity and creativity in solving organisational problems is widely, not narrowly, distributed in the population.
- In industry the intellectual potential of the average person is only partly
From Northbrook’s employees survey in appendix 10 we can conclude that most of their employees fall under theory Y category of Douglas McGregor theory. The reasons for this are because they are motivated by more than just money. For example in question one 50% chose money as the main reason for working and the other 50% chose the social aspect and challenge provided. This doesn’t reflect it much until we look at question 7 where 60% of staff identify they are motivated by both with a number commenting that other factors also motivate staff such as the ability to socialise and work as a team, having opportunity for promotion or recognition and having suitable work life balance. Therefore Managers at Northbrook should adopt a theory Y approach. This theory is perhaps not as suitable for Northbrook.
Herzberg
The third Motivation Theory is Herzberg. Frederick Herzberg (1923-2000), clinical psychologist and pioneer of 'job enrichment', is regarded as one of the great original thinkers in management and motivational theory. Frederick Herzberg was born in Massachusetts on April 18, 1923. His undergraduate work was at the City College of New York, followed by graduate degrees at the University of Pittsburg. Herzberg was later Professor of Management at Case Western Reserve University, where he established the Department of Industrial Mental Health. He moved to the University of Utah's College of Business in 1972, where he was also Professor of Management. He died at Salt Lake City, January 18, 2000.
Frederick Herzberg's book 'The Motivation to Work', written with research colleagues Bernard Mausner and Barbara Snyderman in 1959, first established his theories about motivation in the workplace. Herzberg's survey work, originally on 200 Pittsburgh engineers and accountants remains a fundamentally important reference in motivational study. Herzberg expanded his motivation-hygiene theory in his subsequent books. The absence of any serious challenge to Herzberg's theory continues effectively to validate it. Herzberg was the first to show that satisfaction and dissatisfaction at work nearly always arose from different factors, and were not simply opposing reactions to the same factors, as had always previously been believed. Although Herzberg is most noted for his famous 'hygiene' and motivational factors theory, he was essentially concerned with people's well-being at work. Underpinning his theories and academic teachings, he was basically attempting to bring more humanity and caring into the workplace. He and others like him, did not develop their theories to be used as 'motivational tools' purely to improve organisational performance. They sought instead primarily to explain how to manage people properly, for the good of all people at work. Herzberg's research proved that people will strive to achieve 'hygiene' needs because they are unhappy without them, but once satisfied the effect soon wears off - satisfaction is temporary. Then as now, poorly managed organisations fail to understand that people are not 'motivated' by addressing 'hygiene' needs. People are only truly motivated by enabling them to reach for and satisfy the factors that Herzberg identified as real motivators, such as personal growth, development, etc., which represent a far deeper level of meaning and fulfilment.
Examples of Herzberg's 'hygiene' needs (or maintenance factors) in the workplace are:
- policy
- relationship with supervisor
- work conditions
- salary
- company car
- status
- security
- relationship with subordinates
- personal life
Herzberg's research identified that true motivators were other completely different factors, notably:
- achievement
- recognition
- work itself
- responsibility
- advancement
- personal growth
This theory suits Northbrook’s motivation technique as they take into consideration that employees are motivated by more than just financial gain.
Northbrook obviously provide for their staffs financial needs by question 6 in our staff survey shows that 40% of the staff are mostly motivated by recognition and praise, 40% by teamwork and promotion opportunities and 20% by job rotation and fringe benefits.
It is evident that Northbrook use job rotation to keep staff continually developing their skills and to keep them interested in their work. Herzberg thought this was an important in motivating employees as the staffs abilities and potential were being used fully.
When asked in question 11 the best way to motivate staff we found that 27% say pay but 27% also chose offering challenges, it stretches abilities, 27% chose recognition and praise and 19% chose working with others.
Taylor
The final theorist is Taylor. Frederick Winslow Taylor, widely known as F. W. Taylor, was an American mechanical engineer who sought to improve industrial efficiency. A management consultant in his later years, he is sometimes called "the father of scientific management." He was one of the intellectual leaders of the Efficiency Movement and his ideas, broadly conceived, were highly influential in the Progressive Era.
Taylor had very precise ideas about how to introduce his system: Workers were supposed to be incapable of understanding what they were doing. According to Taylor this was true even for rather simple tasks. The introduction of his system was often resented by workers and provoked numerous strikes. The strike at Watertown Arsenal led to the congressional investigation in 1912.
Taylor thought that by Analysing work, the "One Best Way" to do it would be found. He is most remembered for developing the time and motion study. He would break a job into its component parts and measure each to the hundredth of a minute. One of his most famous studies involved shovels. He noticed that workers used the same shovel for all materials. He determined that the most effective load was 21½ lb, and found or designed shovels that for each material would scoop up that amount. He was generally unsuccessful in getting his concepts applied and was dismissed from Bethlehem Steel.
This lead to the introduction of Pay Schemes such as Performance related pay (PRP), piece rates and commission based pay. Northbrook does operate a performance related pay scheme which can encourage the employees to work harder. Employees via staff appraisal are set goals which are reviewed mid year and at the end of the year. The achievement of these goods is linked directly to pay awards and promotion and the advancement to different grade of employees. Overall bonuses are rewarded to staff as a whole at Christmas if generic targets are met. Other than this Taylor’s principles do not apply as staff have clearly identified in a survey that money is not the be all end all as Jim Norris quoted it is a means to an end. Northbrook staffs are motivated by more than just money.
Financial motivators used at Northbrook
In Northbrook the employee are given financial motivation methods. Northbrook gives their employees good salaries which is a way of motivating them to work. If they are getting good money for the job this will appeal to them that the work they are doing is worth while and they will actually take the time and product top quality products.
Northbrook also operate a Performance Relate Pay Scheme which is where you get paid on the grade of yourself in the business and according to the quality of work which is being output from the employees. It all depends on the grade of the employee and each employee works towards a grade. It also comes down to meeting targets which are either weekly or monthly.
Northbrook offers a brilliant Pension scheme which can be started when first coming into the Job. It involves money coming out of your wags and paying into a super annum meaning a second pension so when it is time to retire you have to pensions instead of the normal government one everyone gets.
Northbrook offers bonuses to staff in the region of 6% of their salary at Christmas this is to possibly help out with buying present at this time of year or maybe even given to you in order to go treat yourself to something nice. Also if the company targets are met everyone gets awarded bonuses.
Non-Financial Motivators used at Northbrook
Northbrook technology just don’t offer financial motivators they also use ways of non-financially motivating staff. They offer a Career Development programme is a way for employees to be able to move of the hierarchy to become in a higher position in the business.
The managers also receive their very own business phones which all the contracts are all paid for and also they are given a laptop to take home but this is only for work use only if they need to do work whilst at home or out on a job.
A very common method that Northbrook uses is Job Rotation. The process includes the switching of employees between task or job roles. The variety of tasks should help t prevent boredom, while the multiskilling of the employees adds to the flexibility of the organisation.
Northbrook also uses teamwork as a non-financial motivator. Teamwork helps to meet works social needs for interaction and friendship in the workplace. Teamworking involves organising employees into small groups and setting objectives for the team to achieve. Also it lets team take responsibility and rewards for achieving targets, such as improved quality.
They also do a thing called bike to work, where employees are given a percentage of a brand new bike via Halfords or Bike Doc. This done to try and clean up the environment, reduce the amount of traffic and make people fitter.
Northbrook also do job share which is when two, or sometimes more, people share the responsibility, pay and benefits of a full-time job. They share the pay and benefits in proportion to the hours each works. Job-sharers may work split days, split weeks or alternate weeks, or their hours may overlap.
The final non-financial motivator that Northbrook uses is Quality Circle Time (QCT). This a democratic and creative approach used to support professionals in managing a range of issues that affect the whole working environment.
Improvements
Northbrook should also provide more training to their staff. This will keep them motivated whilst working and it also ensure they know what they are doing in the job everyday when they enter the building.
Northbrook also do job share which is when two, or sometimes more, people share the responsibility, pay and benefits of a full-time job.
Legislation and Ethical Governing Recruitment and Selection
Legislation governing recruitment and selection at Northbrook
The government employ employment law in the place of working because it prevents discrimination against employees and potential employees. The employment law includes:
- Sex Discrimination (NI) Order 1976/1988
- Disability Discrimination Act 1995
- Race Relations (NI) Order 1996
- Fair Employment (NI) Act 1989
Northbrook complies with all these laws and puts them into practice using The Equality Commission Guideline.
The Equality Commission for Northern Ireland is an independent public body established under the Northern Ireland Act 1998. The Equality Commission has the vision of Northern Ireland as a shared, integrated and inclusive place, a society where difference is respected and valued, based on equality and fairness for the entire community. The Equality Commissions mission is to advance equality, promote equality of opportunity, encourage good relations and challenge discrimination through promotion, advice and enforcement.
The Commission’s duties and functions are set out in the legislation for which Northbrook responsibility. General duties include:
- Working towards the elimination of discrimination
- Promoting equality of opportunity and encouraging good practice;
- Promoting affirmative/positive action;
- Promoting good relations between people of different racial groups;
- Overseeing the implementation and effectiveness of the statutory duty on public authorities; and
- Keeping the relevant legislation under review.
On 1 October 1999 the Commission took over the functions previously exercised by the Commission for Racial Equality for Northern Ireland, the Equal Opportunities Commission for Northern Ireland, the Fair Employment Commission and the Northern Ireland Disability Council.
Since 1999, a number of new pieces of legislation have been introduced. The Commission is now responsible for promoting awareness of and enforcing anti-discrimination law on the following grounds: age, disability, race, sex (including marital and civil partner status), sexual orientation, religious belief and political opinion in the work place.
The Sex Discrimination (NI) Order 1976/1988 states that man and women must be treated equally. They can’t discriminate on gender or marital status. Employers breaking the law if they know employees discriminate against each other. Men/women should be equal when employers advertise for staff, in the recruitment, selection and promotion of employees and when setting pay and conditions. Northbrook is keen to have women in the workplace and have higher then industry average female representation. Northbrook has identified lack of women in IT Industry. Northbrook also complies with Order as gender is indicated in Equal Opportunities form in Appendices.
Northbrook Equal Opportunities Policy states that all recruitment, promotion and training decisions are made on the person’s ability to do the job and excludes sex, race, disability etc. For this reason, Northbrook forbids flags, emblems, posters, graffiti or songs which could offend any employee. Equal Opportunities Statement in appendices.
The disability Discrimination Act – UK Government Act – states that it is illegal for employers to discriminate on basis of disability. The Government set up Disability Rights Commission to provide support for the Act. There is equivalent legislation in Northern Ireland which is enforced by the Northern Ireland Equality Commission. Employers are allowed to have reasonable medical criteria for employment and can expect acceptable performance from all employees once any reasonable adjustments have been made to the workforce.
Employers with 20 or more staff cannot discriminate against disabled. Northbrook has modern buildings to cater for disabled staff and visitors. Lifts have buttons with Braille writing and speak and light up. 10% of Northbrook’s workforce is considering having a disability. The monitoring firm (in appendices) gives applicants the opportunity to identify any particular requirements they have so Northbrook can accommodate them.
Race Relations Order – can’t discriminate on basis of race or religion. Racial discrimination to treat a person less favorably on racial grounds than another person would be treated in the same circumstances. Employers are liable if they allow staff to discriminate against each other. Exceptions to this order include:
- A person of a particular racial group is required for the job. E.g. drama performance or model
- Welfare services being provided to particular racial group and the service can be best provided by person in same racial group
- Employment is in private household
- Employment is in a small business with fewer than 6 partners
To meet this Northbrook uses the diversity of Education initiatives to educate employees. One third of staff are recruited from overseas and this number is increasing. Welcome packs are offered to migrants, including sources of medical provisions, education, local shopping, accommodation etc. Recruit from 18 countries including Poland and India. Monitoring form is used to help accommodate these employees.
Fair Employment Act – states that people of all religious belief and political opinions must have equal opportunities. Employer must:
- Register with Equality Commission if they have more than 10 staff
- Provide information every year about religious make-up of workforce, including part-time
- Provide information on those who have applied for jobs
- Retain all information for 3 years so practices can be examined over a period of time
- Review practices at least every 3 years
- Create neutral area in workplace prohibiting displays of flags, emblems, posters or graffiti or the singing of offensive songs.
Northbrook complies with the Act by using recognised press agreed by Equality Commission. Ensure recruitment and selection process is consistent and provide an equal opportunity for all. Northbrook will not discriminate on religious belief or political opinion.
Northbrook also ensures equal opportunities for both Catholics and Protestants. Any employee discriminating in this way is taken through the disciplinary procedure, which may include dismissal. Northbrook reviews employment procedures as specified in Article 52 of the Fair Employment and Treatment (NI) Order 1998. The Managing Director of Northbrook is responsible for implementing this policy. Northbrook give employees all this information in Equal Opportunities Policy ( in appendices).
Ethical issues in recruitment and selection
The moral basis of legislation is to protect vulnerable groups, such as women, disabled and foreign employees.
The Government wants to ensure employees behave ethically ad morally. Principle of law is that everyone is equal and that a person should be employed or promoted on his/her ability to do the job.
Northbrook has an Equal Opportunity policy which reinforces how they comply with the laws.
Northbrook has a Work Life Balance Committee as part of its Diversity and Equality Group. All employees receive diversity training within their first year of employment at Northbrook. This training is designed with both US and NI input and focuses on harassment in the workplace, equal opportunities, bullying and diversity in the workplace. It also includes how staff in NI deals with US clients (Allstate). The training also includes exclusion and stereotyping.
Safeguards on Employees’ Welfare and Appraisal at Northbrook Technology
An organisation has a duty to provide its employees with a good safe working environment and must respect employees’ statuary rights and interests in. In order to be able to fulfill this obligation, an organisation must respond to new government legislation and regulation. If an organisation fails to comply with the law it will face prosecution or financial costs.
Northbrook need to provide employees with a safe working environment and to do this they put safe guards in place which protects the welfare of employees. Most of these safeguards are set down by the government. This includes the working time directives which were introduced to protect employees regarding the number of hours they can work and their Health and Safety.
Daily rest states that employees are entitled to a rest period of 11 consecutive hours in a 24 hour period equivalent to one day. Northbrook complies with this as the standard working week is Monday to Thursday from 9am to 5.30pm and on a Friday from 9am to 4.15pm. Although they do offer flexibility in these time if agreed by Management
Weekly rest states employees are entitled to an uninterrupted rest period of at least 24 hours in over a 7 day period. At Northbrook no employees work weekends so this is catered for.
Statutory safeguards on employee welfare
Northbrook complies with a maximum working by having the limit set to 37.5 hours a week. EU Working Time directive states that employees should work no more than 48 hours a week; however employees have the right to work more if they desire.
Staff in Northbrook are entitled to rest period of 11 continuous hours in a 24 hour period. Standard working week is Monday to Thursday 9am – 5.30pm and Friday from 9am to 4.15pm. Breaks throughout the day are 15 minutes in the morning, 20 minutes lunch and 15 minutes in the afternoon.
The employees’ at Northbrook are well kept up to date on Health and safety regulations. They go through a programme in their induction training and fire equipment is tested regularly. Staff which are using computer can ask for a ergonomic keyboard and adjustable chairs to reduce injury. Northbrook also offer eye-care plan for people who may be think they need their eyes tested to see if they need glasses or need new glasses. They give regular rest breaks to reduce stress, improve morale and staff can socialise.
Staff at Northbrook is also entitled to continuous rest of 24 hours in any 4 dat period. Also no staff work during the weekend at Northbrook.
All staff get 5 weeks holidays which is one more week than of the standard requirement. The parent company is American so fewer public holidays are taken than other businesses in Northern Ireland. However, these are easy days because the 4th July finishes early and there is a BBQ for the staff to bring their families. This would be a boost of motivation to the staff s they know they are not getting the day off but a half day which turns into a BBQ for all your family to come to.
Women get 6 months maternity leave, 6 weeks of which is full pay. This can be increased depending on the length of their service at Northbrook. After 6 weeks the rate goes to half pay and then statutory pay.
Rates of pay are well above the national minimum wage. Performance-related pay is a way of rewarding employees for higher performance. There are a number of reasons why Northbrook the employer has introduced this type of pay scheme. They may:
- be keen to keep current staff
- want to compete for new talent
- be seeking a fairer way of distributing wages
In order for performance-related schemes to work they should be based on clear, measurable targets agreed by both employer and employee. You will normally find out about these targets from your contract of employment and performance appraisal meetings you have with your manager.
Methods of Employment used at Northbrook
Northbrook use flexible employment. They see this as the best way of allowing staff to balance their work and life commitments. This started as flexible hours to allow for parents to do the school run.
Northbrook offer a flexible part time working programme where staff have a degree of flexibility. They also have personalised working hours where staff can decide when they want to work as long as they work the full number of hours and meet all deadlines with work. Northbrook also offers career breaks and unpaid leave. This can help for travelling, caring for relatives. Useful as staff can take breaks but you know there is a job for them to go back to. They also give employees the chance to work from home which allows time to be spent on families.
Non-statutory provision
Work like balance committee introduced 'Flexible working'. This a phrase that describes any working pattern adapted to suit your needs. Common types of flexible working are:
- part-time: working less than the normal hours, perhaps by working fewer days per week
- flexi-time: choosing when to work (there's usually a core period during which you have to work)
- annualised hours: your hours are worked out over a year (often set shifts with you deciding when to work the other hours)
- compressed hours: working your agreed hours over fewer days
- staggered hours: different starting, break and finishing times for employees in the same workplace
- job sharing: sharing a job designed for one person with someone else
- home working: working from home
You can combine any of these working patterns to come up with something to suit your circumstances.
The Equal Opportunities Commission is the government agency responsible for eliminating sex and other discrimination in Britain. Northbrook follows this closely and is trying to increase the number of women in the workplace of Northbrook Technology.
Northbrook offers a wide range of scheme to motivate staff. They offer private health insurance, a super annum, profit related bonus, dental cover, leisure and fitness schemes, including bike to work, reduced membership at Fitness first. The bike to work scheme is to try and make the employees fitter and it helps to promote fitness. If employees are healthy and fit they work better for longer.
Northbrook offers duvet days where employees can just lie in bed one day a year because they may be don’t feel like being in. All they need to do is phone up the office and say that are taking a day of “duvet day”. When ever there is a new born baby with an employee in the workplace Northbrook give them a give of a top of the range child seat for the car this is called “buckle up baby”. Along with they also give out childcare voucher to the man or woman for help along with the price of looking after a new born baby.
The staff at Northbrook gets a BBQ on the 4th of July each year as this is a public holiday with the parent company in America. They are in work for only a half day then after they can then go on to this BBQ.
The employees are also given health checks every so often by the Chest, Heart and Stroke Foundation. This is to ensure their employees are of good health and not at risk of any serious health issues. Also flu vaccinations are available if wanted which is advised.
Northbrook was Awarded Employers of Choice Award 2003 presented by Tony Blair and was the first employer to be awarded Investors in People in Northern Ireland.
Improvements Northbrook could Make
Within Northbrook there is may be a few improvements in which they could make to make the place even better than what it already is. They could do Job Share which is to share the responsibility for one job in alternation with one or more part-time workers. Northbrook could have team building day were staff go away and do fun things to learn how to work in team which they will relate to work whenever they are back in the office. They could also have an in-house gym were people could go on their lunch or even before or after work to keep fit.
Appraisal
Northbrook has interviews between the Employees and managers once a year. This is to discuss strengths and areas which can be improved. Staff is made aware of Northbrook’s targets and individual staff targets which are set to help with promotion.
Staff is given feedback which is progress information used by Finance department to decided how pay increases should be awarded. Appraisal also helps to identify training opportunities. This can also be done by observation which does not happen at Northbrook. Northbrook’s employees do Self appraisal which is a thing which the employee does themselves by filling in a questionnaire asking how the employees feel about their work and progress.
Northbrook discusses the benefits of appraisals in meeting the organisation's objectives, improving motivation and identifies ways of directly improving the performance of your people.
The interview process enables you to explore and agree areas that meet objectives as well as those that require further improvements.
The success of your organisation is dependent upon the skills of your Management team in using effective interview techniques.
So what constitutes performance and how is it measured?
* Agreeing realistic performance objectives
* Identifying performance standards
* Developing skills and competencies
* Developing interpersonal skills and effective working relationships
* Identifying and developing the potential of your people
All of the above will directly improve your business performance through using the Seven Steps:-
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Consistency - throughout your organisation
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Compliance - all have the opportunity
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Communication - Managers explore all avenues to improve
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Commitment - not just a process!
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Creativity - new ways to improve
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Continuous - not just once a year!
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Courage - to explore potential
Conclusion
People Investment Planning
People investment planning is important as it identifies Human Resources needs and also identifies possible shortfalls in Northbrook’s capabilities for example the staff may not have the proper skills for the job. It is important for Northbrook to match demand with labour supply as there must be enough staff to meet objectives but not too many as Northbrook will be inefficient in their work. As the average age of staff is 30 and they are not really thinking about retirement. Northbrook could put in a policy now but it would be for the future. They could prepare for this by phasing people into part time work and may be even less demanding work. Also because of the state of the economic at the minute they could have in a procedure in place for possible redundancies.
People investment planning has many benefits like:-
- Higher productivity
- Meet customers’ needs
- Grow
- Low absenteeism
- Low staff turnover
- Retirement
Recruitment and Selection
To begin the recruitment process they must devise a timeline to show Northbrook when the position has to be filled by. Following on from this a job analysis has to be carried out to see the roles and responsibilities of the vacancy. Once this is complete, two documents will be drawn up a job description and job specification.
The job description shows the duties and responsibilities of that person for the job. It will also include rate of pay, hour of work and the job title. A job specification is drawn up to detail the type of person Northbrook is looking for, e.g. skills and qualifications and helps to ensure best people are employed. Once these documents have been created Northbrook will advertise the job. They must decide whether to do this internally or externally all depending on the position.
When recruiting internally, Northbrook will be rotating staff or offering promotions. There are many advantages and disadvantages of internally recruiting.
When recruiting externally, Northbrook will advertise on their website, recruitment websites and local press such as Belfast Telegraph and the Irish Times. Advertising is mostly electronic because of the target audience, normally ICT professionals. There are both advantages and disadvantages of external recruitment. Once the job is advertised Northbrook will make a list of the shortlisting criteria. Northbrook will also finalise the application forms ready for distribution.
Northbrook uses a number of methods of selection, the first of which is an application form. An application form is a document which asks applicants a series of questions about their qualifications, skills and previous experience.
Northbrook does accept Curriculum Vitae, but as stated earlier, these must be accompanied along with a standard application form. CVs are more likely to be accepted by Northbrook for Managerial positions rather than technical positions. Comparisons are made easier by having an application form submitted with every CV. CVs can usually be compared with ease as they follow a similar format.
When application forms are received, shortlisting begins. Northbrook will compare the applications against the Job Description and Person Specification. Those applicants who do not meet criteria set in the Person Specification will not have their application taken any further and those who do meet the criteria will be invited for a software programming test.
There are two levels of software testing. One is for graduates and the other is for non-graduates. Testing gives Northbrook an idea of how suitable the applicant would be for the job. It also ensures that what is said on the application forms is true as they can test the qualifications listed on the form and see if they have the knowledge of what they say they have. The results of the test are examined and the applicants who score the highest on the test will be invited for an interview. This is the second stage of shortlisting.
Northbrook will only interview the small number of applicants who pass the software test. The interview will test communication skills, manners and personality. This is important because this information cannot be gathered from an application form or CV as there is no direct contact being made with the applicants. Successful candidates will also be issued with a Contract of Employment will starting work. All unsuccessful candidates are also informed of Northbrook’s decision; again this may be by letter or email, depending on whether or not applicants live locally or overseas.
There are some methods of selection which Northbrook does not use. A letter of application allows candidates to put their own information and to sell themselves by including information which an application form may not permit. A letter may make the shortlisting process longer for Northbrook, as comparing one letter to another is more difficult than comparing 2 CVs or 2 application forms.
In Northbrook presentations are not used as a method of selection. Northbrook could decide to give applicants a topic and then ask them to research the topic and present to a panel. This would give Northbrook an idea of the amount of effort the applicants would put into the job.
Non – Statuary requirements
- Flexible working
- Emergency leave
- Career breaks
- Employer of Choice Award 2008 (Tony blair)
Motivation
It is important for Northbrook Technology to make sure their employees feel and actually are motivated.
In Northbrook the employees are given financial motivation methods. Northbrook gives their employees good salaries which is a way of motivating them to work. If they are getting good money for the job this will appeal to them that the work they are doing is worth while and they will actually take the time and product top quality products.
Northbrook also operate a Performance Relate Pay Scheme which is where you get paid on the grade of yourself in the business and according to the quality of work which is being output from the employees.
Northbrook offers a brilliant Pension scheme which can be started when first coming into the Job.
Northbrook offers bonuses to staff in the region of 6% of their salary at Christmas this is to possibly help out with buying presents at this time.
Northbrook technology just don’t offer financial motivators they also use ways of non-financially motivating staff. They offer a Career Development programme is a way for employees to be able to move of the hierarchy to become in a higher position in the business.
The employees also receive their very own business phones which all the contracts are all paid for and also they are given a laptop to take home.
A very common method that Northbrook uses is Job Rotation. The process includes the switching of employees between task or job roles
Northbrook also uses teamwork as a non-financial motivator. Teamwork helps to meet works social needs for interaction and friendship in the workplace. Teamworking involves organising employees into small groups and setting objectives for the team to achieve.
They also do a thing called bike to work, where employees are given a percentage of a brand new bike via Halfords or Bike Doc.
Northbrook also do job share which is when two, or sometimes more, people share the responsibility, pay and benefits of a full-time job.
The final non-financial motivator that Northbrook uses is Quality Circle Time (QCT). This a democratic and creative approach used to support professionals in managing a range of issues that affect the whole working environment.
Northbrook need to provide employees with a safe working environment and to do this they put safe guards in place which protects the welfare of employees. The questionnaire said “most effective were recognition and praise”.
I think that with these non financial motivators they could offer better and longer breaks to the employees because the time they are getting now it not really enough time to get something to eat as well as enjoying it. I think that they should also give company cars out to the people are higher up in the business which means this could give people lower down the motivation to try and work their way up to their position. They should also provide a better canteen to the staff serving food which people in Northbrook would like and have a different range everyday.
Legislation and Ethical Governing Recruitment and Selection
The government employ employment laws in the place of working because it prevents discrimination against employees and potential employees. Northbrook’s Equal Opportunities Policy ensures laws are complied with. The employment law includes:
- Sex Discrimination (NI) Order 1976/1988
- Disability Discrimination Act 1995
- Race Relations (NI) Order 1996
- Fair Employment (NI) Act 1989
Northbrook complies with all these laws and puts them into practice using The Equality Commission Guideline.
The Equality Commission for Northern Ireland is an independent public body established under the Northern Ireland Act 1998. The Equality Commission has the vision of Northern Ireland as a shared, integrated and inclusive place, a society where difference is respected and valued, based on equality and fairness for the entire community.
The Sex Discrimination (NI) Order 1976/1988 states that man and women must be treated equally.
The disability Discrimination Act – UK Government Act – states that it is illegal for employers to discriminate on basis of disability. The Government set up Disability Rights Commission to provide support for the Act.
Employers with 20 or more staff cannot discriminate against disabled. Northbrook has modern buildings to cater for disabled staff and visitors. Lifts have buttons with Braille writing and speak and light up. 10% of Northbrook’s workforce is considering having a disability.
Race Relations Act – can’t discriminate on basis of race or religion. Racial discrimination to treat a person less favorably on racial grounds than another person would be treated in the same circumstances.
Fair Employment Act – states that people of all religious belief and political opinions must have equal opportunities.
Recommendations
I think that Northbrook should provide a better canteen for their staff. This should consist of making it a lot bigger, cheaper and having a bigger selection of foods which would suit everyone’s needs. They could do this by putting out a questionnaire asking what types of food would be liked in the staff canteen.
Northbrook should also provide more training to their staff. This will keep them motivated whilst working and it also ensure they know what they are doing in the job everyday when they enter the building.
They should also provide more duvet days for the staff. There is very few company’s which give their employees this service. It has proved a big popular with Northbrook and I just don’t think one day is enough maybe give so many depending on the length of your service in the company.
I think that Northbrook should either have a staff car park or even subsidized their employee’s car parking fees. There are two car parks in the region of Northbrook but both are very expensive to be parking in for 8-9 hours a day. This would show very quickly coming out of your pocket every day.
Northbrook should also provide company cars to the people are in high positions in the business. This would be a form of motivation for the employees who are in lower positions in the business and make them work and perform harder to get moved up the business to a high place were a company car is available.
They could also have an in-house gym were people could go on their lunch or even before or after work to keep fit. This is all to do with promoting a healthy living lifestyle.
Northbrook should also have a crèche for all the people who have young kids in the business so they can leave them there in the mornings before work and collect them after work. This would be handy for them as they don’t have to worry about someone looking after the kid and having to pay out money to pay the babysitter.
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