I will explain each of these stages…
STOCKTAKING
Stocktaking is to do with what is the quantity and quality of staff available in the organisation. It uses the following techniques:
JOB ANALYSIS
This basically means gathering all the information available about all the jobs in the organisation. The most important aspect of this job is to do the job description and the person specification for each job.
FORECASTING SUPPLY
This asks the question “how many employees will they have in the future?” It means looking at the internal and external sources of labour.
FORECASTING DEMAND FOR EMPLOYEES
This is the most difficult aspect of HR planning. Managers have to look at factors such as the following when forecasting demand for employees:
- The organisation’s trading and production patterns
- Demand for products
- Technological and administrative changes
- Capital investment plans
- Acquisitions, divestments and mergers
- Product diversification
IMPLEMENTATION AND REVIEW
Organisations must undertake regular reviews to ensure that their human resources planning is effective.
RECRUITMENT
One of the most important jobs for the human resources department is the recruiting and selection of new employees. Without the right workforce the organisation will be unable to operate efficiently or serve its customers properly. With the proper recruitment and selection techniques businesses will be successful and make larger amounts of profit.
Employing a suitable person will allow the business to get the most out of its human resources department. In addition to this recruiting the best employees give the organisation a competitive advantage over their rivals.
Recruitment is becoming more and more important within the organisation.
The key recruitment documents are: -
JOB DESCRIPTION
Job description lists the main tasks required in a job. Most businesses have job descriptions from the caretaker to the managing director.
The job description has a number of functions…
- To inform the candidates of what the job entails.
- It helps the human resources department to decide on the correct candidate for the job.
PERSON SPECIFICATION
The person specification is an important recruitment document as it outlines the type of applicant the business is looking for. If the person specification is compiled successfully the organisation will have more of a chance in finding suitable candidates for the advertised job. On the flip side of this if the person specification does not match up to the vacancy they are trying fill they will receive unsuitable applicants. The person specification also gives potential applicants the chance to match themselves against the specification.
A person specification sets out the qualities of an ideal candidate whereas a job description defines the duties and responsibilities of the job.
The best known method of carrying out person specifications is called the “seven-point plan.” This bases the person specification upon seven separate groups of characteristics:
- Physique, health and appearance – this includes grooming, looks, dress sense, voice, hearing and eyesight as well as general health matters.
- Attainments – this includes educational qualifications such as GCSE’s etc.
- General intelligence – this is estimated by IQ tests and by assessment of general reasoning experience.
- Special aptitudes – these are special skills, which the candidates have. These include skills with words, with numbers and with musical instruments.
- Interests – are they intellectual or practical etc.
- Disposition – this is an assessment of the person’s acceptability by other people, leadership qualities and self-reliance.
- Circumstances – factors such as age, whether single or married, whether mobile or not.
TRAINING AND DEVELOPMENT
THE AIMS OF TRAINING
Training involves employees being taught new skills or improving skills they already have. A well-trained workforce has definite benefit for the business. For example…
- A well-trained workforce will be more productive. This will help the business achieve its set objectives, for example, to make a profit.
- It should help to create a more flexible work force.
- It can improve employee’s chance of promotion.
IDENTIFYING THE NEED FOR TRAINING
If there is a difference between the knowledge and skills of the employee and those, which are actually required, this may indicate a need for training.
Employees can also be asked about which areas there performance is not of a high standards. This will make the workforce more committed to training. Training needs are found at different levels in a business.
EMPLOYEE DEVELOPMENT
Employee development can be defined as…
“A course of action designed to enable the individual to realise his or her potential growth in the organisation”
This means that the employer not only trains people for the job they are employed to do now but also trains them for the future.
Most managers will have a system of identifying career potential in an employee. If there is not system to do this employees will end up in a “dead end” job which will not motivate them. Employees who’s potential are not realised will often leave the organisation, this means that the employer will lose people who could have been a very great asset to the organisation, had their potential been realised.
A system to recognise potential should include…
This is an analysis of employee performance.
- A system of assessment centres
This involves the employer identifying particular staff with potential, using previous work experience etc as a guide.
Training and development is a vital part of HRM because if you have a well-trained staff it will increase productivity and efficiency.
PERFORMANCE MANAGEMENT
Performance management looks at how and why employees are appraised.
The regular and systematic assessment of a person’s work is now something, which is widely practised in many businesses. Both managers and employees welcome it.
It is called performance appraisal and is normally carried out by the jobholder’s immediate superior.
Appraisal normally takes place once or twice a year. In some organisations it happens every three months.
THE BENEFITS OF PERFORMANCE APPRAISAL
- It helps to identify training needs
- It may reveal other problems – for example, there may be workplace difficulties with other staff.
- It may reveal useful skills
- It improves communications between employees and managers.
- It provides disciplinary documentation.
EMPLOYEES PERFORMANCE
IT is very important that the employee has the right environment in which to work. Herzberg’s theory pointed out that even the most interesting and fulfilling job will not motivate an employee if the “hygiene” factors are poor.
