If the company does not have an effective process of hiring staff then they could hire people that are not right for the job they are applying for resulting in poor performance overall and employees leaving. When companies have a structured interview
Human Resources Report
Unit 2
Recruitment in the workplace
Ferhat Say
Content
Introduction
Task 1- AO1
. Recruitment and selection process
2. Induction programme
3. Employee motivation
4. The legal dimension
Task 2- AO1
5. Introduction to RCI
6. Job roles available at RCI
7. RCI process and analysis of how other companies approach:
-Recruitment and selection processes
-Induction programmes
-Employee motivational packages and methods
Task 3- AO3-AO2
8. Analysis of key recruitment and inviting successful candidates to the interview
0. Selection of Final documentation
1. Selecting the final candidate
2. Letter to successful/unsuccessful candidate
Task 4 AO3-AO2
3. Induction programme
4. Motivational package
Task 5 AO4
5. Judging effectiveness
6. Research methodology
7. 1improvments
8. Appendices
A. Witness statement
B. Minutes of group meeting
C. Advertisements one and two
D. Person specification one and two
E. Job description one and two
F. Application form one and two
G. Final documentation and results
H. Interview schedule
I. Interview's assessment/evaluate score sheet
J. Selection results sheet
K. Application documentation
a. Covering letter
b. Application form
c. CV
L. RCI benefits package
M. RCI induction package
N. Agenda and Minutes: Job role, tasks and responsibilities
Introduction
Recruitment and Selection
Recruitment
As far as I understand, the interviewers of a business interview candidates so that they can get the right person for the right job. They need the right people for the job so that the organisation can be in its top form at all times. If the company can achieve this then it can improve, develop and compete with other similar organisations. If the company does not have an effective process of hiring staff then they could hire people that are not right for the job they are applying for resulting in poor performance overall and employees leaving. When companies have a structured interview, they can see which candidates are suited for the job by following a rigorous process.
Many vacancies re avalible with in the business environment. They are:
* Manager- A manager is someone with a lot of responsibility, usually for others, for making decisions and for managing recourses. For example, the job description of a marketing manager in a company might state that this person is:
o Accountable to their marketing director
o Responsible for staff in the market research function of the company.
o Responsible for planning, organisation and delivering market research campaigns.
o Responsible for creating a market research budget and for mentoring that budget each month.
o Responsible for making sure that the company keeps up to date with the changes in customer needs and trends.
From the example giving above, higher level of responsibility involved when you are a manager. The level of responsibility depends on what rank manager you are. The different types of managers are:
* Senior managers are responsibility for short/long term strategic decision making in the company as well as major resources with a view on how to move the company forward.
* Middle managers are responsible for operational term decisions and they have some important resources.
* Junior managers are responsible for operational decision making and they have some responsibility for resources.
* Supervisor- Supervisors also have an important role to play in an organisation. Their responsibilities can be equivalent to those of a junior manager. Supervisors have responsibility for supervising a particular task or group of people. Supervisors will often work within fairly tight boundaries. They have responsibility for making sure that:
o The right standards met
o Deadlines are met
o People or other resources are supervised in an appropriate way.
* IT operative- information technology is very important in modern business and most employees need to have some level of IT capability to carry out their work. IT operatives are typically involved with a number of activities.
Data base management involves creating databases, for example, of customers, patients in a hospital, by using existing databases packages.
Spreadsheet creation- most business process a lot of quantitative information (info that involves numbers) and spreadsheets help organisations to make calculations very quickly. Example is wage deduction by tax.
Creating presentations- IT specialists may be asked to prepare eye-catching presentations for managers within an organisation. They can then use their expertise with presentations software such as PowerPoint to create existing presentations.
Settings up IT systems - IT workers are also expected to trouble shoot and set up IT systems within the organisation.
* Administrators- administrators play an important role in modern organisations by creating a range of paper based and computer based systems for the other employees in the organisation. Large organisations depend on administrators for dealing with tasks such as enquiries, communicating messages and producing documents for the workforce.
* Customer service operatives- most organisations depend on their customer service for success. Customer service operatives must know:
o How to do their job efficiently, e.g. serving the customer at the till or greeting customers when they enter the store.
o About the products they are selling, e.g. where to find them and the various qualities of different products.
o How to give priority to customers, what to say to them, how to talk to them and how to make them feel welcome when they enter the store.
The candidates can be sourced internally and externally. They both have their advantages and disadvantages.
Internal candidates
Internal candidates come from inside of the business. They properly would come from an equal position (money wise) or a lower position. An example is a sales cashier takes a job interview to become a assistant manager
(Advantages)
* An organisation with a reputation for internal advancement will find it easier to motivate staff, whereas in organisations where internal advancement is rare, staff will be less committed to the work and may be preoccupied with external job applications.
The organisation will attract better candidates if they see their future career in it.
Many candidates will be local people who have bought homes there, have children at local schools and husbands/wives in other local jobs.
Internal candidates know the business and what will be expected of them, and they can become effective in the new job quickly.
Although there is bound to be bitterness from other internal applications that do not get the job, they will at least feel that there will other opportunities in the organisation and that their "turn" will come.
The organisation will not need to reply upon external references when choosing from internal applicants- accurate information will be available from departmental heads and other colleagues.
(Disadvantages)
The successful candidate may suffer role conflict in that they are now senior to the people with whom they worked with as equal.
A person promoted internally may be expected to pick up the job in a very unreasonably short space of time.
Filling the vacancy internally leaves another vacancy to fill.
External candidates come from many places and all looking for different positions.
Source of applicants
Types of employee available
Schools careers services
Schools leavers for a wide range of jobs and traineeships such as youth training schemes
Job centres
A wide range of jobs but chiefly semi skilled, unskilled and clerical workers
University careers services
Graduates
Employment agencies
Many will find applicants in virtually all areas of work although their most important area are clerical, secretarial and unskilled manual employees.
Employment business
This is a legal term for an agency which employs its own staff and hires them to organisations on a weekly basis - mainly do short term unskilled manual and basic clerical work
Recruitment and executive consultants
Management and professional jobs
(Advantages)
Much wider range of people to choose from, which means different/better talent.
New comers will bring new ideas to improve the business.
New comers are not associated with the older policies of the organisation - for this reason it is good to bring in some one from the outside if a change in the organisation is planned.
New comers are likely to be more mobile than existing staff and in a business, this can be very useful in the organisation.
New comers could bring new skills and management techniques from their former employers which the business might adopt.
(Disadvantages)
It is much more expensive than an internal recruitment, and often much more.
It takes time for the new comer to get used to his or her new employer, and therefore the new comer will not be performing effectively for the initial period.
People who move between jobs have a better idea of their market value than people who stay at the same organisation for a long time, and the make the best use they can of this by threatening to leave unless they get high pay rise or raid promotion.
Employers have to rely heavily on the references of other employers, and in reality these can be quite unreliable - people are sometimes given good references by their employers simply to help get rid of them.
If the new comer leaver shortly after joining the organisation a great deal in terms of embarrassment in the eyes of existing staff and in terms of the actual recruitment costs.
Things to consider when writing a job description
A job description describes what the job involves. What are the main tasks involved in the job? More and more organisations have job description for every job vacancies that they have - from the caretaker to the managing director.
In drawing up a job description the personal department has a number of alternatives. These are:
* The department itself can draw up a description of what the job entails
* The department can get existing jobholders to do it instead.
* The department can interview the job holder to find out what he/she does
In most cases it is best to combine the different methods to jet the best job description because one on its own might be biased or not have a clear understanding of what the employee has to do in the job.
Drafting a job description
From all the information collected, by whichever method is chosen, it will then be necessary to draw up the document itself. Most people applying for jobs will get a job description along with the application form and a parson specification. The main features of a job description are:
The job title the location of the job
A brief outline of the job
The main purpose of the job
A detailed list of all the tasks that will be required to do in the job
The standards that the job holder will have to achieve
Pay and other benefits
Promotion prospects
The person whom the job holder reports
The person(s) who report(s) to the job holder
In summary a job description has a number of roles, not least of which is to turn enquires from capable people into real job applications. Therefore, presentation of the job description is very important.
Things to consider when creating a person specification.
A person specification will be drawn up after the job description has been prepared. It identifies the kind of person who is needed to carry out that particular job, and will be invaluable in the recruitment process. The difference between a job description and a person specification is that 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 drawing up a person specification is called the 'seven point plan' originally devised by Alec Rodger. This is based 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 GCSEs and GNVQs, A levels and degrees and vocational qualifications such as NVQs and job experience.
General intelligence - this estimates by IQ tests and by assessment of general reasoning ability.
Special aptitudes - what special skills does a person have? These include skills with words, with numbers, with musical instruments, with artistic technique and with mechanical equipment.
Interests - they intellectual or practical or social or a mixture of them all.
Disposition - this is an assessment of the person acceptability by other people, leadership qualities. The persons emotional stability and self reliance
Circumstances - factors such as age, weather single or married, weather mobile or not.
The Rodgers normally require managers to distinguish between essential and desirable qualities under each of the seven headings. For example, five GCSEs at grade C or above might be essential attainment for a particular job, whereas two A levels might be desirable but not essential.
Things to consider when advertising the job
Before advertising the job the employer must know exactly what is wanted from the job being advertised. To ensure this, employer must look carefully at the person specification, what type of person is required, and the job specification, what the person will be required to do in the job before writing the advertisement.
When drafting the advertisement the key points to consider are:
* Job specification- the advert should specify what the job requires the person to do. Obviously this can only be fairly general but the key duties do need outlining according to the job advertised
* Type of person- the advert should then say what kind of person is required. It is illegal to specify a peculiar sex or someone with a particular racial origin. Except in a few quite rare situations. E.g. you could advert a Chinese person to be a waiter in a Chinese restaurant. You will also need to look at issues such as experience and qualifications.
* Pay and conditions- depending on the nature of the job, state what the pay and conditions are, e.g. holidays, hours and pension arrangements (where appropriate). As the government moves towards restricted right for state-provided pensions, the provision of good private pension schemes by employers are becoming more attractive to job seekers. Flexible hours ("flexitime") are an attractive fracture of a job for some people, whilst for others jobs where there is opportunity to earn overtime pay will be very appealing. Obviously, what to stress most in the advert will very from job to job - office work jobs might emphasise good pensions and flexitime, whereas a factory job might emphasise earning money from overtime.
* Place of work- the job location should be made clear. Some organisations are multi- sited: for example most county district councils have offers and workshops all over a county or town, and location of the job may be awkward for some potential applicants, e.g. the advert should also say if travel is required as part of the job (and if so, how it is dealt with financially - is a c company car or a mileage allowance provided, or a travel card for uses for buses)
* How to apply- the advertisement should say how to apply for the job, should it be a telephone call or a letter for an application form. It needs to be borne in mind that it will take more staff time dealing with the telephone call requests than dealing with enquiry letters. Costs-conscious organisations might want a "S.A.E" (stamped addressed envelope.)
* Depth of detail-an advertiser should not give too much irreverent information on the back ground of the organisation although its "guiding principles" and "philosophy" could be mentioned if it helps to attract to being environmental friendly, and this will be an appealing feature to many people looking for work.
* Ethics and honesty- be honest about the job being advertised - it is no use giving a over attractive picture of the job to be able to attract good candidates, because if the job does not meet the advertisement then the employee that has got the job will realise and then leave because it is not what he expected it to be. He would have no trouble finding another job because he is a good candidate so he wouldn't hesitate about leaving.
* Placing the advertisement- where and when the advertisement is placed? This will depend on the type of the job being advertised, how many vacancies there are to be filled, the budget available and how long the vacancies need filling. For example the government advertises on the television to encourage recruits into the armed forces and into nursing. A factory with a sudden order may need extra people, so an advert in the local paper will be essential (and usually two or three consecutive evenings),. If a business needs a chief accountant or a personal manager, an engineer or a solicitor, then the best place is a specialist magazine for that particular profession. Certain newspaper, notably 'The Guardian' fun specialized job supplements on particular days of the week.
The recruitment and selection process is as follows.
Firstly a vacancy occurs, the employee left. The reason for that could be many things. Some examples could be dismissal, died, promotion or retired.
Then the company has to gain authority to recruit, which involves human resources management and the budget. This shouldn't be a problem thought because not much financial difference will occur.
Then the company will have to consider if it is a new job and if it is then the company will have to draw up a job description and specification. If it is not a new job then the company will review the existing job description and specification.
The next step is to agree on methods for selecting applicants, they should be considering to hire the right person and any unsuccessful applicants should be left with a good image of the business. This is because the businesses reputation has to be at its best at all times. The applicants should show their skills, qualifications, hobbies and other information about them selves. They should feel that they have been fairly treated. The recruiter should have a structured interview for the applicants. The company should also make clear how they want the applicants to apply for the job to void any confusion and wasting of time.
The next step is to advertise the vacancy as widely as possible but it does depend on the job that is available. For example if it is a high rank position on a great salary, then the company might want to advertise nationally. Because the chances are that they would not be suitable for the job and then it will be a waste of time and money, which is important.
Then the shortlist applicants for selection should draw up a shortlist, which should contain the comparing of responses to advert, against job description and specification.
Then the next step is to hold the selection and set up an event capture. They should also tell relevant information and conduct interviews.
The last step is to review the applicant's information against law requirements and person specification to help make decisions. And then the best candidate will be selected for the job.
Selection process
After all the recruitment process is complete and all of the candidates have ...
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Then the shortlist applicants for selection should draw up a shortlist, which should contain the comparing of responses to advert, against job description and specification.
Then the next step is to hold the selection and set up an event capture. They should also tell relevant information and conduct interviews.
The last step is to review the applicant's information against law requirements and person specification to help make decisions. And then the best candidate will be selected for the job.
Selection process
After all the recruitment process is complete and all of the candidates have handed in all their application forms, then the selection process takes place in following stages. This includes:
* Short listing candidates- have a look at all the candidates that have been received and decide which ones are the most suited to the job description, person specification and the better application forms. And do not have to waste time with the unsuitable candidates
* Writing letters- the hr department will now have to write letters to all the chosen candidates and arrange an interview.
* Preparing interviews documents- forms will have to be created to help when choosing the successful candidate. These forms could include equal opportunity form, interview questions, selection criteria and interview assessment forms.
* Task for interviewees- this will be based on the actual job required to do so the interviews can tell if the candidate will be good at the tasks required by the organising.
* Carrying out an interview process
* Looking up references and other security checks- this is so we know how the employee was in his/her last job and if they have any bad records that might cause problems.
* Informing unsuccessful/successful candidates- this will include letters to all the candidates.
* Gaining the successful applications formal acceptance- this is receiving a formal letter that the successful candidate has joined the organisation.
Recruitment and selection process
Induction Programmes
The purpose of induction training helps new employees settle down quickly into the job by becoming familiar with the people, surroundings and the business. An induction also helps the new employee fit in with the rest of the employees. Once the successful applicant has been selected and offered a post, the human recourses department needs to prepare a suitable induction program for when the new employee
starts work.. it is important to produce an induction program that meets the needs of the job role and the successful applicant. The induction process will very from company to company. The new employers benefit of a general induction are:
* To make the new employee feel welcome and part of the team.
* To make sure that they are aware important issues such as company policies, their right and entitlements at work, and the above all to make sure that they are familiar and safety requirements.
* To make sure that they can start working productively for the company as soon as possible.
The new member of the organisation need to:
* Find out as much as possible about the organisation as possible, what it is like, what it does, and what it is trying to achieve (mission statement).
* Find out about where they fit in to the organisation, what they will be expected to do and how they would be expected to work in the organisation.
* Be motivated and inspired to feel that they have chosen to work for a company that will help them flourish and develop themselves.
* Find out about their rights and responsibilities.
The implications of not providing a thorough and thought through induction programme, new recruits will leave the business early.
Induction programmes normally take a week to include key features:
Objectives
Aims
Health and safety issues
Details about being absent, ill or late (code of conduct)
Introduction to management and work colleagues
Identify training needs
The induction follows after the recruitment and selection process and they have to consider if the new employee who is right for the job should have initial training and development if there is a new function to do the job with so the employee wont feel overwhelmed by new products. Induction programmes can last from anything to one week - six weeks depending on the job.
Here are some things you might be told on an induction programme:
Pre-employment
Joining instructions
proof of the right to work in the UK (if not already done during recruitment)
conditions of employment
company literature
Health and safety
Emergency exits
evacuation procedures
first aid facilities
health and safety policy
accident reporting
protective clothing
specific hazards
policy on smoking
Organisation
Site map - canteen, first aid post, etc.
telephone system
computer system
organisation chart - global
organisation chart - departmental
company products and services
security pass
car park pass
security procedures
Official Secrets Act
Data Protection Act/ Freedom of Information Act
Terms and conditions
Absence/sickness procedure
working time, including hours, flexi-time, etc
arrangements for breaks
holidays/special leave
probation period
performance management system
discipline procedure
grievance procedure
Internet and email policy
Financial
Pay - payment date and method
tax and NI
benefits
pension/stakeholder pensions
expenses and expense claims
Training
Agree training plan
training opportunities and in-house courses
CPD and Personal Development Plan
career management
Culture and values
Background
mission statement
quality systems
customer care policy
How a Mission Statement helps
The mission statement for an organisation has to be very good so the employees on the first day can see where the business wants to be and what it wants to achieve. The mission statement can also be a very valuable motivational tool.
Employee Motivation
The job of a manager in the workplace is to get things done through employees. To do this the manager should be able to motivate employees. Motivation practice and theory are difficult subjects, touching on several disciplines.
The ways in how companies motivate their staff is by rewarding with both financial and non-financial rewards such as:
Financial
Non financial
Salary- increase in the money they earn will motivate them to work harder
Job satisfaction- makes sure they like their job and try and make it better for them. E.g. working conditions like heating and atmosphere.
Bonus- when they worked hard for a while, and they receive extra money for it, will encourage them to work harder for a bigger bonus
Rewards- they could have days out with the team that the person is working with on one of their days off. Could go to the cinema
Pension- organise a pension for the worker will encourage them to stay and work for the same organisation.
Praise- give them complements about how good their work is. This will encourage them to carry on working hard.
Incentive- Improve
Promotions- the manager could promote his employee to a higher rank in the organisation.
Motivational theories
Maslow: Maslow identified that there was five broad categories and that if an organisation wanted to develop they would have to use these five broad categories and they are:
Basic needs- are the reasonable standards of food, shelter and clothing and those items are the norms to meet the needs of the body and for physical survival. People need a job to provide these basic needs, for example, minimum wage.
Security needs - are also concerned with physical survival. In the work place theses needs include safety, security of employment, adequate rests periods, pension, health schemes and protection from unfair treatment.
Group needs - are concerned with an individuals need for love and attention (within a group). A organisation with about 150-200 staff can give that feeling that a person belongs in a group. However in very large organisations a person might feel like they lost their identify in their group, becoming just another member, a face in the crowd. Managers need to decide who to split the work force into groups so their staff feels like a member of the group and nut just a number.
Self-esteem needs - this is based on each individuals desire for self respect and respect for others. The employees need praise for their work.
Self-fulfilment - Maslow placed self-fulfilment at the top of the hierarchy of needs. It is concerned with personal development and creativity. He argued that individuals firstly lower need are met, but if they not to experience frustration it is important for their higher needs are met too. Otherwise the employees approach will be more and more like 'couldn't care less' attitude as time goes on.
Self-fulfilment needs
Self-esteem needs
Group needs
Security needs
Basic needs
Herzberg: Herzberg theory is that employees want to have good job security and the opportunity to get promoted and have more of a job protection and the employee will feel more confident about their job security. He said that employee's do not like working in an organisation with 'dissatisfies'. The dissatisfies are:
* Dominating or unpredictable company policy and administration.
* Low pay
* Poor working conditions
* Confrontation relationships between different levels in the organisation
* Unfriendly relationships within the chain of command
* Unfair management and supervision.
* Unfair treatment of employees
* Feelings of inadequacy
* Impossible for development of the individual
By reducing these factors you can reduce negative feelings but then the employees are not really motivated. Herzberg identified 5 factors that are 'satisfiers', these are:
* Recognition of effort and performance
* The nature of the job itself - does it provide the employers with appropriate challenges?
* Scene of achievement
* Assumption and responsibility
* Opportunity for promotion.
He suggested that jobs could be given more meaning if they included more elements of responsibility and more creative use of individuals.
McGregor: his theory is about the X&Y.
X - is when the manager is always there to support and try and motivate the employees because they tend to dislike the job and would mess about as much as they could.
Y - this theory is when the management trust the employees to get on with their work and take responsibility for their work. It also gives motivation to the employees because the employees think that the managers trust them fully and they would not want to disappoint the management.
Kantar: the job itself should be with high responsibility to motivate the employee and to keep them going also the level of pay is important for motivation. This is a financial way of motivating and it is very effective to a lot of people but now people are looking for more non-financial rewards in jobs.
The Legal Dimension
The legal dimension is about the legal rights that employees have in the workplace and those legal rights are:
Disability: The disability discrimination act 1995 gave disabled people a chance to get a job fairly without being jugged by the employer straight away.
So John Lewis by law have to let disabled people work or they would be breaking the disability discrimination act
Equal pay
Employers must give men and women equal treatment in the terms and conditions of their employment contract:
• 'Like work' - work that is the same or broadly similar
• work rated as equivalent under a job evaluation study, or
• work found to be of equal value.
A woman is employed on 'like work' with a man if her work is of the same or a broadly similar nature. It is for the employer to show that there is a genuine reason for any difference in this 'like work', which is which is not based on the sex of an individual.
Individuals may complain to an employment tribunal under the Equal Pay Act 1970 up to six months after leaving the employment to which there claim relates. Normally, they may claim arrears of remuneration (which includes sick pay, holiday pay, bonuses, overtime etc as well as 'pay') for a period of up to six years (five years in Scotland) before the date of their tribunal application.
Sex discrimination
Under the Sex Discrimination Act 1975 (as amended), generally employers should not discriminate on grounds of sex, marriage or because someone intends to undergo, is undergoing or has undergone gender reassignment.
Sex discrimination covers all aspects of employment - from recruitment to pay, and training to the termination of a contract. It also includes applying requirements or conditions which, though applied equally to all, have a disproportionately detrimental effect on one sex or on married people and which cannot be shown to be justifiable (for instance to be job-related).
There are limited exceptions: the Act permits employers, under certain conditions, to train employees of one sex in order to fit them for particular work in which their sex has recently been under-represented; they may also encourage the under-represented sex to take up opportunities to do that work.
Race discrimination
The Race Relations Act 1976 (as amended) makes it illegal to treat a person less favourably than others on racial grounds.
Race discrimination covers all aspects of employment - from recruitment to pay, and training to the termination of a contract. Discrimination covers four areas:
. Direct discrimination - treating someone less favourably on racial grounds
2. Indirect discrimination - applying practices that might favour one racial group over another
3. Harassment - unwanted conduct that violates a person's dignity and creates a hostile or degrading environment
4. Victimisation - unfair treatment of an employee who has made a complaint about racial discrimination.
However, a job may be restricted to people of a particular race or ethnic or national origin, if one of these characteristics is a genuine occupational requirement. A genuine occupational requirement may apply in limited circumstances - for example, to achieve authenticity a theatre company may need black actors to depict certain scenes.
National minimum wage
Workers are entitled to be paid at least the level of the statutory National Minimum Wage (NMW) for every hour they work for an employer. From 1 October 2004:
Main (adult) rate for workers aged 22 and over
£4.85 per hour from 1 October 2004 (an increase from £4.50 an hour)
Development rate for workers aged 18-21 inclusive
£4.10 per hour from 1 October 2004 (an increase from £3.80 an hour)
NB: The development rate can also apply to workers aged 22 and above during their first 6 months in a new job with a new employer and who are receiving accredited training.
A new rate for 16 and 17 year olds
The Government has accepted the Low Pay Commission's recommendations for a new rate for 16 and 17 year olds (above compulsory school leaving age).
£3.00 per hour from 1 October 2004
NB: 16 and 17 year old apprentices will be exempt from the new young workers rate.
Forty eight hour week
What is the 48-hour week?
Under the Working Time Regulations, qualifying workers should not work more than an average of 48 hours per week over a 17-week period (this period can be extended in certain circumstances). However, workers can choose to agree to work more than the 48-hour average weekly limit. If they do so the agreement must be in writing.
The law on health and safety
The Health and Safety at Work etc Act (1974)
The Health and Safety at Work etc Act (HSW Act) places general duties for health and safety on all people at work - employers, employee, other workers and the self-employed, manufacturers, suppliers, designers and importers of materials used at work and people in control of premises. Individuals as well as or instead of the organisation may be prosecuted for breaches of the Act. The HSW Act also imposes a duty on all employers with a total of five or more workers to produce a written health and safety policy.
Consultation with workers on health and safety
The law requires that employers must consult with workers on health and safety at work matters. The Safety Representatives and Safety Committees Regulations 1977 give recognised trade unions the right to appoint safety representatives to represent workers and to carry out various functions. Where an employer recognises a trade union, which has appointed, or is about to appoint, safety representatives under the 1977 Regulations, then the employer must consult those representatives on matters affecting the group or groups of employees they represent.
The Data Protection Act
Under the Data Protection Act, we have a legal duty to protect any information collected from you.
As part of the delivery of services and information through this website it may be necessary to process personal information. This information can be held in manual files or on computer and it is used to deliver council services. Only the minimum appropriate personal data is requested and held, and it is only kept for so long as the purpose requires.
Information collected by Wrexham County Borough Council will be stored and processed in databases owned solely by Wrexham County Borough Council.
We will not provide any of your personal information obtained via the web to other companies or individuals unless required to by law.
Control Of Substances Hazardous to Health 1988 (COSHH)
Complying with COSHH involves:
Assessing the risks to health arising from hazardous substances at work and deciding what precautions are needed,
Preventing or adequately controlling exposure,
Ensuring that control measures are used, maintained, examined and tested,
If necessary, monitoring exposure and carrying out health surveillance
Ensuring that employees are properly informed trained and supervised.
COSHH requires that employers provide their employees with suitable information, instruction and training about:
The nature of the substances they work with or are exposed to and the risks created by exposure to those substances and
The precautions they should take
Employers should give sufficient information and instruction on
Control measures and how to use them,
The use of any personal protective equipment and clothing,
Results of any exposure monitoring or health surveillance and
Emergency procedures.
As with all other regulations building on the Health and Safety at Work etc. Act, legal duties under COSHH are laid primarily on employers and it is their duty to see that proper systems of work and management are in place.
Duties on employees include making proper use of any control measures, following safe systems of work, abiding by local rules and reporting defects in safety equipment.
The Workplace (Health, Safety and Welfare) Regulations 1992 apply to most workplaces. These Regulations consolidate and expand many of the old requirements laid down in the Factories Act 1961 and Offices Shops and Railway Premises Act 1963. The Approved Code of Practice on the Regulations lists their requirements in detail.
Basic Requirements of the Workplace Regulations
* Maintenance: The workplace and equipment should be maintained in an efficient state and in good repair (for reasons of safety). There should be a system of maintenance for equipment and devices in use in the business where necessary. Examples of equipment would include emergency lighting, fences and anchorage points for safety harnesses.
* Ventilation: There should be a sufficient quantity of fresh or purified air to ventilate enclosed workplaces. Fresh air supply rate should not normally fall below 5 to 8 litres per second per occupant.
* Temperature: If a room is used more than short periods of time, then a reasonable temperature (normally 16°C/60.8°F) should be maintained during working hours. Provision of thermometers is required for use by staff. Where uncomfortable conditions cannot be avoided, access to a rest room should be made available.
* Lighting: In all workplaces there should be suitable and sufficient natural lighting, where reasonably practicable. Emergency lighting should be provided where failure of normal lighting would cause danger. Lighting should be sufficient so that people can move around the building safely. In particular, staircases should be shadow free. Dazzling lights and glare should be avoided.
* Cleanliness: Workplaces (walls, floors ceilings) and furnishings should be kept clean. The standard of cleanliness should be appropriate to what is going on in the room. Waste materials should be stored in receptacles.
* Space: There should be sufficient floor area, height and unoccupied space in a workroom. This is usually taken to be a minimum of 11 cubic metres per person (any height above 3 metres is discounted). When there is furniture in the room there must still be enough space left for people to move around with ease.
* Workstations: These should be suitable for the worker and work. Suitable seats are required where necessary and there should be sufficient space around the workstation to enable the work to be carried out in a safe manner.
* Floors: These should be suitable for their environment especially if outside or in wet conditions. They should not be so uneven or slippery so as to present risk. Arrangements should be made for the removal of spillage and obstructions as soon as possible.
* Falls: Protection from falls and falling objects should be provided where reasonably practicable. If there is a significant risk that a person could fall from a height of 2 metres or above, a secure fence should be provided.
* Windows: Windows and glazed doors should be of safety material where danger could occur i.e. usually where the glazing is below shoulder level in doors and below waist level in windows. Large areas of glass that could be walked into should be marked. Provision should be made so that window cleaning can be carried out safely e.g. tilt and turn windows; fixing points for harnesses.
* Escalators (and moving roadways): These must function safely. Safety devices and emergency stop controls should also be provided.
* Sanitary Conveniences and Washing Facilities: Toilets are to be ventilated and kept clean and be complete with washing facilities that should have hot and cold water. Showers may be needed in exceptional circumstances. Drinking Water: A supply of wholesome drinking water with cups is required. Non-drinking water supplies should be so marked.
* Clothing: Clothing accommodation is required where wet outdoor clothing can dry out during the working day. Changing facilities should be provided where special clothing is worn.
* Rest Facilities: These should be suitable and sufficient to take a break and to eat meals, where meals are regularly eaten in the workplace. There should be separate facilities for non-smokers and smokers. Facilities are required for pregnant and nursing mothers to rest.
Introduction of RCI
I am studying the company RCI that is a call centre and a call centre can be described like the following paragraph tells you:
A "call-centre" as a group of people processing a large number of telephone calls. Within this, call centres can be divided into two groups: inbound and outbound systems. Call centre inbound systems include various systems that expedite and improve the incoming call process, typically used in call centres that receive incoming calls.
These systems are used for routing customer calls efficiently and some systems enable the caller to obtain information directly from the computer (without agent intervention) with the use of computer telephony integration. Call centre outbound systems improve the outgoing call processes. It is mainly used for telemarketing-type campaigns, facilitating the placement of a large volume of outbound calls in the call centre environment.
RCI was developed in 1974 and since then RCI has supported the marketing and sales efforts of timeshares developers and offer exchange flexibility to timeshare owners. RCI (Resort Condominiums International) relies on an 'indirect model': it doesn't build, sell or own timeshare properties. RCI serves as a growth partner to it clients and supports their sales efforts directly, while also obtain new members indirectly. Basically RCI succeed only when its affiliates succeed.
There are two RCI call centres in the United Kingdom and Ireland. The call centre in Ireland is in a city called Cork and they employ up to three hundred people. The second call centre is based in Kettering and they employee up to five hundred people. The main competitors for RCI are Thomas Cook and First Choice in the UK so RCI have to try really hard to get customers.
In 1974, RCI pioneered the concept of exchange vacations. Since then, millions of timeshare owners have discovered that an RCI membership really enhances the quality of vacation ownership.
Today, RCI has more than three million members worldwide, who enjoy dream vacations at RCI's 3,700 affiliated resorts. These timeshare owners and resorts are a unique community of travel enthusiasts with the common bond of a lifetime commitment to quality vacations through timeshare. RCI Community members benefit from the knowledge, experience and resources of RCI's Guides, who provide assistance in the planning of exchange vacations.
RCI is the world's expert in exchange vacations. An exchange vacation allows members to discover new places and enjoy the freedom of resort vacationing all over the world. RCI is considered within the timeshare industry as the global leader in exchange vacations.
Job Roles available RCI
These are a few of the sort of jobs that RCI offer:
> Call centre agent
> Admin support
> Team leader
> Supervisor
> Manager
> Project manager
Call Centre Agent
A call centre agent is one of the main job roles in a call centre because these are the people who answer the calls. The call centre agent has to make outbound and receive inbound calls.
Admin Support
The admin help organise the company by creating a range of paper-based and computer-based systems for the whole organisation. All big organisations rely on the administration for dealing with tasks such as enquiries, communicating messages and producing documents for the workforce.
Team Leader
A team leader has to make sure that every thing is in control, every thing is up to standard. To ensure the Call Centre targets are met through the effective development and management of the Member Services department. To maintain productivity levels and ensure customer service levels remain high.
Supervisor
Supervisor's status is the same as a junior manager. Supervisors have to supervise tasks or groups of people. They normally very tight boundaries and they have to meet the right standard, dead lines and that people or other resources are supervised in an appropriate way.
Manager
The manager is someone who is responsible usually for others, making decisions and managing resources. Example of that is the job description of a marketing manager in an organisation might state that this person is:
> Responsible for staff in the market research function of the organisation.
> Responsible for keeping the organisation in tune to what the customers want.
> Responsible for planning, organising and delivering market research campaigns.
> Accountable to their marketing director
> Responsible for a market research budget and for monitoring the budget each month.
Project Manager
A project manager is the person who has the overall responsibility for the planning and execution of the projects.
The project manager must have a number of skills including ability to ask penetrating questions, detect unstated assumptions and resolve interpersonal conflicts as well as more systematic management skills.
Key amongst their duties is the recognition that risk directly impacts the likelihood of success and that this risk must be both formally and informally measured throughout the lifetime of the project.
Recruitment and selection process RCI use (questionnaire)
The reason for this questionnaire is to understand RCI's effectiveness of recruitment and selection process, induction programme and motivational methods. The following table illustrates a thorough in-depth knowledge of what RCI and two further large companies within the following areas:
Recruitment and Selection
Company
RCI,
JJB
Sealed air Ltd
Defined and documented attraction and retention strategy in place
*
*
* Attraction method
*
Use agencies (full time and part time)
Use agencies (temps only)
Use external recruitment companies
Internet
*
*
*
Local job centre
*
Advertise direct
*
*
Advertise internally
*
*
Open days
*
*
Company video
*
Find a friend
*
*
* Recruitment method
Assessment Centre - Competency based activity - Job analysis interview guide
Person specification -
*
*
*
Job descriptions
*
*
*
Application forms
*
*
CV
*
*
*
Telephone screening
*
*
Confirm receipt of application
* Selection process
HR panel
*
*
*
Shortlist candidates based on competency score analysis
*
*
*
Write inviting candidates to interview
*
*
*
Telephone inviting candidates to interview
Face to face interviews
*
*
*
Personality report analysis - assess levels of warmth, stability, liveliness, sensitivity, openness to change etc
*
Interview candidate do's and don't checklist - helps prepare for interview
*
*
*
Tour of the centre
*
*
*
Post interview - reference gathering and security checks
*
*
* Assessment centre
Test numerical
*
*
Literacy skills
*
*
Other
*
*
* Post interview evaluation
Interview checklist to help identify strengths and weaknesses of candidates performance
*
*
*
* Interview and assessment performance measures
Presentation
*
*
*
Confidence
*
How you answer questions
*
*
*
Communication skills
*
*
*
Ability to deal with pressure
*
*
* Post interview procedures
Offer made by telephone
*
*
Written offer made to successful candidates
*
*
*
Inform unsuccessful candidates
*
*
Offer feedback to unsuccessful candidates
*
*
Feedback given to unsuccessful internal candidates
*
*
*
Exit interviews - when employees leave the organisation
*
*
Induction programmes
Company
RCI,
JJB
Sealed air Ltd
Length of induction programme
Within one week
*
One to two weeks
*
Two to four weeks
Four to six weeks
*
Company overview and background/history
*
*
*
Company objectives and aims
*
*
Company mission statement
*
*
Tour of company
*
*
*
View of company video
*
*
*
Communication skills - soft skills e.g. sales/customer service (inbound and outbound)
*
Call guidelines/script training
*
*
*
Geographical skills
*
Product training specific to the job e.g.
*
Computer processing skills - database system training
*
Reporting and monitoring requirements
*
*
Simulation or Certifications that one is competent assessed within role plays/call recording
*
Company policies and procedures e.g. Health and Safety, Salaries, Benefits, absenteeism etc
*
*
*
Evaluate pre induction and training
*
Evaluate post induction and training
*
*
*
Motivational Packages
Company
RCI,
JJB
Sealed air Ltd
Financial (in addition to basic pay)
Piece rate
* Commission
*
* Bonuses
*
*
*
* Overtime
*
*
*
* Pension
*
*
* Monetry Allowance Travel Concesson (based on length of service)
*
*
Non Financial
*
* Fringe benefits:
*
Company car
Travel and holiday concessions
Vouchers
Gym discounts
Nursery discounts
Product discounts
* Good conditions of work:
*
*
Canteen
Hours of work
Holidays
Flexibility
* Prospects - opportunities for development, promotion and interest in the job
*
*
Motivational methods
Company
RCI,
JJB
Sealed air Ltd
Ongoing training and development
Annual salary review
* Annual appraisal performance review (one to one)
*
*
*
* Twice a year appraisal review
*
*
* 360 degree appraisal review: (self, peer and manager assessment)
*
* Development plans -action plan
*
* Offer one to one coaching
*
* Offer mentoring
*
* Certified Awards e.g. manager of the month, most valued contribution
*
*
*
* Phased target approach for new teams
*
*
*
* Return to work interviews
*
*
It can be said that Hertzberg's two factor theory, RCI managers approach they adopted is designed to help insure job satisfaction and employees are motivated to work. This is evident as shown in RCI's Benefit Package above and documented in the appendices.
Analysis of questionnaire
Similarities
All three companies provide a person specification and job description so that they both want the candidate to provide an application form and a CV because. JJB doesn't want an application form because they ask the questions in the interviews instead. All three organisations find it important to use all of theses strategies because it helps them when they want to selective the best candidate form the rest for the job at hand. The most important use of CV's and application form are to shortlist all the candidates so they do not have to waste time with candidates that don't fit the person specification. The companies use this method because it is the most efficient method in terms of time effort and money.
The initial use of person specifications and job descriptions is to know exactly what to look for in the application form and the CV's, it is a guide when short-listing candidates. Also before the candidates applies for the job they will check of they match the person specification and the job description, and if they do not then they might not bother applying and it would make it easier for the company to selective because they have less to deal with.
The companies find it more professional if they have a formal invitation to the interviews rather than a telephone call. They all believe in face-to-face interviews because they want to be able to visualise that person doing the job that they are applying for.
The three organisations use a HR panel; they're the people who are specialised when hiring some one to work for them. They have this to help them choose the best candidate, and do it more efficiently.
All three companies find it important at an interview for the candidate to be presentable, have communication skills and answering questions well. This is important because when they'll be doing their job these thing might pressure them into making mistakes, the panel have to be sure that they can deal with pressure.
All companies fine it necessary for the new employee to know the organisations background/history and their mission statement. This is because the company wants the new employee to know where the company has come from and what their hoping to achieve so that know what is expected of them.
All three companies find that a main motivator is more money and the chance to earn more money, so they have bonus and overtime and a financial motivator.
They also use annual performance review (one on one) because it is a motivational method for the employee to perform to a satisfactory level to avoid a bad conversation with their employers.
Differences
JJB and Sealed air Ltd advertise their jobs in agencies because the skill that the need is not much. Whereas RCI need good qualifications and experience and agencies wouldn't be very efficient.
One thing that is very different is the induction period that they use. JJB is within one week because the employee doesn't have to learn a great deal because the job doesn't require much skill. Sealed air Ltd require a two to for week period because they have a bigger range of health and safety to work with and they need to know how to use the machines properly otherwise they would cost the company a lot of money. RCI offer a six-week induction because they cover a large range of thing including learning how to use systems, customer service, efficiently and geographical skills.
Another difference is the financial bonus that RCI offer that the other two companies don't. Piece rate and commission. This is because the employees in RCI will be interested and they will be motivated with that whereas the other two companies will not.
How RCI motivate their staff and what motivation packets they have
RCI motivate their staff with both financial rewards and non financial. Some of the financial rewards that RCI employees get are salary increase, bonus and a pension scheme. The non-financial rewards that RCI do are cars given out as prizes, free holiday timeshares and good job satisfaction.
One of the packets that RCI offer their employees is the longer the employees stays the more rewards the employee receives for example after five years they might get a big bonus and after ten years they might win a car. Another package is that the employees start off with a good salary and they also get timeshares so they can go on holiday for free.
The theory that RCI apply to their motivation skills is the theory from Maslow. The Maslow theory is that there are five basic needs that need to be recognized and they are Basic needs, Security needs, Group needs, Self-esteem needs and Self-fulfilment.
) HR1 - a recruitment authorisation form should be done for every vacancy that occurs. The line manager should provide a brief justification for the need to recruit on the form that RCI have to fill in. The form should then be signed and authorised.
2) It is then forwarded to Human Resources
3) Human resources then forward it to the general manager/head of human resources to get authorisation.
4) When the form is fully authorised it is sent back to human resources, an e-mail is sent to confirm the authorisation and to also show the vacancy number and HR contact.
5) If an external or internal advert is required it should be agreed on.
6) The internal career lead should be displayed with the closing date of the first week.
7) The publication of the external advert should be agreed on.
8) All applications should all end up at human resources.
9) HR will sift external applications towards agreed criteria.
0) Recruiting manager will review all the short listed external applicants and internal.
1) The internal applicants will be interviewed if they meet the criteria.
2) Interviews or assessments should be on an agreed arrange date.
3) The actual decision of who RCI recruit will be discussed by the recruiting manager and human resources.
4) When the decision has been made they will get the HR2 form which every candidate would receive. The HR2 should also be signed by recruiting manager and the senior operations manager.
5) When the HR2 is completed an offer letter will be sent out accordingly.
6) When the acceptance has been delivered the recruiting manager will be advised
Analysis of key documents
Advertising
2
Summary
Job description
* Advert one does not include job description
* Advert two does not include job description
*
Type of person
* Advert one does not include type of person
* Advert two does not include type of person
Pay and conditions
*
* Advert one mentioned that the conditioned are good but didn't go into detail at all. It only identified that some conditions are good. E.g. competitive salary, pension plan, health and dental insurance, paid vacation, smoke free environment.
* Advert two does not include pay and conditions
Place of work
*
* Advert one does not include place of work
* Advert two clearly says the places that the employee will have to work. E.g. local football matches and netball and gulf.
How to apply
*
Advert one does not include how to apply
Advert two has an address, telephone number and a email address that you could use to apply.
Ethics and honesty
*
Advert one does not include ethics and honesty
Advert two tells you exactly what is required and expected.
Depth of detail
*
Advert one does not include depth of detail
Advert 2 has the hours of work required and the days required. The employee will be self-insured and will be paid hourly.
Advert one is a very poor advertisement. It doesn't look professional and does not include what the job requires. The only thing it includes it pay and conditions, but not what for.
Advert two is a little more professional that advert one. It also includes more detail, ethics and honesty, how to apply and where the work is. It is a much advertisement but not as good as can be.
Job description
2
Summary
Job title
*
*
Job description one includes the job title
Job description two includes the job title.
Location of the job
*
*
Job description one includes the job location
Job description two includes the job location.
Main purpose of the job
*
*
Job description one says that the main job is to assist in scheduling and finicalities pre-enrolling registration activities.
Job description two requires a university lecturer in the historic environment.
List of tasks that will be required to do in the job
* Job description one does not include the list of tasks that will be required to do in the job
* Job description two does not include the list of tasks that will be required to do in the job
The standard the employee will have to achieve
*
* Job description one does not include the standard the employee will have to achieve.
* The job description say the candidate will have to a historic degree E.g. historic conservation
Pay and benefits
*
* Job description one does not include the pay and benefits.
* Job description two only includes the salary paid which is £24.352 - £47,078 p.a
Promotion aspects
* Job description one does not include Promotion aspects
* Job description two does not include Promotion aspects
The person whom the job holder reports
*
* Job holder reports to the instruction support specialist of extension and community education.
* Job description two does not include The person whom the job holder reports
The person(s) who report(s) to the job holder
* Job description one does not include the person(s) who report(s) to the job holder
* Job description two does not include the person(s) who report(s) to the job holder
Job description one and two are both very poor examples. There is a lot is doesn't include what a job description should (listed above).
Person specification
2
Summary
Physique, health and appearance
*
*
* Good health record. Pleasant appearance, bearing and speech
* Good general health
Attainments
*
*
* GCSE English or equivalent. Experience of general office work
* Basic level of education. Driving licence
General intelligence
*
* Above average
* Person specification two does not include general intelligence.
Special aptitudes
*
*
* Reasonable manual dexterity. Competent with figures
* Ability to work independently, using initiative, whilst recognising own limitations and when to seek advice/guidance.
Interests
*
* No special interests
* Person specification two does no include interests
Disposition
*
*
* Persuasive and influential. Self-reliant. Good degree of accessibility
* Ability to form appropriate relationships with work colleges.
Circumstances
*
* No special circumstances
* Person specification two does not include circumstances
Person specification one is a excellent example. it includes every a person specification should. I think the only negative thing about is its lay out. It is not professional.
Person specification two is a good example but it does not fill al the requirements that a person specification should. Its layout is better than example one but it is still in a form of a table instead of writing.
Application form
2
Summary
Date of application
*
*
* Application form one includes date of application.
* Application form two includes date of application.
Name address etc.
*
*
* Application form one includes name address etc.
* Application form two includes name address etc.
Identity number
*
* Application form one includes identity number
* Application form two does not include identity number
National insurance number
*
* Application form one includes national insurance number
* Application form two does not include national insurance number.
Date of birth
*
*
* Application form one includes date of birth.
* Application form two includes date of birth
Qualifications
*
* Application form one includes qualifications.
* Application form two does not qualifications
Post applied for
*
*
* Application form one includes the post applied for.
* Application form two includes the post applied for.
Any times you can't work
*
* Application form one includes any time you can't work
* Application form two does not any time you can't work
Last job you worked for
*
*
* Application form one includes the last job you worked for.
* Application form two includes the last job you worked for.
Their address etc.
*
*
* Application form one includes their address etc.
* Application form two does not include their address etc.
Comments
*
* Application form one includes comments
* Application form two does not include comments.
Job application one is a brilliant example. it includes all of the requirements that a application form should. I think it's only down fall it that it isn't long enough; it doesn't leave enough room for the candidates to write all of their achievements etc.
Example two is terrible. Is has no security check, not qualifications, no comments or working times. It is not specified for a certain job, it has a tick bow you can apply for which job you want to do. It is a bad application form.
The following job post available is:
Inbound Call Consultant - based in Kettering
A new post has become available in Kettering. You will be required to answer incoming calls and make outbound telephone calls to customers providing a comprehensive travel service.
A clear telephone voice will be required and a well-mannered speech. A good punctual attitude and a presentable person is required. The candidate must have good customer service skills and good GCSE grades and very good at time keeping. We are looking for candidates that can work on most weekdays and a Saturday. It is 37.5 hours a week and flexible hours and overtime available.
The average salary will start £13,000 plus bonus, to the potential to become £18,000. This depends on the amount of experience in this type of work environment. There is also a large range of benefits and bonuses depending on the time spent with the company.
The closing date is the 20th of February 2006. Interviews will commence on the 27 February. To apply for this post we would like you to send us your CV or application form (application can be found on the website, www.RCI.com) or alternatively write and request a copy.
Send application form to:
HR consultant
RCI human resources
Kettering park way
Kettering
Northamptonshire
NN15 6EY
Tel: 01536 314388
Fax: 01536 314374
Job description
Job title: Inbound Call Consultant
Department: Member Service Group
Location: Kettering
Closing date February 2006
Main purpose of job:
Answer all telephone calls in an efficient and professional manner. Make outbound calls to members providing comprehensive travel services and to make sure all sales opportunities are maximised. When answering and making telephone calls maintain a high level of customer satisfaction.
Position in the organisation
Call Centre Manager
Sales Manager
Assistant Sales Section Leader
European Consultant
Resources under the jobholders control:
* P.C to access 'Indy', AS400 travel club system, viewdata and GUI ACD telephone terminal and headset
* Company stationary and literature
* Brochures and directories
* Calculator
* Member files
* Internet/intranet
The individual tasks that we have to do:
* Achieve the personal monthly set targets by the department
* Ensure that all sales on the telephone are maximised and offering the airlines/operator that we prefer to use.
* To answer all incoming calls efficiently and professionally within the company telephone standard of 98%.
* To ensure all RCI customers are supplied with the correct travel information relating to visa passport and health and booking conditions.
* To demonstrate a comprehensive knowledge of all RCI products and services giving a clear explanation of policies and procedures, i.e. training power, 1 in 4 rule and any promotional bonus offers.
* To ensure all documentations are completed after a call i.e. call notes are completed accurately.
* To read and action all email ensure all RCI literature is kept completely update with price charges
* Make sure there are no errors when making travel booking.
* Contribute positively within the department.
* To comply with the health and safety act. Report any accidents or suspected defects immediately to a sales section leader.
* Keep up to date with company policies and procedures
* Other duties including assisting other departments, and provide outbound/travel support to others.
The training/knowledge required
* Through knowledge of the 'Indy' computer system
* Operational knowledge of the ACD telephone system
* Knowledge on directories
* Knowledge of AS400 travel club system
* Through knowledge of viewdata
* Knowledge of customer techniques and sales techniques
* Knowledge of company policies and procurers.
* Positive attitude.
Communications
Internal external
Communication with all Airlines
Member Service Departments
Resort Service Tour operations
Accounts RCI members
Systems Resort personnel
Administration Credit Card Companies
Customer services
Other relevant information
Must be able to work additional hours must have a positive outlook and sales focused.
Person specification
Inbound Call Consultant
Experience in other call centre type place would be helpful but it is not essential.
The qualifications that are recommended to have are maths and English at grace C or above.
Good health record, no serous incorrect impairment of sight.
Disposition should be persuasive and influential.
Ability to form appropriate relationships with work colleagues
Ability to form objective and supportive relationships with service users.
* Ability to complete and maintain accurate records
* Ability to communicate effectively with people who no longer hear well.
* Understanding and maintaining confidentiality agreements
Skills needed
* Effective communication skills.
* Good telephone manor
* Able to set achieve personal set tasks
* Good time keeping
* Efficient
Skills in training program
* How to operate phone efficiently
* Making out bound calls
* Answering inbound calls
* Able to deal with irate customers
* How to operate system
RCI Call Centre, Kettering, Northamptonshire, Inbound Call Consultant
Tel: 01942 352532 facsimile 01942 465754 website: www.rci.com
Application Form
Position: __________________ Location: ____________________
Personal details
Please circle: Mr. Mrs. Miss Ms.
Surname: __________________ First name: __________________
Address: __________________ Date of Birth: __________________
______________________________ Nationality: __________________
______________________________
Post Code: __________________
Tel (Day) __________________ Tel (Evening): __________________
Are you related to anyone in the company (please circle)? Yes No
Please give details: ___________________________________________________
Have you worked for the company before (please circle)? Yes No
If so please give details: _____________________________________________
Have you ever been convicted a criminal offence (please circle)? Yes No
If yes please give details: _____________________________________________
_____________________________________________________________________
_____________________________________________________________________
Next of Kin
Name: __________________ relationship: __________________
Address: __________________
Telephone: __________________
______________________________
______________________________
Qualifications
GCSE's A levels
Subject
Grade
Subject
Grade
Degree
Subject
Grade
Present/Last employment
Name: ___________________ position: _____________________
Address: _________________ starting date: _____________________
__________________________ Leaving date: _____________________
__________________________ Salary/wages: _____________________
Reason for leaving: ___________________________________________________
_____________________________________________________________________
_____________________________________________________________________
Any other relevant/additional information: _________________________________
_____________________________________________________________________
Medical Questionnaire
Surname name: ________________ First name: _______________
Date of birth: __________________
Please circle if any of the following information apply or has applied to you in the past?
Circulatory problems such as varicose veins, phlebitis, thrombosis? Yes No
Heart problems such as angina, high blood pressure, heart attack? Yes No
Chest problems such as asthma? Yes No
Diabetes? Yes No
Epilepsy of fainting attacks? Yes No
Skin disorders? Yes No
Recent operation of fraction? Yes No
Any currant medication? Yes No
Back trouble, arthritis, rheumatism? Yes No
Injury to bones, joints, tendons, including wrist tendons? Yes No
A claim for industrial injury? Yes No
Any other significant health problems (sight, hearing, skin, brain)? Yes No
Details: _________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
I hear by declare that the above information is correct to the best of my knowledge and I understand that should I knowingly fail to disclose material facts to my medical history then the non-disclosure and not notifying the company of any new information effecting my medical health may result in my summary dismissal.
Signed: _________________ Date: ________________
I understand that my employment with the company is subject to satisfactory references being obtained and a six-month probationary period. I understand that any false information supplied by me renders me liable to summary dismissal.
Signed: _________________ Date: _________________
Letter to invite candidates to interview
Human recourses department
RCI
Kettering parkway
Kettering
Northamptonshire
NN15 6EY
Corby Community college
Oakley road
Corby
Northamptonshire
NN17 1NE
21st February 2006
Reference: inbound call Centre Consultant
Thank you for your recent applicant, I am pleased to invite you to an interview that will not last more that one hour Wednesday 1st march at 10.00am. I and one other colleague will conduct the interview
The interview will consist of you carrying out a role play so we can judge the effectiveness of your over all communication skills and how you'd respond to potential sales opportunities d irate customers. You will also be asked to carry out a spelling exercise
Please find enclosed a copy of the job description and Equal Opportunities Monitoring Form for you to complete and return in the prepaid envelop. All information will be treated with strict confidence.
If there is any special requirements that or reasonable adjustments which you feel should be made to assist you with your interview, please let us know in accordance to the Disability Discrimination act 1995.
Under the section 8 of the asylum and immigration Act 1996 (as amended) you need to bring some proof that you have the right to work in the UK. A photocopy will be taken of this and you will receive it after the interview.
If you are travailing by car to RCI there is parking spaces in the front and rear of the building. I would be grateful if you could confirm attendance by calling or emailing me at your earliest convince.
Yours sincerely
Human recourses representative
Letter to successful candidate
Human recourses department
RCI
Kettering parkway
Kettering
Northamptonshire
NN15 6EY
Corby Community college
Oakley road
Corby
Northamptonshire
NN17 1NE
3rd march 2006
Dear
Reference: inbound call Centre Consultant
I am very pleased in confirming the offer of the position of an Inbound Call Centre Consultant within the Call Centre at RCI. Your induction start date id Monday 13th March 2006 and will run from 9am to 5pm, Monday to Friday for a period of 5 or 6 weeks.
Hours of work
You will be required to work 37.5 hours, Monday to Sunday between 8am to 8pm. The exact shift will be confirmed during the induction. Overtime could be available on request.
Salary
Your salary will be £13,000 and paid monthly in arrears directly into your account and reviewed annually.
Motivational package agreements will be made available to you during your induction your induction programme, for example
Commission on sales
Profit sharing
Fringe benefits
This offer id subject to a six-month probation period. Your position will be reviewed after the successful completion of your six-month period.
If you have any inquiries can you please contact me? I hope you enjoy working with RCI
Human resources representative
Please do not detach
Form of acceptance
Employee declaration
I _____________ hereby confirm that I agree to this to this Contract of Employment, as detailed above.
Signature............................. Date........................................
Letter to unsuccessful candidates
Human recourses department
RCI
Kettering parkway
Kettering
Northamptonshire
NN15 6EY
Corby Community college
Oakley road
Corby
Northamptonshire
NN17 1NE
3rd march 2006
Dear
Reference: inbound call Centre Consultant
Thank you for your recent applicant for the above post. But I am sorry to say that you did not get the position. However if at any time in the future an opportunity should arise we will keep your details on file so we may contact you.
In the meantime thank you once again for your interest and wish success in the future.
Yours sincerely
Human resources Representative
Final documentation
8 member of the group and they had a tick list and they marked (out of 5) for every question on the tick list. We decided this to be the best way to choose the final documentations because when every one marked the documents, they did not have names on them yet so no one could be biased. The questionnaire will be included in the appendices.
Out of the seven job description documents Lewise Flectner had the documents with the most points from the list because it that the best practice and matched the questionnaire that we created.
Ferhat say created the best person specification that matched the criteria
The job description document came from Lewise Flectner as he had the most specific one
And finally the application form went to Kayleigh.
Selection process method and results
After all tasks were completed for the interviews, we picked the two best candidates. We found it very hard to choose between the top two candidates. The candidates need to know if they were successful in the next couple of days, but a through and in depth analysis of all strengths and weakness. The key points that this will include is:
* Attainments
* Experience
* Disposition personal circumstances
* Reference letters
* Result from the medical check up
* Result from any essential tests/assessments centres.
The job and person specification make it a lot more efficient to select the final selection. From these documents we could discard all applicants that did not meet all the essentials in the job and person specification. We needed to discuss the difference between the top two candidates and come to a conclusion.
We also had feed back from the interviews so we could decide our successful candidate. There was three people assign the interviewee; two interview assessors and one HR consultant. The things that the interviewers were interested in were:
Experience
Intelligence
Skills
Interests
Academic
Motivation
Circumstances
Body language
Because the two top candidates came very equal the recruitment team had to do a closer analysis by looking at specific strength and weaknesses.
Factors
Applicant 1
Applicant 5
The better candidate for this factor.
Experience
41
39
Applicant 1
Intelligence
3
4
Applicant 5
Skills
40
41
Applicant 5
Interests
25
27
Applicant 5
Academic
5
4
Applicant 1
Motivation
2
3
Applicant 5
Circumstances
N/A
N/A
N/A
Body language
43
37
Applicant 1
Key aspects of induction
Purpose and why it is important
Orientation day
This will consist of the new employee getting familiar with the building and the time table (for breaks and lunches) and for them to feel comfortable and feel apart of the environment and the other employees within it. If they feel welcomer then they will feel more confident.
Company over view
An overview helps new employees to understand background and show where the company is going, helps them understand the ownership and the percentage they own in the market share. Increased understand what the company is expecting from new individuals (co-operation and commitment). Then can become familiar with the organizations aims and objectives and where possible how the candidate is able to contribute to these aims.
Introduction to the industry: travel week and travel
The employees to get familiar with the structure of the industry
To know the difference between airlines, travel agents and tour operators so the employee realises the speciality and uniqueness of RCI
How does RCI fit into to the industry?
Introduction to EC directive
All this is for the employee to understand RCI's position in the market and their hoping to achieve.
Company policies and procurers E.g. health and safety, salaries, benefits, absenteeism etc.
Health and safety is so the employee doesn't harm himself or any one around him. The new employee will also understand the amount of the salary and benefits are there to motivate the employees so they can be more productive to get these financial incentives. And it also a good idea to have this theme as one of the first thing, because the new employee can decide if they like the terms and conditions of the business to be able to decide if they want to stay with the company and not waste the companies time, effort and money
Communication skills, - soft skills e.g. sales/customers service (inbound and outbound)
This is to make the new employee familiar with good customer service so that RCI can maintain their level of efficiency within the company to be able to maintain their customer satisfaction. They would learn techniques to keep the customer happy and calm encase an irrational situation arises from an unhappy customer. They would have to be familiar with the after sale service is well as before sale service. This includes what happens once the booking is made?
Amendments and cancellations
Paying the balance.
Call guidelines/script training
This is to provide a guideline to the new employee to follow when on the telephone to customers. The whole process will be more efficient because all the questions and answerers will be more focused in the task at hand, which will keep the company efficient.
Geography skills
The new employee will have to have good knowledge of the holiday resorts that RCI offer so that they can direct the customer the best place to suit them, for luxury and financial needs. This is important because it makes the customer service expeditious and the customers will be happier that they got what they wanted without hassle. The new employee will have to be familiar with airport codes and AS400 airport files.
Product training specific to the job
They will have the opportunity to listen into live calls specific to what they will be doing. There are two types of training in a room with tests and applied training when listening and being more practical such as role-playing. All these help the new candidate become more comfortable and more productive when actually doing their job.
Computer processing skills - database system training
As well as have good customer service skills the new employee will also have to have good computer skills to keep the procedure efficient so the customer stays satisfied, and they will also have to learn the companies software and how to work them. Customer service is the key to success.
Reporting and monitoring requirements
The new employee will have to be able to keep a record in the computer of all customer requirements, sales and inquiries, they will add this to the database so the company can analyse it and make improvements to the organisation. Each candidate will be taken through the reporting and monitoring procurers management appraisals.
Simulation exercise to provide a certify that the new recruits has been assessed (involves role playing/listening into dummy calls, work sheets etc.)
This it running practice sessions to make sure that the new employee has knowledge off all areas that he/she will need when it is needed. These include role-playing and an inbound/outbound consultant and work sheets. The company has to maintain their levels of standard and the way to do that is to make sure all its employees are up to this standard.
Employee motivation package
This motivation package that I have chosen to offer the successful candidate so that person stays happy, stays with in the company and stays productive.
Financial incentives
Salary - £13,500
Even though this is a financial incentive this will not push any employee to work harder because they are on a fixed rate weekly/monthly.
Bonus/commission
Because the employee is not getting a high salary. I have chosen to offer 1.0% commission
Profit sharing
The successful candidate will have to be with the company for several years before having this benefit.
Share options
The employees will get a proportion if their RCI shares paid for if they want to invest in the company. This will motivate the employees to do better then their share price will rise.
Fringe benefits
Pension schemes
Pension schemes are not really a motivator but it will encourage the employees to stay with the company.
Canteen subsidise
This will give discount to employees when spending money in the company canteen.
Holiday entitlement
Giving the employees holiday entitlements will encourage them not to leave the company
Discount and company purchase plans
If the company give discount when the employees but holidays when using RCI will motivate them to stay with the company and it will benefit RCI because they are getting more customers.
Private health cost
RCI will donate £100 for every health operation of each of its employees
Time off
Every year an employee stays with the company they will be aloud extra days off a year.
Non financial incentives
Goal settings
If goals are set for employees then they will be striving to achieve their goals. Their goals could be more productive employee.
Perks and status symbols
If the company pays for stationary equipment then the employee will appreciate it more rather than buying them for him/her self. The bad thing about this is that the employees could take advantage of this.
Appraisals
Appraisals are very important because it make the employee feel important which will boost productivity for that individual.
Free training when needed.
If an employee thinks he/she need training or the employer think their employees need training then it will be provided free.
Conditions of work
Conditions of work will be above satisfactory. Example, temperature, health and safety, area in the working environment.
Judging effectiveness
Recruitment documentations
* Job advertisement- Overall the advertisement was fit the purpose of its job. It was attractive and informative by the information being simple to understand. It was very professionally planned and written. My colleague's opinion were that the document was easy to digest and understand.
* Job description- The information was clear and concise. The tasks needed to be done as an inbound consultant were specific and simple. All the tasks were broken down into small chunks so the candidates understood exactly what was expected of them when applying for the job.
* Person specification- the person specification had all the requirements that the applicant needed to have obtained. My person specification included the essential needs and the desirable needs which is very good practice.
* Application form. I think my applicant form had all the key parts that were needed when applying for an inbound consultant because it had sufficient room for the applicants to write the information needed.
I have created a questionnaire for the applicants to fill out so I can have some feed back of how the applicants felt. The questionnaire template will be in the appendices. All of the questionnaires had positive feedback.
Clear procedures on selection process
We had a score sheet when choosing the best candidate to avoid any discrimination form the interviews. We named the candidates by numbers and not names to avoid any sex discrimination.
Interview questions
The interview questions were structured to avoid favouritism. This will make the process more efficient by using up less time and only gathering relevant information.
Materials provided for the induction
From the list of task that the job required, we came up with a six-week induction period that covered all these areas and had test on the area to make sure that the new employee understands the tasks and how to operate equipment efficiently.
Motivational package
The motivation package provided not only offered a wide verity of benefits but it also offered choice. Because of this all age range could have the best package to suit them.
Legal framework
I think that all of my documentations and my selection process fits perfectly in to the legal dimension. But just to have other people opinions I made a table and asked a male female, a person with a disability and one-person from and ethnic group for their views on the documentations, to see if it fits the legal dimension. They all said that the documentations did not have any kind of discrimination. This is a template below that the people filled in.
Documentations
Does the documentation fit into the sex discrimination act (1986)
Does the documentation fit into the race relations act (2000)
Does the documentation fit into the Disability discrimination act (2004)
Job advertisement
Job description
Person specification
Job application
Interviews tasks
Interview questions
Final selection of successful candidate
After I collected all the information back all of the boxes were either ticked or a yes in the box. I think that the statistics that I got back from this is very reliable and I believe that all of my documentations and process were created and assessed in the fairest way possible.
3. Research
Using a verity of research methods has helped me produce my report.
These research methods include:
Primary research. This includes
Questionnaires- we used the questionnaires to find out the difference of the recruitment, selection, induction and motivation plans of different companies to understand how good RCI's plan is. Questionnaires are good because they create questions that are clear and specific. They also shorten the answers to them because they break down the topic. It makes sure the answers to the questions helpful when making a statistical analysis of it. But the down side of a questionnaire is that it doesn't provide an in depth answer. An example is if a questionnaire asks "do you help the new successful candidate get familiar with the building" and one company gives the candidate a map and the other shows him/her around as well as a map. They both would tick the yes but one is helps the new candidate more than the other. A questionnaire cannot pick this up.
The interviews- we used the interviews to choose the successful candidates for the new inbound consultant. The interviews helped us choose the successful candidate. It gave us a view of that it would be like in the world of work. The out come was the best person for the job was selected because of the structured and efficient process.
Face to face discussions- we had meetings to discuss things such as how we were going to choose the final candidate or how we are going to design a person specification. This is good because face-to-face discussions are a direct way of finding out relevant information quickly. Unlike secondary research you can get exactly the information that you need and not look through useless amount of information.
The visit to RCI- we took a trip to RCI and asked questions their about their procedures.
Secondary research. This includes carrying out research using existing published sources. A lot of information can be found in human resources departments this way thing that you didn't thing existed or wouldn't think of to find out for your self.
Improvements
Overall I think that aver all our final documentation and candidates selection process were excellent.
But if I had to improve it I would get all the draft documentations together and discusses each and every one of them between the whole group because some members and be more generous that others, because of this a document that wasn't the best in class could get the best score because the examiner of the document could be more generous than others. The problem with this is that it would take more time to discuss all of them.
I do not thing that the selection process of choosing the candidates to have an interview could not be improved any more but I do think that in the interview they aloud more time so we could implement the role play tasks, we would get a better understanding of what the candidates are capeapal of.
If there were a different job role then I would change the induction package. I would make it suitable for the new job role chosen.
I would also change the interview process to look for different skills that the candidates acquire that will suit the new job.
Ferhat Say Business Unit 2
