Human Resource Planning.
Human Resource Planning Organisations such as Boots undertake human resource planning to determine a course of action, which helps them to function more efficiently by having the right labour, in the right place, at the right time and cost. Human resource planning was known as manpower planning. It has been defined as: "The activity of management which is aimed at coordinating the requirements for and the availability of different types of employees" Boots need to forecast their manpower needs, both in terms of the number of employees needed and the types of skills and qualities required. It is also important to monitor and assess the productivity of the existing and available workforce and recognise the impact of technological change on the way in which jobs are carried out. Boots human resource planning team also needs to be able to identify and analyse the factors influencing and shaping the labour markets from which the organisation recruits staff to satisfy its manpower needs. Human resource specialists have to work within these labour markets to acquire sufficient resources to meet the productive needs of Boots. Influences On Human Resource Planning Recruitment and Selection One of the most important jobs for the human resources manager in Boots is recruiting and selecting new employees. Without the right employees the business will be unable to operate
Boots the chemist (BTC).
Introduction Over the past three decades Boots has continued to develop product ranges, many of which are now household names. Boots has also introduced new services. Boots Opticians, formed in 1987 has become one of the UK's leading chains of opticians. Insurance services, and initiatives in dentistry, chiropody, 'Boots for Men' stores and Internet services were introduced in 1999. The first Health and Beauty Experience stores, offering services such as homeopathy, osteopathy and a range of beauty treatments, were opened in autumn 2000. Boots Healthcare International exports healthcare products in more than 130 countries round the world. Boots Health and Beauty stores are now established in Ireland, Thailand, Japan and Taiwan. There are eight different businesses in The Boots Company, different in size, different in type and different in their business cultures. Such diversity means that they have unrivalled career opportunities in a wide variety of disciplines for people who deliver excellent performance. Boots is a learning organisation, they encourage their people to strive to improve their skills and develop throughout their careers. Boots the chemist (BTC) is the UK's leading retailer of health and beauty with over 63,000 employees and over 1,400 stores and has seven major products and services categories. Healthcare dispensing: Over 77.5 million
H.R. Planning
Activity 1: Introduction "Did you know that the last time the UK had full employment was when England won the football world cup." H.R. Planning involves; * Recruitment * Retention * Utilisation * Improvement * Disposal of the Human Resources of a business A strategy is required to develop the current workforce and plan for the future of the workforce as well as the needs of the business in the future. H.R. Planning Process What is happening now? * Organisational objectives * Analysis of staff/ages/numbers * Staff * Labour turnover * Absenteeism * Work load * Wage rates What will be the future demand for labour? * Changes in technology * Sales forecast * Market research * New product development * Managerial skills * Wage rates * Union agreements * Competition What is the expected labour supply? * Local employment trends * Local skills * Demographic change * Legislation * Government training schemes * Local education * Competition What should the H.R. Plan include * Organisation development * Training and management * Recruitment, redundancy and redeployment * Appraisal & job education * Promotion prospects The personnel department is the area of an organisation that deals with recruitment, training, discipline, dismissal and moral of the work force. It is the functional process of dealing with the staff of the organisation.
A case study of the retail chain NEXT
Introduction In 1864 Hepworth & Son, a Gentleman's Tailors store was established in Leeds. Hepworth then went on to buy the chain of Kendalls rainwear shops in order to develop a group of Womenswear shops which was called NEXT. Since 1982, NEXT has expanded in a variety of different ways, whether it has been by expanding on existing products or clothing ranges or by expanding into different areas, for example home interior ranges. On February the 12th, 1982,the first NEXT women's wear store was opened. It introduced an exclusive and co-ordinated collection of stylised clothing as well as shoes and women's accessories. By the end of July, NEXT had expanded greatly, forming seventy new shops. The collection ranges for men, children and home followed the opening of the women's collection. In August 1984, NEXT launched their clothing range for men, and by December there had developed 52 shops. The same year, the first "mini" department store was opened in Edinburgh. This incorporated a café as well as Womenswear, menswear, and shoes. When NEXT launched their interior range of soft furnishings for the home in August 1985, the first department store, which had, Womenswear, menswear and interiors, was opened in Regent Street, in London. Between 1987 and 1988, NEXT launched both their Children's wear collection as well as their directory, so that their customers were able to buy
This coursework is about the customer service at Argos. It covers the following:Responsibility of the customer service department. Customer service policies at Argos. Ways of improving customer service at Argos
Pages RATIONALE AND ACKNOWLEDGE ........................................ INTRODUCTION ...................................................................... CUSTOMERS AND THEIR NEEDS ............................................. CUSTOMER SERVICE DEPARTMENT ........................................ CUSTOMER SERVICE POLICY ................................................... MONITORING AND IMPROVING CUSTOMER SERVICE ......... CRITICAL EVALUATION OF CUSTOMER SERVICE .................. CONCLUSION ............................................................................ REFERENCES ............................................................................... APPENDIX .................................................................................. RATIONALE I am doing this coursework to meet the general requirement for Unit 10: customer service. This is also to have a basic knowledge of customer service, which I would need in the future. ACKNOWLEDGEMENT I will love to thank God for the wisdom given to me to enable me complete this coursework. I would like to acknowledge the help of my teacher Mr Kuffour in making this coursework a success. I would also like to thank Mr Wharton the manager of Argos Peckham branch for giving me enough information to complete this work. Lastly, I would like to appreciate my friends Sia and Folake for all their encouragement and
An Investigation into the factors preventing fully effective team working at TSI, with a view to recommend strategies for improvement.
An Investigation into the factors preventing fully effective team working at TSI, with a view to recommend strategies for improvement. Name: Ayaz Iqbal. Registration Number: 5080. Module Name: Human Resource Management. Tutors Name: Mr. Jeremy Edward Salisbury. Date of Submission: 16-05-2003. CONTENTS. Introduction.................................................................3 Literature review.........................................................6 Understanding Teams....................................................................6 Conflict in Teams......................................................................10 Stuck Teams.............................................................................11 Limitations of Teams..................................................................12 Investigation..............................................................14 Analysis.....................................................................18 Choosing a Team........................................................................18 Nature of the Team......................................................................19 External Factors........................................................................19 Rapport Building Opportunities......................................................23 Dealing with
Customer service Tesco's customer expectations
An accurate description of the basic characteristics of the different customers and their needs and an explanation of what is meant by customer service in the context of my chosen organisation Customer service is the degree of assistance and courtesy granted those who patronize an organisation. Customer service describes the extent to which Tesco satisfy their customers. All Tesco customers have their own individual needs. Each individual customer likes to be provided with different services to make them self feel more comfortable. Tesco core purpose is to create value for customers to earn their lifetime loyalty. Tesco believe its success depends on people, the people that shop with them and people that work with them. If Tesco customers like what Tesco offer, they are more likely to go back and shop with Tesco again and if the team find what Tesco do rewarding, they are more likely to go extra mile to help Tesco's customers. Tesco regularly ask its customers and staff what they can do to make shopping and working with Tesco a little bit better. Tesco customers have told them they want clear aisles in order to get what they want at a good price, no queues and great staff. Tesco use its every little helps shopping trip for customers every day in order to ensure they are always working hard to make Tesco a better place to shop, at home and abroad. Tesco staff have told Tesco
The aim of this project is to describe the Human Resource functions for my chosen business.
Introduction The aim of this project is to describe the Human Resource functions for my chosen business. The business that I have chosen to do is a supermarket called 'Safeway'. The four main areas that I will be looking at is the following: . Human resources planning 2. Recruitment and selection 3. Training and development 4. Performance management All the four function help Safeway to run a positive business with the help of the HR function. All of this function has different roles but they all help each other in certain ways. Human resource planning will help the recruitment & selection, the hr planning should know when is the right time to start looking for staff form looking at past data. Then it is up to the Recruitment and selection team to look for the right people. Another example will be the training and development and performance management. The performance will look at the staff progression and pick out there weakness and tell the Training development the problem and it is then up to them to decided on a program to help them with the problem. I will now tell you more about the four functions and also describe how these functions help Safeway. Human resources planning Human resource planning is the process when the business needs to work closely with other departments to ensure the firm is employing the right kind of people with the: Right skills at
Human Resources - how individuals are managed within an organisation
Human Resources Contents Page Introduction 2 P1 6 P2 9 P3 26 P4 27 P5 33 M4 36 M5 39 M6 40 M7 42 M8 43 Bibliography 44 Human Resources Introduction People are an extremely important resource for any organisation. To be a successful business you need to employ staff with the right qualifications skills and experience. The employees of an organisation are collectively known as its human resources, in many organisations, both public and private, the human resources department is also known as the personnel department. However, the difference in name reflects a shift in emphasis from a purely recruitment and welfare role to a greater concern about how to maximise the performance of staff. Human resource management is also an integral part of many job roles. There are many duties performed by a typical human resources department. These duties include drawing up and implementing equal opportunities and health and safety policies, staff consultation, negotiation, appraisal and staff development, as well as training, recruitment and selection of staff. They are the most important resource in the production of goods ands services. Many aspects of the employer-employee relationship are covered by legislation. However, employers are recognising increasingly that
SOCIAL NETWORKING
Running Head: SOCIAL NETWORKING SOCIAL NETWORKING [Name of the writer] [Name of the institution] SOCIAL NETWORKING Introduction Soci?l networking is the grouping of individu?ls into specific groups, like sm?ll rur?l communities or ? neighborhood subdivision if you will. ?lthough soci?l networking is possible in person, especi?lly in schools or in the workpl?ce, it is most popul?r online. This is bec?use unlike most high schools, colleges, or workpl?ces, the internet is filled with millions of individu?ls who ?re looking to meet other internet users ?nd develop friendships ?nd business rel?tionships, too. When it comes to online soci?l networking, websites ?re commonly used. These websites ?re known ?s soci?l sites. Soci?l networking websites function like ?n online community of internet users. Depending on the website in question, m?ny of these online community members sh?re ? common interest such ?s hobbies, religion, or politics. Once you ?re gr?nted ?ccess to ? soci?l networking website you c?n begin to soci?lize. This soci?liz?tion m?y include re?ding the profile p?ges of other members ?nd possibly even cont?cting them. The friends th?t you c?n m?ke ?re just one of the m?ny benefits to soci?l networking online. ?nother one of those benefits includes diversity bec?use the internet gives individu?ls, from ?ll ?round the world, ?ccess to soci?l networking sties.
