(www.web.lmi.org/acqbook/planning/, 2003)
Effective workforce planning will help predict the human resource needs of the organisation, including long and short-term skills recruitment needs, training and development needs, restructuring, outsourcing, and diversity opportunities.
(www.web.lmi.org/acqbook/planning/, 2003)
Recruitment and Selection- is the ongoing process of marketing, locating, and attracting high-quality candidates to meet current and anticipated employment needs. Recruiting is everyone's responsibility, including employees, managers, supervisors, and personnel specialists. A formal recruitment program requires the full support of both personnel and functional managers.
Regardless of the type of position to be filled, every recruitment action should begin with an assessment of the job market. You need to know the competition and their recruiting needs. This assessment will help to direct the recruitment effort to decide how and where to advertise openings.
(www.web.lmi.org/acqbook/planning/, 2003)
The federal government's recruitment must be from appropriate sources to achieve a workforce that reflects all segments of society. This is critical when the Equal Employment Opportunity (EEO) profile for your activity identifies positions in which minorities or women are under-represented. The profile is based on an EEO workforce analysis conducted for Affirmative Action planning. Using the Affirmative Action Plan, staff can target recruitment to reach prospective candidates in these groups. Ongoing tracking and analysis of all recruitment activities and sources also saves time and money by targeting the most productive sources of high-quality candidates.
(www.web.lmi.org/acqbook/planning/, 2003)
"Informal" recruitment processes, for example word of mouth, can be extremely effective in meeting recruitment needs. Contacts with family and friends and with associates at meetings and conferences are often primary sources of information for a candidate regarding the position. Current employees can also provide recommendations regarding good sources of candidates. Information about current vacancies should be circulated widely throughout the business to help with informal recruitment, potential growth, and future opportunities.
(www.web.lmi.org/acqbook/planning/, 2003)
Another advantage is the use of the Internet. Resumes can be searched online. Also advertising through links on other sites to simplify the process of finding information about your organisation can be a form of advertising posts in the company.
(www.web.lmi.org/acqbook/planning/, 2003)
Training and Development- Training includes all forms of designed learning experiences and activities intended to create positive changes towards performance and other behaviours such as new skills, values and attitudes. Learning has generally been defined as ‘a relatively permanent change in behaviour that occurs as a result of practice or experience’.
Training is the ability of a person to contribute towards helping their organisation to meet their objectives. Whereas personal development is involved in individuals developing themselves in the way of which suits them and their needs.
(Needham and Dransfield, 2000)
Training and development are said to become one, so that individuals can ‘better’ themselves, to be more inclined and able to contribute to helping the company meet its objectives.
(Needham and Dransfield, 2000)
Performance management- is the systematic process of monitoring the results of activities; collecting and analyzing performance information to track progress toward planning results; using performance information to inform program decision-making and resource allocation; and communicating results achieved, or not attained, to advance organizational learning and tell the business’ story.
(Needham and Dransfield, 2000)
Legal requirements and constraints
In all areas of the activities of the business, but especially it seems within Human Resource Management, the business must ensure that it abides by every piece of legislation, regardless of the stakeholder group which the legislation protects (e.g. employees and customers). The main pieces of legislation affecting the successful operations of the Human Resource Management department are:
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The Employment Relations Bill, 1999 -stating that employees who have been in employment with the same business for a period of one year have the right not to be unfairly dismissed.
(Class notes, 2003)
2. The Employment Rights Act, 1996-covering unfair dismissal, redundancy and maternity.
3. The Public Interest Disclosure Act, 1998- covering employees who disclose confidential information.
(Class notes, 2003)
4. The Health & Safety at Work Act, 1974- covering working conditions and the provision of safety equipment and hygiene.
5. The National Minimum Wage Act, 1999-making it illegal for employers to pay less than £3.60 per hour to its full-time staff who are aged over 21.
(Class notes, 2003)
6. The Equal Pay Act, 1970-stating that pay and working conditions must be equal for employees of the opposite sex who are performing the same work.
7. The Sex Discrimination Act, 1975-stating that it is illegal to discriminate against an employee or an applicant for a job, on the grounds of their sex or their marital status.
(Class notes, 2003)
8. The Race Relations Act, 1976- stating that it is illegal for an employer to discriminate against an employee, or an applicant for a job, on the grounds of their ethnic background.
9. The Disability Discrimination Act, 1995-stating that it is illegal for a business with 20 or more employees to discriminate against an employee, or an applicant for a job, on the grounds of their disability.
(Class notes, 2003)
