The Human Resources Department at Marks and Spencer's is usually responsible for recruiting new staff and for training them to do their job. When job vacancies arise, it draws up documents
The recruitment process
The Human Resources Department at Marks and Spencer's is usually responsible for recruiting new staff and for training them to do their job. When job vacancies arise, it draws up documents for specific purposes, organises and runs interviews.
The Human Resources department has to follow certain procedures before a job can be advertised. Below are the different stages explaining the process in detail:
.)Vacancy occurs
Three reasons why a vacancy may arise in a business:
> retirement
> promotion
> going to a new job
2.)The Human Resources manager then draws up a job description
The job description should contain these basic details about the vacancy:
> the job title
> the position in the organisation chart
> a list of duties
3.)Person specification drawn up
The person specification should include the following details. This specification represents the ideal qualities of the person required to fill the vacancy:
> qualifications
> experience
> personality
4.)The job is advertised
The Human Resources manager needs to consider the following:
> what details need to go in the advert e.g. pay, working hours etc.
> where the advert should be placed e.g. newspaper, magazines, posters etc.
5.)Candidates apply for the job
The advert will usually say what the candidate needs to send in as part of their application. This will probably include:
> a letter of application and/or a completed application form
> a copy of their curriculum vitae or CV. The CV contains personal information about their qualifications and interests.
6.)The application forms are sifted by the Human Resources manager to reduce the number or shortlist the candidates being considered
If the Human Resources compare these documents they can assess whether the person has the right skills for the job:
> the CV
> the job application form
> the job specification
7.)Arrange the interviews
Why are the candidates interviewed?
> whether a ...
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> a copy of their curriculum vitae or CV. The CV contains personal information about their qualifications and interests.
6.)The application forms are sifted by the Human Resources manager to reduce the number or shortlist the candidates being considered
If the Human Resources compare these documents they can assess whether the person has the right skills for the job:
> the CV
> the job application form
> the job specification
7.)Arrange the interviews
Why are the candidates interviewed?
> whether a person gets the job or not depends on their performance at the interview
8.)The interview is held
What are the interviewers looking for?
> good answers to all the questions
> the candidates' attitude and dress
> body language
9.)Follow up references
What is a reference?
> the names and addresses of people who can provide details of there performance with a previous employer or give evidence of good character
0.)Appoint candidate to the job
What happens if references are not satisfactory?
> the job offer will be withdrawn and offered to someone else
> it might be necessary to re-advertise
The secrets to finding and keeping the best employees
Extracted from Craig Harrison's E-Zine For Customer Service Skill-Building.
"You can tell a lot about a company by the people it keeps."
It's true: The best companies keep their talent in-house. What's less apparent is how they manage to keep their people.
Retention is about more than throwing the most money at talent. It's about creating a climate and culture that honours talent and temperament. It's also about building allegiance to the company over time through developing mutual trust.
So how is it done? It's done in ways both big and small. Here's a quick overview of the primary components of employee retention.
The Package
Salary is important, of course, and so too are benefits. Usually we think of "benefits" as being medical and dental insurance, a vacation package, possibly a signing bonus, a stock option plan and a retirement plan.
There might even be a budget for annual education credits, memberships in associations and perhaps a health club membership, company car, laptop or other "perk" to sweeten the deal.
However, it's often the little things that carry a lot of weight. Showing employees through your actions that their contributions are an important part of your company's success can help reinforce the degree to which employees feel valued and cared for by their employer.
The Schedule
For many employees, flexitime, telecommuting and other variations on the traditional working week help keep them fresh and focused.
For employees with children or difficult commutes, the flexibility afforded them in making their own schedule makes their work experience more manageable, thus contributing to their loyalty to their company.
For others, the option of carpooling or leeway when using public transportation is as meaningful as the savings or stipend that may accompany ride sharing and commute vans, buses and rapid transit trains.
The Work Environment
Work ceases to feel like "work" when it's fun, and the work environment can facilitate such fun. Employees who can define and design their own work space by expressing themselves through art, posters, toys and the like are more comfortable and ultimately more productive.
Beyond each individual's work area, also focus on the overall environment in your place of business. We know that environment informs experience. Is the architecture inviting? Are the colours and lighting pleasing to and easy on the eyes? Is the furniture comfortable and the layout well-organized? This all contributes to an overall "feel" - either positive or negative - on the part of employees and those interviewing for employment.
Recognition
Surveys consistently reinforce the importance of recognition to employees. Workers want to feel appreciated. They want to feel important and recognized for their contributions. Recognition can come in many forms: awards, gift certificates, acknowledgement in company newsletters, e-zines and at meetings, and also in the form of praise given one-on-one and in group situations.
We usually think of recognition in terms of gifts we can put in peoples' hands, wallets and purses, but one of the best gifts you can give an employee is respect. This may mean giving them the leeway to work their own way or to make their own decisions. Respect means different things to different people - find out what it means to each of your employees.
Individuality
The best managers and companies allow for and celebrate individuality. The best jobs are ones where employees can be and express themselves, whether through their attire, work environment or the way they work. Secure managers and companies will create an environment and culture where such individuality can flourish.
Qualities
Southwest Airlines' philosophy is known as "hire for smile." They believe it's better to hire employees with the right qualities (such as a positive attitude) and teach them the skills they need than to hire employees with the right skills but the wrong qualities.
In professional football, a similar philosophy often guides teams' draft strategy. Regardless of their immediate needs, a team may draft the best available athlete, regardless of position, when their turn arrives in the draft. You should too.
The more well-rounded, quality employees you have, the stronger your company becomes. An added benefit is the environment they create: self-motivated, creative people, in love with their jobs, loyal to their company, spurring each other on, and creating synergy with and support for each other. As new employees join the fold, they are immediately surrounded by motivated, productive employees, and it becomes contagious.