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Human Resource Management: Development, Activities, Planning and Recruitment

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BTEC- HNC in BUSINESS Unit 21: Human Resource Management Assignment 1 Development, Activities, Planning and Recruitment Name- Karan Aggarwal Tutor- Marion Fieldstead Date- w/c Contents: Page: a.) Introduction....................................................03 SECTION 1 b.) Distinguishing between 'personnel management' and 'human resource management' and discussing the historical development and changing context in which they operate...................................................................04 c.) Assessing the role, tasks and activities of the HR practitioner...............................................................07 d.) Evaluating the role and responsibilities of line managers in HR practices.........................................................11 e.) Analysing the need for human resource planning........15 SECTION 2 A f.) Documentation for structured recruitment process for TWO organisations; Comparing the recruitment and selection procedure for the TWO organisations; Comparing the recruitment and selection procedure for the TWO organisations to the good and bad practices;The methods and media that can be used......24 SECTION 2 B g.) Evaluating the interview as a selection technique and discussing a range of alternative selection methods available...........................................................................54 h.) Bibliography/References.....................................57 i.) Self Reflection/Evaluation & Timetable.........................................................................59 INTRODUCTION "Management guru Tom Peters once joked that if you want to insult a Human Resources director ask him if HR stands for 'Human Remains.' The fact is HR is a universally misunderstood discipline whether you are a large or small company. But bringing in an HR presence into your growing business could be one of the most sensible decisions you ever make." Source: (http://www.mybusiness.co.uk/Yc0-nCFoc2BfBw.html) This report has been designed to investigate the traditional view of personnel management and the new approach of human resource management; as well as to evaluate the procedures and practices used for recruiting and selecting suitable employees. SECTION 1 Distinguishing between 'personnel management' and 'human resource management' and discussing the historical development and changing context in which they operate Introduction 'When the flexible concept of HRM emerged in the 1980s, in the times of Thatcherism and Reaganomics, it "could not help but look more desirable than personnel management" (Hope-Hailey et al 1997: 5). The attractiveness of the theory of managing personnel led to a proliferation of HRM language. ...read more.


Panel members should be able to support their individual decisions with evidence and be prepared to challenge the conclusions which their colleagues have drawn. Role of the Chair Pre-interview * Ensure that the room layout is appropriate * Ensure that adequate refreshments are provided * Ensure all members of the panel are present, you will have been informed by HR who should be present * Ask Head of School/Department (or nominee) to summarise reason for vacancy/new post and any relevant issues and to identify key selection criteria * Discuss questions and order of questions with the panel members * Confirm the panel will NOT ask the candidates to wait for the decision * Confirm that a decision can be made at the end of the interviews, i.e. check that the panel is not waiting for any additional information * Remind the panel about our responsibilities under equality and diversity in making an appointment to the University. In adhering to these principles the panel should ensure that: o the same questions or question area should be asked to each candidate o questions should be structured to mirror the person specification or job description o personal circumstances and arrangements should not be referred to unless raised by the candidate o internal candidates should be dealt with in the same way as external candidates During the interview * Introduce panel or the panel introduce themselves * Order of questions as agreed At the end of the interview * Ask the candidate if s/he has any questions * Confirm their current salary and notice period is as stated on their application form, if not gather the updated details * Contact details, i.e. mobile phone number for informing candidates of the outcome * Inform the candidates that they will be contacted with the decision asap after the interview * Confirm that normally HR will contact with the decision After the interview * Collect the Interview Panel Members Evaluation forms to guide the panel's overall decision * Arrange with the ...read more.


Similarly, most applicants expect to be interviewed. Interviews are useful for assessing such personal characteristics as practical intelligence and interpersonal and communication skills. The interview can be used for answering applicants' questions, selling the organisation and negotiating terms and conditions. It is a matter of debate whether an interview accurately assesses ability at work, relevant experience and work skills. A further problem with interviews is that factors that are not related to the job influence the decision: clothing, colour, ethnic origin, gender, accent, physical features or a disability might be such factors. There is also evidence that interviewers make decisions very rapidly on little information. You need to be aware of the potential pitfalls in using selection interviews and may choose to supplement them with a variety of tests. (http://openlearn.open.ac.uk/mod/resource/view.php?id=210989) Range of alternative selection methods available As well as interviewing, there are other ways to select the best candidate. Options include: * practical tests * psychometric tests * skills test * assessment centres * bio data * group selection methods * written and oral presentations * case study Tests can be done before or at the time of the interview, but should not be used as the sole method of candidate selection. It should be kept in mind that such tests could also be unlawful if they discriminate against candidates of a particular race, s*x or age or who have a disability. However, one should use such tests only if they are: * relevant to the job * well designed When thinking about using any kind of test, one should also weigh up the benefits against the costs of organising them. Practical tests These test ability and are usually done for: * manual jobs - trade skills * secretarial jobs - word processing skills * those working in call-centres or in telesales - telephone skills Psychometric tests Psychometric tests can be useful when choosing a candidate from a group of people who do not have easily comparable skills or experience. They are more likely to be used when a manager is being sought. ...read more.

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