Human Resources Management
Human resources management is using staff as a strategic resource to improve the business performance. This emphasis on recruiting staff needs, skills and training in order to get the best work force to meet the business objectives. The main purpose of human resources management in AJP is to ensure that it is used and develops employees.
Key area of human resources management
. Manpower planning: this identifies needs where skills are needed from hiring to firing.
2. Recruitment and selection: this insures business objectives are met and employ skilled and trained people who are suitable for the job. It also brings new ideas and values to the business.
3. Training and development: this allows new employees to settle down comfortably and quickly in order to start producing for the business, support employees in attempt to achieve personal goals.
4. Appraisals: this decides whether employee will receive pay rise or incentives.
How human resources department in AJP provide its services
Employment law is increasingly complex both in UK and EU level and the department assess and advise on the impact of such changes, making changes to their procedures and recommending policy changes to AJP leadership team and the corporation. They also look at and deal with other issues such as recruitment, employee relations' policy and procedural matters and any staffing related matters.
Introduction E1: E6
In this unit I'll produce an analytical report on AJP Ltd showing how the business manages its human resources. I'll provide a comprehensive overview of the human resources management showing its importance to the business, including all four of following functions:
. Human resources planning
2. Recruitment and selection
3. Training and development
4. Performance management
Human resource planning
Human resource planning encourages employer to develop clear links between their business plans and their Human resources plans. It gives employers effective control of number and cost of staff employed. Human resources can build a skill profile for each employee to work where most value to the company, creates a profile of staff for equal opportunity policy implementation. Ensures staff work is challenging, motivating and stimulating, ensures staff fully utilised for benefit of company and also ensures that staff are qualified to do their job.
Human resource is the most important resource in AJP Ltd and there is a direct connection between the quality of the workforce and commercial success. To succeed, AJP Ltd needs staffs that are committed to meeting its aims and objectives, equipped to do so by enough training and motivated by management to achieve their potential. It is the job of human resources management to recruit, develop and retain quality staff.
AJP Ltd needs to plan carefully to ensure that they have the right number of employees for their needs. In order to do this, AJP Ltd will need to understand:
* The long term aims of their business
* The sort of workforce they will need in order to achieve their aims and
* The labour market in the area in which they operate.
In order for AJP Ltd to decide on how best to achieve this workforce, they will need to look at the available supply of labour. This means being aware of
o The internal information, is the staff that they currently have including how many years of service they have left before retirement, how likely they are to leave, the skills they possess and their potential for acquiring new skills through re-training. In order to ensure that AJP have the right number of employee, they have to plan carefully. For AJP to do this, an understanding of the labour market in the area they operate is required.
o The external labour market from which new staff will be recruited, depending upon the type of work, the skills needed and the size of the business, they may be looking at the local market, the national labour market or even the international labour market.
Human resource planning attempts to anticipate demand for staff and match this to the supply. It is important to get this right because if AJP Ltd has too many staff it will be inefficient; if it has too few it will not be effective.
Human resource plan may consist of:
* Recruitment plan
* Training plan
* Redeployment plan
* Productivity plan
* Redundancy plan or retention plan
In order to create human resource plan, AJP Ltd will need a large amount of data. Some of this will be available internally and some externally.
Internal information available
* Labour turnover which include the rate at which people leave and are replaced, the average length of time staff stay with AJP Ltd, reasons for staff wastage
* Staff absence which include sickness and accident rates
* Ages of staff, skills and experience, training and qualifications
* Succession and promotion of staff
* Flexibility of staff that is whether they are on part time, full time, permanent or fixed term contracts.
Labour turnover is the total movement of employees in and out of an organisation. A high rate of turnover can be expensive because of recruitment, selection and selection training costs for new staff, efficiency costs caused by disruption that means it may take time for new staff to produce high quality work and leaving costs which means it may be necessary to make redundancy payments, pay notice periods or pay for holidays due.
Measuring labour turnover
Labour turnover or labour wastage rate is measured by the formula:
Wastage rate = Number of leavers in period
X 100
Average number of employees in the period
Average number of = (Employees at the start of period + Employees at end of period)
employees
2
labour turnover is normally calculated on a yearly basis. It may be used to measure the turnover of a whole organisation or of groups, or departments within an organisation.
Staff absence does not only include non-attendance but also bad time keeping, arriving late and leaving early; however the main reasons are genuine sickness and industrial accidents.
Age, skills, experience, training and qualification: the age of staff is important because
. older staff may have longer service, they will be more expensive to employ, their length of service may also make them more expensive to make redundant. They may be protected on contracts written some time ago which do not allow for flexibility but they are likely to have valuable experience and transferable skills.
2. younger staff may lack experience and need training but they may be willing to accept new ideas, it is cheaper to employ and can be engaged on flexible contracts of employment.
The age profile of staff is also important because it shows which staff will be retiring in the near future and therefore indicates natural wastage.
Succession and promotion of staff: succession refers to the process of grooming staff for promotion when their time comes.
Flexibility of staff is the speed of events together with growing competition in the business world. This means that AJP Ltd must be efficient and they must be able to respond quickly to change, which means they need a flexible workforce. Employees of AJP Ltd are expected to acquire new skills, adapt to different working methods and agree to changes in their contracts of employment affecting working hours, holidays, job security and so on. Employees will welcome some of this change as an opportunity, some as a threat and this need managing carefully and sympathetically.
AJP human resources department will need to look at the internal supply of the current labour force in order to produce a plan, this will involve looking at the following:
Age distribution: AJP human resources department will look at the age group of the current employees to see if there are older employees that will be retiring soon, then AJP will have to think of recruiting new employees to replace them.
Staff turnover: staff turnover will enable AJP to find out how many employees are leaving and why they are leaving. AJP have a low rate of staff turnover.
Availability skills: the human resources department will look at the skills available, to know if it will be used else where within the organisation.
Skills analysis: AJP the human resources department will carry out a skill analysis to see if the company have the right number of employee with the require skills. A skills inventory of current employee will indicate those who have received recent training and those who will require training.
External information available
AJP Ltd is affected by external factors, which are largely outside of their control. This is known as PESTL analysis because the factors to be considered come under five main headings, which are: Political, Economic, Social, Technological and Legal. All these factors will influence demand for AJP's products and its demand for labour. PESTL will also affect its ability to retain existing labour and its ability to recruit suitable new labour.
Political is the attitudes of the government of the day towards AJP. The government might be in favour of intervention in AJP business or deregulation, regional policy, consumer protection, supply-side policies and so on.
Economic is the likely trends in employment, inflation, interest rates and exchange rates.
Social is the demographic trends e.g. ageing population. Will AJP market change? Do they need a different recruitment policy?
Technological is the training needs, recruitment of skilled staff, reduction in staff through efficiency.
Legal is the laws passed by the UK and EU governments such as; competition law, employment law, industrial relations law, health and safety law, the level of National Insurance contributions etc.
Availability of labour and changes in labour market
If AJP human resources plan shows that labour will need to be recruited from outside the organisation then accurate labour market data is needed to provide details of the pool for external labour available. This data may include:
* number and occupations of people seeking work
* average rates of pay
* numbers of full time and part time workers
* supply of skills locally including the qualifications of school leavers and graduates entering the labour market
* the proportion of the labour force in different age ranges
* the gender and the ethnic mix of the labour force.
Local organisations will compete for the available labour so that skills shortages may not only present difficulties in recruitment but also pose the threat of losing existing skilled employees to competitors. AJP senior posts may be filled by poaching employees with proven ability from other firms. A firm of headhunters may be used to find out who is suitable and to make a tempting offer.
The external labour market
This is when AJP recruit new staffs. Depending on the type of work, skills needed and also because AJP is opening a new branch of their business at King Cross they may be looking at the local labour market, national labour market or even at the international labour market but AJP's external labour market should but made up of potential employees both locally, regionally and nationally.
Trends in size of the working population
One of the factors that will affect the human resources management of AJP is the change in age distribution of UK population. In order for AJP to meet their human resources requirement, the organisation has to look further a field when recruiting new employee. This may involve recruiting from another borough, town or abroad.
Competition for labour
Employee with specific qualification may be offered more attractive wages package than the other member of AJP staff because competition for recruiting this potential employee is high, which means AJP and its competitor R&D compete with each other by offering potential employees with rare qualifications and high wage packages. Most of AJP's competitors outsource their manufacturing operations to smaller firms with significantly lower cost structures. The average age of AJP's unionised workforce is 49 with 25 years of service.
Overall level of economic activity
The demand for employee can be determine whether the economic is in a boom or recession period. If the employment rate is at low, the economy will be at high. This factor can be extremely difficult for AJP human resources planner to recruit the right employee with the correct skills.
Education and training opportunities
Young people tend to gain more qualification in order to advance higher paid occupation. Over the recent years the level of higher education opportunities has grown, while the level of skilled workers coming into the labour ...
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Overall level of economic activity
The demand for employee can be determine whether the economic is in a boom or recession period. If the employment rate is at low, the economy will be at high. This factor can be extremely difficult for AJP human resources planner to recruit the right employee with the correct skills.
Education and training opportunities
Young people tend to gain more qualification in order to advance higher paid occupation. Over the recent years the level of higher education opportunities has grown, while the level of skilled workers coming into the labour market has declined. Young people appreciate the need for higher skilled levels in order to compete in the job market. AJP's human resources staff place managing diversity as one of its highest strategic priorities and has been successful in making diversity a top priority in the company, supported by seven high level employee business partner group. This group holds annual meeting and form regional chapters, support efforts to recruit, educate, train the workforce and foster a sense of community among their members.
Effect of government policies
Government legislations can affect the labour market in a numerous ways. The government provides incentives to organisations to employ and train people. Where such incentives are available, they will reduce the costs of labour and therefore have implications for human resources planning. By giving AJP incentives to recruit young people and the unemployed, the government has given the economy a high increase in supply of labour. AJP human resources planning attempt to anticipate demand for staff and to match this to the supply. It is important for AJP to get this right because if AJP have too many staff it will be inefficient and if it have few it will not be effective.
AJP human resources manager need to understand the labour market concern and the effects it could have. AJP needs to know the figures of supply trends for the past, present and future. The figures of supply are important because it will show an understanding of the local and national supply conditions. In order for AJP to attract the right employees, local wage rate and income needs to be put into consideration because wages rate and income are important to employees. There are different factors that affect the size and nature of the labour market which the human resources manager need to put into consideration; these are:
Local employment trends: the local unemployment figures are very important to AJP because these figures of the unemployment will indicates the general labour availability and whether it would be difficult or not to recruit new staff. Looking at the local unemployment within Kings Cross is also good factor for AJP to look at because AJP will be able to see which organisations have been laying off workers. This can be seen as an advantage to AJP's firm, having the choice of people who have been made redundant because they may have the right skills or even have skills that are occupational or that can be transferable towards similar work within the business. The study of local trends can show whether there is demand for a particular type of job or not.
Local skills shortages: there is always a decline in a particular area of a job because skills for that particular job are becoming redundant, at the same time there are new skills and capabilities that are emerging and the demand for these skills will be rising faster than supply because of this, skills shortages occurs and this can cause considerable frustration for local employers. Where local shortage occurs employers will often seek to advertise and recruit in other area, regions and even countries.
Availability of employees: amount of labour in an area depends on the number of people who are able to work. Modern transport system make it easy for users to travel to and from work but many organisation may need to make it much easier for an individual to carry out the journey. Availability of labour will depend on factors such as age distribution of the local population and attitude to women working.
Competition for employees: AJP will be concerned to know whether its competitors are growing and therefore causing an increase in demand for labour or whether local redundancies means labour is more readily obtained.
Employment in manufacturing has been stable in recent years and the stability of employment levels depend on how AJP and unions deal with the following interrelated factors, these are: opportunities and pressures to outsource commodity components and installation work now available from lower cost suppliers, competition within the company between Research and Development and the manufacturing units for scarce capital dollars, the rate of growth in market demand for AJP's products and the changing skills needed to perform high value added manufacturing work. AJP estimates that it has 15% wage and 20% benefits premium over its manufacturing competitors. AJP also has a large pool of retirees whose health costs must be charged against current income while many of AJP's competitors do not yet have any retirees support.
Recruitment and selection E3: C2
AJP recruit staff for a variety of reasons which includes: growth of the business, changing job roles within the business, filling vacancies created by resignation, retirement or dismissal and internal promotion.
AJP human resources plan is concerned with identifying future staffing needs and planning for a supply of appropriate labour. Their staffing needs may be satisfied from within the organisation by using existing staff more efficiently. This might involve:
> Changing job roles
> Retraining staff
> Introducing flexible working practices
The recruitment process can be very costly. It takes time to set up an effective recruitment process, involving deciding on what the jobs are to be recruited for, advertising the job, looking through applications, checking applications that meet the criteria set down for the post, interviewing candidates and finally selecting the best candidate for the post. It is important for AJP to recruit the right person for the job. If they end up choosing an unsuitable candidate for the job, the company will suffer from having a poorly motivated person who may make mischief within the company before walking out on the job leaving AJP having to go through recruiting process again.
AJP most valuable resource is its workers; therefore managers need to give careful thought to the needs of the employees. AJP can recruit individuals to fill particular posts both internally, by recruiting within the firm and externally by recruiting people from outside the firm.
How AJP can advertise vacancy
All AJP vacancies will be advertised simultaneously both internally and externally. Steps will be taken to ensure knowledge of vacancies reaches underrepresented group internally and externally. AJP can sometimes notify its vacancies through job centres as well as appropriate press or media and community organisations. All AJP vacancies will include an appropriate short statement approach to equality. All job applicants receive an equality statement with the job information package and AJP will monitor all staff appointments in terms of equality. At AJP selection criteria for job descriptions and person specifications are kept under constant review to ensure that they are justified on non-discriminatory grounds as being essential for the effective performance of the job.
Advantages of recruiting within the firm are as follows:
. Considerable savings can be made. Individuals that are familiar with AJP will need shorter periods of training and time for adjusting.
2. AJP is unlikely to be disrupted by someone who is not used to working with other in the firm.
3. internal promotion acts as an incentive to all staff to work harder within AJP.
4. From AJP's point of view, the personnel staff should already have been able to assess the strengths and weaknesses of an insider. There is always a risk attached to employing an outsider who may prove to be desirable on paper only.
Disadvantages of recruiting within the firm are as follows:
. AJP will have to replace the person that has been promoted
2. An insider may be less likely to make the essential criticisms required to get the company working more effectively.
3. Promotion of one person may upset another person.
The recruitment process provides the potential for conflict within AJP. If the human resources department decide to recruit externally for a particular job vacancy, existing AJP employees may be disheartened at the fact that they were not given the opportunity to apply for the position first.
AJP will make decisions to recruit new employees when there are not sufficient staffs within the organisation to carry out on production effectively. Recruitment process is expensive and it becomes even more so if the wrong staff are appointed. Recruitment requires careful planning. The stages are as follows:
. Identify the vacancy
2. The job description is prepared
3. The person specification is prepared
4. Advertising the post internally and externally
5. Short list the candidates by using letters of application, CVs or application forms
6. Plan and run the selection procedures by using tests or interviews
7. Select and appoint appropriate candidates
The managers of the section requiring staff, and the human resources department carry out AJP recruitment and selection of staff as a joint exercise.
Recruitment documentation
Job analysis: this is the first stage of recruiting. AJP management may gather information by questioning the job. The information gathered will then be carefully recorded and analysed. The job analyst complies a description of the main responsibility of the job by asking;
* What the main tasks of the job is and how often it need to be completed
* Any specialist technological skills required to do the job
* Mental processes required to do the job
* Is the job holder required to take decision and use initiative
* What are the limits of the job holder's authority
* Is the output from the job a part or a whole
* Does the job holder have to work with others or control the work of others
* What are the required performance standards and how are they measured
The management of AJP need to determine what work needs to be done. Job analysis is a key part of this need. It concentrates on what the job holders are expected to do, it also provides the basis for the job description which in turn influences decisions taken on recruitment, training, performance appraisal and reward system.
Job description: this is written after a thorough job analysis has been undertaken. Each job within AJP will have a written job description that can be referred to if there is any dispute about an employer's responsibilities. A job description will include:
* Job title
* Grade
* Department/section
* Location
* Responsible to (manager's title)
* Responsible for (staff for whom the post holder is responsible)
* Purpose of the job/post
* Duties/responsibilities
* Qualifications/skills/experience
* Special notes/background
* References to show date compiled and name of compiler.
Job Title
Post Reference
Section
Employer
Aim and purpose of the job
Responsible to
Duties
Job Prospects
Contact
Application deadline
Personnel Assistant
43/789
Personnel Department
AJP
To carry out a wide range of personnel administration
Work in a busy department consisting of three personnel assistant, two personnel officers and a personnel manager. This role is chiefly involved with personnel issues in AJP's finance and legal departments. The post holder may be expected to carry out other duties when required.
Personnel Officer
To assist the personnel officer. Administration of recruitment and selection processes/organisation of job interviews. Organisation of induction programmes for new staff. Appraisals administration. Maintenance of absence and holiday records. Administration of employee training programmes. Liaison with finance department on pay/benefits. Handling general enquiries from staff in the two departments.
This is a compact department, which offers opportunity to gain a wide range of personnel experience. This will provide a firm foundation for a successful career in local government personnel management.
Mrs Fiona Meller, Personnel manager on 0208 525 0920
Application forms must reach the authority by March 15 2006
From the human resource management department's point of view, the purpose of recruitment is to buy in and retain the best available human resources to meet the needs of AJP. The first requirement is to define and set out what is involved in a particular job, carrying out a job analysis, which leads on to an outline job description, can do this. A job description can be used as a job indicator for applicants or as a guideline for an employee and or line manager as to his or her role and responsibility within AJP. Job description can be used by AJP to provide information for use in drafting a situations vacant advertisement and for briefing interviewers. A job description allows the person interested in the job to know what is expected from him/her and allows the person to know whether he/she fits the criteria.
Person specification: this shows the skills, qualifications, aptitudes and abilities that a person will require to successfully perform a particular job in an organisation. It will list those features that are essential and may additionally list other qualities that are desirable although not absolutely necessary. A person specification will include:
* Physical characteristics
* Experience
* Qualifications
* Aptitude
* Motivation
* Special circumstances
Person specification
Physical appearance:
Smart personal appearance, clear and articulate speech
Achievements:
Four GCSEs at Grade C or above. No previous experience required but would be advantage.
Specific skills:
Good communication skills. Ability to listen to problems and offer practical suggestions. Willingness to learn. Competent with money.
Interests:
Any position of social responsibility or participation in team related activity
Personality:
Polite, pleasant and cheerful. Ability to deal calmly with aggravated customers and to cope under pressure. Good team worker.
Personal circumstances:
Reliable person, good timekeeper, living locally and willing to do additional overtime during the holiday periods.
The purpose of person specification is to outline the type of applicant AJP is looking for, gives potential applicants the chance to match themselves against the specification. AJP needs to know the type of person they are looking for, this can be set out in the person specification. It also sets out the mental and physical attributes, which will be needed for the job.
Job descriptions and person specifications do not always follow the same rigid format but it depends on the type of job in question.
Letter of application: a letter of application is a letter that an applicant would send to an organisation when interested in a job on offer. This will state the post, which the candidate is applying for, and give relevant details of experience and qualifications. It should include a supporting statement saying which qualities are being offered by the candidate and why they feel that they will be an excellent employee. This letter can be used by AJP to test the candidate's ability to communicate.
35 Banister House
Homerton High Street
London
E9 6BH
5th January 2006
Dear Sir or Madam:
I am interested in applying for the job of sales assistant in one of branches as advertised in the local paper.
I am presently studying for my AVCE in Business which I will finish June this year. My qualifications and educational details are attached in my CV.
I am interested in sales work and have previously worked behind a bar in Prince Alice since August 2002.
I am available for interview at any time convenient to you.
I enclose my CV, which gives details of my education and qualifications as well as my interests.
Yours faithfully
Adetoke Adefioye
The letter of application is written or typed by the candidate asking for the position and trying to convince the employer that they are the most suitable for the job. The letter of application can give an insight to which is the best candidate for the job. The letter should have a clear structure, with a beginning, a middle and an ending. It should state the reasons for applying for the job, the contribution the applicant can make to the company, how the candidate have developed his/her capabilities through training and education, the skills and knowledge the applicant have acquired that would help him/her to do the job well. It should contain enough information to support the application form and CV, highlighting the most relevant evidence. If the application lead to interview, it means the letters are effective. Information from the CV of applicants is crucial to the recruitment and selection process. When planning recruiting, AJP need to consider what qualities are needed from the candidate. The experience and qualification the candidate has is clearly represented on the CV which makes it an important document for the recruitment process.
Curriculum vitae: this document lists a person's achievements, hobbies and interests under suitable headings. A letter of introduction stating which job is being applied for and giving relevant references should accompany CV. A careful produced CV and letter of application is a means by which applicants for a job will sell themselves to AJP. It is often the first contact with AJP and if it makes no impact then there will be no interview and no job. A CV should contain relevant factual information but not details of what a person hopes to do.
A CV will include:
Personal details:
o Name
o Address, including postcode
o Telephone number, including STD code
o Date of birth, correct age
o Whether male or female
Education and qualifications:
o List qualifications with the highest first; where grades are quoted be consistent
o Ensure that the employer knows what level the qualifications are (e.g. vocational A level)
Employment history:
o List employment in reverse chronological order, the most recent first include: the name of the employer and the nature of the business
Dates of employment in months and years
Summary of main duties and achievements
Details of any machines operated
Put in more about the current post than others
Adequately explain any gaps between employment.
Other information:
o Hobbies:
Make sure you can talk about these if asked, that you actually do them regularly and that they are positive, watching television will not impress
Indicate any skills which you have acquired or training associated mention any responsibility teamwork or organisational skills involved
Balanced the interests that you list and do not put in too many.
o Extra information where it is relevant:
This may include languages spoken but only if fluent, details of computer literacy, a clean driving licence.
Interviewing: an interview is a face-to-face meeting between representatives of AJP and the applicant. AJP can hold interviews for the following reasons:
* As the final stage of recruitment process to decide which of the short listed candidates should be employed.
* For existing staff as part of their performance review. AJP can use this opportunity to ask employees feedback about their job. They may be asked to reflect upon their performance, the difficulties they have, whether they need staff development, their aims and how they see their prospects within the organisation.
* For staff who are leaving the organisation through resignation, redundancy or retirement. AJP employees may resign because they have found other work, in this case AJP will arrange an interview to discuss reason for this.
There two types of recruitment interview AJP can use; these are:
. one-to-one interview where there is one interviewer and one interviewee
2. panel interview where there are several interviewers and one interviewee.
The final stage in recruitment process is interview. AJP will interview all the short list candidates in order to help them to choose the most suitable candidate. Interviewing is sometimes done badly and the candidate chosen may not be the correct candidate for the position purely because the interviewer got it wrong. The interviewer must have a clear idea of what he/she is aiming to find when interviewing the candidate. Phrasing the question properly and knowing what to look for in a person are ways of making the interviewing process as efficient as possible. The personnel department need to decide whether the interviewing should be done as a panel or by individual. Sometimes a panel would be better because a single interviewer may lack the depth of knowledge that a panel may posses and a single interviewer could be biased. If there is more than one interviewer, the panel should decide a format for the interview so that they know who is asking the questions. This will give AJP a better reputation for having a well structured interviewing process. AJP must send very clear instructions to all candidates invited to the interview about the time and place of the interview.
Planning the interview: it is important for AJP to be clear about what the interview is trying to achieve and that there are opportunities for making a reliable judgement about the quality of each candidate. Before the interview AJP should check that the interview arrangements are satisfactory, check through the job description and the person specification, read the application forms again and note any special questions or queries and write down the agreed questions that every candidates will have to answer, these are called control questions. At the beginning of the interview every candidate should be welcomed by name, begin the interview with an open or easy question in order to help the interviewees to relax, the interviewer should always stay calm and ready to listen, keep observing the candidates' body language such as the way they sit, arm and hand movements, eyes movements and eye contact and voice, at the end of the interview the interviewer should thank the candidate, find out if the candidate has any questions or wants to add anything, find out when the candidate could start work, ask whether the candidate still wants the job and tell the candidate how and when they will be told the result of the interview. During the interview AJP should help the candidate to feel at ease, listen fairly to the candidate's replies and give the candidates opportunity to demonstrate their strengths.
Legal requirements in recruitment
AJP seeks far as the law permits in order to reflect more closely to the ethnic composition of the local community in its encouragement of applications for all posts. AJP also recognises and values the skills and experience, which members of the ethnic minorities can bring to the business.
In order to understand how recruitment interviews are planned, carried out and evaluated, AJP have to understand the legal and ethical responsibilities relating to equal opportunities. AJP must bear in mind a number of Acts of Parliament when recruiting staff. The main ones are as follows.
Disability Discrimination Act 1995: this act does not interfere with an employer's ability to get the best person for the job but it does make it illegal for an employer with 20 or more employees to discriminate against disabled employees or job applicants on the grounds of disability. The act covers selection, job performance, promotion, training and career development and redundancy and dismissal. Under this act employers have an obligation to make reasonable adjustments to working conditions or working arrangements which otherwise put disabled people at a substantial disadvantage. If after reasonable adjustment, the disabled person is the best person for the job then they should be employed or continue to be employed by AJP, but AJP will have to make reasonable adjustments which may include changes to premises, working hours, equipment or training. AJP can only dismissed a disabled person because of their disability if after reasonable adjustment, they still cannot perform their job adequately. AJP must not discriminate against disabled people when advertising jobs and inviting applications, offering jobs after interviews have taken place and when determining the terms and conditions of the job. Once appointed, a disabled person has to be treated the same way as everyone else who works for AJP when training or promotion is concerned. Disabled person cannot expect preferential treatment. AJP must take steps to ensure that the disabled employees can work on the premises. These steps may include modifying the building with lifts or ramps, changing working hours to suit the person in question, allowing time off for treatment and or rehabilitation, allowing extra training so that the disabled person can carry out the job and providing an interpreter. AJP only have to do what is reasonable. If the modifications were to be extremely expensive, it would be deemed unreasonable.
Sex Discrimination Act 1975: this act aim to avoid direct or indirect discrimination against candidates on grounds of sex. Direct discrimination is when people are excluded by reference to sex for example waitress needed. Most direct discrimination is not so obvious but occurs when jobs stereotyping takes place. Indirect discrimination occurs when certain attributes relating to sex are asked for which cannot be justified by the job, example of this is when a advertisement is placed saying must be 1.8 metres tall and this will exclude most women. This law makes it illegal to discriminate against a particular sex when
* Advertising to fill jobs available
* Appointing employees for those jobs
* Promoting staff into better jobs
* Determining the terms and conditions of the jobs
* When offering employees opportunities for training and development
Race Relations Act 1976: this act makes discrimination on grounds of race illegal in the same areas described in the sex discrimination act.. This happens when an employee is treated less favourably than others because of his/her race.
Equal pay Act 1970: this act requires employers to pay women equally to men for work of equal value; this is not necessarily the same job. Men and women should get equal pay when the work they do is broadly similar or when their jobs have been graded as equal as part of a job evaluation programme. Example of this is the value of job done by production supervisor and a male canteen supervisor; the two employees should receive equal pay.
Employment Act 1980: this act relates to maternity rights which means women may have time off for ante-natal care and 18 weeks' paid leave during confinement with statutory maternity pay being given. This act also protects pregnant women against dismissal with one year's continuous service.
Training and Development E4: C3
Training includes all forms of planned learning experiences and activities designed to make positive changes to performances and other behaviour while Development approaches individual and their motivation from a different angle. Development is more personal and enables individuals to develop themselves in the best way that suits their individual needs.
Staff training is essential for AJP because it will:
. help employees to achieve maximum efficiency in their current jobs
2. help AJP to meet its targets for developing and keeping people with the right skills in order to meet future needs
3. balance the needs of individual with those of AJP.
Many people in AJP will move to other jobs through promotion, redundancy and then into new employment, as a result of this AJP employees will need to continually update their skills. A trained workforce is essential if AJP is to remain competitive in a world where customers demand ever-higher standards of goods and services.
Types of training available in AJP
Induction: this is an introduction to AJP for new employees. It is designed to familiarise new recruiters with AJP's rules, facilities, policies and the key staff. AJP induction programme may include:
. general introduction and welcome to AJP
2. summary of the policies of AJP
3. specific rules and procedures including health and safety
4. benefits and terms of employment
5. job details
6. introduction to key staff
7. facilities available
AJP will usually provide an induction pack containing the main details. The programme may take a form of talks discussion and familiarisation with the premises. The aim is to enable the employees to settle quickly and work effectively and confidently from start. AJP induction programme will vary, it may be a short talk on the first day or it may be more extensive and last over a period of weeks.
Mentoring: this can take a number of forms. It may involve an experienced member of staff supporting new recruit through the initial stages after joining AJP. The aim of mentoring is to give new member of staff a point of contact where problems can be taken and advice given. The meetings are usually informal and supportive and the mentor is often someone at the same level in AJP as the new recruit. Sometimes mentoring takes place as part of management development and succession planning. It can be a way of helping to fast track recruits with potential into senior management roles. Mentoring may also involve contact with members of other organisations who feel that they have experience and support to give.
Coaching: coaching is commonly associated with the pursuit of excellence in sports or in examination results. Coaching is increasingly used in association with training in business. It involves expert helping employees to develop specific skills through explanation, practice and encouragement. Coaching is a means of developing the skills of senior managers.
On-the-job-training: this type of training occurs where the job takes place, some jobs require no prior experience. The new recruit may have the key skills needed to perform the job, but not the exact knowledge required, which means the job will need to be explained and demonstrated in AJP. A benefit of on-the-job training is that new employee receives directly relevant experience.
Off-the-job-training: this is any type of training that takes place away from the job. The benefit for the employer is that it usually works out cheaper than if the firm organise the training itself. The training can either be external training or in house training:
In-house training: in this case AJP may employ their own trainers and arrange their own staff development and training programmes in house. Sometimes the training section may buy in training from an external provider. In-house training will normally occur where the training involves a significant number of employees and it will be tailored to the exact needs of the organisation.
External training: this is where few employees need training then they may be sent on specialist one-day or residential courses outside the organisation. These may be held at the training agency's own premises. External training is normally used where training is of a general nature. For instance, employees may be sent on courses to learn IT packages, sage Accounting or Microsoft Access or to learn new management techniques.
Sometimes the purpose of training is to update knowledge. In this case an organisation may use 'cascading'. This involves training a small number of employees who will then 'cascade' their knowledge to other employees. This idea is to keep costs down and to avoid the practical problem of releasing a large number of staff at the same time.
Training and development is very important to AJP because it will encourage staff to do their best ability. This department's role is to link training and organisational development activities to the strategic aims and operational objectives of AJP. The department is responsible for the following for all staff directly employed by AJP.
* Professional development
* Leadership development
* Management development
* Qualification training
* Investor in people
* Culture development
For AJP network strategy to succeed, unions must train and supply the skilled workers needed to install and maintain the databased technologies of the future, in the same way that a craft or professional union not tied to single firm would do. This strategy would allow the firms themselves to compete, while the union provides the workforce to whomever emerges with the dominant market share. To accomplish this goal, it will require a new approach to training and development of workers' skills, the portability of benefit and pension packages and more individualized services and an industry/occupational strategy that crosses firm boundaries.
This is why continuous learning and training is so important. AJP have to make sure our workforce can do the high value-added work and is prepared to take on the new work as it comes along.
The important of training and development to the performance of the business
The training and development programme is important to the performance of the business because if employees are not trained to do their job correctly, then this will not enable the organisation to meet its objectives properly. The training and development programme also affects the performance of the business because if employees are not developed, they might not be able to do their job properly to the best work possible.
Possible areas of conflict between the Human Resources Functions
There are lots of conflicts in an organisation between the human resources functions,. The conflicts are mostly between the recruitment and selection, human resources planning, training and development and performance management.
* Performance management and human resources management: performance management identifies issues with someone's performance to their job description, the job description is not the one they were appointed to or changes were made by recruitment and selection at appointment and no other section of human resources was informed.
* Human resources planning and training and development: conflict can occur between these two department in the sense that the training and development might want to train staff in a certain way but the training and development will be unsatisfied because it is expensive to train staff, especially when it involve staff missing out and finding a replacement.
* Human resources planning and recruitment and selection: the human resources planning might want to recruit a certain quality of candidate but the recruitment and selection department might not be able to recruit quality of people due to the external labour market pressure.
* Recruitment and selection and training and development: the recruitment and selection department might want to recruit employees that are already trained to save money but the training and development may not agree to this because they want to train the employees themselves to their own satisfactory.
* Human resources department and finance department: the human resources department may want to develop employees and train them further but the finance department might think they do not have enough money to spend on developing and training employees further. The human resources department may need to recruit more employees but the finance department may refuse the idea saying they don't have enough money so do so.
An evaluation of the potential conflicts between different human resources management activities within AJP
Conflict at work can be stressful and counterproductive for everyone involved. Any human resource function would normally confront the other team and resolve the situation rather than it cause the organisation's atmosphere any harm.
The human resources department of AJP may feel that the AJP does not need as many staff as they have so they will want to make some staff redundant. A conflict of interest may arise between the human resources planning and the recruitment and selection because some jobs roles are not being filled so there is lack of productivity in certain areas but reducing staff means that other workers will be under pressure to fill in. This conflict can be solve by different area of the human resources coming together to discuss what role have to be filled and which staff is not being productive enough.
AJP training and development policy objectives
. All employees should have the right of access to training and development support provided by AJP. Employee's shall not be treated less favourably and denied access to training and development as a result of their terms of their contract of employment or by any act, or deliberate failure to act, of the employer.
2. The college will produce a training and development plan on an annual basis, the aim of which shall be to empower all employees to carry out their roles to the highest standards and deliver high quality services to students.
3. In these guidelines, training and development are broadly defined as those activities aimed at raising the standards of employee practice and thus lifting the quality of the employees.
4. All training and development activities shall be focused towards the effectiveness of the above activities, which shall be evaluated in accordance with personal and organisational goals identified via employees' performance review and staff development.
Training and development goals
The type of training and development goals identified will depend on the personal and organisational objectives identified through the strategic planning process and the agreed performance review and staff development procedures.
Consultation
Consultation will take place with recognised trade unions annually on the evaluation of training and development activities undertaken in the preceding year and in respect of proposed training and development activities for forthcoming twelve month period. Individual employees of the college will also be encourage to participate in consultation on the proposals for the provision of training and development activities for the forthcoming year.
Performance Management E5: E6: C3: A3
People are employed in order for the organisation to produce its goods or services. The efforts of human resource managers are directed at improving the performances of employees and thereby enabling the organisation to achieve its objectives.
AJP needs to ensure that its employees are performing effectively. It will wish to:
. Identify areas which are unsatisfactory
2. It may wish to find areas where employees need to be trained and developed
3. It may wish to encourage and reward good performance, perhaps with performance related pay in form of bonuses or pay increases.
Performance management refers to the practise of setting targets, measuring performance against these and suggesting course of action. It is forward looking and reflects a world in which organisations are constantly trying to improve. The process has implications for employees' futures and sometimes for their pay, the process needs to be fair and to use the modern jargon, 'transparent', this is why decisions need to be made clear to all concerned. A number of methods may be used to check performances; the choice will depend upon AJP.
Performance management is something that is important to all organisations not just in AJP. It allows the management to see if staffs are working at a sufficient level. The performance of an employee will improve through many different motivation methods, these are:
Appraisals: these are used to highlight the effectiveness of an employee to AJP. Appraisals are likely to take place after the first few weeks of the employees contract to see how they are setting in and how they are developing. AJP can set objectives for the employees to ensure they are always strivings to improve their performance in all areas. AJP employees may be set targets after appraisals such as making service quicker and making sure that high standard of manufacturing quality are maintained.
Self appraisal: this involves employees assessing themselves against a series of criteria. The results can then be compared with the views of others.
Peer appraisal: this involves employees on the same level within AJP assessing each other.
Target setting: this involves setting employees targets and reviewing those targets set will probably occur on a yearly basis. It will allow AJP managements to make sure employee do not become complacent and are always striving to improve their performance, the target set must require effort for them to be achieved.
The ability to motivate employees is central to the role of AJP management. This is needed for both individual member of staff and more frequent, for team in the current working environment where team activities play an important part in departmental operations. The ability to motivate people comes from a greater awareness and understanding of individual behaviour patterns. It is also aided or hindered by the style of management used within AJP as well as the structural parameters designed by the organisation management.
Motivation theory
Motivation theory take a significant role in performance management, employees must be well motivated in order for the organisation to run smoothly and reach its set target. Poor motivated employees will mean the important area of the organisation will suffer.
Business approaches to performance management may be influence by the following motivational theory.
Maslow's theory
Self
Actualisation
need
Esteem needs
Social needs
Safety needs
Physiological needs
Abraham Maslow believed that motivation comes from a desire to satisfy needs. He stated that there are series of need that must be met in the correct order. Maslow arrange these needs in form of a pyramid, the need at the bottom being the most self important need. Once AJP motivates an employee to one level, the next level then needs to be motivated.
Physiological needs are satisfying the basic needs of hunger, thirst, shelter and clothing in order of survive. This level of need will be met at the workplaces by receipt of money in exchange of work done.
Safety needs are concerned with clothing, shelter, and protection from physical discomfort. In the workplace, the safety could include physical safety, security of employment, adequate holiday leave and pension and sick schemes.
Social needs are concerned with affection, love and the need to belong to a group. It is concern with individual love and affection. As AJP grow, individual can loose their identity by becoming one of the crowds. AJP can find a way of building individual into groups and teams.
Esteem needs are based on self-respect, respect others and getting recognition for achievements. Employees have the need to be recognised as individuals and to feel important.
Self-actualisation needs are concern with personal development and individual creativity to achieve one's full potential. In order to meet this need at work, individuals need to be provided with the opportunity to use their creative talents and abilities.
Douglas McGregor's Theory X and Y
The motivation of employees is always the responsibility of the manager. The manager makes an assumption about the employee's basic needs when deciding on a suitable motivation method. Douglas theory suggests that two type of employee exist, each possessing different needs. McGregor also argue that the type of employee a person becomes is influenced by management style.
Theory X conveys a negative view on human nature, it portrays employee as lazy, unambitious people who dislike work and need to be controlled through punishment. McGregor state that if employees are treated as if they naturally inclined to be idle and disinterested and believes that they do not want responsibility, and then they will fulfil their role. Organisations hold a traditional view. They believe that their workers:
* Will not accept responsibility and prefer to be given orders
* Have no ambition, they are essentially lazy, they work only because they have to and need to be strictly supervised
* Are motivated only by pay or by threats
* Do not like change
* Do not care about the organisation they work for.
Theory Y argues that employees are not money motivated but gain reward from the job they do. This theory presents employees as self-discipline, work appreciative people who crave responsibility and creative fulfilment. Theory Y is significant because it suggest that given the right conditions and management style employees can be motivated to work efficiently and productively. Organisations are much more positive. They believe that their workers respond to encouragement and given the right situation:
* Are willing and able to accept responsibility
* Are prepared to participate in changes and can be genuinely creative
* Will care about their organisation if it shows that it values their efforts
* Are not lazy by nature and can be motivated by work that is interesting.
Both theories will react in contracting ways to different management attempt to increase motivation. The management role is to determine which approach and style should be adopted in order to satisfy the need of the employees. For example theory X employees is likely to respond to financial inducement while theory Y employee will be stimulated by job enrichment, job enlargement, job rotation and quality control circles.
AJP offers pay and working conditions which are both highly competitive and above average. AJP is committed to making decisions without thinking of the employees by using autocratic management style, which enables employees to know about the decision made after ward through the human resources. AJP has a progressive and competitive policy on performance and reward, design to recruit, motivate, and develop and to retain high qualified staff.
By using performance management, AJP will be able to identify the weak areas of employees and determine which training is required to rectify the situation. Maslow's motivation theory suggest that all employees need to be properly trained in order to carry out their job. AJP must determine why the particular employee is not properly trained; whether it is because the employee was not provided with sufficient induction training or whether technology advanced so much that new training is needed. By monitoring these aspects, AJP can ensure all of its workers are properly trained and well motivated in their work. This will ensure that all workers will work to the best of their ability. There is potential for conflict where performance management and appraisal systems are used. Some workers may not agree with the fact that they are constantly monitored during working hours and conflict may occur if an employee feels that they have worked hard enough to gain an appraisal yet the appraiser does not. Targets set by the appraiser may be another source of conflict. Employees may feel that the targets set are too high which can lead to serious disagreements. By properly monitoring the training and development and performance management of all employees, AJP can ensure that all staff are trained to the highest possible standards. Training can also improve customer service on offer in AJP therefore increasing customer satisfaction. When customer receive good service, they will return to AJP and this will increase AJP's sales and add to the future success of the company.
Reference:
. 3rd edition Business Vocational A Level by Roger Lewis & Roger Trevitt
2. Advanced Business by Michael Fardon, Frank Adcock, Ian Birth, David Cox, Michael Matchan, Sean O'Byrne and John Prokopiw
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