Transcript Management of people

MANAGEMENT OF PEOPLE
Business Management - National 5
Learning Outcomes
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1.1 – Stages of the Recruitment Process
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1.2 – Methods of Staff Training and Costs & Benefits
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1.3 – Methods of Motivating Staff and Costs & Benefits
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1.4 – Current Employment Legislation
Contents
Human Resources Department

Working Practices
Activities

Employee Relations
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Methods of Recruitment

Industrial Action
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Methods of Selection
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Employment Legislation
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Methods of Training
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Equality Act
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Training Costs and Benefits

Minimum Wage Act

Methods of Motivation

Freedom of Information Act

Costs and Benefits of Motivation

Data Protection

Health and Safety
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Human Resources Department
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The Human Resources Department deals with the
current and future employees of an organisation.
The roles that they have include:
Recruitment and Selection
 Training
 Motivation
 Employee Relations
 Employment Legislation

Recruitment & Selection
Learning Outcome 1.1
Recruitment and Selection
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In order to attract the best staff possible an
organisation will go through a number of steps that
will allow them to choose the best person for the
job.
Recruitment – the process followed to allow people
to apply for the job
Selection – the process of choosing the best
applicant for the job.
Stages of Recruitment and Selection

We are going to go through 8 stages of recruitment
and selection.
Stage 1
Job Analysis
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Establishing whether a vacancy actually exists by analysing the
jobs main features.
This could be done through observing the current employee or
asking a manager.
Stage 2
Job Description
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This is a document that allows all applicants to see what the
job will involve. This will form the basis of any advertisement of
the job.
This will include items such as:
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Job Title
Main Tasks and Responsibilities
Working Conditions
Location
Stage 3
Person Specification
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Identify the type of person you want to do the job. This will
include essential and desirable characteristics
This will include:
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Skills
Qualifications
Experience
Qualities
Stage 4
Advertisement
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This is how the organisation lets potential applicants
know that a job exists.
An organisation can choose to advertise Internally
or Externally.
Internal Advertising
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This is advertising to potential applicants within the organisation.
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It can take the following methods:
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Company Intranet
Staff Memo
Notice Boards
Newsletter
Reasons why:
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Allows employees to develop skills
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Employees are already familiar with the business
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Employees strengths and weaknesses are known
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It is an inexpensive form of recruitment
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It can improve staff morale
External Advertising
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This is advertising to people outwith the company.
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It can take the form of:
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Newspapers
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Professional Journals
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Job Centre
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Recruitment Agency
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Company Website
Reasons why:
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Brings in people with new ideas and ways of working
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Wider choice of candidate to choose from
Stage 5
Applications
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Application Form
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Give applicants the same questions and opportunities to
describe themselves. Making it easier to compare
information from a large number of candidates.
CV
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These are individual and personalised documents prepared
by the applicant and will give a summary of their skills and
experiences.
Stage 6
Interview
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This is the most common method of selection and can
take various forms:
One-on-One
 Panel
 Group
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Candidates may also be asked back for a second
interview at a later stage in the process.
Successful Interview
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Tell candidates how it will be conducted
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Asking the same questions
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Put the candidates at ease
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Give the candidate the opportunity to add anything
further and ask follow up questions
Stage 7
Testing
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This allows the organisation to compare candidates in a
range of situations
Types of testing include:
Aptitude – skills based testing
 Psychometric – attitudes/characteristics
 Personality – roles the candidate is suited to
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Stage 8
Making the Appointment
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After the various forms of selection the successful
and unsuccessful candidates are informed.
Reference
 Use to confirm the person applying for the job is who
they say they are. Usually written statements from
previous employers or other reliable person.
Training
Learning Outcome 1.2
Training
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Training carried out will vary to meet the needs of
the individual. It may be used for:
 Induction
training
 Retraining
 Upgrading skills
Methods of Training
Induction Training
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This is training that is carried out before the
employee starts their job.
This allows the employee to familiarise themselves
with their workplace; learn rules and regulations
(health and safety); get introduced to their
colleagues.
Methods of Training
In-House Training (On the Job)
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This is training that is carried out within the
organisation.
This may simply occur in the form of another
colleague (peer) showing another worker how to do
a job or supervising them.
Methods of Training
Off the Job Training
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This is training that occurs away from the workplace.
This may happen at a:
 College
 Training
Centre
Training
Benefits
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Increased productivity
Increased motivation
Work towards
organisation goals
Increased flexibility
Costs
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Financial costs
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Productivity
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travel, provider cost
reduced output, increase
in staff to cover
Staff may leave once
trained
Staff resistance
Motivation
Learning Outcome 1.3
Methods of Motivation
Non Financial
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Quality Circles – groups
of staff involved in
problem solving and
decision making process
Appraisal – Managers
and employees meet to
discuss performance and
set targets
Job enlargement –
increase number of tasks
that an employee takes on
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Job enrichment – workers
choose how to complete
the tasks they have been
given
Promotion opportunities
Improved working
conditions
Team building activities
Methods of Motivation
Financial
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Overtime
Piece-rate
Time-rate
Performance-related
Profit-sharing
Bonus
Commission
Share schemes
Motivation – Working Practices
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Core workers
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These are those workers that are employed by the firm and
are involved in the core activities of the business. They can
be:
Full-time
 Part-time
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Casual workers
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Hired and released by the company when they are needed.
Contractual workers
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Employed on a fixed-term contract usually for one or two
years.
Motivation – Working Practices
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Flexi-Time
 Workers
only need to be at work place at certain core
times in the day. They can decide when they start and
finish.
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Home/Tele-Working
 Employees
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working from home making use of ICT.
Job-Share
 Two
or more employees share the duties associated
with one job.
Motivation – Employee Relations
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Employee relations covers how employers deal and
interact with their employees as individuals or a
group.
 Good
employee relations leads to a motivated, flexible
workforce.
 Poor
employee relations can lead to less co-operation,
industrial action and a poor image for the company.
Motivation – Employee Relations Groups
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Trade Unions
Set up to protect and stand up for the rights of employees.
 They will take part in collective bargaining which involves
them negotiating on behalf of employees for things such as
pay and conditions.
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Advisory, Conciliation and Arbitration Service (ACAS)
Employee relations experts who aim to help employers and
employees work together effectively.
 They will offer advice and provide ways to settle disputes
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Motivation – Industrial Action
Industrial Action – this is the last resort that employees will take in
order to have their views heard. It can take a variety of forms:
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Strike
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workers withdraw their
labour and refuse to work.
This can also involve
picketing.
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 Work
strictly to the
terms and conditions of
their contract.
Sit-in
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Workers occupy their
workplace in an attempt to
stop any work from taking
place.
Work-to-rule
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Overtime ban
 workers
refuse to do
any overtime work.
Motivation
Benefits
Costs
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Increased productivity
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Financial Costs
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Increased quality
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Staff conflict
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Staff retention
Employment Legislation
Learning Outcome 1.4
Employment Legislation
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The Human Resources Department needs to keep up
with and make sure all employees are aware of
relevant employment legislation.
There are a number of pieces of legislation that
affect organisations, and new legislation is
continually being introduced and updated.
Equality Act 2010
This act was introduced to simplify the numerous pieces of
anti-discrimination legislation that existed.
Its primary purpose is to protect people from discrimination
in employment on the grounds of their:
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age
disability
gender reassignment
marriage and civil
partnership
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pregnancy and maternity
race
religion or belief
sex
sexual orientation
National Minimum Wage Act 1998
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The National Minimum Wage Act creates a minimum
wage for all workers across the United Kingdom
As of 1st October 2013 the wage rates are:
 21+
 18-20
 Under
18
 Apprentice
£6.31
£5.03
£3.72
£2.68
Freedom of Information Act 2000
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Introduced with the premise of information being
made public unless it falls into specified excepted
cases.
Gives everyone two specific separate rights:
 the
right to know whether information exists
 the right to access that information (subject to
exemptions).
Data Protection Act 1998
Aims to protect the rights of the individual by governing the collection, storage
and use of information that is held.
There are 8 basic principles that organisations must follow:
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Obtain and process data fairly
and lawfully
Register the purpose for which
the information is held
Do not disclose the information
in any way that is different
from the purpose
Give individuals copies of the
information held about
themselves if requested
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Only hold information that is
adequate, relevant and not
excessive
Only hold accurate information
and keep it up to date
Do not hold information any
longer than necessary
Take appropriate security
measures to keep the
information safe
Health and Safety at Work Act 1974
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The aim is to raise the standard of health and safety
for all individuals at work.
The act covers duties of both the employer and
employee to abide by the legislation:
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Employers must take every step to ensure the working
environment is safe and non-hazardous.
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Employees are expected to behave in a reasonable manner
at work and must take responsibility for their own actions.