ICON College of Technology and Management

Business and Management Studies

BTEC HND in Business

Coursework

Human Resources Management

Tutor: Dr. Hossain Z

Submitted by: Florentina Mirela Dominte
ID No: 15570

SESSION:
FEBRUARY 2018
Human Resources Management
Florentina Mirela Dominte
ID: 15570

Table of Contents
Introduction
LO1 Explaining the purpose and scope of HRM in terms of resourcing an or-
ganization with talent and skills appropriate for fulfilling business objectives
P1 Explanation of the purpose and the functions of HRM, applicable to workforce
planning and resourcing an organization.
M1: Identify and explain the functions of HRM to fulfil business objectives.
P2 Explaining strengths and weaknesses of different approaches to recruitment
and selection.
M2: Evaluation of strengths and weaknesses approaches to recruitment and selec-
tion
D1: Critical evaluation of strengths and weaknesses of approaches to recruitment
and selection
LO2 Evaluate the effectiveness of the key elements of HRM in an organization
P3 Explain the benefits of different HRM practices within an organization for em-
ployer and employee.
P4 Evaluating the effectiveness of different HRM practices in terms of raising or-
ganizational profit and productivity.
M3: Exploring different methods used in HRM practices
D2: Evaluation of HRM practices and their application
LO3 Analyse internal and external factors that affect HRM decision-making,
including employment legislation
P5 Analysing the importance of employee relations in respect to influencing HRM
decision- making.
P6 Identification of the key elements of employment legislation and the impact it
has on HRM decision-making.
M4: Identifying the key aspects of employee’s relations management and
employment legislations
LO4 Apply Human Resource Management practices in a work-related context
P7 Illustrate the applying of HRM practices in a work-related context, with specific
examples.
M5: Providing a rationale for the application of specific HRM
D3: Critically evaluation of employee relations and the application of HRM
practices that inform and influence decision-making in an organisational context
References

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Human Resources Management
Florentina Mirela Dominte
ID: 15570

Introduction:
Human Resources Managemnet is a strategic and coherent form of a company, one
of the most valuable assets , where people work toghether or individually for
achieving organisation’s goals (Armstrong, 2006).
P1: HR is the department responsible wiyh selecting, recruioting and training future
employees, so that the performance of the employee to be used in the benefit of the
company. The main task of HR is to find and hire the right person for the right job, all
these been possible after a process of recruitmnet and selection.
Porter (1985) identified three stages for a better functionality of HRM:
1. Innovation – the startegy of bringing to marketplace a unique product, after a
consistent research on the cost needs.
2. Quality – the products needs to be in a very good condition.
3. Cost Leadership – planning a good result without too many expences.
However, Schuler (1987) argued that is nededed to match the role for a best effect
achievement. For a good growing of the organisation, HR needs to aply long term
startegies such as planning, searching and methoding a job.
According to Lewis (2001), HR must follow a specific scale to get the right person in
the right place, as following: Job Analysis → Forecasting → Recruitment and
Selection of staff → Training → Performance Appraisal → Compensation.
Functions of Human Resources Management are:
Staffing – is the process of achievement, develop, employ, appraise, remunerate
and retain people so that the organisation ensures to have the right people, on the
right job, at the right time.
Recruitment – HRM needs to find and attract capable applicants for the job. Starting
when new recruits are required and finishing when their applications are being
submitted, it’s a huge variety of applicants from which the organisation selects its
new employees (Werther and Davis, 1996). This way it is crested a mutual platform
between the business and the possible employees, so both parts can evaluate each
other and take the best decision. Here there are identified three main factors:
- Job Specification – is a written announcement of the qualifications, qualities,
physical and mental characteristics that are required for the position, like
physical specifications (height, vision, hearing, ability to carry weights, or to
use and operate machines, age, etc.), mental specifications (abilities to plan,
scientific abilities, general intelligence, memory, concentration, etc), emotional
and social specifications (flexibility, easy adaptability with other people,
emotional stability, also employee’s appearance: dress, posture, or voice) and
behavioural specifications (judgement, research, creativity, the ability to
accept responsibilities, to stick on its own decision, to give orders, if required).

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Human Resources Management
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ID: 15570

- Job Description – a list of responsibilities of the job, also including the higher
position to whom will report, qualifications needed, salary, all these
conducting to Job Analysis, where are identifies and explained job duties and
requirements.
- Employee Specification – the company explains exactly what kind of person
they need to fill the position. Here are included education, managerial skills,
interpersonal relationships, etc.
Selection – the process of picking several applicants from all those who applied for
the job, according to their qualifications and skills linked with the job requirements.
Training and Development – the program of learning, beginning with socialization
and ending with development. Training provides a set of skills required by the
position. Development helps the employee to unveil all he’s potential, leading him to
professional development, also helping the organisation to change the attitudes and
values of it’s employees, for a better achievement of their goals.
Maintenance – it is concerned with the maintenance of staff’s commitment to the
company, HRM ensuring that the conditions of work are safe and healthy, building
programs that helps individuals to deal with stressful situations, at work or outside
work. In here are made the performance appraisals too, where it is evaluated the
performance of the employee on the job and it’s potential for development.
Motivation – as this is one of the most important factor affecting staff’s performance
and behaviour, managers needs to ensure that they understand and respect the
employee’s ability and willingness to do their job. Along with the motivation, comes
the compensation, which can make the employee work better, struggling more to
achieve job’s goals.
Marks&Spencer is one of the biggest retailers in UK, but also an international
retailer, with about 300 stores around the world, outside Uk. Creating, producing and
displaying their own products, along with other firm’s products, from food to clothes,
diversifying into home wares, technology, furniture or gardening, M&S are trying to
satisfy the needs of a huge range of customers.
Marks & Spencer has a transformational management, where HRM have a strong
policy, about the employees, trying to keep them motivated, giving them the oppor-
tunity to communicate directly with the managers, making the process clearly, effec-
tively and fair fully.
According to Maclachan (2011) HRM of Marks & Spencer in a fast and
effective manner.
Using a long-term strategy, M&S are trying to identify, produce and fulfil the future
needs of the customer, with a major research on the market future needs, discussing
and planning, then taking actions to meet their goals in a timely manner.
From the new designs on clothing to improved recipes, to glamorous furniture or
practical use of housewares, the HRM of M&S are consistently researching on the
competitor’s plans and the market requires.
Marks & Spencer’s Human Resources Manager focuses first on the employees, of-
fering satisfying jobs, doing their best to achieve the best person for the right job, of-
fering bonuses, training, having a proper process of recruitment and selection, this

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ID: 15570

process including the diminution of discrimination up to none, equality being primary

on the company. That is why M&S is a company with mixed employees, with differ-
ent religions, of different nations, all being treated in the same way.

Annually, a report is made for each employee which includes a monthly evaluation of
the employee’s behaviour, effectiveness, performance and how they met their goals.
Based on the report, HRM is rewarding they’re employees.

The salary that HRM decides on is based on the job requirements, after a research
on the total British income, according to the competitor’s statistics of wedges, infla-
tion and involving the employee’s needs, M&S trying to make the best offer, expect-
ing performance, implication, devotion and good results from the employees.

HRM is considered the heart of M&S because is the department that sets the base of
the company because they put a stone on the company’s welfare with each right em-
ployee gained, that is why is always open to hear any fresh ideas, new challenges
and responsibilities that would help the business to grow.

M&S’s HRM are offering a huge variety of training, according with the abilities, skills,
devotement, including a role-specific training the opportunity to work toward profes-
sional qualifications, technical training, competency training, providing all the tools
and opportunities an employee would need to reach the goals required by the com-
pany.
M&S is developing three skill areas for maximizing their employees, and the organi-
zational performance (soft-skill development – improving the competencies and be-
haviours of the employee, functional skill development – improvement of data analy-
sis, equipment operation and compliance development – includes topics from work-
place safety to sexual harassment) and are controlling talent management solutions
for linking skills to goal alignment, performance, competencies, or success planning.
P2: Recruitment is the main method that human resources management is using for
ensuring that the company gets the best employee for the job, and also planning is a
main task in recruitment. As some positive actions that HRM can use for achieving
their goal is to enter in the labour market, then communicating the information and
generating interest, all this for obtaining a bigger number of suitable applicants.
According to Compton (1998), recruitment is the way to find and encourage the pos-
sible candidates to apply for a job that exists or its about to come out on the job mar-
ket.
Finding the right person, at the right time, for the right place requires that the organi-
sation makes use of both types of recruitment:
- Internal recruitment, where people from inside the company are promoted. It
is the way that the gap is filled from inside of the organisation. Many compa-
nies are considering first on bringing their own personnel rather than getting
external forces. (Torrington, Hall, Taylor, 2005). As strengths of this process,
we identify that is cheaper and quicker, as the employee already knows the
business and the way it operates, the heads already know the candidate. This

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ID: 15570

type of recruitment may challenge the employees, knowing that the organisa-
tion gives them a chance to be promoted, so they will give their best of them.
But also, the internal recruitment has its weaknesses parts, such as: the or-
ganisation isolates itself from new, innovative ideas came from a outside em-
ployee, the number of the candidates will be restricted, another job will be va-
cant and also may cause demotivation between the other employees.
- External recruitment, when the company wants to bring fresh blood in the sys-
tem. There are many ways for the external recruitment, such as getting peo-
ple from schools or universities. The external recruitment has its own ad-
vantages, like that the organisation is making use of new ideas, new con-
cepts, new points if view, from an outsider, there is no limit for the number of
the candidates, so finding the right person is certain, and the new employees
are coming with a wider range of experience. But, this process is taking lots of
time, more than the time spent for an internal recruitment, much more money
on advertising and interviews, all this not being sure that the best candidate
will be found.
The stages for approaching the vacancy are formed from recruitment basics and se-
lection department:
Marks and Spencer is one of the companies that values their employees, moreover,
they always try to find their best candidate from the inside of the organisation. The
store is sending their vacancy and Interviewer availability to their store CAR which
checks Marks& Start/Make Your mark and Rejoinder Databases and candidates that
are on hold before contacting Remploy for Direct Hire candidates and posting the va-
cancy externally.
M&S is a vast organisation, and therefore, they have a huge operation for a store re-
cruitment, where everyone has his own detailed job, making the process slower, but
with best choice at the end. Recruitment process at M&S starts from the Store Man-
agers, who understand recruitment policy and process at M&S, ensure there are
enough trained Recruiters in their store, ensure Store Recruiters and recruiting Line
Managers are given the necessary time to recruit new employees. The Line Manag-
ers have completed the eLearning options: Selecting the Best for M&S Complete the
necessary Eligibility to Work checks for new employees, complete the necessary re-
cruitment administration outlined in this guide working with Store Recruiters and
CAR teams. Store Recruiters are completing the necessary recruitment administra-
tion outlined in this guide, work with Line Managers and CAR teams to meet recruit-
ment needs for their store.
Customer Assistant Recruitment (CAR) Teams - Co-ordinate recruitment activity for
1 or multiple stores, support Store Recruiters and Line Managers in Recruitment pro-
cess and administration, use World Careers Network (WCN) to process recruitment
administration, work with Store Recruiters and Line Managers to meet their store’s
needs, work together with other CAR teams to provide a seamless service to the
stores they service

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ID: 15570

Central Recruitment Team - Set Strategic Recruitment Policy including attraction and
selection processes, provide support on specific recruitment campaigns including
new store openings
Resource & Succession Consultants - establish and deliver a sustainable Section
Manager resource and succession plan for all stores, working with Central Recruit-
ment, Store Managers & CARs.
HR Shared Services Provide process support for recruitment administration including
New Hire admin Provide CAR and candidate query management support.
The selection is the step-by-step method on finding and choosing the right candidate
to fulfil the job requires, after the recruitment. Professor Rodge (1950) has developed
seven points plan to help the recruiters and HR managers in the selection process:
1) The physical make-up, such as the appearance, the dress, the suit, appear-
ance, health
2) Attainments – experience, qualifications and education
3) General intelligence – the intellectual capacity
4) Special aptitudes, like manual and mechanical dexterity
5) Interests – physical, intellectual and practical activity
6) Disposition – self-reliance, the ability of influencing bothers, acceptability, or
steadiness
7) Circumstances – family occupation, domestic conditions
P3:
Driscol, 1994, was saying that a major change of a person’s potential or performance
is because of a learner’s contact with the environment. Learning is making
permanent changes in a person’s behaviour.
HR managers have great responsibilities in an organisation by protecting both, the
employer and the employees. For the benefit of the employer, they need to identify
ways to cut employment costs, and for the employees, they’re protecting their rights,
warranting that the employees activate within the scope and labour law. It is
essential then the impact of HRM on employees and the business’s turnover, if the
employees are performing low, they tend to leave the organisation because of the
absence of job satisfaction (Steers and Modway, 1981). The main key in the
effectiveness and the prosperity of a company is the way its employees are treated
and managed.

Table 1: Benefits of the Human Resources Management practices for the employer:

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Human Resources Management
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ID: 15570

Practices for development

 HR focuses on a plan for the
future of the organisation
Training practices  Providing the training for
specific personal requirements
 Securing the growth of the
business
Rewarding practices  Making sure that the company
can attract, motivate and retain
the talents
 Assure that they’re increasing
and empowering employee’s
engagement.

Table 2: Benefits of the practices of HRM for the employees:

Practices for development  Contribution to the learning and

growing process

Training practices  Increasing the short-term

performance
 Building skills, even those not
required immediately
 Giving assistance for growing career
 Bringing specific elements to da-to-
day job
Reward practices  Encouraging the employees to do
their job better
 With cooperation, raises the morale
of the employee for an efficient
achieve of goals
 Has a big positive influence on the
efficiency and results

M&S managers are ensuring that all the employees are well supported in their jobs,
giving all the resources they need for career development. The team includes HR
business partners, learning and Development Manager and HR Administrators.
(Academia.edu, 2014)
M&S adopted a strategy that cultivates trust and loyalty of the employee in all
sectors of business. The company is using Maslow’s theory (1975) by helping staff to
reach their goals, encouraging and praising them when the goals are achieved. M&S
is also using Herzberg’s two factors by treating their people well, paying good
salaries, offering good working conditions, also sick pays and pension’s schemes are
included in the employment package. McGregor’s theory is applied through the
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managers that trust their people, help them and rewarding when needed. The
company feels its vital to their employees to be rewarded, so from the beginning of
the employment, people will get a package of rewards and benefits:
 Pay – the company checks the salaries comparing to other companies, to
keep up with the changes of the market and maintain their competitiveness,
also they’re giving rewards for the extra performance.
 Employee discount – the employees are getting 20% discount on all the
products of the company, also a member of the family which is living in the
same house gets the same discount.
 Holydays – the employees get 28 days of holiday/year in a full-time contract.
 Bonus – when the organisation does well financially, they have a scheme
bonus for the employees to reward their good work.
 Pension – knowing that the pension is a very important matter for the
employees, M&S has a Defined Contribution pension plan, where, if the
employee contributes with 3%, M&S will contribute with 6%.
 Shares save – M&S is helping their employees to save by joining a scheme
where people can save from £5 to £250 each month, for three years. After
that, the employee can take the money or can buy shares discounted with
20%.
 Salary sacrifice – the scheme includes childcare vouchers, holiday buying,
car leasing, also saving money on tax and National Insurance.
 Health and safety training – living in days where lots accidents can happen,
M&S is offering good training for Health and Safety at work, but also useful
at home too.
The Fire Health & Safety Committee is training people on fire, health & safety policy,
monitoring the effectiveness and evaluates key performance procedures on a
quarterly basis.
For separating training and development, training includes a specialist that help
learners develop their skills, taking them to another edge of performance
(managementhelp.org, 2016). Skills training are the main tasks an employee needs
to know to do their job properly, professional training helps the employee be up-to-
date on his own professional ground (Flat world knowledge, 2016). Reward system
impulses a worker to end up stimulated, encouraging to a high confident
development (Guptal and Singhal, 1993). Under the work simplification the
occupation is efficient by unravelling it into sub-part. At this point, every part of the
employment is referred to an employee who does similarly project again and again.
This allows the specialist to pick up competence and wellness in doing the dismissed
assignment. (yourarticlelibrary.com: the next generation library, 2016).

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P4:
The differences between training and development: development is not straight
connected to the job requirement, slightly purposes at a general development of the
employee for the long term. M&S helps their employees to develop their skills with
useful programs like Equal Opportunities Diversity which runs through learning and
development, appraisal and promotion opportunities (M&S Careers, 2017). M&S is
organizing training programs for developing their employee’s skills and knowledge
for achieving job’s goals.
Human Resources Planning focuses on finding current people for the future needs of
the company. It is vital to understand the abilities of each member of what can bring
to the company. Also, HRM needs to understand people’s needs and objectives, to
compare them to the business’s targets and then to make the planning based on
these information’s and provide best training for further development of the
employee.
Marks & Spencer’s HRM always try to ensure that they have the right number of
people on the right place, at the right time. People planning on M&S is a procedure
of examining people resources within the company and adopt on the future need of
the company concerning location, number or skill shortage. In the last years, M&S’s
HRM has increased its effectiveness and helped in raising organisational productivity
and profit., by following certain perspectives:
Informative and high-performance staff: they are promoting innovative environment
and motivation of their employees to better facilities, helping the company grow its
productivity and its profit too.
Strategies on HR embody the organisation’s specified intention about its HR
programs, processes, and techniques. Formal HR is established by distinguishable
rules and regulations that describe the employment relationship. HR practices
involve the actual programs, processes and techniques. HR conventionalism is
defined as the HR for paid staff amount to which HR practices are organised,
recognised and established through documented policies, rules and regulations.
In practice, societies infrequently adopt a single style of management for all the
employee groups. Research on the effective implementation of strategic
management practices has shown that structural background is a critical component
and that different practices work best in different environments (Purcell, 1999). This
possible perspective has specific significance for businesses that rely on paid
employees.
In the last ten years, Strategic HRM has got admiration and it has been related to
organisational resource management. In this way all employees are being treated as
a part of company's success. So, since the induction they will know their status in the
company. The corporation-controlled training ensures M&S encirclements cultural
variances and learning skills.
Effective direction setting and execution: M&S is recruiting the right managers for the
right place first from their own staff, because they already know the business or from

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outside the company, ensuring that the importance of leading and managing is
reached.
Team and individual goals: M&S is providing their employees with an effective mode
of communication, helping same teams or individuals to reach their goals in the best
way.
Effective rewards drive performance: the employees are being rewarded after best
results or if the company’s profit grows. This way the company motivates their staff
to do their best on the tasks in order to get rewards.
Updating employees’ skills for maintaining the productivity on high level. M&S always
tries to ensure that their employees are well skilled, trained and ready for any
change in the job description, or for other tasks that job may require.
There stand diverse ways to HR planning. As Storey & Salaman (2009) deliberated
there are two ways to approach HRM: 'hard' and 'soft'. In the hard method little
thought are shared with the employee therefore company success is the only extent
of performance. Dissimilar to this is the soft version, keeping business success on
highest concern for the employees too (Kooij, 2011).
LO3:
P5: Each employee of Marks & Spencer has a special relationship with the other workers, this is
because they are treated like humans, not machines. They need to discuss through them for making
a decision. the employees can be motivated with a interactive workplace, creating a good
environment for achieving goals (Roehling et al., 1998). There were some changes and principles
adopted by M&S within the management that helped the employee – employer relationship change:

Changing the working hours - as introducing Sunday working in UK, M&S needed to
create timings in some flexible shifts, so they can work on Sunday too. The big part
of the staff is working 36-38 hours/week, more some of them are working more than
the normal schedules.

Competitive rate packages – M&S is frequently matches the salaries to the market,
to be on the line with the market changes.

Employee discounts – all the staff and workers have a 20% discount on everything
they buy.

Pension schemes – M&S is providing secure benefits for their employees regarding
retirement, if they’re in the company for more than a year.

Marks & Spencer has initiated sessions of feedback with the employees regarding
the performance and the zones of improvement, so these constantly connections
with the staff help the company to change and develop new skills, for growing the
competence and improving the production.

P6:

Human Resources Management determinates and monitor the economic

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forecast, the compet itors and the legislation in order to produce job
evaluation, salaries, training or statistics of the personnel performance.
However, HRM also needs to follow certain Legal Framework through the
recruitment and selection process, and not only, like:
- Sex Discrimination Act (1975) is protecting men and women from discrimination
based on sex or marital status, including sexual harassment, too. Companies
that are looking only for one gender of workers when the jobs can be done by
both, men and women are subject to this law.
- Race Relations Act (1976) is protecting all races, no company should dismiss an
employee because of his/her colour of skin.
- Equal Pay Act (1970) prohibits any different treatment between men and women
in terms of condition and payment employment. In January 2018, the TV post
BBC was accused by 170 women employees by inequality of payment of women
and men. They were affirming that men were having bigger wedges than
women, on the same positions, with same responsibilities.
- Disability Discrimination Act (1995) is protecting people with disabilities in
relation to employment, where it’s prohibited for the employers to treat less
favourably their staff for a reason that is related with his/her disability.
- Employment Act (2002) is protecting the employees, but the employers too,
within disputes about dismissals, wedges, here getting involved the Trade
Unions.
All these laws were made first to protect the employee but also the employer in a
unhappy event or a non-shared opinion of dismissal. The Department of Human
Resources must comply with the employment law and to make sure that is always
applied with the employees.
There are several frameworks that are meant to protect the employees and the
employers. According to Suliman &Iles (2000), the engagement of the employees
became an important task for managers and researchers since 1960.
The type of the commitment shows the relation created between the employees with
their employers, also giving the opportunity of having other objectives like servicing
or supervising (Fedor et. al., 2006).
One of the main task on the employment legislation is the Sex Discrimination Act
(1975). M&S was in the Times Top 50 Employers for women in 2001 also in 2002.
In 2012, M&S had 31%women hired, most of them having leadership positions,
placing M&S on the first places on the “30% Club” campaign.
Also, for meeting the criteria asked by the Race Relation Act (1976), M&S is
achieving best of the best employees based on their knowledges, not in skin colour,
each employee being treated equally, like a valued member of the family.
Forming elastic shifts, and having employees working 36-38 hours weekly, or
maybe more, HRM of Marks & Spencer relies that they can stay open also on
Sundays (Miller, 2010).
Salary equalisation according to the market, and following Mile’s and Snow’s
strategy, HRM successful offered to their employees discounts of 20% on all the
buying at M&S around the country, retirement benefits made to be really attractive

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and, if the employee has more than a year since is working with M&S, they also
benefit of packages for dental and health care. Also, since 2001, is giving the
opportunity to work to the employees that should be on retirement, even if they are
getting the pension benefits.

Also, in 2003, HRM is implementing the programme of the flexible working to their
employees, giving the opportunity of 73% of female to work part-time, same for 83%
of employees that were over 50 years of age. So, HRM of Marks & Spencer is not
only implementing the legislation on its employees but is also improving it for the
well-being of people who work with them, which are considered part of a big, united
family.
Employee relations has substituted industrial relations as the term for defining the
relationship amongst employees and employers. Employee relations is understood
as concentrating on individual and collective relationships in the workplace, with big
accent on helping line managers found trust-based relationships with employees. A
constructive environment of employee relations, with high stages of employee
participation, commitment and engagement, can expand business outcomes and
contribute to employees' well-being. This booklet discovers what employee relations
means to employers and guises the current state of the employment relationship. It
shortly looks at key employee relations abilities, precisely in the areas of
communication and conflict management. It is significant that managers are
conscious of employee rights comparative to the legislation. Employees are
becoming progressively well-informed about their rights, and if these rights are
despoiled they may file a claim. This leads to an investigation, which can have an
undesirable influence on staff confidence and can also be very time consuming and
expensive. It is vital for establishments to understand employment values and offer
a positive, safe and legislatively obedient workplace.

LO4: P7, M5, D3:

JOB ID: 21544MS

Location: Westfield Stratford, London
Company: Marks & Spencer
Date: 15.05.2018

Job Specification: Customer Service

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Memorable in-store experiences start with friendly, enthusiastic and confident Cus-
tomer Assistants. They’re the face of M&S, inspiring and exciting customers about
products and making them feel special with attentive and truly personalised service.
Not forgetting that they also keep shelves stocked, tills manned and displays looking
great.
We need people who push boundaries to change people’s daily lives. People who do
the right thing and take responsibility for their actions. People who get a buzz out of
connecting with customers and colleagues alike. Similar experience is not needed.
Our successful candidates will learn about PACK - Presentation, Availability, Cross-
selling & Service and (product) Knowledge – they will play a key part in delivering
our Retail PACK Plan, as well as receiving the tools and support they need to make
a big success of their role.
We have invested all our experience in creating a perfect products store. Now we’re
looking for the perfect Customer Assistant for creating the exquisite retail experi-
ence. Customer service is the first and the main point of contact with our clients.
Therefore, the Customer Service Manager needs to answer questions, to identify
problems and to provide solutions to all customers requires, complaints, issues.
As we have the trust of our customers already gained, you need to have the ability to
stimulate our clients and to converse confidently on anything, from a fancy dress to a
special dish. To make our customers experience a nice, fun shopping process, you’ll
need to stay updated on our latest products and offers, to listen carefully on what are
their demands, as they will ask for advice on finding the right product for them.
We are looking for candidates that have changed mannequins or dressed windows,
either as part of a store role or training course or can demonstrate these skills at as-
sessment. Candidates will need to demonstrate a passion for working with fashion.
Candidates will need to be able to demonstrate an understanding of trends/fashion.
In a practical assessment, they would need to be able to pull trends together, and
dress them in an appealing way for customers. They would also need to demon-
strate experience of working in a fast-paced environment which is very customer fo-
cused (e.g. in a retail type of environment).
RESPONSIBILITIES:
 To provide first level interaction and to carry resolutions to customer’s issues
 To heighten unsolved enquiries to the next level of support
 To track, direct and forward complications to the precise resources
 To produce activity reports
 To update the customer data
 Recommend improvements or modifications of the process
 Reserve and raise your knowledge of job procedures, products and services

REQUIREMENTS:

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Human Resources Management
Florentina Mirela Dominte
ID: 15570

 Experience in Customer Service support

 Very good spoken and written English and at least one more spoken foreign
language
 Knowledge of help desk software, database and remote control
 Strong communication and presentation skills
 Ability to remain calm and find solutions even to the most conceited custom-
ers.

SALARY & BENEFITS

£8.50 – £9.50 / hour plus 20% staff discount.

From 14.305 candidates that applied online for the job, there were selected by the
Applicant Tracking System (ATS) 214 candidates that best suit to our requirements.
Today we assessed one of them, that attracted our attention, and indeed, it is the
best bit for the position.
FLORENTINA MIRELA DOMINTE

Email domintemirela@yahoo.co.uk
Address 17B Selwyn Road, London, E13 0PY
Phone 07713939248

PROFESSIONAL SUMMARY
- Retail sales professional versed in product placement and merchandising.

- Extensive experience in inventory management and shipment processing.

- Expert retail sales professional offering 7 years’ experience in retail cus-

tomer service and retail management.
Focused on exceeding sales goals.

- Punctual retail sales professional focused on exceeding expectations and

building customer loyalty.
- Flexible schedule and strong mathematical aptitude.

- Results-orientated Shop Manager focused on increasing profits, reducing

costs, inventory management and transforming customer service standards.

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Human Resources Management
Florentina Mirela Dominte
ID: 15570

SKILLS
o Quick learner - impeccable organizational skills - teamwork.
o Ambitious, my targets are always on the highest level
o Good leader, I love teamwork, getting involved in my projects immediately and
don’t give up until everything is done on high standards
o Excellent communication skills
o Fluent in English, French, Italian, Spanish
o Customer-orientated
o Active listening skills
o Consistently meets sales goals
o Retail sales
o Computer literate
o POS systems knowledge
o Merchandising
o Employee relations
o Natural leader

EXPERIENCE
Sales supervisor
SC GEKA TIP SRL - Piatra Neamt, Romania,
September-2005 - May-2010
• Supervising sales, finding solutions for increasing the sales, in five years, we
opened two more shops and the first one had had an 400% increase on sales and
60% increase on hiring.
• Operated a cash register for cash, cheque and credit card transactions with 100%
accuracy.
• Stocked and replenished merchandise according to shop merchandising layouts.
• Priced merchandise, stocked shelves and took inventory of supplies.
• Cleaned and organised the shop, including the checkout desk and displays.
• Trained 22 new sales associates each quarter.

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Florentina Mirela Dominte
ID: 15570

• Handled all customer relations issues in a gracious manner and in accordance with
company policies.
• Resolved all customer complaints in a professional manner whilst prioritising cus-
tomer satisfaction.
• Mentored new sales associates to contribute to the shop’s positive culture.
• Supervised and directed all merchandise and shipment processing.

Chocolate maker
DARK SUGARS- London, UK
November-2014 - October-2017
• Stocked and replenished merchandise according to shop merchandising layouts.
• Trained 10 new sales associates each quarter.
• Fostered a positive work environment by consistently treating all employees and
customers with respect and consideration.
• Worked with the management team to implement the proper division of responsibili-
ties.
Actively pursued personal learning and development opportunities.

Office cleaning

TRI LINE - London, UK

November-2015 – Currently

Education
Bachelor of Arts
High school “GHEORGHE ASACHI” Piatra Neamt, Romania- Piatra Neamt, Roma-
nia 2000, Pedagogical high school, profile English-French

Notes:
We had three candidates that fulfilling our requirements: Florentina Mirela Dominte.
Gabriela Negrescu and Popa Dan.

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Florentina Mirela Dominte
ID: 15570

During the interview, we asked the following questions:

1. Name me one skill that makes you the most qualified for this job
2. Which is the achievement that you are most proud of?
3. Can you describe your working stile?
4. Can you tell me about the relationships you've had with the people you've
worked with?
5. What’s your definition for “Hard Work”?
6. What did attract you to this position?
7. Which are your main motivations?
8. What do you think that are your strengths and weaknesses?

After-interview conclusions:

DOMINTE FLORENTINA GABRIELA POPA DAN

MIRELA NEGRESCU
Education √ √ √

Experience √ X √
Skills √ X X
Attitude √ √ √
Behaviour √ √ X
Managing the √ √ X
interview
questions
Priorities √ X √

Job expecta- √ √ √
tions
Perspectives √ √ X

During the interview and the probation hours, they were excited, willing to show more
of their aptitudes and skills. One of the candidates, Popa Dan, was very nervous,
making us concerned of his behaviour, as he had an aggressive voice tone, very im-
patient, making the point that our questions were not relevant for the position.

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Human Resources Management
Florentina Mirela Dominte
ID: 15570

Gabriela Negrescu is a very shy person, not very confident in herself, her experience
in working directly with customers is very low, she doesn’t have the ability to make
herself liked by the clients because of her timidity.
Mirela Dominte was very calm, with a strong character, very sure on her own skills
and knowledges. She did understand the company and what we are doing, the job
requirements and responsibilities, she is open to learning new things, a very likeable
person, always looked in our eyes when answered the questions, relaxed and al-
ways showing a nice, unforced smile, eager to start as soon as possible her journey
in our company.
We have selected Florentina Mirela Dominte for the final interview as it had one of
the most appropriate CVs’.
The above candidate was approved to be member of our team as it gave us the op-
portunity to know her without any stress, fears, speaking clearly and understandable
about all the issues we came with. We clearly understood that this job is offering her
the king of challenges she’s looking for. She asked details about the job description
and the responsibilities that the position requires.
On the in-store probation, for 2 hours, we discovered that she is passionate about
customer service, a confident communicator and acts on initiative, takes responsibili-
ties for its own mistakes, she’s eager to learn about products, Handles objections
calmly and effectively, suggests relevant/appropriate channels for purchase, seeks
to close a sale by guiding conversation to desired end point, shows enthusiasm,
drive and determination, demonstrates a genuine, natural interest in (and under-
standing of – others) ,takes time to listen attentively to what others have to say, ad-
justs approach to others based on emotional, behavioural and non-verbal cues,
demonstrates tolerance and consideration for others, empathises with others.
However, we do expect from her to improve her knowledges about M&S products, to
be flexible, serious and punctual.

Therefore, we have sent her the following Offer Letter, hoping that she will join our
team.

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Human Resources Management
Florentina Mirela Dominte
ID: 15570

OFFER LETTER
Mrs. Dominte
17B Selwyn Road
London, UK, E13 0PY

Dear Mrs.,
Dominte
Marks & Spencer are pleased to offer you the position of Customer Assistant, Cus-
tomer Service. According to your skills and experience, we agreed that you are best
fit for our customer service department.
As discussed on the interview, your start date is 01.06.2018. The starting salary is
£17.500 per year and will be paid weekly. 20% discount on all purchases on M&S,
the medical coverage, dental and optical insurances, and also the pension schemes
will be effective on 15.06.2018.
M&S is offering an elastic paid-time off plan that includes vacation, personal or sick
leave.
If you are accepting this job offer, please sign one of the copies and retur it to us at
your earliest convenience.
We are sending you a warm welcome to our family.

Sincerely,

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Human Resources Management
Florentina Mirela Dominte
ID: 15570

David Guise
Director, Human Resources
Marks & Spencer Company

I happily accept the Customer Assistant, Customer Service position

________________________
Signature

________________________
Date
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