Professional Documents
Culture Documents
Content
Human Resource Management Workforce Planning Recruitment Selection Training Methods of remuneration Measurements of personnel effectiveness
Workforce Planning
Businesses need to look at future labour needs They have to ensure they have the right amount of workers with the right skills and experience Managers draw up plans looking at the number and type of workers who they want to recruit Also conduct a skills audit so they are able to establish skills and experience of current workers
Workforce planning
When planning the workforce managers need to know:
Sales forecasts for at least the next year Employee turnover figures Projected wage levels Technological developments Changes to laws impacting the working week
Person specifications
These set out the qualifications and qualities required in an employee These refer to the person and not the post They include:
Educational and professional qualifications required Character and personality needed Skills and experience wanted
Job descriptions
These relate to the position available They list the duties and responsibilities associated with a specific job They include:
The title of the post Employment conditions Some idea of tasks and duties
Internal Recruitment
Internal recruitment where a business looks to fill a vacancy from existing staff Advantages :
Employee has awareness of a firms culture Candidates may not need induction training Provides promotion for workers Avoids expensive advertising Selection can be easier as know about candidates
Advantages :
Limited skill base May not be as high quality as external candidates especially for senior jobs
External recruitment
External recruitment where a business looks to fill a vacancy from individuals outside the organisation Advantages
Can attract a more diverse group of candidates who bring fresh ideas to the business Increase in variety of skills
Disadvantages:
Can be very expensive Know less about the candidates
Recruitment Process
Position is advertised externally / internally Send out application packs Receive candidate applications by closing date Candidates applications are compared against the person specification those with the best fit are invited for interview At interview the job description is used to form the basis of the questions
Selection
These are the techniques used to decide who is right for the job They include:
Interviews Psychometric tests Assessment centres which can include:
Role plays Simulated work environments
Interviews
Interviews are the most popular form of selection They can involve one or more interviewer They are a relatively cheap method They can be unreliable as they dont give a valid picture of how someone will perform on the job
Training
The provision of work-related education, either onthe-job or off-the-job, involving employees being taught new skills or improving skills they already have
Training Needs
Training is often a response to an internal or external change e.g
The development and introduction of new products Restructuring of the firm The development and introduction of new technology Changes to procedures High labour turnover Low morale Changes in legislation
Induction training
Education for new employees which involves learning about the way the business works It helps to:
Reduce turnover Increase understanding of culture Increase motivation Mean employees contribute to organisation more quickly
External Training
Outside the organisation Appropriate if only a few employees with a specific training need Or if training needs are not specifically linked to organisation Meet with employees from other companies and exchange ideas Can make employees feel valued and increase motivation
Internal Training
Occurs inside the organisation Appropriate if training needs are specific to the individual organisation
Methods of Renumeration
Remuneration: pay wages, salaries, bonus, PRP, commission, piece work Non Financial: praise, training, additional responsibility,perks Share Options: Opportunity to buy shares in the company at an agreed price
Absenteeism
Absenteeism the amount of time employees are having off work Number of staff absent (on one day) x100 / total number of staff Helps to measure the morale and motivation of the workforce If this is high it will cost the business money and decrease their profits
Labour Turnover
Labour turnover how many people are leaving each year Turnover = Number of staff leaving per year x 100 / average number of staff If this is high may be due to low wages and insufficient training causing poor morale Can also be due to problems with the recruitment process where the wrong staff are appointed
Summary
Human Resource Management looks at the people who work in a business Hard models look at people as a financial resource, soft models look at the development of staff Workforce Planning is the process taken to look at future labour needs Recruitment starts with a job description and person specification and allows the business to find the right person Internal and external recruitment internal recruitment from inside the business, external recruitment recruit staff from outside the business Selection methods of choosing the right person for the job Interviews are the most common method of selection Training how you educate staff to increase their skills and experience Training can be on the job or off the job Methods of remuneration staff can be renumerated with financial and non financial methods Measurements of personnel effectiveness these are ways to measure the performance of the business and include labour productivity, labour turnover, absenteeism and health and safety