One of the two events I attended was 5% idea and 95% effort. There was a speaker that came in to talk about his business, his business was a Letter box chocs and the event lasted around an hour. He owned his first business at the age of 22.
In the future I would like to run my own businessThis event has given me a few ideas which i could use in my business in the future. Although the idea wasnt great the effort he put into start his business was exceptional. This has motivated me more because if i put in 100% effort my business will have every reason to succed.
Wednesday, 5 May 2010
Week 24 Reward
Reward
I use to work for Matalan, which is a retail outlet. They had reward systems, which were only given at peak times. For example at Christmas reward was put in place. Employees that made the most sales on a weekly basis would get a present at the end of the week. I believe this was very unfair as not every employee worked the same amount of hours, for example I worked only 6 hours a week on a Saturday and other staff members worked 37 hours a week. Therefore they would obviously make more sales then me or anyone else that only work part time.
The reward system did not differ for each groups it was the same system throughout the organisation and for each and every employee.
Reward for chief executive
I don’t think the chief executive should receive large bonuses if the organisation is under performing.
This is unfair to other employees, as they will not receive bonuses
It de-motivates employees
The money spent on the bonuses could be better used in helping the organisation to improve
The chief executive should set an example that bonuses are only received for good results
Rewarding a teacher at Primary School
Financial reward:
Pay rise – this could be given when the results of students have considerably increased within a period of time. This would motivate me to continue to work hard as my hard work will not only benefit the students but myself, and it will be recognised by both staff and parents
Gift – a teacher of the month gift/ reward
Give them a day trip ticket to an attraction
Non-financial reward:
Ask the class of students to say thank you – this would be very rewarding for me as this is directly from the student themselves
Allow the parent to meet the teacher to thank the staff
Have a best teacher of the month logo
Organise a class assembly for the teacher
I use to work for Matalan, which is a retail outlet. They had reward systems, which were only given at peak times. For example at Christmas reward was put in place. Employees that made the most sales on a weekly basis would get a present at the end of the week. I believe this was very unfair as not every employee worked the same amount of hours, for example I worked only 6 hours a week on a Saturday and other staff members worked 37 hours a week. Therefore they would obviously make more sales then me or anyone else that only work part time.
The reward system did not differ for each groups it was the same system throughout the organisation and for each and every employee.
Reward for chief executive
I don’t think the chief executive should receive large bonuses if the organisation is under performing.
This is unfair to other employees, as they will not receive bonuses
It de-motivates employees
The money spent on the bonuses could be better used in helping the organisation to improve
The chief executive should set an example that bonuses are only received for good results
Rewarding a teacher at Primary School
Financial reward:
Pay rise – this could be given when the results of students have considerably increased within a period of time. This would motivate me to continue to work hard as my hard work will not only benefit the students but myself, and it will be recognised by both staff and parents
Gift – a teacher of the month gift/ reward
Give them a day trip ticket to an attraction
Non-financial reward:
Ask the class of students to say thank you – this would be very rewarding for me as this is directly from the student themselves
Allow the parent to meet the teacher to thank the staff
Have a best teacher of the month logo
Organise a class assembly for the teacher
Week 22 & 23 Training and Development
HR manager for a retail chain with a training programme for new graduate entrants.
1 Week induction programme – Aim to make these graduates become store managers after a 2 year training programme.
1-week induction
Monday: Morning (AM) – The inducation will start with a presentation of the company, giving history and financial figures to show its performance. It will present clearly the company aims and objective.
Following this company introduction the graduates will be allowed to introduce themselves to the group and have a group discussion. This will allow the graduates to get to know their fellow workers.
PM – The products sold within the company will be discussed and house keeping standards will be shown and how these are to be implemented within every store will be identified.
Tuesday – Health and Safety exercises and laws will be discussed, along with group scenarios. This will give the graduates an insight to what policies and procedures need to be followed when accidents occur. They will be shown where the 1st aid equipment is kept in every store, what forms are to be filled in, when they are required to be completed and whom is to complete them. All matters will be shown and an opportunity for asking questions will be provided.
Wednesday – basis day to day running of a store will be outlined for example delivery of products. Graduates will be shown how to declare received stock and ensure they receive all goods in trading standard. They will be shown how to hang these goods for example with the logo of the hanger front facing.
The day-to-day basis also includes staffing – the graduates will be shown how to ensure they have the right amount of staff at all times. How to plan and implement a rota on a day-to-day basis will be shown
Thursday – Pay roll – how and when pay roll need to be submitted and what information will be needed. For example, sickness, annual leave, over time
Friday – AM - the graduates will have the opportunity to visit a store and observe the running and in the afternoon an exam will take place to see how much the graduates have learnt over the week – they will be asked to do a questionnaire to how if they have enjoyed the induction, and ask if any improvements need to be made.
1 Week induction programme – Aim to make these graduates become store managers after a 2 year training programme.
1-week induction
Monday: Morning (AM) – The inducation will start with a presentation of the company, giving history and financial figures to show its performance. It will present clearly the company aims and objective.
Following this company introduction the graduates will be allowed to introduce themselves to the group and have a group discussion. This will allow the graduates to get to know their fellow workers.
PM – The products sold within the company will be discussed and house keeping standards will be shown and how these are to be implemented within every store will be identified.
Tuesday – Health and Safety exercises and laws will be discussed, along with group scenarios. This will give the graduates an insight to what policies and procedures need to be followed when accidents occur. They will be shown where the 1st aid equipment is kept in every store, what forms are to be filled in, when they are required to be completed and whom is to complete them. All matters will be shown and an opportunity for asking questions will be provided.
Wednesday – basis day to day running of a store will be outlined for example delivery of products. Graduates will be shown how to declare received stock and ensure they receive all goods in trading standard. They will be shown how to hang these goods for example with the logo of the hanger front facing.
The day-to-day basis also includes staffing – the graduates will be shown how to ensure they have the right amount of staff at all times. How to plan and implement a rota on a day-to-day basis will be shown
Thursday – Pay roll – how and when pay roll need to be submitted and what information will be needed. For example, sickness, annual leave, over time
Friday – AM - the graduates will have the opportunity to visit a store and observe the running and in the afternoon an exam will take place to see how much the graduates have learnt over the week – they will be asked to do a questionnaire to how if they have enjoyed the induction, and ask if any improvements need to be made.
Week 21 Managing Performance
Appraisal
– I had an appraisal once at work, it was more of a discussion about how I am working and if I want training in anything and if I am happy overall. The appraisal lasted about 15mins and I don’t think it was of any relevance as it did not discuss and future plans or any changes that may need to be made. It did not high light my strengths or weaknesses.
There was no real output of the meeting.
Skills needed to be an effective mentor
– I had an appraisal once at work, it was more of a discussion about how I am working and if I want training in anything and if I am happy overall. The appraisal lasted about 15mins and I don’t think it was of any relevance as it did not discuss and future plans or any changes that may need to be made. It did not high light my strengths or weaknesses.
There was no real output of the meeting.
Skills needed to be an effective mentor
- To be a good listener: more specifically an "active" listener This involves tuning in to what your mentor is saying, giving them your complete concentration, and waiting patiently for them to finish, without diving in or making assumptions about what they are likely to say
- The effective mentor gently probes to understand the relevant issues, asks open-ended and fact-seeking questions and understands that silence is useful when information is being digested or breathing space is needed. Questions should be used to obtain information and/or steer the discussion in a particular direction. "Appreciative" listening is also important - the need to understand words and events as the mentee perceives them and with the meanings the mentee attaches to them.
- It is important for mentors to convey understanding through feedback, reflecting back the mentee’s feelings and accurately summarising or paraphrasing their thought processes.
The main skill needed to be an effective mentor is to have excellent communication skills and a lot of patience.
(Exemplas realising potential)
http://www.exemplas.com/Skills-and-Training/Mentoring--Coaching/Being-a-good-mentor/
I have had my parents as mentors – they have and continue to provide me with great support and are always willing to listen to me whenever I need.
This has helped me and encouraged me to exceed and meet my goals as I know I have support at all times.
Week 17 & 18 Selection
SELECTION METHODS:
Assessment centres: are used as part of the selection process, all potential candidates are called to the assessment day.It typically include a number of elements:
Social/informal events, where you meet a variety of people, including other candidates, the assessors, recent graduates and senior management. This is an excellent opportunity for you to find out about the organisation and to ask questions in a more informal setting. These events may appear to be informal and not part of the true assessment procedure, but you should behave in a way that reflects well on you. The drink will be free, but resist the temptation to have too much!
Information sessions, which provide more detail about the organisation and the roles available. Listen carefully, as the information provided is likely to be more up-to-date than your previous research. If you are unclear about anything, ask.
Tests and exercises designed to reveal your potential. Assessors at assessment centres measure you against a set of competencies and each exercise is designed to assess one or more of these areas. Do not worry if you think you perform badly at any stage, as it is likely that you will have the chance to compensate later on.
Organisations can assess the following skills on the day: these skills are normally identified as being important in the organisation:
team working skills;
communication skills;
leadership skills;
time-management skills;
listening skills;
motivation and enthusiasm;
data analysis skills;
decision-making skills;
influencing skills;
creativity;
integrity;
initiative.
Advantages and disadvantages of assessment centres:
The main advantage of the assessment center is simple: it works. Taken together, the techniques used in an assessment center provide more information about the candidate's probable success in an organization than anything else that's out there. On the management side, that's good; that's what an interview is for.
On the employee side, the assessment center has been shown to provide greater opportunity for minorities than more traditional interview methods.
If the exercises are closely patterned on the real job, there can be other benefits. The assessors may gain a new appreciation for what the position requires. The candidate can also get a good preview of the work. So if the candidates don't like what they see, they can quietly drop out of the competition.
There are disadvantages.
The main drawback for the employer is cost. Typically, the assessment center will cost at least $500 to $1000 per candidate. There are staff costs. The assessment center will take at least three days for each assessor: one day for training, at least one day for assessing, and one more for making a decision. On the other hand, the cost of this time may be balanced by the reduction in the risk of hiring the wrong person.
There is a more subtle but significant disadvantage. The assessment center was designed to be a staff development and promotion tool. The people being assessed - whether in the military or in a business - already belonged to organizations whose unique goals they understood. When the assessment center is used as a hiring tool, the key element of organizational orientation is absent. This results in a loss of reciprocity in the interview process.
The etymological meaning of "interview" is "seeing each other." The assessment center should and usually does result in very accurate insights into candidates' abilities and potentials. The candidate acts and reacts. The assessors observe and record as impartially and impassively as possible. In its design, the assessment centre aims to approximate a one-way mirror. That's not "seeing each other."
Unless the assessment centre is based on close-to-fact job situations, candidates could walk away from a gruelling day playing stressful and ambiguous games and not have any better idea of what the job entailed, or what their potential boss was looking for, than when they arrived.
Interviews should be reciprocal. It's not enough for the assessors to know they want the candidate to work for them. The candidate has to have enough information to decide if she wants to work for and/or with them. The assessment centre doesn't provide that kind of information. To that extent, it is not only unfair to job applicants, it's also a waste of their time.
(HRM Guide- employee selection 2007)
Selection through CV
This is easy and does not cost the company much, though it can be time consuming it identifies an individual’s history. if the employers need to clarify or want someone to expand on something they can short list the individual and ask them CV related questions to help get an understanding of this individual.
This helps as you can then see if this person can adjust or would be able to work in such a role in which they are applying for.
Interviewing – this can assist of tests and questions being asked on a face to face bases.
Advantages of using an Interview
· If the respondent lacks reading skills to answer a questionnaire.
· Are useful for untangling complex topics.
· The Interviewer can probe deeper into a response given by an interviewee.
· Interviews produce a higher response rate.
Disadvantages of using an Interview
· The interviewer can affect the data if he/she is not consistent.
· It is very time consuming.
· It is not used for a large number of people.
· The Interviewer may be biased and ask closed questions
(answer.com – 2010)
Reference page
From Wikipedia, the free encyclopedia – April 2010
http://en.wikipedia.org/wiki/Psychological_contract
HRM Guide- employee selection 2007 - (http://www.jlarue.com/assessment_center.html)
THE ROLE OF A LINER MANAGER IN HR - CIPD 2009 - http://www.cipd.co.uk/subjects/maneco/general/rolefrntlinemngers.htm
· Charity Delich WISE GEEK 2003 - 2010, conjecture corporation
http://www.wisegeek.com/what-does-a-human-resources-manager-do.htm
· available from: Web.keaston.bham.sch.uk/.../PERSON+SPECIFICATION+FOR+A+SUBJECT+TEACHER.doc)
· CIPD 2010-05-04
http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm
· answer.com – 2010 http://wiki.answers.com/Q/Advantages_and_disadvantages_of_interviews
Assessment centres: are used as part of the selection process, all potential candidates are called to the assessment day.It typically include a number of elements:
Social/informal events, where you meet a variety of people, including other candidates, the assessors, recent graduates and senior management. This is an excellent opportunity for you to find out about the organisation and to ask questions in a more informal setting. These events may appear to be informal and not part of the true assessment procedure, but you should behave in a way that reflects well on you. The drink will be free, but resist the temptation to have too much!
Information sessions, which provide more detail about the organisation and the roles available. Listen carefully, as the information provided is likely to be more up-to-date than your previous research. If you are unclear about anything, ask.
Tests and exercises designed to reveal your potential. Assessors at assessment centres measure you against a set of competencies and each exercise is designed to assess one or more of these areas. Do not worry if you think you perform badly at any stage, as it is likely that you will have the chance to compensate later on.
Organisations can assess the following skills on the day: these skills are normally identified as being important in the organisation:
team working skills;
communication skills;
leadership skills;
time-management skills;
listening skills;
motivation and enthusiasm;
data analysis skills;
decision-making skills;
influencing skills;
creativity;
integrity;
initiative.
Advantages and disadvantages of assessment centres:
The main advantage of the assessment center is simple: it works. Taken together, the techniques used in an assessment center provide more information about the candidate's probable success in an organization than anything else that's out there. On the management side, that's good; that's what an interview is for.
On the employee side, the assessment center has been shown to provide greater opportunity for minorities than more traditional interview methods.
If the exercises are closely patterned on the real job, there can be other benefits. The assessors may gain a new appreciation for what the position requires. The candidate can also get a good preview of the work. So if the candidates don't like what they see, they can quietly drop out of the competition.
There are disadvantages.
The main drawback for the employer is cost. Typically, the assessment center will cost at least $500 to $1000 per candidate. There are staff costs. The assessment center will take at least three days for each assessor: one day for training, at least one day for assessing, and one more for making a decision. On the other hand, the cost of this time may be balanced by the reduction in the risk of hiring the wrong person.
There is a more subtle but significant disadvantage. The assessment center was designed to be a staff development and promotion tool. The people being assessed - whether in the military or in a business - already belonged to organizations whose unique goals they understood. When the assessment center is used as a hiring tool, the key element of organizational orientation is absent. This results in a loss of reciprocity in the interview process.
The etymological meaning of "interview" is "seeing each other." The assessment center should and usually does result in very accurate insights into candidates' abilities and potentials. The candidate acts and reacts. The assessors observe and record as impartially and impassively as possible. In its design, the assessment centre aims to approximate a one-way mirror. That's not "seeing each other."
Unless the assessment centre is based on close-to-fact job situations, candidates could walk away from a gruelling day playing stressful and ambiguous games and not have any better idea of what the job entailed, or what their potential boss was looking for, than when they arrived.
Interviews should be reciprocal. It's not enough for the assessors to know they want the candidate to work for them. The candidate has to have enough information to decide if she wants to work for and/or with them. The assessment centre doesn't provide that kind of information. To that extent, it is not only unfair to job applicants, it's also a waste of their time.
(HRM Guide- employee selection 2007)
Selection through CV
This is easy and does not cost the company much, though it can be time consuming it identifies an individual’s history. if the employers need to clarify or want someone to expand on something they can short list the individual and ask them CV related questions to help get an understanding of this individual.
This helps as you can then see if this person can adjust or would be able to work in such a role in which they are applying for.
Interviewing – this can assist of tests and questions being asked on a face to face bases.
Advantages of using an Interview
· If the respondent lacks reading skills to answer a questionnaire.
· Are useful for untangling complex topics.
· The Interviewer can probe deeper into a response given by an interviewee.
· Interviews produce a higher response rate.
Disadvantages of using an Interview
· The interviewer can affect the data if he/she is not consistent.
· It is very time consuming.
· It is not used for a large number of people.
· The Interviewer may be biased and ask closed questions
(answer.com – 2010)
Reference page
From Wikipedia, the free encyclopedia – April 2010
http://en.wikipedia.org/wiki/Psychological_contract
HRM Guide- employee selection 2007 - (http://www.jlarue.com/assessment_center.html)
THE ROLE OF A LINER MANAGER IN HR - CIPD 2009 - http://www.cipd.co.uk/subjects/maneco/general/rolefrntlinemngers.htm
· Charity Delich WISE GEEK 2003 - 2010, conjecture corporation
http://www.wisegeek.com/what-does-a-human-resources-manager-do.htm
· available from: Web.keaston.bham.sch.uk/.../PERSON+SPECIFICATION+FOR+A+SUBJECT+TEACHER.doc)
· CIPD 2010-05-04
http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm
· answer.com – 2010 http://wiki.answers.com/Q/Advantages_and_disadvantages_of_interviews
Week 16 Recruitment
Monster.co.uk website:
These websites require you to sign on as members, you are then to select the type of work you are looking for, identifying your expected salary, select what type of job you want for example part time, full time, permanent or temp and finally you select the location you are willing to travel or work in.
These sites are very user friendly and allow you to select a number search under one membership.
The layout is straight forward all details that are required can be seen straight on the home page. Once the search is in process the jobs under your criteria is listed along with the job description and requirements.
When you are joint on the website you have a option of selecting if you would like to be informed of any other jobs that fit your criteria, if you select yes these posts will be e mailed to the address you provide.
The accessability is great the pace is fast and all information is visable.
· Brainstorm five advantages and five drawbacks of on-line recruitment.
Advantages
1. Cost effectivePutting a job vacancy on your own company website costs you nothing while putting one on a job board usually only costs. When you consider that a recruitment consultant fee for a candidate could be anything up to 20% of the first year's salary, and that advertising in a national newspaper can cost thousands, you can immediately see the cost
savings possible with online recruitment.
2. · Online recruitment is quickit is done electronically so applications are received soon as they are posted therefore saves time and can quickly go on to shortlist etc.
3. · Online recruitment gives you a better chance of successTraditional print advertising — be it national, local or trade press — faces limitations: the success of a vacancy advertisement depends on people happening upon the ad on a particular page in a particular issue.
Online recruitment is different. A job vacancy advertisement on a job board or website is there 24 hours a day, 7 days a week, for as long as you desire. Candidates can come back to it again and again. From office administrator to Financial Director: they are all online.
4. · Online recruitment gives you a bigger audienceOnline recruitment is now a standard part of most people's job hunting no matter what level or age.
5. · Online recruitment is easyIt really is. Posting a job on your own site is straight forward enough. Most job sites and CV databases are very user-friendly and you don't need to have an in-depth knowledge of IT to post a vacancy advertisement. Usually, all you need is your job description, a bit of time and a credit card. And, if you have any problems the job board sales team to help you.
(Whatjobsite.com Article updated November 2009)
The disadvantages of online recruitment
1. Too many candidatesWhile you may wonder how too many candidates applying for your job could ever count as a disadvantage, it is a fact that dealing with inappropriate, irrelevant and bad candidates is the bugbear of many a HR manager. Candidate spam can waste a lot of time.
However, with a bit of thought about what job site you use, how you write your job description and using candidate screening and filtering tools on job boards, it is possible to reduce the number irrelevant applicants.
Screening and checking the skill mapping and authenticity of million of resumes is a problem and time consuming exercise for organisations.
There is low Internet penetration and no access and lack of awareness of internet in many locations across India.
Organisations cannot be dependant solely and totally on the online recruitment methods.
In India, the employers and the employees still prefer a face-to-face interaction rather than sending e-mails.
Identify a recruitment campaign which has really interested you. Explain why you feel this campaign caught your interest.
· Go onto the CIPD website and read and explain what you understand by the Psychological contract http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm
A psychological contract represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practicality of the work to be done. It is distinguishable from the formal written contract of employment which, for the most part, only identifies mutual duties and responsibilities in a generalized form.
(From Wikipedia, the free encyclopedia – 2010)
The psychological contract can be distinguished from the legal contract of employment. It offers only a limited and uncertain representation of the reality of the employment relationship. The employee may have contributed little to its terms beyond accepting them.
The nature and content of the legal contract may only emerge clearly if and when it comes to be tested in an employment tribunal.
These websites require you to sign on as members, you are then to select the type of work you are looking for, identifying your expected salary, select what type of job you want for example part time, full time, permanent or temp and finally you select the location you are willing to travel or work in.
These sites are very user friendly and allow you to select a number search under one membership.
The layout is straight forward all details that are required can be seen straight on the home page. Once the search is in process the jobs under your criteria is listed along with the job description and requirements.
When you are joint on the website you have a option of selecting if you would like to be informed of any other jobs that fit your criteria, if you select yes these posts will be e mailed to the address you provide.
The accessability is great the pace is fast and all information is visable.
· Brainstorm five advantages and five drawbacks of on-line recruitment.
Advantages
1. Cost effectivePutting a job vacancy on your own company website costs you nothing while putting one on a job board usually only costs. When you consider that a recruitment consultant fee for a candidate could be anything up to 20% of the first year's salary, and that advertising in a national newspaper can cost thousands, you can immediately see the cost
savings possible with online recruitment.
2. · Online recruitment is quickit is done electronically so applications are received soon as they are posted therefore saves time and can quickly go on to shortlist etc.
3. · Online recruitment gives you a better chance of successTraditional print advertising — be it national, local or trade press — faces limitations: the success of a vacancy advertisement depends on people happening upon the ad on a particular page in a particular issue.
Online recruitment is different. A job vacancy advertisement on a job board or website is there 24 hours a day, 7 days a week, for as long as you desire. Candidates can come back to it again and again. From office administrator to Financial Director: they are all online.
4. · Online recruitment gives you a bigger audienceOnline recruitment is now a standard part of most people's job hunting no matter what level or age.
5. · Online recruitment is easyIt really is. Posting a job on your own site is straight forward enough. Most job sites and CV databases are very user-friendly and you don't need to have an in-depth knowledge of IT to post a vacancy advertisement. Usually, all you need is your job description, a bit of time and a credit card. And, if you have any problems the job board sales team to help you.
(Whatjobsite.com Article updated November 2009)
The disadvantages of online recruitment
1. Too many candidatesWhile you may wonder how too many candidates applying for your job could ever count as a disadvantage, it is a fact that dealing with inappropriate, irrelevant and bad candidates is the bugbear of many a HR manager. Candidate spam can waste a lot of time.
However, with a bit of thought about what job site you use, how you write your job description and using candidate screening and filtering tools on job boards, it is possible to reduce the number irrelevant applicants.
Screening and checking the skill mapping and authenticity of million of resumes is a problem and time consuming exercise for organisations.
There is low Internet penetration and no access and lack of awareness of internet in many locations across India.
Organisations cannot be dependant solely and totally on the online recruitment methods.
In India, the employers and the employees still prefer a face-to-face interaction rather than sending e-mails.
Identify a recruitment campaign which has really interested you. Explain why you feel this campaign caught your interest.
· Go onto the CIPD website and read and explain what you understand by the Psychological contract http://www.cipd.co.uk/subjects/empreltns/psycntrct/psycontr.htm
A psychological contract represents the mutual beliefs, perceptions, and informal obligations between an employer and an employee. It sets the dynamics for the relationship and defines the detailed practicality of the work to be done. It is distinguishable from the formal written contract of employment which, for the most part, only identifies mutual duties and responsibilities in a generalized form.
(From Wikipedia, the free encyclopedia – 2010)
The psychological contract can be distinguished from the legal contract of employment. It offers only a limited and uncertain representation of the reality of the employment relationship. The employee may have contributed little to its terms beyond accepting them.
The nature and content of the legal contract may only emerge clearly if and when it comes to be tested in an employment tribunal.
Week 15 HR/Manpower Planning
Why is it vital for organisations to have HR plans? Quoting Mondy et (1996) they define it as a systematic analysis of HR needs in order to ensure that correct number of employees with the necessary skills are available when they are required.
Planning is not as easy as one might think because it requires a concerted effort to come out with a programme that would easy your work. Commencing is complicated, but once you start and finish it you have a smile because everything moves smoothly.
There are many factors that you have to look into when deciding for an HR Planning programme. HR Planning involves gathering of information, making objectives, and making decisions to enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most neglected in the HR field. When HR Planning is applied properly in the field of HR
Management, it addresses the following questions:
1. How many staff does the Organization have?
2. What type of employees as far as skills and abilities does the Company have?
3. How should the Organization best utilize the available resources?
4. How can the Company keep its employees?
HR Planning helps companies succeed and helps utilize their staff more effectively. HR Planning forms an important part of Management information system.
HR have an enormous task keeping pace with the all the changes and ensuring that the right people are available to the Organization at the right time. It is changes to the composition of the workforce that force managers to pay attention to HR planning. The changes in composition of workforce not only influence the appointment of staff, but also the methods of selection, training, compensation and motivation.
If HR planning is not in place many things can go wrong
· there can be lack of staff working at peak times therefore a loss in turn over
· if employees may want to take annual leave at the same time and if policies and procedures or planning is not put in place then staffing could be an issue
· planning needs to be in place for training staff – ensuring all training is cost effective to the company
· by planning in advance staff feel they have set rules and guidelines and feel more secure, if there is no planning then staff can feel de valued and less motivated
PERSON SPECIFICATION FOR A UNIVERSITY LECTURER
1. Knowledge & Experience
· A good honours degree in a relevant subject
· A clear philosophy on how and why the subject should be taught
· Subject knowledge sufficient to challenge able students and achieve high outcomes in their module
· A good understanding of curriculum developments in the specific subject area
2. Skills & Abilities
· Able to use a range of teaching & learning strategies and methods
· A confident & competent user of ICT, especially power point
· Knowledge & understanding of how ICT can be used in the teaching of the subject to enhance student learning, for more interaction
· Able to communicate both orally & in writing to students in a form which they understand
· Ability to use outlook
3. Personal Qualities
· Enthusiasm & a positive outlook
· The ability to work independently and collaboratively as a member of a team
· Creative in problem solving together with a willingness to take on or try new approaches & ideas
· A positive attitude towards professional development and their own learning
· Reliability & integrity
· Good personal organisation
· Excellent time management skills
· Good listener
In addition to assessing the candidates’ ability to perform the duties & responsibilities associated with the post, the interview will also explore issues relating to safeguarding & promoting the welfare of the students
(Adapted from: Web.keaston.bham.sch.uk/.../PERSON+SPECIFICATION+FOR+A+SUBJECT+TEACHER.doc)
· If Waitrose were considering opening a new store in High Wycombe, what are the key labour questions they would need to ask. Give at least 5 answers.
1. How many staff they need
2. What will the peak trading time be so they ensure staff numbers are enough
3. How many managers they will need on site
4. What trading hours will be
5. What training staff will require.
Planning is not as easy as one might think because it requires a concerted effort to come out with a programme that would easy your work. Commencing is complicated, but once you start and finish it you have a smile because everything moves smoothly.
There are many factors that you have to look into when deciding for an HR Planning programme. HR Planning involves gathering of information, making objectives, and making decisions to enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most neglected in the HR field. When HR Planning is applied properly in the field of HR
Management, it addresses the following questions:
1. How many staff does the Organization have?
2. What type of employees as far as skills and abilities does the Company have?
3. How should the Organization best utilize the available resources?
4. How can the Company keep its employees?
HR Planning helps companies succeed and helps utilize their staff more effectively. HR Planning forms an important part of Management information system.
HR have an enormous task keeping pace with the all the changes and ensuring that the right people are available to the Organization at the right time. It is changes to the composition of the workforce that force managers to pay attention to HR planning. The changes in composition of workforce not only influence the appointment of staff, but also the methods of selection, training, compensation and motivation.
If HR planning is not in place many things can go wrong
· there can be lack of staff working at peak times therefore a loss in turn over
· if employees may want to take annual leave at the same time and if policies and procedures or planning is not put in place then staffing could be an issue
· planning needs to be in place for training staff – ensuring all training is cost effective to the company
· by planning in advance staff feel they have set rules and guidelines and feel more secure, if there is no planning then staff can feel de valued and less motivated
PERSON SPECIFICATION FOR A UNIVERSITY LECTURER
1. Knowledge & Experience
· A good honours degree in a relevant subject
· A clear philosophy on how and why the subject should be taught
· Subject knowledge sufficient to challenge able students and achieve high outcomes in their module
· A good understanding of curriculum developments in the specific subject area
2. Skills & Abilities
· Able to use a range of teaching & learning strategies and methods
· A confident & competent user of ICT, especially power point
· Knowledge & understanding of how ICT can be used in the teaching of the subject to enhance student learning, for more interaction
· Able to communicate both orally & in writing to students in a form which they understand
· Ability to use outlook
3. Personal Qualities
· Enthusiasm & a positive outlook
· The ability to work independently and collaboratively as a member of a team
· Creative in problem solving together with a willingness to take on or try new approaches & ideas
· A positive attitude towards professional development and their own learning
· Reliability & integrity
· Good personal organisation
· Excellent time management skills
· Good listener
In addition to assessing the candidates’ ability to perform the duties & responsibilities associated with the post, the interview will also explore issues relating to safeguarding & promoting the welfare of the students
(Adapted from: Web.keaston.bham.sch.uk/.../PERSON+SPECIFICATION+FOR+A+SUBJECT+TEACHER.doc)
· If Waitrose were considering opening a new store in High Wycombe, what are the key labour questions they would need to ask. Give at least 5 answers.
1. How many staff they need
2. What will the peak trading time be so they ensure staff numbers are enough
3. How many managers they will need on site
4. What trading hours will be
5. What training staff will require.
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