MANAGEMENT OF PEOPLE

Business Management - National 5

Learning Outcomes

1.1 – Stages of the Recruitment Process

1.2 – Methods of Staff Training and Costs &

Benefits

1.3 – Methods of Motivating Staff and Costs &

Benefits

1.4 – Current Employment Legislation

Contents

Human Resources

Department Activities

Methods of Recruitment

Methods of Selection

Methods of Training

Training Costs and Benefits

Methods of Motivation

Costs and Benefits of

Motivation

Working Practices

Employee Relations

Industrial Action

Employment Legislation

Equality Act

Minimum Wage Act

Freedom of Information Act

Data Protection

Health and Safety

Human Resources Department 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

Learning Outcome 1.1

Recruitment & Selection

Recruitment and Selection

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

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

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: Job Title Main Tasks and Responsibilities Working Conditions Location

Stage 3

Person Specification

Identify the type of person you want to do the job. This will include essential and desirable characteristics

This will include: Skills Qualifications Experience Qualities

Stage 4

Advertisement

This is how the organisation lets potential applicants know that a job exists.

An organisation can choose to advertise Internally or Externally.

Internal Advertising

This is advertising to potential applicants within the organisation.

It can take the following methods:

Company Intranet Staff Memo Notice Boards Newsletter

Reasons why:

Allows employees to develop skills

Employees are already familiar with the business

Employees strengths and weaknesses are known

It is an inexpensive form of recruitment

It can improve staff morale

External Advertising

This is advertising to people outwith the company.

It can take the form of:

Newspapers

Professional Journals

Job Centre

Recruitment Agency

Company Website

Reasons why:

Brings in people with new ideas and ways of working

Wider choice of candidate to choose from

Stage 5

Applications

Application Form Give applicants the same questions and opportunities

to describe themselves. Making it easier to compare information from a large number of candidates.

CV These are individual and personalised documents

prepared by the applicant and will give a summary of their skills and experiences.

Stage 6

Interview

This is the most common method of selection and can take various forms:

One-on-One Panel Group

Candidates may also be asked back for a second interview at a later stage in the process.

Successful Interview

Tell candidates how it will be conducted

Asking the same questions

Put the candidates at ease

Give the candidate the opportunity to add anything further and ask follow up questions

Stage 7

Testing

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

Stage 8

Making the Appointment

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.

Learning Outcome 1.2

Training

Training

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

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)

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

This is training that occurs away from the workplace. This may happen at a:

College Training Centre

Training

Increased productivity

Increased motivation

Work towards organisation goals

Increased flexibility

Financial costs travel, provider cost

Productivity reduced output,

increase in staff to cover

Staff may leave once trained

Staff resistance

Benefits Costs

Learning Outcome 1.3

Motivation

Methods of MotivationNon Financial

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

Job enrichment – workers choose how to complete the tasks they have been given

Promotion opportunities

Improved working conditions

Team building activities

Methods of MotivationFinancial

Overtime Piece-rate Time-rate Performance-related Profit-sharing Bonus Commission Share schemes

Motivation – Working Practices

Core workers 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

Casual workers Hired and released by the company when they are

needed.

Contractual workers Employed on a fixed-term contract usually for one or

two years.

Motivation – Working Practices

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.

Home/Tele-Working Employees working from home making use of

ICT.

Job-Share Two or more employees share the duties

associated with one job.

Motivation – Employee Relations

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

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.

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

Motivation – Industrial Action

Strike workers withdraw their

labour and refuse to work. This can also involve picketing.

Sit-in Workers occupy their

workplace in an attempt to stop any work from taking place.

Work-to-rule Work strictly to

the terms and conditions of their contract.

Overtime ban workers refuse to

do any overtime work.

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:

Motivation

Increased productivity

Increased quality

Staff retention

Financial Costs

Staff conflict

Benefits Costs

Learning Outcome 1.4

Employment Legislation

Employment Legislation

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

age disability gender

reassignment marriage and civil

partnership

pregnancy and maternity

race religion or belief sex sexual orientation

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:

National Minimum Wage Act 1998 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+ £6.31 18-20 £5.03 Under 18 £3.72 Apprentice£2.68

Freedom of Information Act 2000

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

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

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

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:

Health and Safety at Work Act 1974

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:

Employers must take every step to ensure the working environment is safe and non-hazardous.

Employees are expected to behave in a reasonable

manner at work and must take responsibility for their own actions.