chapter (6) human resource management (edited)

Download Chapter (6) Human Resource Management (Edited)

Post on 03-Dec-2015

219 views

Category:

Documents

1 download

Embed Size (px)

DESCRIPTION

HRM

TRANSCRIPT

  • Part G Human Resources Management PGPYE

    Chapter (6) Human Resources Management

    Entrepreneurship / Version 1 / 2014

    1 / 30

    Chapter (6) Human Resources Management

    Chapter Contents

    1) Recruitment and selection

    2) Equal Opportunities

    3) Diversity

    4) Learning

    5) Performance assessment

    12.1 Recruitment and selection

    Recruitment and selection are part of the same process,

    however, they are slightly different to each other.

    Recruitment involves attracting a range of suitable candidates

    for a given role within the organization.

    It is the process of contacting the labor market (both inside and

    outside the organization), communicating opportunities and information and generating

    interest.

    Selection processes are aimed at choosing the most suitable candidate for the specified

    position.

    The aim of selection is to identify, from those coming forward, the individuals most likely to

    fulfill the requirements of the organization.

    The overall aim of the recruitment and selection process is to obtain the quantity and quality

    of employees required to fulfill the objectives of the organization.

    The importance of recruitment and selection

    Employees are critical to the success of most organizations. It is therefore vital to ensure

    that the correct staff are selected, who have the appropriate skills and fit well into the social

    structure of the organization.

    If an unsuitable person is hired for a role, they are likely to be discontent, will be unlikely to

    give of their best and will be more likely to leave, either voluntarily or involuntarily.

  • Part G Human Resources Management PGPYE

    Chapter (6) Human Resources Management

    Entrepreneurship / Version 1 / 2014

    2 / 30

    The consequences of poor recruitment and selection can therefore include:

    - high staff turnover.

    - the high cost of advertising for vacancies.

    - management time involved in selection and training.

    - the expense of dismissal.

    - the negative effects of high staff turnover on general morale and motivation within the

    organization.

    - reduced business opportunities.

    - reducedquality of the organization's products or services, leading to customer

    dissatisfaction.

    The recruitment and selection process

    Successfully finding the right candidate for a given role tends to require nine different stages,

    split between recruitment and selection.

    Agree the vacancy to be filled

    When an employee leaves an organization, the vacancy they leave presents an

    opportunity to the business to either reassess the requirements of the job, or to consider

    restructuring. The organization could consider.

    Agree vacancy

    Job analysis

    Job description

    Person specification

    Attract candidates

    Application forms

    Interviews

    Testing

    Reference

  • Part G Human Resources Management PGPYE

    Chapter (6) Human Resources Management

    Entrepreneurship / Version 1 / 2014

    3 / 30

    - analyzing the role in more detail what is its purpose? Has it changed? This could

    lead to:

    - not replacing the employee could the vacant role be handled by existing staff

    through retraining, promotion or adjustment of workloads?

    - replacing the employee with a part-time worker alternatives to full-time employment

    include home working, job-sharing or flexi-time contracts.

    Job analysis

    The process of job analysis starts with a detailed study and description of the tasks that

    make up the job.

    These include:

    Job description

    Once management fully understands the role that they wish to fill, they can prepare a job

    description.

    A job description is a broad statement of the purpose, scope duties and responsibilities of

    the job.

    A typical job description will tend to include:

    Job descriptions have several main purposes, including:

    - They form the basis for advertising the role to prospective candidates.

    - They can be used to help select the right candidate for the role (see below).

    - They are often used as a basis for writing the contract of employment for the role.

    SECTIONS

    OF A JOB

    DESCRIPTION

    WAGE / SALARY

    PRINCIPLE DUTIES

    SECTIONS

    OF A JOB

    DESCRIPTION

    WORKING CONDITIONS

    PHYSICAL ENVIRONMENT

    POSITION OF JOB IN

    RELATION TO OTHERS IN

    COMPANY

    PURPOSE OF JOB

    JOB TITLE

  • Part G Human Resources Management PGPYE

    Chapter (6) Human Resources Management

    Entrepreneurship / Version 1 / 2014

    4 / 30

    - They can be used as a way of setting targets for employees, once hired.

    Person specification

    Once management has a job description, they can attempt to define

    the key attributes and qualities that the jobholder should ideally

    have.

    Prospective candidates can then be compared to this specification

    as part of the selection process.

    Alec Rodgers devised a seven-point plan which suggests the content of a person

    specification. You can remember this using the acronym SCIPDAG.

    - Special attitudes what skills and abilities should the candidate have?

    (i.e. manual dexterity, skill words and numbers)

    - Circumstances does the job have any special demands (such as the requirement to

    work unsociable hours)

    - Interests is the person active or social in their personal life? This may aid their

    success in the job.

    - Physical makeup what is the appropriate personal appearance and level of health

    required by the job?

    - Disposition what sort of nature should the ideal candidate have? Do they need to

    be social, or calm in a crisis and good under pressure?

    - Attainments does the ideal candidate need any specific qualifications or

    achievements for the role?

    - General intelligence should the ideal candidate be average or above average to be

    successful in the role?

  • Part G Human Resources Management PGPYE

    Chapter (6) Human Resources Management

    Entrepreneurship / Version 1 / 2014

    5 / 30

    Example person specification

    An example of a person specification for an accountant could include:

    Requirement Essential or

    desirable?

    Qualifications

    Professional qualification

    Degree level

    Essential

    Desirable

    Experience

    Experience of working in a similar role

    Experience of dealing with clients

    Essential

    Desirable

    Skills and competencies

    Excellent communication skills

    Ability to present complex information

    Excellent numerical skills

    Team player

    Ability to work flexibly

    Essential

    Essential

    Essential

    Desirable

    Desirable

    Personal attributes

    Self-motivated

    Able to use own initiative

    Attention to detail

    Prepared to learn new skills

    Essential

    Essential

    Essential

    Desirable

    Other

    Ability to use Microsoft Word and Sage

    Willing to participate in client meetings

    Essential

    Essential

    Attracting candidates

    This stage involves persuading relevant candidates to apply for the role the organization

    wishes to fill.

    The first thing to consider when attracting a candidate is whether to recruit externally or use

    an existing member of staff to fill the role. This could be done via:

    - promotion of existing staff

    - secondment (temporary transfer to another department or office) of existing staff

    which may, or may not, become permanent

    - closing the job down by sharing out duties and responsibilities among existing staff

  • Part G Human Resources Management PGPYE

    Chapter (6) Human Resources Management

    Entrepreneurship / Version 1 / 2014

    6 / 30

    - rotating jobs among staff, so that the vacant job is covered by different staff

    periodically.

    The advantages of internal and external recruitment include:

    Internal External

    - Motivating for employees

    - Part of career development plan

    - 'know' the staff already

    - Candidate understands work

    - Save time and money

    - No induction necessary

    - Obtain specialist skills

    - - Inject 'new blood' into company

    but

    - May create dissatisfaction in existing

    employees

    - May cost more (higher wages and

    recruitment costs)

    If the business decides to recruit externally, it must consider two key issues where to find

    suitable candidates and how to advertise the job in such a way that it attracts relevant

    candidates.

    Potential sources

    It is important to know where suitable candidates are likely to be found, in order to make

    contact with them. Sources could include:

    - employment service job centers and agencies

    - private recruitment consultants

    - career advisory offices

    - universities, colleges and schools

    - the general public

    If the business decides to use private recruitment consultants to source candidates, it would

    need to carefully consider:

    - whether the organization has sufficient internal expertise to find and attract relevant

    candidates, or whether it would benefit from the help of an experienced external

    consultant.

    - the cost of using

Recommended

View more >