Management of people

1. Management of people Business Management - National 5

2. 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

3. 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

4. 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

5. Recruitment & Selection Learning Outcome 1.1

6. 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.

7. Stages of Recruitment and Selection • We are going to go through 8 stages of recruitment and selection.

8. 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.

9. 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

10. 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

11. 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.

12. 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

13. 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

14. 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.

15. 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.

16. 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

17. 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

18. 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.

19. Training Learning Outcome 1.2

20. Training • Training carried out will vary to meet the needs of the individual. It may be used for: • Induction training • Retraining • Upgrading skills

21. 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.

22. 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.

23. Methods of Training Off the Job Training • This is training that occurs away from the workplace. This may happen at a: • College • Training Centre

24. Training Benefits Costs • 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

25. Motivation Learning Outcome 1.3

26. 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

27. Methods of MotivationFinancial • Overtime • Piece-rate • Time-rate • Performance-related • Profit-sharing • Bonus • Commission • Share schemes

28. 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.

29. 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.

30. 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.

31. 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

32. Motivation – Industrial Action 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: • 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.

33. Motivation Benefits Costs • Increased productivity • Increased quality • Staff retention • Financial Costs • Staff conflict

34. Employment Legislation Learning Outcome 1.4

35. 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.

36. Equality Act 2010 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: • age • disability • gender reassignment • marriage and civil partnership • pregnancy and maternity • race • religion or belief • sex • sexual orientation

37. 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

38. 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).

39. Data Protection Act 1998 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: • 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

40. 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.