Employment Cycle

1. Employment Cycle Establishment Phase

2. Agenda • Reminders • Responding to Questions in AOS1 • PowerPoint on Establishment Phase • Individual Work • Practice SACs handed out

3. Reminders: • SAC on Friday 26 July (1 week away) • Covers all of first ‘things to know’ page + Establishment Phase of Employment Cycle

4. Question Response • What are ‘task/action’ words?

5. Question Response • What are ‘task/action’ words? • A verb that defines how the question is to be answered.

6. Question Response • What are ‘task/action’ words? • A verb that defines how the question is to be answered. • For example ‘Identify’ or ‘Discuss’

7. Question Response • Which of the task words require you to express a personal opinion or preference?

8. Pick the ‘Action Verb’ • We will now look at several responses to exam style questions – the question itself will not be shown.

9. Pick the ‘Action Verb’ • We will now look at several responses to exam style questions – the question itself will not be shown. You must judge which ‘action verb’ was used in the question. Record your answers as we go, as well as how you were able to see which was used. Sometimes there will be two used.

10. Pick the ‘Action Verb’ • Content Area: • Response:

11. Management Styles “An autocratic management style is where a manager makes decisions alone, without staff involvement. Authority and decision making is centralised with one way communication from management down. In contrast, participative management style is where management joins with employees to make a joint decision using two way communication. Authority and decision making is decentralised as employee feedback is encouraged. The autocratic plant manager made decisions to retrench staff alone and communicated these down the hierarchy to staff.”

12. Human Resources Strategies “A strategy that could be used to improve employee satisfaction could be training and development. Training is the systematic development of attitudes skills and knowledge needed for particular jobs. If employees develop new skills then they are able to improve their prospects as the potential for a pay rise or promotion goes up. Training also allows employees to do their job more satisfactorily which means they are less likely to fear redundancy which will improve morale and job satisfaction. Another strategy could be performance appraisals. If positives are shown against benchmarks employees will see if they are doing a good job. This will make employees feel safer in their jobs which will improve their satisfaction as they will no longer be in fear.”

13. What does a good answer look like? • Question 1: Definemission statement (1 mark) • “A statement that sets out the mission of the organisation.”

14. What does a good answer look like? • Question 1: Definemission statement (1 mark) • A good response • A written document which outlines an organisation’s overall reason for existence. It’s strategies and plans are then based on achieving the objectives in the mission statement. It provides the employees and organisation with direction eg. “to provide our clients with high level of service”. • A weak response • A statement that sets out the mission of the organisation.

15. What does a good answer look like? • Q2: DefineOrganisational structure (1 mark) • A good response • The way in which the roles in a business relate to each other, outlining the direction of delegation and communication. Outlines the ways in which employees and their tasks are grouped together and related. Eg, functional structure groups employees according to function such as HR and operations. • A weak response • The way the structure of an organisation is set out.

16. What does a good answer look like? • Q3: Describethe key features of a matrix organisational structure (2 marks) • A good response • A matrix structure exists when an employee is a part of a specific group or team, but remains part of a functional area. Its key features are hence effective communication both upwards and downwards in their functional area (eg. Human resources) and across in their team. Employees are hence accountable to both a team leader and a functional manager. Skills are pooled across the organisation and it is characterised by synergy within the organisation and flexibility. • A weak response • This is when employees are part of an area eg. Human resources and report to their manager.

17. Learning Intentions • Students will be able to: • Explain the activities involved in the Establishment phase of the employment cycle

18. What is the employment cycle? • The phases that both managers and employees of an organisation go through and involves three phases: • Establishment • Maintenance • Termination

19. Establishment • There are 4 key steps in the establishment phase. Whilst for the employee the establishment phase starts when they see the ad for the job, for the employers it starts before that. This step for the organisation involves: • HR Planning • Job analysis and design • Recruitment and selection processes • Employment arrangements and remuneration

20. 1. Hr planning • Involves forecasting the supply and demand issues of employees in the organisation. HR Planning needs to take into account a number of factors including: • Structural changes in the labour market (macro-economic forces) • Changing work patterns • Greater level of skills and education • Labour shortage that will arise due to ageing population • Increasing demand for work/life balance • Firm Objectives: • Planned expansions, purchases or sale of businesses, long term priorities • Expected work and revenue

21. 2. Job analysis • Employers must ensure that they analyse each position within their company to find out what it involves, and the sort of skills/experience that candidates should have. • From here two documents are produced: • Job Description: (what the employee will do) • Tasks performed, job summary, responsibilities, position in organisational hierarchy • Job Specification: (what the employee will need) • Desired candidate’s experience, qualifications, skills etc. • The remuneration attached to the job These two documents can help with designing job ads, interview questions and general planning for the work area. ----------------------------------------------------------------------------Methods to conduct Job Analysis • Interview the past job holder or ask them to fill out a questionnaire • Observe the tasks to be undertaken

22. 3. Recruitment • Recruitment involves identifying, locating and attracting a pool of qualified applicants. • The applicants can be sourced either internally or externally. • Recruitment process involves: • Identification of HR requirements • Locating qualified pool of applicants • Selecting specific recruitment methods

23. Locating and sourcing applicants

24. Recruitment methods

25. Selection processes • This is choosing the most suitable applicant from the pool of applicants attracted in the recruitment process. The selection process requires: a panel to undertake the task and selection criteria development from job specifications. There are 4 main stages of the selection process: • Screening/shortlisting applicants– ensures applicants meet selection criteria and gives the panel a chance to consider how it will process/rank applicants • Interviewing applicants– Concentrates on the suitability of applicants in terms of both job criteria and business culture • Checking the background of applicants– Usually involves contacting the applicants referees but may also include medical checks etc. • Advising applicants of the outcome– Offer to the most suitable applicant but have a second best just in case.

26. Employment arrangements • An employment contract can be established on a : • Permanent full-time basis • Permanent part-time basis • Casual basis • Fixed-term basis • Possible types of remuneration: • Wages • Salary • Packages (normally for more senior positions) • Benefits

27. ESM in the establishment phase • Honesty in recruitment: • Ethical organisations are honest in their advertisements and communication with applicants. They do not make promises that cannot be kept. • Honest communication and a reputation for ESM will help to attract excellent applicants • Concern for people (employees) • Diversity in selection: • HR managers must avoid stereotyping or discriminating. • Equal opportunity principles should be observed. Ethical organisations may aim to increase the level of under-represented groups in their staff (affirmative action) • Welcoming induction that allows for diversity • Empowerment of staff (beginning with induction) • Ethical management involves keeping staff informed about developments that affect the workplace. This is assisted by a participative management style.

28. Practice SAC