http://www.bized.co.ukCopyright 2007 – Biz/edRecruitment• The process by which a job vacancyis identified and potential employees arenotified.• The nature of the recruitment processis regulated and subjectto employment law.• Main forms of recruitment throughadvertising in newspapers, magazines,trade papers and internal vacancy lists.
http://www.bized.co.ukCopyright 2007 – Biz/edRecruitment• Job description – outline of the roleof the job holder• Person specification – outlineof the skills and qualities requiredof the post holder• Applicants may demonstrate theirsuitability through application form,letter or curriculum vitae (CV)
http://www.bized.co.ukCopyright 2007 – Biz/edSelection• The process of assessingcandidates and appointing a postholder• Applicants short listed –most suitable candidates selected• Selection process –varies according to organisation:
http://www.bized.co.ukCopyright 2007 – Biz/edSelection• Interview – most common method• Psychometric testing – assessing thepersonality of the applicants – will they fit in?• Aptitude testing – assessing the skillsof applicants• In-tray exercise – activity based around whatthe applicant will be doing, e.g. writing a letterto a disgruntled customer• Presentation – looking for different skillsas well as the ideas of the candidate
http://www.bized.co.ukCopyright 2007 – Biz/edEmployment Legislation• Increasinglyimportant aspectof the HRM role• Wide rangeof areas forattention• Adds to the costof the businessEven in a small business, the legislationrelating to employees is important –chemicals used in a hairdressing salon forexample have to be carefully stored andhandled to protect employees.
http://www.bized.co.ukCopyright 2007 – Biz/edDiscrimination• Crucial aspectsof employmentlegislation:– Race– Gender– DisabilityDisability is no longer an issue for employersto ignore, they must take reasonable stepsto accommodate and recruit disabled workers.Copyright: Mela, http://www.sxc.hu
http://www.bized.co.ukCopyright 2007 – Biz/edDiscipline• Firms cannot just ‘sack’ workers• Wide range of procedures and stepsin dealing with workplace conflict– Informal meetings– Formal meetings– Verbal warnings– Written warnings– Grievance procedures– Working with external agencies
http://www.bized.co.ukCopyright 2007 – Biz/edDevelopment• Developing the employeecan be regarded as investingin a valuable asset– A source of motivation– A source of helping the employeefulfil potential
http://www.bized.co.ukCopyright 2007 – Biz/edTraining• Similar to development:– Provides new skills for the employee– Keeps the employee up to datewith changes in the field– Aims to improve efficiency– Can be external or ‘in-house’
http://www.bized.co.ukCopyright 2007 – Biz/edRewards Systems
http://www.bized.co.ukCopyright 2007 – Biz/edRewards Systems• The system of pay and benefitsused by the firm to rewardworkers• Money not the only method• Fringe benefits• Flexibility at work• Holidays, etc.
http://www.bized.co.ukCopyright 2007 – Biz/edTrade Unions• Importance of building relationshipswith employee representatives• Role of Trade Unions has changed• Importance of consultationand negotiation and workingwith trade unions• Contributes to smooth changemanagement and leadership
http://www.bized.co.ukCopyright 2007 – Biz/edProductivity• Measuring performance:• How to value the workers contribution• Difficulty in measuring some types of output –especially in the service industry• Appraisal– Meant to be non-judgmental– Involves the worker and a nominated appraiser– Agreeing strengths, weaknesses and ways forwardto help both employee and organisation