This document discusses key aspects of human resource management including workforce planning, recruitment, selection, training, remuneration, and measuring personnel effectiveness. It explains that workforce planning involves forecasting future labor needs. The recruitment process begins with creating a job description and person specification to identify the best candidate. Selection methods include interviews, tests, and assessments. Training can be conducted on or off the job. Remuneration includes pay as well as non-financial rewards. Metrics like productivity, turnover, absenteeism, and safety are used to evaluate personnel.

2. Recruitment and selection process: how a business chooses the best candidate for a vacancy it has identified. Job description – a summary of the main duties and responsibilities associated with an identified job. Person specification – identifies the skills, knowledge and experience a successful applicant is likely to have. Internal recruitment – candidates from inside the organisation. External recruitment – candidates from outside the organisation.

3. Human Resource Management Workforce Planning Recruitment Selection Training Methods of remuneration Measurements of personnel effectiveness

4. Human resource management looks at the best way to use a businesses personnel HRM covers: Workforce planning Recruitment and selection Training Appraisal Motivation and employee rewards

5. Hard HRM – employees are treated as a resource, aim to pay them as low as possible, they need to be controlled Soft HRM – Employees are the most valuable asset of the business and they need to be developed to ensure they are being used optimally

6. Businesses need to look at future labour needs They have to ensure they have the right amount of workers with the right skills and experience Managers draw up plans looking at the number and type of workers who they want to recruit Also conduct a skills audit so they are able to establish skills and experience of current workers

7. When planning the workforce managers need to know: Sales forecasts for at least the next year Employee turnover figures Projected wage levels Technological developments Changes to laws impacting the working week

8. This is the process of filling an organisations job vacancies by appointing new staff Job descriptions and person specifications are drawn up at the beginning of the process

9. These set out the qualifications and qualities required in an employee These refer to the person and not the post They include: Educational and professional qualifications required Character and personality needed Skills and experience wanted

10. These relate to the position available They list the duties and responsibilities associated with a specific job They include: The title of the post Employment conditions Some idea of tasks and duties

11. Internal recruitment – where a business looks to fill a vacancy from existing staff Advantages : Employee has awareness of a firms culture Candidates may not need induction training Provides promotion for workers Avoids expensive advertising Selection can be easier as know about candidates Advantages : Limited skill base May not be as high quality as external candidates especially for senior jobs

12. External recruitment – where a business looks to fill a vacancy from individuals outside the organisation Advantages Can attract a more diverse group of candidates who bring fresh ideas to the business Increase in variety of skills Disadvantages: Can be very expensive Know less about the candidates

13. There are a number of methods: External advertising – the business advertises for the employee directly Headhunting firms – these firms identify suitable candidates from competitors for a fee Job centres Employment agencies – match jobs and candidates for a fee Training schemes (government) this is lower risk and cheaper

14. Position is advertised externally / internally Send out application packs Receive candidate applications by closing date Candidates applications are compared against the person specification those with the best fit are invited for interview At interview the job description is used to form the basis of the questions

15. These are the techniques used to decide who is right for the job They include: Interviews Psychometric tests Assessment centres which can include: Role plays Simulated work environments

16. Interviews are the most popular form of selection They can involve one or more interviewer They are a relatively cheap method They can be unreliable as they don’t give a valid picture of how someone will perform on the job

17. The provision of work-related education, either on-the-job or off-the-job, involving employees being taught new skills or improving skills they already have

18. Training is often a response to an internal or external change e.g The development and introduction of new products Restructuring of the firm The development and introduction of new technology Changes to procedures High labour turnover Low morale Changes in legislation

19. Education for new employees which involves learning about the way the business works It helps to: Reduce turnover Increase understanding of culture Increase motivation Mean employees contribute to organisation more quickly

20. Outside the organisation Appropriate if only a few employees with a specific training need Or if training needs are not specifically linked to organisation Meet with employees from other companies and exchange ideas Can make employees feel valued and increase motivation

21. Occurs inside the organisation Appropriate if training needs are specific to the individual organisation

22. On the job – learn on the job usually by sitting next to an experienced employee Off the job – all forms of employee education apart from that at the immediate workplace

23. Remuneration: pay – wages, salaries, bonus, PRP, commission, piece work Non Financial: praise, training, additional responsibility,‘perks’ Share Options: Opportunity to buy shares in the company at an agreed price

24. Labour productivity – looks at how much work each worker does (output) Labour productivity = output per period / number of employees at work Need to remember that this can also be influenced by other factors such as efficiency of capital that is being used. This can be used as a basis for performance related pay Labour productivity may be difficult to calculate for some businesses

25. Absenteeism – the amount of time employees are having off work Number of staff absent (on one day) x100 / total number of staff Helps to measure the morale and motivation of the workforce If this is high it will cost the business money and decrease their profits

26. Labour turnover – how many people are leaving each year Turnover = Number of staff leaving per year x 100 / average number of staff If this is high may be due to low wages and insufficient training causing poor morale Can also be due to problems with the recruitment process where the wrong staff are appointed

27. Health and safety = Number of working days left per year due to health and safety x 100 / total number of possible working days This is a measure of safety Need to ensure this stays as low as possible

28. Human Resource Management looks at the people who work in a business Hard models look at people as a financial resource, soft models look at the development of staff Workforce Planning is the process taken to look at future labour needs Recruitment starts with a job description and person specification and allows the business to find the right person Internal and external recruitment – internal recruitment from inside the business, external recruitment – recruit staff from outside the business Selection – methods of choosing the right person for the job Interviews are the most common method of selection Training – how you educate staff to increase their skills and experience Training can be on the job or off the job Methods of remuneration – staff can be renumerated with financial and non financial methods Measurements of personnel effectiveness – these are ways to measure the performance of the business and include labour productivity, labour turnover, absenteeism and health and safety