...Today, Enterprise is the largest car rental business in North America with more than 7,000 offices in the USA and more than 900 in Canada, Puerto Rico, the UK, Germany and Ireland. In 2007, Enterprise had 728,000 rental cars in use, employing over 65,000 people with an annual turnover of over £4.5 billion. There are four operating units: Enterprise Rent-A-Car, Enterprise Fleet Management, Enterprise Car Sales and Enterprise Rent-A-Truck. Whilst customers within each of these markets need different products, all customers, whether business or private, need a speedy, convenient and reliable service. The car rental market is increasingly competitive. Enterprise continues to expand its range of services to meet customers’ needs. In addition to business rentals at airport and city locations, it also provides replacement cars for accident repairs, courtesy cars for garages and shortterm holiday rentals for breaks or special occasions. Enterprise also offers a collection service to take customers to their hire cars. Maintaining high levels of customer satisfaction is a key driver of growth for Enterprise. Enterprise emphasises delivering first-class customer service, regularly winning awards for its efforts in this area. Its small, local office structure and entrepreneurial team working means its employees are able to make decisions independently to achieve their goals. This case study explores how Enterprise ensures it has the right people and skills to achieve its business aims and objectives...
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...North America with more than 7,000 offices in the USA and more than 900 in Canada, Puerto Rico, the UK, Germany and Ireland. In 2007, Enterprise had 728,000 rental cars in use, employing over 65,000 people with an annual turnover of over £4.5 billion. There are four operating units: Enterprise Rent-A-Car, Enterprise Fleet Management, Enterprise Car Sales and Enterprise Rent-A-Truck. Whilst customers within each of these markets need different products, all customers, whether business or private, need a speedy, convenient and reliable service. The car rental market is increasingly competitive. Enterprise continues to expand its range of services to meet customers' needs. In addition to business rentals at airport and city locations, it also provides replacement cars for accident repairs, courtesy cars for garages and short-term holiday rentals for breaks or special occasions. Enterprise also offers a collection service to take customers to their hire cars. Maintaining high levels of customer satisfaction is a key driver of growth for Enterprise. Enterprise emphasizes delivering first-class customer service, regularly winning awards for its efforts in this area. Its small, local office structure and entrepreneurial team working means its employees are able to make decisions independently to achieve their goals. This case study explores how Enterprise ensures it has the right people and skills to achieve its business aims and objectives. The role of human resource management The...
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...Today, Enterprise is the largest car rental business in North America with more than 7,000 offices in the USA and more than 900 in Canada, Puerto Rico, the UK, Germany and Ireland. In 2007, Enterprise had 728,000 rental cars in use, employing over 65,000 people with an annual turnover of over £4.5 billion. There are four operating units: Enterprise Rent-A-Car, Enterprise Fleet Management, Enterprise Car Sales and Enterprise Rent-A-Truck. Whilst customers within each of these markets need different products, all customers, whether business or private, need a speedy, convenient and reliable service. The car rental market is increasingly competitive. Enterprise continues to expand its range of services to meet customers’ needs. In addition to business rentals at airport and city locations, it also provides replacement cars for accident repairs, courtesy cars for garages and shortterm holiday rentals for breaks or special occasions. Enterprise also offers a collection service to take customers to their hire cars. Maintaining high levels of customer satisfaction is a key driver of growth for Enterprise. Enterprise emphasises delivering first-class customer service, regularly winning awards for its efforts in this area. Its small, local office structure and entrepreneurial team working means its employees are able to make decisions independently to achieve their goals. This case study explores how Enterprise ensures it has the right people and skills to achieve its business aims and objectives...
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...Recruitment and selection at Tesco Introduction Tesco is the biggest private sector employer in the UK. The company has more than 360,000 employees worldwide. In the UK, Tesco stores range from small local Tesco Express sites to large Tesco Extras and superstores. Around 86% of all sales are from the UK. CURRICULUM TOPICS • Workforce planning • Recruitment • Skills • Selection GLOSSARY Strategy: long-term business plan of an organisation. Market leader: the business that has the largest share of the market, measured by sales (value or volume). Logistics: the orderly movement and storage of goods throughout the supply chain i.e. from raw materials to finished goods. Infrastructure: the structure of an organisation – its people, systems, organisation and processes. Human resources: the function within business responsible for an organisation's people. This function deals with workforce planning, recruitment, training and pay issues. Business objectives: the ends which an organisation seeks to achieve by means such as budgeting tools and strategies. Workforce planning: estimating future human resource requirements and ensuring the firm has right number of people, in the right place, with the right skills at the right time. Tesco also operates in 12 countries outside the UK, including China, Japan and Turkey. The company has recently opened stores in the United States. This international expansion is part of Tesco’s strategy to diversify and grow the business. In its non-UK...
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...Challenges of Diversity in the Military | Morgan Marais, Frank Porter, Cheryl Cameron, Larry Franklin1Q-HRL303X-A1-07January 28, 2016 | Abstract The problem of managing today’s diverse workforce, in my opinion, stems from the inability of humanity to comprehend the personal prejudice attitudes and the failure to see past another individual’s race, gender, or sexual orientation to see the positive potential and the ability to perform the job. “Immigration, worker migration (guest workers), and gender and ethnic differences continue to change, dramatically, the composition of the workforce” (Barak, 2013). The US Armed Forces is home to virtually every possible ethnic and religious group, a team with whom has a single purpose to protect our nation, to fight for and preserve our freedom. Introduction In the military, diversity is a complex subject, both conceptually and regarding managerial and practical implications. This is one of the most significant and challenging tasks that human resource management, and military leaders, over the past two or three decades, have had to face. Recruitment, training, and maintaining employment is challenging traditional military attitudes, norms, beliefs and values. Human resources have adapted, and revised programs, philosophies, practices, and policies. Diversity (or heterogeneity), in all its forms, is a topic of contemporary concern and debate, as well as an influence on transformation and change; which gives challenges for...
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...merchandise. Asda also offers a range of additional services such as ‘Asda Money’ financial services. In 1999 Asda became a subsidiary of Walmart, the largest supermarket chain in the world. This enabled Walmart to enter the UK market but also gave Asda access to the full range of expertise of the Walmart company. Walmart currently employs over 2 million colleagues worldwide in 27 countries. In the UK, Asda is one of the largest employers with over 175,000 colleagues working across its many formats. These include a variety of roles in its Superstores, Supermarkets, Home Office, Distribution, George and Asda Living. Asda continues to expand its operations in the UK and recently acquired a number of stores from Netto to increase the number of local Asda Supermarkets. Asda wants to be a trusted employer. Its success as a leading retailer is dependent on its trained and engaged colleagues providing excellent customer service. This case study demonstrates how Asda’s recruitment and selection processes, teamed with effective leadership and its colleague engagement strategies, are helping the company to achieve its mission. Asda’s philosophy is that if your people enjoy working with you, your customers will enjoy shopping with you. Consequently it aims for all colleagues to be passionately engaged in supporting each other in a safe family environment of trust and respect. Asda has won numerous awards that recognise its commitment to its colleagues including The Sunday Times Top 100...
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... You work as an administrative officer in the Human Resources department of Bailey Bus & Coach Company, a large, family-owned company located in your town. The Human Resources Manager is Ahmed Fawzi and you report directly to him. The company has expanded a great deal in the past 12 months, mainly because of the acquisition of new contracts and the expansion of the coach tours into Europe. A development project is also ongoing which is investigating the feasibility of starting a new taxi or private hire vehicle business in the near future. This expansion in the business has increased the workload on the administrators. There are more drivers, more bus routes, and an increase in tours which have all led to more customers, more enquiries and a greater volume of incoming telephone calls and paperwork. The current senior administrative officer working in the General Office, Frances Duggan is struggling to hold things together and it has been decided to create a new post of Office Manager. Ahmed has asked you to help him with recruiting the new Office Manager and he will send you an email detailing the duties for this new post. Ahmed’s email is given below. EMAIL FROM HUMAN RESOURCES MANAGER |From: |Ahmed Fawzi | |To: |{Learner.name} ...
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...Introduction To identify, explain and analyse recruitment practice within FirstCol Services Ltd. 3. Methodology Information for this report was gathered in the following ways: Consultation with fellow HR Professionals, both during networking events and during CIPD Certificate in Human Resources Practice Level 3 lessons. Analysis of practice at my own organisation. This included conversations with fellow HR professionals as well as Managing Director of the company. Research into different techniques used at other organisations. 4. Findings 4.1 Organisational Factors The factors that affect an organisation’s approach to both attracting talent and recruitment selection are: Their wage structure The role that the organisation are recruiting for. Culture and Sector Business Objectives and Brand 4.2 Organisational Benefits The organisational benefits of attracting and retaining a diverse workforce are: Diverse workforce can help to understand broad range of customers. Helps to...
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...BSBHRM506A Manage recruitment, selection and induction processes Assessment 1 1. Identify and recommend changes required in current policies and procedures. Changes I would make are as followed: Analyse the vacant position * Remove the needs analysis conducted by HR department * Permission to recruit form does not need to be approved by senior management Position Description * It should include the business background information and department information * Major responsibilities and duties to be listed * Who to report to Lodge an advertisement * Closing date for internal applicants * Internal and external advertisement for seven days * Use e-media as well as print media * Internal staff members to be emailed about job vacancy Short list applicants * Internal applicants not to be automatically short listed * Remove maybe pile * Limit on how many people will be interviewed * Rejection letter to be emailed rather then posted I would also make the time frame for the whole procedure to be within 30days as this is the general notice period given by employees and there needs to be an induction procedure included. 2. Develop revised recruitment, selection and induction policies and procedures for BS training BS Training – recruitment and selection guidelines Policy statement: BS Training is an organisation that seeks to employ the quality trainers and assessors with high levels of industry experience. It is an equal opportunity...
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...470-52 Organizational Staffing Principles and Practices Staffing/Recruitment program Capstone University of Michigan September 4, 2011 Contents Executive summary 3 Background of the company 4 Identification of six staffing/recruitment strategies 5 Identify research tools used to determine current background information 6 Identify best practices 7 References 8 Appendix 9 Executive summary Successful recruitment involves several processes which involves development of a policy of recruitment and retention and determining the current and future need of the organization. The University of Michigan has set these policies in place in order to recruit and retain the best faculty and staff. “Diversity matters at Michigan. It is a core value of our distinguished university and a key factor in assuring the excellence, inclusiveness, and welcoming environment that make Michigan a great place to work and learn. Their web site has been created to demonstrate the University of Michigan’s commitment to ensuring diversity in recruiting, selecting and retaining a diverse and highly engaged staff community”(University of Michigan, Diversity, 2011). The University of Michigan’s recruitment site is based on a six-step process which I have listed below. Their website provides a wealth of tools and resources provided to guide their staff in recruiting and retaining valued staff members who will contribute their ideas, experience, and talents to making the Michigan...
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...|Lecture Outline | | | |Workforce Planning and Forecasting |In Brief: This chapter explains the process of | | |Strategy and Workforce Planning |forecasting personnel requirements, discusses | | |Forecasting Personnel Needs (Labor Demand) |the pros and cons of methods used for recruiting| | |Improving Productivity Through HRIS |job candidates, describes how to develop an | | |Forecasting the Supply of Inside Candidates |application form, and explains how to use | | |Forecasting the Supply of Outside Candidates |application forms to predict job performance. | | |Talent Mgmt. & Predictive Workforce Monitoring | | | |Developing an Action Plan to Match Projected Labor Supply and Demand |Interesting Issues: The Internet has changed | | |The Recruiting Yield Pyramid |the face...
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...Recruitment Plan and Selection Method | Course Project – Assignment 2 | Qiana C. Weaver – HR 590 | HR Receptionist Job Ad Job Title: | Human Resource Receptionist | Department: | Human Resource | Location: | Orland Park, IL | Description: This position is responsible for performing human resource related duties at the administrative level, answering incoming calls and directing calls to appropriate associates.A teammate in this position must have the ability to: * Perform data entry of payroll including the handling of teammate inquiries regarding payroll, teammate time and attendance maintenance, and time off requests. * Scan and data entry of confidential file documents into on-base employee files. * Answer telephone and direct the caller to the appropriate teammate. * Sign-in and notify appropriate teammates of guest arrival. * Maintain badge system and create replacement badges. * Sort incoming mail by department and prepare outgoing mail for mail carrier. * Create divisional articles and PowerPoint presentations for the company magazine, bulletin boards, and divisional communication tools. * Communicate company policies and practices (as appropriate) to supervisors and teammates. * Organize special projects which may include, but are not limited to; annual holiday events, philanthropy assignments, health and wellness projects and events. | Qualifications: * Have a high school diploma or GED. * Have excellent verbal and written communication...
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...Recruitment and Selection Process Pg. 8 Human Resource Department Pg. 10 Challenges/Problems with Recruitment & Selection Strategies Pg. 11 Conclusion Pg. 12 References Pg. 13 Appendix A – Thiess Interview Template Appendix B – Thiess Recruitment Flowchart Appendix C – Thiess Recruitment Job Brief Executive Summary This report explains the recruitment and selection process for the company of Thiess. It will provide information how the human resource practice of recruitment and selection helps the organisation to achieve its goals and objectives. The report will provide you with as much background knowledge of the company and the challenges, problems and recommendations Thiess face today. Although Thiess works in the Construction, Mining and Services Contractors the report will only discuss how the recruitment and selection affects the Construction area of Thiess. Introduction Thiess see every construction project, no matter how large or small, as an exciting opportunity to support their communities, contribute to their country and advance their industry. They work with all stakeholders to deliver the best possible outcomes for their clients, the communities they work in and the environment. Supported by a large plant fleet, they deliver a broad range of civil projects including vital transport networks such as highways, railways, tunnels and bridges; water and resources infrastructure including bulk earthworks...
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...|FOUNDATION CHRP CL&D ASSESSMENT | | | |[pic] | |Resourcing Talent (3RTO) | | | | | |3RTO F204A_June – Optional Unit Assessment – Version 3 June 2012 | | | | | |Student name: | | | | | | |CRITERIA |PASS/REFER |COMMENTS | |LO1: ...
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...different aspects of the organisation’s overall performance. There are many different ways to recruit new talent to a company, all of which have pros and cons. Therefore recruiters employ a number of different techniques to search and obtain the best possible candidates from the multitude of interested employees. In this paper, the writer seeks to analyse common recruitment techniques which include advertising, head hunting, labour agencies, referrals, existing employees and e-recruitment. The key terms to be defined are recruitment and recruitment techniques. DEFINITION OF KEY TERMS Recruitment According to Beach (1987) recruitment is the development and maintenance of adequate manpower sources. It involves the creation of a pool of available labour from which the organisation can draw when additional employees are needed. Tyson and Fell (1996:28) define recruitment as, “the process of finding and hiring the best qualified candidate (from within or outside of an organisation) for a job opening, in a timely and cost effective manner.” Therefore, from the two definitions above, it can be said that the recruitment process involves analyzing the requirements of a job, attracting employees to that job at lower cost, ensuring that there are equal opportunity for employment for all potential applicants. The main purpose of recruitment is to ensure that a sufficient number of applicants apply for the various jobs in the firm and when required. Recruitment techniques are therefore...
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