...order to collect the needed information, interviews with the Human Resource, Store and Operations Manager were conducted. HR and store managers completed a questionnaire regarding their perceptions of the HR department’s responsibilities. There is a problem with high rates of turnovers and labor shortage. Issues with the employees’ training and development must also be dealt with. Recommendations for a more efficient recruitment and selection process as well as performance management and reward system are made in the report. The aspects of discipline and change management are also discussed. Finally, a new structure of the HR department and of the company in general is being proposed. TABLE OF CONTENTS Summary………………………………………………………………………………………......2 Contents…………………………………………………………………………………………...3 List of figures……………………………………………………………………………………...4 1. Labor shortage………………………………………………………………………………...5 2. Recruitment campaign………………………………………………………………………...5 3.1 Recruitment sources…………………………………………………………………….....5 3.2 Targeting a specific group through positive action………………………………………..6 3.3 Realistic job preview (RJP)…………………………………………………………….....6 3. Selection…………………………………………………………………………………….....6 4.4 The interviews……………………………………………………………………………..6 4.5 Personality and cognitive ability tests……………………………………………………..7 4.6 Work sample tests…………………………………………………………………………7 4. Web-based exit interviews………………………………………………………………….....7 5...
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...29/07/11 QCF Level 5 Submitted by: Acknowledgement I wish to begin by thanking lecturer, Mr.Siham Aboujanah, thank you for the wisdom, understanding, and compassion that you have imparted to me and my ideas. I am grateful to my parents, brothers and sisters for their extreme moral support, encouragement and patience during the course of studies as well as throughout my academic career. No personal development can ever take place without the proper guidance of parents. Contents Topic | Page No. | Introduction | 4 | 1.1 Human Resource Management and Personal Management | 4 | 1.2 Functions of Human Resource Management | 5 | 1.3 Role of Line Managers in HRM | 6 | 1.4 Impact of Legal and Regulatory Framework | 7 | 2.1 Human Resource Planning | 8 | 2.2 Stages in Human Resource Planning | 8 | 2.3 Recruitment and Selection process change | 9 | 2.4 Effectiveness of Recruitment and selection techniques | 12 | 3.1 Link between Motivational Theory and reward | 13 | 3.2 Job Evaluation | 13 | 3.3 Reward Systems | 13 | 3.4 Monitoring Employee Performance | 14 | 4.1 Reasons for Cessation of Employees | 15 | 4.2 Exit Procedures | 16 | 4.3 Legal and Regulatory Framework | 18 | Conclusion | 18 | References | 19 | Introduction People are the important resource of organization. Managing them well can improve the performance and efficiency of organization. In this report human resource management is discussed. It also includes the recruitment and...
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...“Is Post-Appraisal Weeding good strategy?” Dilip Thosar Paper for The International Research Conference on HRM 25-26 August 2012 at MIT College of Management, Pune Is Post-Appraisal Weeding good strategy? Dilip Thosar Fellow Student, AHRD (Academy of Human Resources Development), Ahmedabad. ABSTRACT Many progressive Indian organizations are seen to annually lead a practice of weeding out their lowest-performing manpower, with the strategic intent of increasing their performance capability and competence. The genesis of this practice lies in the “20-70-10 principle” which states that the top 20% of workforce is productive, 70% work adequately and the remaining bottom 10% do not deliver and should be fired. During the annual appraisal, the head of every business team within the organization is asked to classify his/her team-members into top, medium and bottom performers. Those in the bottom bucket are asked to resign. This reportedly creates tremendous dissonance and unhappiness across the organization. There seems to be no evidence of the expected theoretical result of a continuously improving highperforming business unit. Even short-run competence is not reported to increase perceptibly. Notable is the expensive attrition and erosion of precious employee-engagement among residuals, with consequent burn-outs and reduced productivity. The significant negative outcomes of this practice seem to outweigh any positive potential. Literature studied and industry leaders decry it as...
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...future in this centre – loads of customers, but not enough staff - We have had no training at all since we have been here - I still haven’t a Position Description given to me - Never had an appraisal meeting – no feedback at all - Wages keep changing, I don’t know how I am paid - Don’t even know what our corporate goals are supposed to be - We don’t have any qualifications to do this work – I would like to do some - Friends are keen to start here, but don’t know how to apply The organization has a work place strategy in place in which they plan to achieve (including increasing the overall profit margin, increasing memberships and supporting community events), however at current due to serious internal issues these results will not be achieved until the matters raised are remedied. Work force Planning BSBHRM513A Strategic Workforce planning within an organization can allow the business to increase their productivity, Profitability and customer base, yet wont threaten...
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...research design. Design/methodology/approach – The first phase was a survey on a sample of 272 BPO/ITES employees, using Gallup q12 or Gallup Workplace Audit. Focus group interview discussion was based on reasons for attrition and the unique problems of employee engagement. In the second phase, one of the BPO organizations from the phase I sample was chosen at random and exit interview data was analyzed using factor analysis and content analysis. Findings – The results were in the expected direction and fulfilled the research aims of the current study. In the first phase low factor loadings indicated low engagement scores at the beginning of the career and at completion of 16 months with the organization. High factor loadings at intermediate stages of employment were indicative of high engagement levels, but the interview data reflected that this may mean high loyalty, but only for a limited time. In the second phase factor loadings indicated three distinct factors of organizational culture, career planning along with incentives and organizational support. The first two were indicative of high attrition. Research limitations/implications – A limitation of the research design was a sample size of 272 respondents. Some of the Cronbach’s alpha scores of the subscales of Gallup q12 were low. The strength of the study lies in data...
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...CIPD ASSIGNMENT SUBMISSION DECLARATION To be completed by candidate: |Centre name: |ACACIA LEARNING | | |Candidate name: |Ali Yassen | | |CIPD Qualification undertaken: | |CIPD Membership No: | |Unit code(s): |3MER | |Unit title(s): |Supporting Good Practice in Managing Employee Relations | |Unit tutor: |Mr. Kevin | |Date due for assessment: |08-05-2016 |Date submitted: |05-05-2016 | |Word Count: |3490 | |State number of word used | | |Candidate declaration: ...
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...and talent management.. Career paths factor in mobility and embeddedness and to what extent they play a role in career success. In the contemporary organization concepts of boundryless careers are emerging and needs to be factored in for a comprehensive career path. A career path can be harnessed to maximize both individual and organizational potential and can be used to achieve important business outcomes by aligning with a variety of HR processes and systems. In this project we have tried to find how career paths are designed in any organization and further how it can be customized for MAF, BD division of Janssen Pharma. Career paths have become an important part of talent management and is used extensively during promotion, retention, exit, future planning. We have also tried to identify how career paths can be harnessed by the talent management team and used to solve some of the current problems like attrition, stagnation. CONCEPTUAL DESIGN OF CAREER PATHS In today’s War for talent scenario getting, keeping and developing talent across high potential career paths and career trajectories is crucial for HR in organizations. Career paths represent a management leverage point for flow of human capital both inside and outside of an organization. Now that we can gauge the importance and value career frameworks bring to the table it is absolutely...
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...bibliography): [pic] Learning Outcome 1: Understand the impact of employment law at the start of the employment relationship. |Assessment Criteria | |Describe the internal and external factors that impact on the employment relationship. | |Indicative Content | |Context: | |the context within which the employment relationship operates, the impact of internal and external factors. | |Think about your own organisation and consider the internal and external factors that may have an impact on the employment relationship | |Describe at least 2 external factors and explain why they have an impact | |Describe at least 2 internal factors and explain why they have an impact | | | |The employment relationship...
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...Human Resource Planning and Management “Great Vision Without Great People Is Irrelevant.” -Jim Collins, Good To Great Kelsey M. Vella 29/05/2015 Human Resource Planning and Management “Great Vision Without Great People Is Irrelevant.” -Jim Collins, Good To Great Kelsey M. Vella 29/05/2015 Table of Contents 2.1 The Need for Human Resources Planning within Organisations 3 Job innovation and change in skills requirements 3 Employment protection legislation 3 Technological changes 3 Scope and variety of markets 3 Information Communication Technology (ICT) 4 Labour costs 4 The staff replacement approach 4 Short term human resource strategy 5 Vision-driven Human Resource Development 5 Choosing the right approach 5 2.2 The main processes involved in HR Planning 6 Forecasting Demand 6 Forecasting Supply 7 Closing the Gap between demand and supply 8 2.3 Recruitment and Selection Process – Gasan & Mediterranean Bank 9 Recruitment Process 9 Selection Process 10 2.4 The effectiveness of the recruitment and selection techniques used within organisations 11 3.1 Motivational theories and reward 15 3.2 Job Evaluation – Evaluation of the Process 18 1. Compensable factors 18 2. Job description and person specification 18 3. Evaluation of the jobs 18 Advantages of Job Evaluation 19 Disadvantages of Job Evaluation 19 Determining Pay 20 3.3 The effectiveness of reward systems 21 Wage 21 Salaries 21 Team Based Pay 22 Non-Cash Incentives 22 ...
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...Analyzing and Interpreting Data Leontyne Powell, Omyni, Kahlil Jackson Harrell QNT 351 February 26, 2015 Professor Jonte Lee Analyzing and Interpreting Data Introduction The purpose of this report is to analyze both Ballard Integrated Managed Services, Inc. initial survey and survey B workforce. The first survey results failed to reveal the problems within the workforce that BIMS needs to identify and solve the issues of low morale and high turnover with the organization. This report will analyze B survey, explain the results, and provide a recommendation for the problems uncovered the analysis of BIMS workforce. This report will define statistics and introduce how to analyze and interpret data. The case study used in this report is BIMS LLC, a cleaning, and housekeeping company. This report will present how number data and graphing is used in analyzing data. This report will present an explicit hypothesis. This report will conclude with precise resolutions that will assist the company to move onward to a superior company. Statistics is the science of accumulating and assessing numerical evidence in an enormous measure, especially for the determination of reducing proportions in total from those in a descriptive sample. There are two types of statistics, and one is called descriptive and the other inferential. Descriptive statistics is a technique used to organize, summarize, display facts in a useful manner. Inferential statistics is the procedure used to measure...
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...Recruiting & Selection Process of Harrods. | | | | | | Submitted by: Syeda Sikder Table of contents Introduction………………………………………………………………………………………………………….…..2 LO1: Understanding the differences between personnel management and human resource management..............…...3 P1.1: Distinguishing between personnel management and human resource management...…………………………...4 P1.2: Assess the functions of the human resource management in contributing to organizational purposes……………………………………………………………………………………………………….…………………………………………………….…….5 P1.3: Evaluate the roles and responsibilities of line managers in the human resource department……………………………………………………………………………………………………………………………………….………….…..………6 P1.4: Analyze of the impact of legal and regulatory framework on Harrods human resource management..........…...7 LO 2: Understanding how to recruit employees…………………………………………………………………………………………………………8 P2.1: Analyze the reasons for human resource planning at Harrods………………………………………………………….………………9 P2.2: Outline the stages involved in planning human resource recruitment…………………………………………….………….….10 P2.3: Compare the recruitment and selection process in …………………………………………………………………………………………………………..…………………………………………………….……………..11 P2.4: Evaluate the effectiveness of the recruitment and selection techniques in the organizations……………………………………………………………………………………………………………………………………………...……………12 LO 3: Understanding how to reward employees in order to motivate and retain them……………………………………………13 P3.1:...
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...Supporting Good Practice in Managing Employment Relations – 3MER 1.1 Describe 4 factors, 2 internal and 2 external, which impact on the employment relationship There are several external and internal factors that might impact on the employment relationship such as the following examples: External Factors: 1. Given the state of the recession and how it might have affected an organisation’s finances, this has a large impact on the employment relationship i.e. due to cuts there be maybe redundancies, therefore leading to loss of jobs. 2. Another external factor that might impact on the employment relationship is the social impact. Organisations must be able to meet the demands of the business whilst managing the needs of their employees who due to social factors such as family etc. means organisations have to offer incentives such as flexible working, home-working or job sharing and other benefits such as holidays etc. in order remain competitive in order to attract candidates. Internal factors: 1. An internal factor that might impact on the employment relationship is the employment contract. ACAS notes: “A contract of employment is an agreement between an employer and employee and is the basis of the employment relationship”. ACAS also notes “A contract of employment will contain some terms such as: Statutory terms- “imposed, varied or regulated by law such as the minimum statutory notice period”. Express terms: “these are terms that have been specifically...
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...CRM Best Practices: A Case Study of an Indian Private Bank Kallol Das* and Renuka Garg** The current study attempts to conduct a study of deployment of CRM Best Practices in the context of Indian retail banking, specific to an Indian private sector bank, one of the largest banks in the country with presence in 17 other countries.The research objective involves describing how the selected bank is deploying the CRM Best Practices toward building relationships with their retail customers. The case study method is the recommended research method in such situations when we deliberately want to cover the contextual conditions because they may be highly pertinent to the phenomenon of study. The study identifies 29 CRM Best Practices after extensive literature review. There are six sources of evidence that can be used for triangulation of data. The current study uses only two to three sources of evidence and as a result the construct validity of the case study research is affected. Though several research papers have been published in the area of CRM practices, no publication was found, across the countries, in connection to CRM Best Practices. Introduction RM has been a part of marketing literature since more than a decade. Interestingly, there is still much debate over what exactly constitutes CRM (Sin et al., 2005). According to Parvatiyar and Sheth (2001), some of the themes represent a narrow functional marketing perspective while others offer a perspective that is broad and paradigmatic...
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...BIMS Case Study Ballard Integrated Managed Services, Inc. (BIMS) provides food and hospitality services on a contractual basis to patients and staff of corporations and institutions nationwide. Over the past several months, Barbara Tucker, the general manager at BIMS, has noticed an increase in the turnover rate of employees, but no new reasons are being given during exit interviews to justify that increase. In order to find the cause, Barbara gives all employees a survey to complete and return. Instrument used for Data Collected In this data set, Debbie used a number scale of 1 to 5 with 1 being very negative and 5 being very positive. This will help to gain a census of the problems involving the employee's. Provides the reason for the changes of the turnover rate or loss of employees and morale or happy workers. In this data set it will show the positive and negative effects of the workplace environment and hours worked, efficiency of training, degree of pay, equality of treatment, inner office communication and job protection. This study will also show the area the employee worked in and how long they have worked in that position. It also will show the status of their gender (male or female) and determined if a manager or supervisor took the survey. Types of Data Used and Collection Questions 1 thru 10 are quantitative because the variable studied indicates how many or how much. Thus, this study shows how many workers felt negatively or positively about...
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...and selection process in two organisations 9 2.4 Evaluate the effectiveness of the recruitment and selection techniques in two organisations 11 Task 3 Understand how to reward employees in order to motivate and retain them 12 3.1 Assess the link between motivational theory and reward 12 3.2 Evaluate the process of job evaluation and other factors determining pay 13 3.3 Assess the effectiveness of reward systems in different contexts 14 3.4 Examine the methods organisations use to monitor employee performance 15 Task 4 16 Know the mechanism for the cessation of the employment 16 4.1 Identify the reasons for cessation of employment with an organisation 16 4.2 Described the employment exit procedures used by Tesco and Sainsbury’s 16 4.3 Consider the impact of the legal and regulatory framework on employment cessation arrangements 18 References 18 TASK 1....
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