Table of Content:

Introduction 3
Background of the Company 3
Task 1. Recruitment, Selection and Retention Procedures 4
Task 2. Build winning teams 5
Task 3. Styles and Impact of leadership 9
Task 4. Performance monitoring and assessment 11
Conclusion and Recommendation 13
References and Bibliography 14

Introduction

This report is theoretically informed by several related literatures that form a compelling interdisciplinary intersection: aspects of human resource management, business law and ethics, working with and leading people. The aim is to achieve certain understanding in recruitment and selection processes, legal and ethical issues, building successful teams, styles and impact of leadership, performance monitoring and assessment. Furthermore for better understanding the key details related to above mentioned topics I have chosen Yo! Sushi Company to investigate.

Background of the company Founded in 1997, YO! Sushi brought the concept of a Japanese ‘kaiten’ sushi bar that delivered food to customers via a conveyor belt travelling 8cm per second to the masses, and became the original and most famous sushi brand in the UK. By 2001, YO! Sushi was the market leader in sushi restaurants and (we like to think!) inspired supermarkets to start selling packaged sushi to the Great British Public, allowing people in areas where YO! Sushi restaurants hadn’t arrived yet to take their first steps in discovering how tasty and healthy sushi can be. For the past 11 years YO! Sushi has been led by the CEO, Robin Rowland and with the help of their leadership team, they have grown from a London-only sushi brand to an international iconic success with over 60 restaurants worldwide. YO! Sushi is privately owned by Quilvest and the YO! Sushi senior management team in the UK.

Task 1. Recruitment, Selection and Retention Procedures

For the purpose to analyse and get the in-depth understanding of recruitment and selection process we chosen the company Yo! Sushi. The company as any other enterprise tries to ensure and makes every effort to ensure that its workforce is representative of the cultural and ethical. Especially the food they serve ‘Sushi’ is the Japanese traditional food.
Yo!Sushi has several ways how they attract potential applicants. The main aim for HR people in the company is to give priority for internal applicants. For the first week and half the job position which arise in the company will be advertised internally. Recruiting potential applicants. Promotions within the company and career opportunities which is given to perspective employees has actually a positive effect on Yo! Sushi, which company HR managers think that it helps to build positive image and being responsible enterprise. Also it helps to improve company’s employee retention process. Workforce happy, will stay longer and give their best. Yo! Sushi is a young entity; however it is growing with fast pace owning more than fifty restaurants across the United Kingdom and several overseas. With growth and diversification there is always needed for external recruitment to provide new skills or increase the company’s capacity for expansion. In order to attract high quality candidates company closely works with number of organizations. Such as relationship with the Japanese company ‘Uniqlo’, presentations on the company, and attending career fairs. Also Yo! Sushi has its own Yo! School where students become professional Chefs. And if they wish to pursue their career Yo! Sushi is more than happy to place them in the company. Yo! Sushi offers a good salary range and training as part of their benefits. However the real attraction is the chance of a career rather than just a job. Most employees start out as manager assistant, front of house staff or back of house staff with the potential to progress to General Manager or more. Employees also have opportunities to specialise in specific areas such as finance, HR, marketing, accounts department and Logistics department. This allows individuals to develop their career path as they progress within the company. Yo! Sushi advertise its vacancies and opportunities across wide range of media. Such as: newspapers, magazines, and mainly on-line. Company’s online recruitment process is vital for the company. It gives the company efficiency, makes the application fast for both parties. The website www.yosushi.com provides the candidate with the registration details and lists available jobs. Selection process. Basically selection is the process of identifying the best fit or candidate for the role/position. This is very important because the candidate may not have always the right set of skills and competencies which is required by the company. Company’s interest is to find the right people with certain knowledge to make sure that it contributes for the long run. HR managers usually use certain documentation in order to match job roles with personal qualities and skills. Legal Matters. The modern employment environment, both local and international is regulated by stringent legal requirements. Employment legislation is constantly changing, so even well-informed HR personal are not in a position to safely advise their organizations on employment legality . Always employ legal professionals to inform policy and procedures. However, the law cannot select the right person for a job. So Yo! Sushi HR professionals always undertake training courses to act according to the UK regulations.

Task 2. Build winning teams

The primary aim of our task 2 and 3 is to explain, discover what are the advantages and disadvantages of working as a team, and the application of different kind of leadership styles in a workplace.
To demonstrate above considered two branches of Yo! Sushi Company was taken as a sample including the comparison between two branch managers.
Teamwork
Encouragement: there are a lot of theories how to motivate the employees in a team. The most important one is Adams theory: he states that employees examine how fairly they have been treated in comparison with the treatment received by others. There are two forms of equity: (1) distributive equity, in which people are rewarded in accordance with their contribution and in comparison with others. In our example Yo! Sushi branch managers and teams get a bonus for good results. Team compensation causes emotional reactions; it’s foreign to the American culture. ‘Real teams are truly dependent upon one another. Survival depends upon the success of the team. People must interact to produce something beyond what we could individually produce’ says Mark Lindner, Training Director; (2) procedural equity, this refers to employees’ perceptions of the fairness of company procedures.
‘Saying that relationships are different and then doing things differently don’t necessarily go together,’ says Mark. Yo! Sushi has workshops for teams to discuss their relationships and what it would take to be a high performance team.
Developing special facilities (workshops, informal meetings, physical activities) for improving the relationships within a team and encouraging the team members, giving a chance to evaluate themselves, to discuss their work, to contribute their own ideas (self-actualisation) it is the good way to motivate employees to work better.

Training: teams and the individual members of the team are characterized by the level of competencies that they have, relative to what would be required to successfully complete a task or a goal. These team competencies fall into three categories. They include knowledge, skills, and attitudes. Knowledge includes the theories, principles, and concepts needed for effective a team’s performance. Skills are the required behaviours and actions needed for thorough and successful completion of a task. Attitudes describe the team members’ affective views, both individually and collectively, on their abilities and motivation to accomplish these goals. If a team’s knowledge and skills are weak and their attitudes are unrealistic, the outcome will be different than expected.
Thus, for effective team performance, it is important to (1) know the team’s current level of competence, (2) design training to bridge the team’s actual level of team competencies to the desired level.
Teams were introduced quickly, not gradually. It is a mistake, because some people are still not working as a member of a team. That’s why the employees were not trained, only the leaders were trained first in leadership skills to help the leader to go back to his or her team and function differently.
There were developed a formal and informal meetings, in which people from a management and employees who ranged from are managers to operations people went together to the meeting for the training. So there are no any barriers between the management and employees, for example; the worker can easily talk with the manager, and do their own contributions and suggestions.
The team standards should be generated by the team as a whole, and hashed out so that everyone sees them as fair and reasonable. Areas that might be covered include:
• Conflict resolution – the employees are given by chance to evaluate themselves and discuss their work. ‘People have to try to accept critical comments,’ says Mark.
• Communication – formal and informal meetings closely communicate employees at Yo! Sushi.
• Responsibilities – the team members already know their job responsibilities, but they also need to understand their personal responsibilities for maintaining the team.
All these norms are highly kept that all teams will be in agreement about the ways members treat one another.

Background of teamwork: in order for team members to fit together well, they must connect on a number of levels:
• Personality – employees don’t necessarily to become best friends, but they need at least to respect, and to like one another. They are going to be spending a lot of time together: it’s far more conducive to the team’s success if that’s seen as pleasant.
• Work ethic – team members need to have similar work ethics and similar conceptions of what doing a good job means.
• Ability to use – members need to be able to disagree positively, and to use their disagreements and differences about the work to come up with better solutions.
Teamwork often requires that people put aside their individual interests in order to accomplish the team’s goals. Team members need to understand just what it means to work as part of a team. They have to be willing to compromise and to maintain a team atmosphere of civility and mutual respect. That’s why; it takes a long time for individuals to build themselves into a working team.

Victoria... is team leader for nine people at Yo! Sushi Victoria station branch. The team has been in existence for 14 months. ‘It can take three to five years to get the team working. We felt we were working as a team before it became official. We are very tuned in to one another,’ says Victoria....
I have found out some Victoria’s team concepts:
1. Start with the vision. She tries to change the form of the work of an organisation to a team approach:
• Mary wants to rotate the leadership of the team around other team members.
• The team have started a rotational assignment with the systems area who has greater technical expertise in computing. Each team member will learn increased technical skills from the systems area during a special period of time. Team members train at least one other member of the team to do their job.
• Now any team member who have knowledge or can benefit from meetings and conferences can go, not just the team leader. Also the empowerment was introduced, which means that as well as being involved in making decisions.
2. Build team bonds. At the outset, it’s often useful to build cohesiveness through some type of bonding activity appropriate to the nature of the group. Some possibilities:
• Specific bonding activities. The team offers other staff training in the form a weekly class or one to one training. The team went through everything together. They rated themselves on each requirement for the job and then rated one another.
• Creating team traditions. Every Monday the team has a lunch meeting to catch up with one another. They decide what will be done in the coming week and who will do what. If somebody is much weaker than the others. They have given him/her considerable support.
3. Involve the team in jointly planning and decision-making process.
• They have joint discussions to see whether performance standards are being met during their work.
• ‘I’m in the process of delegating more to the team,’ says Victoriia. So she is delegating with other team members to make a decision on a particular problem.
In my point of view, these concepts have had a positive impact on the performance of Victoria’s team.