Friday, 21 May 2010

COMMUNICATION and INVOLVEMENT



Employee Participation
This gives the employees a chance to influence what is going on in the company

Employee Involvement

This encourages people to be part of an organisation. Employee involvement includes;

  • Sharing information - employer shares information with employees, ie team briefings or huddles.
  • Consultation - Employers ask employees for their ideas and suggestions, ie staff opinion surveys to gather information.
  • Financial participation - Employees receive profit related pay, ie shares given to employees or group and individual bonuses.
  • quality improvements - see how improvements can be made.

The purpose of employee involvement assumes that the employee commitment, to the company, will increase if the employee is involved in decision making.

Social Networking Sites

Many businesses are now turning to social networking sites, to help give information regarding the company. There are many different sources available on-line. These can include;

  1. Face book.com
  2. twitter.com
  3. Friends reunited.com
  4. My space.com
  5. Tagged.com
  6. Bebo.com
  7. 360.yahoo.com
  8. linked in.com (social media, 2009)

Some of the companies using these sites include;

  1. Adidas - my space
  2. Burton - twitter
  3. Coca-Cola - my space and face book
  4. Google - you tube, twitter, my space
  5. Pizza Hut - face book
  6. Starbucks - twitter and face book. (resource nation, 2009)

References

Resource nation, 2009. [Online] Available at: http://www.resourcenation.com/blog/companies-using-social-networking-to-boost-sales/ [Accessed on 21 May 2010]

Social media, 2009. [Online] Available at: http://socialmedia-optimization.com/2009/02/top-twenty-five-social-networking-sites-feb-2009/ [Accessed on 21 May 2010]



REWARD






















Rewards within a company

With many organisations offering staff incentives, one company stands out as a prime example. Leisure services is run by a local council, and consists of 6 leisure facilities, the worlds longest pleasure pier, Foreshore Inspectors and local parks.
The organisation prides itself on having long serving staff, and students who return during the summer holidays, time and time again.
So why do staff enjoy working for Leisure Services?
The answer to that is that the organisation offers a good bonus scheme, to all staff.

Staff Rewards

Within the Leisure industry all staff are given;
  • Free entry to all leisure facilities, for staff and their family.
  • Promotion from within the organisation.
  • Training courses available.
  • Pension Scheme.
  • Teamwork activities.
  • Group activities outside of work.
  • Competitions with other centres.
  • Employee of the month.

Fairness and Equity

Throughout the Leisure service sector all staff are given the opportunity to progress. Staff training is catered for all departments, from admin, cashier, recreation attendants to managers.Competitions, arranged each month, are a vital way for all departments to mix together. All staff are encouraged to participate.

With fairness and equity all staff feel valued and appreciated. Team spirit plays a big part in the Leisure industry.

Chief Executives and Bonuses

In February 2010, the RBS announced that it was paying their top staff bonuses amounting to £1.3 billion. This has caused arguments, both for and against, the idea.

For

  1. Banks need the best staff to help make a profit.
  2. Banks contribute to the economy.
  3. It is an incentive to keep staff from leaving.

Against

  1. Banks pay out too much in bonuses.
  2. It costs the economy millions of pounds in debt.
  3. Targets set have not been met. (Guardian, 2010)

Rewards for Teachers at a Primary School

Financial rewards can be;
  • Salary increase, each year in grades
  • Bonus for meeting targets set
  • Increased budget for student activities

Non-Financial rewards can be;

  • Acknowledgement and appraisal
  • Further educational qualifications
  • Promotion to higher status

To be given a reward can be fulfilling itself. Rewards do not have to be financial, to motivate staff. The acknowledgement and appraisal are best suited, as it offers progression and further training.

References

Guardian, 2010 [Online] Available at: http://www.guardian.co.uk/business/2010/feb/24/rbs-bonuses-ukfi-approval [Accessed 21 May 2010]

Friday, 14 May 2010

TRAINING and DEVELOPMENT


















One Week Induction Programme



To help enable new or existing staff understand their job role, and any training requirements, an induction course has to be formulated.

This is the responsibility of the HR management and should include an introduction, company policies, uniforms, introduction to all management, site visit and information regarding the 2 year course.

A venue has to be arranged, teas and coffees organised, lunch (if supplied), and a copy of the induction programme should be handed out to all managers.

The programme should be arranged over the course of 1 week, and posted out to all candidates prior to attending. (business link, 2010)

Day One

9.00am Welcome
9.15am Introduction to Staff & Managers
10.00am Ice Breaker
10.30am Break
10.45am Information regarding the company
11.30am Information regarding the weeks induction
12.00pm Lunch
13.00pm Forms completed
14.00pm Welcome talk from company Director
15.00pm Questions & answers
16.00pm Finish

Day Two

9.00am Health & Safety regulations
10.00am Pension schemes, medical plans & salary
10.45am Break
11.am Company polices regarding sick leave, holidays.
11.30am Talk from trade union
12.00pm Lunch
13.00pm Team Building exercise
14.00pm ID passes, name tags & uniforms
15.30pm Information regarding two day site visits
16.00pm Finish

Day Three

9.00am Introduction to site
9.30am Tour of site
10.30am Introduction to site managers
10.45am Break
11.00am Welcome gift packs
11.15am Job role as a manager
12.00pm Lunch
13.00pm Introduction to admin staff
13.30pm Responsibilities whilst on site
14.00pm Team up with staff member for on job experience
16.00pm Finish

Day Four

9.00am Continue on job training
10.45am break
11.00am as 9.00am
13.00pm Lunch
14.00pm as 9.00am
16.00pm Finish
( Homework for tonight is to write about your two day on site visit)

Day Five

9.00am Presentation of reports
10.45am Break
11.00am References & qualifications
12.00pm Lunch
13.00pm Introduction & information regarding 2 year course
14.00pm Introduction to work placements
14.30pm Questions & answers
15.00pm Finish

Ongoing Training

Although this is an introduction to the company, and the 2 year course, the candidates should have meetings to discuss any problems or concerns. This can be with either their line manager, HR management or designated mentor.
Any training requirements can be given during, and after, the two year course.

Venue

The venue has to be within easy access for candidates to locate. It should be inviting, comfortable and have any amenities required by any disabled candidates.
Location is important, and near to any local transport routes.


References

Business link,2010. [Online] Available at: http://www.businesslink.gov.uk/bdotg/action/detail?itemId=1073791877&type=RESOURCES [Accessed on 17 May 2010]

PERFORMANCE MANAGEMENT






Appraisals




These are implemented by an organisation, to assist both employer and employee in meeting their potential. They are on a one to one basis, are unbiased, helpful and motivational.


They should be done every year, and gives the opportunity of progression in the organisation, both through training and promotion. Feedback is given by both parties.




Personal experience


In an appraisal, given by the manager of the school, issues were raised by both parties. There were positive and negative feed backs. The only problem with this appraisal was that it was only offered after a grievance meeting. The appraisal should be every year, yet it took 3 years before it was made available.

The appraisal was rushed, not very encouraging, and over after about 30 minutes. There was no implementation of goals or targets.


Mentors

To be a mentor requires an understanding of how someone is feeling. To be able to encourage someone to go on and achieve something, is an award on its own.
Mentors do not have to have the same aims or experience, that someone requires. To be able to give someone the tools, required to do the job, is sufficient enough.
A mentor is someone who you can look to for advice, who will not judge you.
My Mentor

The person I look at as my mentor is my granddad. He was a character, used to tell me stories about his growing up years. His experiences, places he had been to.

He was a war hero, and my hero.

He served in the Essex Yeoman Regiment during the first world war. Saw conflict in the second world war. He was a gentleman. He won the medal of honour, during the first world, after being machine gunned and shot in the leg. Even though he was injured he still managed to get ammunition to the front line.

His life experience inspired me, he encouraged me to do things I never thought were possible.

He helped me start my first business, in the building trade. sadly he died in 1986. His memory is still with me, and when I feel like giving up, I think of his words of wisdom.



EQUAL OPPORTUNITIES


Equality
The meaning of equality is that a company is complying with a legal legistlation. Equal opportunity says that no person is different, regardless of race, sexuality, gender or disability.
Diversity
This is where there is a variety of people, each of whom can bring something different to the table.
Margaret Mountford
In her interview with Times on line, Margaret Mountford says that women are only on the board to make up the numbers.
Margaret also argues that women want to come and go, then come again, just so they can have a child.
Margaret was Alan Sugars partner in the famous tv show "The apprentice". Reading through this article there are both arguments for and against her views. (Times on line, 2009)
For
You cannot expect to choose your hours or days to suit you.
Companies should not be forced to employ someone just because they have to.
If a person has the relevant qualifications and experience to do the job, and are considered an asset, then they should be offered the job.
Against
Men work better than women. If this is the case, why do men expect a woman to multi-task?, ie look after the children, home, cook, shop, pay the bills, as well as holding down a job.
Women do not work better than men in teams. This is unfair as it sometimes takes a women to do the right thing. Marriage is supposed to be a two way deal, yet men expect the woman to remember birthdays, do christmas gifts, write out all the greetings cards. Where is the teamwork in that?
Margarets views are sometimes how she would deal with situations. A negative attitude is to say she would not bargain for anything, yet in business the idea is to get the best deal possible. Sometimes you have to do things you would not usually do.
Age Legislation
This legislation protects people from being dicriminated against. Every person should be treated as an equal, regardless of age or disability. This may stop overt discrimination, yet managers may still only employ younger staff.
People tend to stereo type young and older people. The older generation see young people as imature, inexperienced, idle, trouble makers.
The younger generation see older people as past their sell by date, too old, out of date, old school.
The way that businesses can attempt to change their views is by training them together, set tests both written and physical, older people have the experience yet younger people have the drive and ambition to move up the ladder.
Virgin Atlantic
They are proud to be an equal opportunities employer. They are committed to implement their diversity policy, and employees are expected to treat each other equally and with respect.
Virgin strive to provide a fair and supportive work environment for all employees. they aim to employ people who reflect the diverse nature of society, value employees for contributions made. (virgin Atlantic, 2010)
Boots
Boots say that diversity means much more than legal compliance. They employ 12% of staff from ethnic minority, and their polices are updated reguarly. (Boots, 2010)
Conclusion
Although policies arev put in place to protect the employee against discrimination, an organisation only has to interview people from minority types. Yet they do not have to employ them. Health and safety legislations can deter businesses from employing disabled people, because of costs.
These legislations are there as a guide, and not as a means for employees to use against employers.
References
Times on line, 2009 [Online] Available at: http://business.timesonline.co.uk/tol/business/career_and_jobs/article6830916.ece [Accessed 13 May 2010]
Virgin Atlantic,2010. [Online] available at: http://gs19.globalsuccesor.com/fe/tpl_virgin01.asp?s=FXaLdj [Accessed 13 May 2010]

SELECTION



Recruitment selection process

Companies use a selection of ways in which to interview potential candidates. There are Telephone interviews, Selection centres, One to One interviews. All of these have one thing in common, the ability to select the best candidate for the job.
The selection process takes on six steps;
  1. Complete an on-line application form
  2. Take some on-line tests, checking key skills required for the position.
  3. First interview, this is with the company manager on a one to one basis.
  4. Attend an assessment centre, where numerous tasks are to be completed. There is also an interview panel.
  5. If you are successful you are then offered a position.
  6. Pre-employment checks are done. Things like references, qualifications, criminal checks. (PWC,2010)

To progress to each stage you have to meet certain criteria. This can be beneficial for the company, yet seen as unfair to the candidate.

Telephone Interviews

This process is used to screen candidates, in order to narrow the pool of applicants. Phone interviews ask a selection of questions;

Background History

  • Dates of employment
  • Job titles
  • Responsibilities
  • Any problems faced, and how you dealt with them
  • Why you left, or want to leave
  • Salary expectations

The Job and the Company

  • Why you are interested in the position
  • Applicable attributes and experience you have
  • What you can do and offer the company

About You

  • What is your greatest weakness and strengths
  • Describe a typical working week
  • Do you handle stress and pressure
  • Describe yourself
  • What motivates you
  • Do you work as a team leader (about.com,2010)

Although this technique is widely used, due to the small cost, compared to a selection interview, it can be seen as unfair to the candidate. The whole interview takes place over the phone, nerves can cause misled answers.

Experience of Interviews

During employment, with a local council, the chance of promotion was made available. The process was made up of internal candidates, who had to complete an application form.

These were then checked over by the HR section, and successful candidates were invited to an interview.

The interview was over a full day. Each candidate was introduced to each other, by the interview panel. The panel consisted of the manager, head of HR, a Representative from another section and a director of leisure services.

Tasks were set out for the candidates to complete. There was team leadership, written assignment on how to bring in more customers by ways of new services, an interview and an on the job task.

There were 2 vacancies available and six potential candidates. After the interview you were sent home and told that you would know the decision the following day.

I was one of the successful candidates, and was given the new position on a 6mth probation, after which I was given a full time contract.

Those candidates who were unsuccessful, were given an interview de-brief, and techniques were given to help in future interviews.

The interview was quite formal, you knew the other candidates, the interview panel and the tasks required. This however did not prevent the nerves from showing.

Personality Tests

A member of the family was asked the question " Do you think that personality tests are advantageous?".

The response was that No they did not, and the reasons why were;

  • They do not show a true character of the person
  • Life changes and experience is more, than previous
  • They can suggest jobs which are not relevant to you
  • They only give a estimate analysis
  • They can be incorrect
  • Easy to lie about yourself

Recommendations

If changes could be made in selecting potential candidates, these are some which could help both emplyer and employee.

On the job techniques to see how the candidate fits in.

More information on what the company is looking for.

More relaxed environment for interviews.

Conclusions

Although the selection process eliminates certain candidates, the process can be quite time consuming. With telephone interviews, the candidate is asked some indirect questions about themselves. If they support a different football team, or like a certain food, their answers can affect how they progress.

References

About.com,2010 [Online] Available at: http://jobsearch.about.com/cs/interviews/a/phoneinterview.htm [Accessed 13 May 2010]

PWC,2010 [Online] Available at: http://www.pwc.com/uk/en/careers/student/selection-process.jhtml [Accessed 13 May 2010


RECRUITMENT

On-Line Recuitment


With many different ways for companies to advertise job vacancies, potential employees can pick and choose their choice of employment.
One particular form of advertising is through an on-line recruiting agency.
One recruitment website looked at was Reed recruitment.

The website is easily found through the google search engine. It has a basic layout, with no fancy flash video or pictures.
The site has their own job search engines, to help people find the required job. These engines include job vacancies, specialist jobs, training courses, part time etc.
The site is very easy to use and gives a wide selection of up to date vacancies. Companies can also use the site to advertise their vacancies. (Reed, 2010)

Advantages of on-line recruitment

With on-line recruiting, it can offer some advantages for companies.
  1. A wide selection of vacancies can be offered.
  2. It is less expensive than advertising in the paper
  3. Explanation of vacancy and job role can be seen
  4. Application can be done on-line
  5. 24hr service available, as web site does not require man power to advertise.

Drawbacks of on-line recruitment

Although the use of on-line recruitment can be beneficial, it can also have its drawbacks.

  1. Information can be out of date.
  2. Potential employees are not seen
  3. The agency can charge fees for recruitment process
  4. Employee is tied to the recruitment agency and not the company
  5. The process can be time consuming

Recruitment Campaigns

With the use of the internet and local media, businesses can advertise more easily.

To make a potential employee want to work for a company, requires an eye catching image. The type that puts out a message of "I want that job".

One particular campaign is by the armed forces. Their campaign offers potential employees;

  • A good salary
  • A secure job
  • A selection of trades
  • A social life
  • Potential to progress
  • Travel around the world (Armyjobs,2010)

The thing that stands out about this campaign is its target audience. Young school leavers can join and if successful can enjoy a good pension, and a trade which can be used in the civilian sector. Terms can be from as little as 3 years. Accomadation is given along with meals, uniform and paid leave.

Psychological Contract

This type of contract is used by a business, and shows the employer to employee, and the other way, and their commitment to each other. It can be used when in an appraisal, and can be seen as a promise or expectation. (cipd, 2010)

It shows a number of issues;

Nature of the job

training available

Promotion available

Recognition

Feedback

Benefits

Job security

The contract, although often verbal, can be legally binding to both parties.

References

Army jobs, 2010. [Online] Available at: http://www.armyjobs.mod.uk [Accessed on 13 May 2010]

cipd,2010. [Online] Available at: http://www.cipd.co.uk/subject/empreltns/pscntrct/psycont.htm [Accessed on 13 May 2010]

reed,2010. [Online] Available at: http://www.reed.co.uk/ [Accessed 13 May 2010]