HR PLANNING

HR Plans










To help assist organisations with planning, they require the assistance of a HR person. HR planning helps an organisation with issues such as:




Staffing - The number of employees required to do a given job.




Training - What training needs are required.




Recuitment - Recruiting staff who have a potential to want to succeed and progress within the company.




Redundancy - How much would it cost the company if redundancy was required. (Ies, 1996)









Although HR planning can help management, it can also cause problems if :




Organisations fail to identify the businesses demand, both in skills and securing the required supplies, then the organisation can endanger the capacity to fulfill its function, of providing an efficient service.



Seven-point Plan



Alec Rogers introduced this seven-point plan to assist HR, when planning to recruit new staff. The plan helped in the process of finding an appropiate candidate from others, who could manage the specific job. (wordpress,2009)



To help understand further, the following plan has been formulated to assist in recruiting a university lecture.

1. Physical make-up - Candidates health, appearance and communication are looked at.


2. Attainments - What qualifications do they have, the type of education they had and what experience do they have.


3. General intelligence - The general understanding of the employers requirements.


4. Special attribudes - Do they use words which may have to be explained.


5. Interests intellectual - What outside interests do they have, what type of social life.


6. Disposition acceptability - What influence do they have over others, are they a leader, are they dependant on others and can they work on their own.


7. Circumstances - Do they mind working unsocial hours, do they mind travelling, or taking work home to mark.

With the aid of this plan it can assist an organisation in finding the most suitable candidate.

Waitrose

Should waitrose plan to open a new store in a town centre, some key labour questions should be asked.

Is the location of the premises easy to locate?

What are the local transport around the area?

Unemployment around the area? (This question needs to be known so the company can advertise and employ locally)

What competition is there from other stores?

What type of employee are they looking for?

What type of salary do they offer?

What experience do they require?

What training is available?

References

IES, 1996. Human resource planning. [Online] Available at: http://www.employment-studies.co.uk/pubs/summary.php?id=312 [Accessed on 13 May 2010]

Wordpress, 2009 [Online] Available at: http://bzowy.wordpress.com/2009/11/27/alec-rogers-seven-point-plan-and-munrow-frasers-five-fold-grading-system/ [Accessed on 13 May 2010]

ROLE OF THE LINE MANAGER

Five Benefits of a Line manager

Managers can :

Set Objectives by describing what needs to be done and by who

Motivates staff by creating a team out of people who are responsible for a given job

Organises and selects staff, divides work to specific areas

Measures targets and performance of the individual and the team

Develops the knowledge of staff by ways of training.

Five Drawbacks of a Line Manager

With every benefit, comes a drawback which include:

Negative belief in HRM

Has different manergerial skills and styles, to those required

Top management have a negative attitude to HR

There may not be sufficient training in skills required

Management can be too close to employees. (Mullins,L, 2007)

Skils required to Assist Managers

To enable a front line manager be more efficient, sometimes requires other skills. Experience can always help, yet other issues may need assistance. These can be :

Customer relations - How to communicate, listen and advice customers on issues or complaints which have been raised.

Teamwork - To be a good manager requires key skills in being a leader. If you can not lead then others will not follow.

Rules & regulations - Management need to keep up with all rules and regulations. Legistlations change or get updated.

Staff Training - Key skills are required to assist management in training staff with improving themselves.

Appraisals - Management need to understand their employee. Any concerns from either person can be evaluated with an appraisal. Concerns such as training needs, job role etc. (cipd, 2010)

The role of the team leader, or line manager, at university is only successful because of the support from their management. Quality time management, course evaluation, interveiwing staff or prospective students, exam marking, are but a few of the key skills required.

Through my own personal experience the role of a line manager is best suited for me. Some of the key skills which have been used are team leader, job evaluation, time management, customer relations, staff appraisals, interveiwer. All these qualities have only been possible through ongoing training, courses and experience.

References

cipd, 2010. [Online] Available at: http://www.cipd.co.uk/subjects/maneco/general/rolefrntlinemngers.htm [Accessed 13 May 2010]

Mullins,L, 2007. Management and Organisational Behaviour. Marlow:Pearson

TEAMWORKING

Teamwork Reviewed
Teamwork has played a vital role in almost every job I have had the privilege to work. London ambulance, Foreshore inspector, Lifeguard, self employed builder have all had to use the skills of each individual. Working together helps maintain a higher level of success. Teamwork is about bringing together each individuals skill, and experience, and using it to enable a group of people to complete given tasks.
One of the most rewarding times was when a young diver, at the local swimming pool, had dived in at the shallow end of the pool. He had gone too deep and hit is head onto the bottom of the pool. Immediately recognised by a lifeguard, a spinal injury was indicated to colleagues and the teamwork began. With confidence and experience the young lad was brought to the side, placed on a spinal board, and handed over to the emergency services. The young lad was transferred to a specialist spinal unit, in Scotland, and after 6 months of treatment was back at the pool competing.

Lifeguards spend a lot of their time rehearsing for worst case scenarios. To maximise success requires dedication and a good team.

Forming, Storming, Norming, performing
Dr Bruce Tuckman introduced this model in 1965. It explains that a team develops through maturity. Established relationships helps change leadership styles. The four stage model is:

1. Forming - The high dependence is on the leader, who is looked at for guidance and direction. It is the beginning part of building a team.
2. Storming - The team requires a focus on aims and goals. Each member attempts to establish themselves and their ability.
3. Norming - The team respond to each other, decisions are made and agreed. development and bonding play a big part.
4. Performing - Team members can achieve their task without the participation of the main leader. The team is able to resolve issues, and maintain a good working relationship within the team.

Tuckman refined his theory in 1975 and applied a fifth stage.

Adjourning is the break up of the group. When the task is complete each member will move on. (businessballs, 2009)

Teamwork during assignment

With the team, chosen for the assignment, each members ability and strengths were looked at. There was a finisher, two shapers, and a team leader. The team started out really confident, and the task was started. By the time the team had got to Norming, it was apparent that one member was lacking in effort. Motivation and communication failed and weaknesses started to show in the whole team. The fourth stage was never achieved due to focus only being on one member letting everyone down. Although the remaining three members finished the assignment, a strong sense of betrayal was felt.

Boots UK

Boots arerated as the sixth best big company to work for. staff feel appreciated and some have as much as sixteen years service alone. Teamwork is strongly encouraged, and is achieved through motivation, meetings, section activities and teamwork training.A sense of being part of a large family and the boots attitude towards staff, are some of the qualities that help make teamwork efficient.

Nando's

Nando's is the number one company to work for, according to a 2007 poll in times magazine. Encouraging staff to enjoy their jobs, a strong sense of family in their teams, and being treated as individuals help maintain a good teamwork spirit. Training and development help staff fulfill their potential, whilst a good relationship with management helps aswell.

Conclusion

Whilst a good relationship is required to help maintain a strong team, this is only successful with each team members understanding and assistance. A close bond between employer and employee is maintained through communication, training needs met, and encouragement to fulfill their full potential.

A break up of trust and communication results in a break up of the teamwork, and a sense of failure can prevent tasks being completed.

References

Businessballs.com, 2009. [Online] Available at: http://www.businessballs.com/tuckmanformingstormingnormingperforming.htm [Accessed on 8 May 2010]

Times on line, 2007 [Online] Available at: http://business.timesonline.co.uk/tol/business/career_and_jobs/best_100_companies/ [Accessed on 8 May 2010]

ORGANISATION and MANAGEMENT THEORY

Five Functions

Henry Fayols five functions were based on his experience as a managing director of a mining company. He derived that with the complexity of a business, the management needed to be more professional.

The five functions were focused on key relationships between personnel and its management.

1. Planning - This requires the participation of the entire organisation. It must be on different levels and time horizons.


2. Organising - This provides the capital, personnel and materials for daily running of the business. It depends on a number of employees.


3. Commanding - This creates an effective workplace, where all involved in a business, feel valued.


4. Coordinating - A business can build an equal balance between working activities and social activities. This can be achieved by ways of meetings, to enable problem solving.


5. Controlling - This identifies weaknesses and errors. By having appraisals, the employee can give opinions and the employer can give them the chance to improve. Communication and feedback are important ways of identifying problems. (provenmodels, 2010)

Virgin

The management of Virgin provides adversary and managerial support throughout the vast virgin network. They offer support to all their sector teams, and manage Virgins financial assets. This enables the management to maximise the virgin brand and ensure it is an employer of choice. (virgin.com, 2010)

John Lewis

The managements responsibilities lie with their employees. Every employee is a partner and have a share in the profits. The management pride themselves on their customer service, and their commitment to their suppliers. As a partnership, their corporate responsibilities determine the priorities of the business. How they manage and monitor performance, set goals and objectives and keep up their promise and commitment enables them to be a finely tuned operation. (johnlewispartnership, 2010)

By ensuring a good employer to employee relationship, both Virgin and John Lewis have managed to be successful. The management of both companies use the five functions to full effectiveness. Their commitment stands out, and their names are known by everyone.

Scientific Management

Formulated by frederick Taylor in 1911, he proposed scientific methodologies to improve productivity on the shop floor. Many problems, such as low productivity and poor relationships, between management and employee were caused by improper work ethics.

The problem with Taylors theory was that it contained both pros and cons.

Pros

It could increase productivity

Increase management and employee relationships

with increase of productivity came increase of salary

describes management as a proffesion

gave individual sectors responsibilities

Cons

reduction in staff requirements

it was internally orientated

unfair to employees as it falsified figures

only concentrated on money, and not the job

de-motivating for the employee (Mullins,L. 2007)

Conclusion

With the aid of Fayol, businesses are able to commit their efforts in providing a service, which benefits both themselves and their employee. Virgin and John Lewis maintain their success through implementing the five factors. Although Taylor looked at improving the productivity and finance of a business, it lacked the requirements of good relations between management and employee.

References

Johnlewis partnership, 2010 [Online] Available at: http://www.johnlewispartnership.co.uk/display.aspx [Accessed on 8 May 2010]

Mullins,L. 2007. Management and organisational behaviour.Harlow:Pearsons

provenmodels, 2010 [Online] Available at: http://www.provenmodels.com/3 [Accessed on 8 May 2010]

Virgin, 2010 [Online] Available at: http://www.virgin.com/management/ [Accessed on 8 May 2010]

ENTERPRISE WEEK

Transmitting information is easier than creating understanding

This event was held in the Gateway lecture theatre at 2pm on 17th November 2009.

The subject was on marketing and media, and was a question time lecture.

It started just after the allocated time, this allowed for the students to take their seats, and was almost at full capacity. The panelists consisted of 6 business managers from a wide range of areas. There was a chief strategy manager, a group creative Architect and advertising managers.

The event stated with some year 2 students presenting their ideas regarding global economic problems during the credit crunch. Some were regarding how companies had managed to continue business during a hard time, and some were regarding the ideas businesses used , to enable maximum output.

After the presentations came the question and answer stage. The group of panelists were each allocated questions from their specialist areas. This was quite good as it gave an insight into how you went about getting clients, and how to advertise a given item ( could be chocolate, aftershave, clothes, mobile phones etc) and maximise your sales.

The outcome of this lecture was that it gave an insight into how you needed the media to help assist in selling a given product. With technology changing daily, and consumers using a wider range of ways in which to learn about new gadgets, clothing, news etc, a business has to be able to draw the consumer in. Television used to be the best choice of advertising, yet now we have computers, web sites and things such as face book, the advertising companies have to widen their publicity.

A product requires a consumer who can look at it and say "I want that". To get the consumer requires advertising.

PERSONALITY

Personality


Each person has their own type of personality.
Some are influenced by their surroundings, yet some are taught by their parents. No one way is the right way. Can people change their personality ? Can people use their personality to get something they require ?
Although the answer should be yes, it would depend on the type of person you are. Your personality is categorised in two ways, Nature or Nurture.

Nature
According to scientists, a person who has a nature personality, has it because of their heredity. They feel that this type of personality is in the genes. In an article in Life magazine George Howe Colt states that after new studies, it has been shown that someones personality is mostly in the genes. (about.com, 2010)

Nurture
A person who's personality comes from their environment, is most likely to be in the nurture category. Depending on their environment , and their attitude towards achievement, can help change someones personality. Studies on infants and young children have proven that they can be trained, or conditioned, so as to achieve a given task.

With the Nature Vs Nurture debate, it has been shown that whilst it is in your genes, and it helps make you behave in a certain way, it does not make someone do something they do not want to do.
Two websites that review this debate are :
http://www.age-of-the-sage.org/phsychology/nature_nurture.html
http://www.associatedcontent.com/article/16572/the_childhood_development_nature_vs.html

Personality test
The first test taken was from http://www.initforlife.com/home/tm.asp
This involved answering a selected amount of questions, each about how you react to others, how you see yourself etc. Each answer was from 1-5 of agree to disagree, and 3 being neither agree or disagree.
The results were calculated and given in order of how you came. Each section was to do with areas of the brain and how you think.

1. Sensitivity - helps for perception
2. sociability - spontaneous action
3. Insight - creates personal meaning
4. Logic - helps draw conclusions
5. Charisma - gives inspirational action
6. Pro activity - setting goals by direct action
7. Order - stores precise information
8. Control - organized action

The scores showed that you feel emotion and are sensitive to other peoples feelings.

The second test was from http://www.bbc.co.uk/science/humanbody/mind/surveys/whatamilike/index.shtml

The big personality test involved answering questions about your life, growing up, health etc. The results were given by means of a big 5 graph, and calculated out of a total mark of 5.

1. Openness - Dislikes trying new things ( scored 3.2/5)
2. Conscientiousness - Dependable and organized ( scored 4.3/5)
3. Extroversion - Positive outlook ( scored 3.4/5)
4. Agreeableness - Sympathetic and considerate ( scored 4.2/5)
5. Neuroticism - Powerful work ethic, a will to succeed ( scored 3.1/5)

By calculating the results, against each other, it showed that the person was a prime candidate for employers. showing a great will to succeed.

Conclusion

Although the findings were calculated on a choice of given questions, they could be re-taken and give different results. The idea of personality tests can be used as a guide to someones way of thinking, or reacting to a situation. Results are easy to fabricate, by means of false answers. A person may seem to be unsuitable for a position, yet when interviewed the candidate can be seen for who they are.

Research on babies and young children have found that a persons personality is in their genes, yet other research has shown that a person can change their personality, depending on the situation. Richard Branson had dyslexia, and came from a poor upbringing. Yet he went to university and by the age of 16 succeeded in a business. By the age of 32 he had made millions of pounds. Since forming Virgin he has become one of the most successful businessmen in the world. Was that Nature or Nurture ?

References

About.com, 2010. Genealogy. [Online] Available at: http://genealogy.about.com/cs/geneticgenealogy/a/nature_nurture.htm [Accessed 3 May 2010]

POWER & CONFLICT at WORK

Conflict
Conflict is seen as a moment, or situation, when one or more people can not meet an agreement.

Conflict in the workplace happens almost every day. Some conflict is seen as threatening, yet some can be where a decision needs to be made, or many solutions are available, from different people. Dealing with conflict requires tact, understanding, opinions, and motivation.

Whilst working for a trade union, as a staff representative, a situation had come about regarding a member of staff. It was alleged that the staff member was late for work, on a few occasions, was scruffy looking, and not being part of a team.
The member of staff was also sent home to shave, and the time absent was to be deducted from his salary. As staff representative it was my job to interview the member of staff, and other colleagues, and organise a meeting with management to try and find a resolution.
At the meeting the issues were explained, reviewed, and after a short break were resolved. The member of staff was put on a training course on how to be a better team player, was given a mentor, to show how to better himself, and his hours lost were reimbursed.

Sources of Power
French & Raven place the sources of power into five categories. these are:

• Coersive - This type forces someone to do something against their will. It is also seen as a form of bullying, and is used by governments to manipulate people, by obtaining votes.
• Reward - This is used to help motivate someone. The feeling of worth by getting a reward for a good job done. The promise of rewards can also be used as a punishment,or threat, by withholding it if the job is not completed in a stated time.
• Legitimate - People such as kings, police, government, management have legitimate power. This can only be used whilst they are in the required position. Once they leave they lose the authority, and therefore the trust.
• Referent - People who have idols, such as actors/actresses, footballers, pop stars, look up to them. The strong urge to be the same is known as referent power.
• Expert - When a person has the desired skills and knowledge in certain situations, they can obtain the desired outcome. Trade unions use this type of power to achieve their objective. (changing minds, 2010)

How to overcome conflict

To help assist management resolve conflict at work, a number of solutions are available.

1. Clarification of goals and objectives
2. Resource distribution
3. HR management policies and procedures
4. Non-monetary rewards
5. Training courses
6. Group activities
7. Leadership and management
8. Organisational processes
9. Socio-technical approach (Mullins,L. 2007)

With all the required resources available, it enables management to come to an agreement which benefits both employee and management. The aid of unions can help in these matters of conflict, but they should be used as a last choice.

Resolving Conflict

During employment with a local government, a situation occurred that would cause conflict. Management had ignored an employees request for an appraisal. All other members of staff were having their yearly appraisals, yet this member of staff was being ignored. HR had been contacted, letters of request had been sent, and as a final attempt to meet with management had failed, the trade union were called in.

After 3years of trying to get an appraisal, and after a grievance hearing, the situation was resolved.

This situation could have been resolved without the need of a grievance. If management were following the guidelines set out regarding appraisals, the situation would not have been an issue. Conflict at work in this case required mediation, before it could be resolved.

Conclusion

Conflict can affect, not just one person, but other innocent bystanders as well. Situations arise which can become unmanageable, if left alone or ignored. Policies and regulations are put into place to help assist managers and employees resolve conflict, and come to an agreement. The use of trade unions have been as a last resort, yet if used properly many trade unions have a wide source of experience. Sometimes if conflict can not be resolved then mediation could be the answer.

References

changing minds. org. 2009 French & Raven [Online] Available at: http://www.changingminds.org/explanation/power/french_and_raven.htm [Accessed 15 April 2010]

MMullins, L, 2007. Management and Organisational Behaviour. Harlow:Pearson