I will publish notes, articles and slides on relevant information and also link to relevant websites.
Sunday, 24 February 2008
Remember when you are writing your answer EXPAND the bullet points please!!!
· Staff become more competent at their jobs
· Staff become moer flexible
· Staff motivation increases
· Increased productivity
· Changes become easier to introduce
· Fewer accidents
· The organisation’s image improves eg when dealing with customers
· Reduced waste
· Once fully trained, staff may leave for better paid jobs
· Financial cost of training may be high
· Work time is lost when staff are being trainedQuality of training must be high for it to have a positive effect
For each of these bullet points think about adding a bit to the sentance with BECAUSE.
Staff become more competent at their jobs because they learn new skills to make them more efficient.
Don't just list the headings or key words!!!
1. Job Analysis - this is the initial phase of recruitment and selection. Is their a job that actually exists? Think about what happened when the PTs of English and Modern Languages left the school. They were not replaced individually but by a new role: Faculty Head of Communications, which absorbed the managerial side of the PT posts. Obviously the teaching side was absorbed into the departments, as the new FH is an English specialist, so Modern Languages teachers had to take on new classes.
2. Job Description - this is when a document is written up by HR that contains the job title, the duties, roles and responsibilities of the job.
3. Person Specification - again another document that is created as part of the application pack sent out to potential candidates. It contains information of the characteristics and skills required of the ideal candidate. It includes essential and desirable features. ie in the new Faculty of ICT new Teachers HAVE to teach either Computing or Business, but ideally they can be dual qualified like Mr Arthur (I'm only at the probation stage for Computing, but I wonder if I'll ever get it done! I'm far too busy!) as this gives timetable flexibility to the school.
4. Advertising the post Internally or Externally.
For this you need to think about the costs involved and also the benefits/costs of hiring people who work already within the business or getting new ideas and experiences from outside. Think about the impact of either on existing staff morale (career development, promotion etc)
5. Application Forms and CV/Cover Letters - these are sent out to candidates by post or email and they have to complete and send in by a closing date.
6. Filtering the applications and the leet (shorlist) - the panel go through the applications and seperate the wheat from the chaff. Remember the Phones 4 U video. The HR Manager went through 2,500 CVs only allocating 10 seconds per CV. The lucky 6 or so candidates are invited to attend interview.
7. The interview process - a series of questions are asked by a panel of interviewers. They take notes on the candidates and compare at the end. I will publish a separate article on interviewing tips later.
8. Other Selection Methods - This stage may also happen whereby IQ, Aptitude and personality tests are involved or Assessment Centres are used to select the top candidates.
(Remember Assessment Centres are expensive and normally only used for high flying jobs and not for low paid positions).
9. The Job Offer - normally the candidate who has got the job is offered the job BEFORE the unsuccessful candidates are told they didn't get it. This is so if the successful candidate rejects the job they have others to fall back on.
Human Resource Management (HRM) refers to that part of an organisation’s activities designed to attract, train, develop and maintain an effective workforce.
Some activities and roles undertaken include:
* drawing up job descriptions,
* organising the process of recruiting and selecting new staff,
* organise training (e.g. induction training for new staff),
* arrange and conduct performance appraisal,
* planning future staffing requirements,
* handling grievances,
* implementing HRM policy, e.g. equal opportunities (line managers are expected to be aware of all legal requirements affecting HRM).
The HRM department in an organisation is likely to fulfil a number of different roles:
The executive role
Here, the HRM department is seen as the ‘expert’ in matters relating to Human Resource Management and makes decisions about what should be done in this area. For example, the HRM department will ensure that organisational policies are developed in line with legal requirements, will decide to produce information booklets on training, etc.
The audit role
In this capacity, the HRM department monitors organisational activities to ensure that HRM policies are being properly implemented by all concerned.
The facilitator role
This role requires the HRM department to facilitate the work of other managers in the organisation and help them to acquire and use the skills, techniques and attitudes that they need to make sure that HRM policies are implemented throughout the organisation. For example, team leaders could be given training to help them respond to, and deal with, complex relationships between team members that may involve HRM issues such as grievances, equal opportunities, human resource planning, etc.
The consultancy role
In this role, the HRM department provides advice and guidance to managers at all levels on matters to do with the management of people.
The service role
This requires the HRM department to be the provider of useful information on HRM matters. This is most important in times of change when the organisation needs to make sure that it is up to date with what is happening, for example with changes in legislation on issues like equal opportunities, or with developments in HRM practice or 360-degree feedback.
Remember, think of the different topics you have to learn for HRM (ie HR Planning, Recruitment & Selection; Training & Development; Legislation; Employee Relations) and think how are the HR Dept involved?