The purpose of this assignment is for students to show understanding and ability to apply the principles of effective Human Resource Management.
The assignment is split into three parts:
Part 1: Recruitment and selection
Part 2: Employee performance, development and reward
Part 3: Employment relationship
Over the past year, Woodhill College have expanded and at same time experiencing high staff turnover. There are currently several teaching vacancies which needed to be filled and the college have hired a new Human Resources (HR) manager. The college relied on a single recruitment method and advertise all teaching positions on the website jobs.ac.uk. Woodhill College is a rapidly developing college but there is no clear HR strategy for managing current and future workforce needs.
The existing recruitment and selection (R&S) process is as follows; candidates submit a CV with a cover letter and the HR manager determines who should be given an interview. The candidates are invited to interview which is made of a two member panel from the academic department.
Some of their questions asked are,
Applicants are then asked to do a 10 minute presentation on any subject of their interest.
After the interview the candidate is graded A, B or C (where A is the highest mark and C is the lowest) based on the candidate’s ability to meet the selection criteria. The panel would then convene to discuss the A-rated application forms and agree on a list of candidates who would be invited to attend an induction day. Training is not offered to panel members to help them to select the best candidates.
To achieve Merit criteria (M1 and M2) you will have to;
To achieve Distinction criterion (D1) you will have to;
Carry out an investigation into a job role of your choice in the education sector. Find out what skills and qualifications would be needed for this job role.
To achieve Merit criteria (M5) you will;
d.Provide a rationale for the application of specific HRM practices in the context of the above case problem
Efficient and effective training and development of employees is an essential element for Tesco’s continuing growth in an increasingly commercial world. Tesco requires employees who are committed and flexible in order to aid its expansion of the business. The expansion of Tesco relies on retaining existing customers and acquiring new ones. All customers need to be confident and happy in Tesco. This relies on committed and flexible employees delivering the highest standards of service to meet Tesco’s objectives. Tesco’s structured approach to training and developing its existing and new employees provides a strong foundation for its continuing growth.
With a bit more research write a 1000-1500 word report that:
To achieve Merit criterion (M3)
You will explore the different methods used by TESCO in developing its employees and considering the strengths and weaknesses of such a programme.
To achieve Distinction criterion (D2)
You will critically evaluate HRM practices (training, development, flexibility and reward) within TESCO, using a range of specific examples.
The company’s approach to employee relations is based on engaging with its employees. It does this by a combination of methods: collective bargaining, consultation with elected employee representatives and direct engagement with individuals. Engagement is regarded as being critical to the success of thecompany, which is developing a balanced scorecard containing different measures of engagement.
ITV uses a wide range of direct communication methods to engage with individuals. ITV’s intranet, known as the Watercooler, provides a daily online update on news affecting ITV and there’s a weekly Watercooler for employees who are not online. Other methods of communication include the 60-Second Update – produced monthly by central communications and setting out what’s going on in the business – individual development reviews, briefing meetings, workshops and using individual relationships with line managers.
The effectiveness of the process is monitored through employee opinion surveys.
The company also engages in collective consultations through elected representatives because unions represent only 15 per cent of employees and the employer wants feedback from the whole workforce. ITV needs to consult employees frequently because of the scale of change within the organisation. It has 15 communication/consultation groups centred on different businesses/locations.
ITV uses collective bargaining as a means of securing employee agreement on new working practices. It believes that collective relationships deliver significant change management benefits to the company and help to reassure employees that their interests are being respected. However, they rarely deliver engagement, which is built on the role of line managers, HR policies and effective employee communications.
The distinction between negotiation and consultation can be quite subtle. In practice, the company uses a similar approach in dealing with recognised unions (collective bargaining) and elected employee representatives (consultation): management sets out its proposals, it takes account of the response and it decides what action to take.
Using the case study and with a bit more research;
Provide an analyses on the importance for ITV to maintain good employee relations and how it
To achieve Merit criterion (M4)
To achieve Distinction criterion (D3)