HR Management

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http://www.bized.co.uk

Human Resource Management

Copyright 2007 ± Biz/ed

http://www.bized.co.uk

Human Resources Management

Copyright 2007 ± Biz/ed

http://www.bized.co.uk

Recruitment

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Recruitment
‡ The process by which a job vacancy is identified and potential employees are notified. ‡ The nature of the recruitment process is regulated and subject to employment law. ‡ Main forms of recruitment through advertising in newspapers, magazines, trade papers and internal vacancy lists.
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Recruitment
‡ Job description ± outline of the role of the job holder ‡ Person specification ± outline of the skills and qualities required of the post holder ‡ Applicants may demonstrate their suitability through application form, letter or curriculum vitae (CV)

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Selection

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Selection
‡ The process of assessing candidates and appointing a post holder ‡ Applicants short listed ± most suitable candidates selected ‡ Selection process ± varies according to organisation:

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Selection
‡ Interview ± most common method ‡ Psychometric testing ± assessing the personality of the applicants ± will they fit in? ‡ Aptitude testing ± assessing the skills of applicants ‡ In-tray exercise ± activity based around what the applicant will be doing, e.g. writing a letter to a disgruntled customer ‡ Presentation ± looking for different skills as well as the ideas of the candidate
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Employment Legislation

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Employment Legislation
‡ Increasingly important aspect of the HRM role ‡ Wide range of areas for attention ‡ Adds to the cost of the business

Even in a small business, the legislation relating to employees is important ± chemicals used in a hairdressing salon for example have to be carefully stored and handled to protect employees.

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Discrimination
‡ Crucial aspects of employment legislation:
± Race ± Gender ± Disability

Disability is no longer an issue for employers to ignore, they must take reasonable steps to accommodate and recruit disabled workers. Copyright: Mela, http://www.sxc.hu

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Discipline

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Discipline
‡ Firms cannot just µsack¶ workers ‡ Wide range of procedures and steps in dealing with workplace conflict
± Informal meetings ± Formal meetings ± Verbal warnings ± Written warnings ± Grievance procedures ± Working with external agencies
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Development

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Development
‡ Developing the employee can be regarded as investing in a valuable asset
± A source of motivation ± A source of helping the employee fulfil potential

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Training

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Training
‡ Similar to development:
± Provides new skills for the employee ± Keeps the employee up to date with changes in the field ± Aims to improve efficiency ± Can be external or µin-house¶

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Rewards Systems

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Rewards Systems
‡ The system of pay and benefits used by the firm to reward workers ‡ Money not the only method ‡ Fringe benefits ‡ Flexibility at work ‡ Holidays, etc.
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Trade Unions

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Trade Unions
‡ Importance of building relationships with employee representatives ‡ Role of Trade Unions has changed ‡ Importance of consultation and negotiation and working with trade unions ‡ Contributes to smooth change management and leadership

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Productivity

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Productivity
‡ Measuring performance:
‡ How to value the workers contribution ‡ Difficulty in measuring some types of output ± especially in the service industry ‡ Appraisal
± Meant to be non-judgmental ± Involves the worker and a nominated appraiser ± Agreeing strengths, weaknesses and ways forward to help both employee and organisation

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