1.1 Managing Human Resources Effecitvely- Human Resources

Question 1

Recruitment

Answer 1

Is the process of identifying staffing needs and attracting suitable applicants for vacancies. Poor recruitment can be costly.

Question 2

Selection

Answer 2

Is the process of making sure the right people are chosen to fill these vacancies. Poor selection can be costly.

Question 3

Internal sources of recruitment

Answer 3

Applicants may come from within the organisation i.e. a promotion or redeployment for an existing employee. This ma involve a change of role and/or a change in location.

Question 4

Advantages of internal recruitment

Answer 4

The applicant and quality of their work can be more easily verified as they can be observed and internal references may be more reliable.
The organisation may already have invested in training the worker- lower costs for induction and job training.
By offering internal promotion opportunities the organisation is more likely to motivate and retain its best staff.
Employees are already aware of the culture and rules of the organisation and will settle in to their new role more quickly.

Question 5

Disadvantages of internal recruitment

Answer 5

There may be a limited choice of suitable applicants within the business.
Usually creates another vacancy elsewhere in the organisation- recruitment and selection costs are shifted to this.
Staff stagnation- not getting the benefit of new ideas from new staff.

Question 6

External sources of recruitment

Answer 6

This involves identifying a new member of staff to join the organisation.

Question 7

Adverts can be placed

Answer 7

Over the internet.
In local or national newspapers or specialist publications.
Use specialist recruitment agencies.
Through job centres.

Question 8

Advantages of external recruitment

Answer 8

There is a wide range of choice suitable applicants, outside of the business.
It doesn’t create gaps in other parts of a business.
New ideas are being generated into the business, from new staff.

Question 9

Disadvantages of external recruitment

Answer 9

You cannot verify the quality of their work like you can with internal recruitment.
The organisation will need to train new staff which will be costly.
New employees need to be trained about the culture and rules of the organisation.
Advertising costs can be so expensive, and it takes time to sift through all the applicants.

Question 10

Application forms

Answer 10

Applications may arrive through the post, on-line, by email or by telephone. They may involve the use of an application form template or a more open letter of application.

Question 11

Advantages of application forms

Answer 11

You can ask for the exact information you need to know.
It is easy to compare the skills and experience of different applicants.
You can use the same form for future vacancies.

Question 12

Disadvantages of application forms

Answer 12

They are time-consuming anal can be tricky to design.
The cost involved in producing and sending them out to applicants.
Lengthy application forms can be off-putting.

Question 13

Curriculum vitae (CV)

Answer 13

It’s a summary of your career history that is often the first phase in getting yourself noticed by potential employers.

Question 14

Advantages of requesting CVs.

Answer 14

There is no need to produce and send out a form to every applicant.
You can tell something about candidates by the way they present their CV.
A covering letter can give you a good idea of their suitability for the job.
There are no costs involved for you.

Question 15

Disadvantages of requesting CVs.

Answer 15

It is harder to compare the skills and experience of different candidates.
Gaps in education or work can be hidden more easily.

Question 16

Formal interviews

Answer 16

Predetermined structure, same questions asked, set criteria against performance is measured.

Question 17

Informal interviews

Answer 17

Unstructured ‘getting to know you’ in advance of the formal interview. This allows more scope for variation in questions asked from both sides.

Question 18

One-to-one interview composition

Answer 18

One applicant, one interviewer. Often informal and relaxed anal may be used as part of the long-leet stage.

Question 19

Panel interview composition

Answer 19

Two or more interviewer with one candidate. Interviewers take turns to ask questions and can score candidates individually, and then discuss their options with the rest of the panel after the interview has been completed.

Question 20

Advantages of interviews

Answer 20

A chance to gather additional information on a candidate.
Opportunity to clarify or elaborate on contents of an application from.
Can check oral communication skills, body language and personal characteristics.
Allows comparisons to be made between candidates in a pressured situation.
Can collate several peoples’ opinions on candidates.
Gives candidates the opportunity to ask questions about the job/organisation.

Question 21

Disadvantages of interviews.

Answer 21

Prone to gut reaction decisions rather than observation of fact.
Costly to organisation- time and money.
Candidate’s interview skills may hide real issues of skill and experience.
Interviewers often lack skills and experience to make right appointment.

Question 22

Selection testing

Answer 22

To overcome some f the short fails of the interview as a method of selection, many organs atoms also include selection testing to gain a more objective view. This can be conducted before, after or even during the interview process.

Question 23

Selection testing- intelligence tests

Answer 23

These tests are designed to measure cognitive(thinking) ability and therefore give insight into candidates potential to learn. Tests may cover verbal reasoning, mercy and problem solving ability. Information gathered can be measured quantitatively enabling direct comparisons to be made.

Question 24

Selection testing- personality tests

Answer 24

Aim is to identify applicants’ traits .e.g introvert or extrovert? These test are useful where particular character traits may be important e.g. sales representatives may require an outgoing personality. These tests may help the business workout how well an applicant will fit in their teams.

Question 25

Selection testing- aptitude testing

Answer 25

They test a candidates natural ability and their potential to develop the skills for a job e.g. mechanical ability, manual dexterity, numerical ability. Can be particularly useful to assess candidates with listed work experience to offer.

Question 26

Selection testing- attainment tests

Answer 26

Candidates are tested on their existing knowledge or skills, these can be measured against an agreed standard within he organisation. They may tests knowledge specific to the job or practical skill such as keyboarding.

Question 27

Selection testing-fitness/medical tests

Answer 27

Certain occupations ma require a minimum level of fitness e.g. emergency services. Most organisations will want to know that a prospective employee is in good earth and therefore less likely to be off sick.

Question 28

Human resource planning involves

Answer 28

Reviewing recent employment trends.
Predicting future staffing requirements.
Predicting the future supply of workers with appropriate skills.
Predicting labour turnover- the rate at which staff will leave the organisation.
Planning how to satisfy and motivate employees.
Planning how to support staff training and development.
Planning how to release staff who are no longer needed.

Question 29

Human resources can be grouped into

Answer 29

Newly appointed staff who may need an induction.
Potential future staff, who may want to join the organisation.
Existing staff who may need performance appraisals.
Departing staff who may be dismissed, made redundant, retiring, or choosing to leave.

Question 30

Flexible working hours

Answer 30

Shift from traditional ‘9-5’ working to more flexible working patterns.

Question 31

Flexitime

Answer 31

Flexibility in start and finish times provided the correct number of hours is worked over an agreed period e.g. a week or month. This has allowed people to avoid commuter traffic and to plan more flexible child-care arrangements.

Question 32

Job-share

Answer 32

2 people share one full time job, splitting the hours duties and wages. This has been popular with parents of young children who wish to remain in the work force but do not feel they can maintain a full time job.

Question 33

Compressed week

Answer 33

This allows a full time job to be compresses into fewer days by working longer shifts eg 3x12 hour shift. This has been a popular alternative to job-sharing for those who require the income that goes with a full time job.

Question 34

Annualised hours contracts

Answer 34

The workload for the year can be divided unequally with staff working longer hours at certain times of the year and shorter hours at quieter times- it remains the responsibility of individual employees to ensure they fulfil the requirements of their job over the year.

Question 35

Shit work, evening and weekend working

Answer 35

With more businesses staying open for linger hours, some workers prefer to work less social hours as they maybe bee unavailable during normal week day hours due to child-care commitments. Others may prefer the higher wages rates that may go with working unusual hours.

Question 36

Causes of flexible working practices

Answer 36

Increases in business operating hours and the demand for more family-friendly working practices as a result of socio-cultural factors. Employers have a legal requirement to consider flexible arrangements for the hours and conditions of service of workers with young families.

Question 37

Impacts of flexible working practices

Answer 37

Can be difficult to monitor hours and ensure that tasks are being completed. More staff involved makes the calculation and administration of pay more complicated.

Question 38

Home working/ teleworking

Answer 38

Fewer people are working in a traditional office environment with many working from home using the internet to maintain contact with the business. Mobile technologies allow people to work anywhere, coming into their office to make use of a booked ‘hot desk’ when required.

Question 39

Causes of home working

Answer 39

Made possible by developments in technology and changing attitudes by employers. Many workers want to reduce the stress, time and cost associated with commuting. Other workers may be unable to relocate to towns and cities.

Question 40

Impacts of home working

Answer 40

Reduced costs for office spaces but the need to provide equipment and technical support to remote locations. Employers can access worker who might not otherwise be available for work due to their location or circumstances.

Question 41

Advantages to employers of flexible working practices

Answer 41

The organisation mainly employs people who contribute directly to core activities and so they can focus on providing a high quality service in these areas.
Longer term savings on salaries and office space which reduces operating costs and improve profitability.
Some reduction in requirements to pay sickness benefit,, holiday pa, pensions, redundancy.
Reduction in some other administrative costs if agencies are processing wages.

Question 42

Disadvantages to employers of flexible working practices

Answer 42

More time and money may need to be spent n recruitment and selection e.g. if taking on several part time workers.
Employees are less likely to remain committed to the organisations therefore recruitment, selection and training costs might be high with high staff turnover.
There may be an increased need for training (induction training).
There is a lack of continuity in staffing, affecting standards of service offered to customers who may go elsewhere. May be more difficult to build effective teams.

Question 43

Advantages to employees of flexible working practice

Answer 43

Gives workers that chance to try out with a business- may end to permanent work.
More family friendly- may enable parents to return to work.
Reduced stress, time and cost of travel to work.
Greater chance of people with restricted mobility to join the work force.

Question 44

Disadvantages to employees of flexible working practices

Answer 44

Less job security- may make it difficult to get a mortgage.

Loss of motivation and job satisfaction if workers feel they have lower status.

Question 45

Training and development

Answer 45

Training involves employees being taught new skills or ways of improving existing skills. Staff development involves developing staff so that they have the skills and competencies to cope with all aspects of the job that they do, now and in the future.

Question 46

Reasons for training- creased productivity

Answer 46

More output per head of worker will mean more products being available for sale at a lower average cost, thus improving profitability.

Question 47

Reasons for training- improved flexibility

Answer 47

Employees with a wide range of kills are more flexible and adaptable so can carry out more varied tasks. This means staff can be over around the business to perform lots of different roles as required.

Question 48

Reasons for training- improve employee staffs faction/ motivation

Answer 48

Staff are going to be motivated by a greater challenge and variety in work. This may encourage them to remain in the business rather than seeking new career opportunities elsewhere. Motivated staff will work harder for the business and may take less time off. Employee relations are improved.

Question 49

Reasons for training- improve the image of the organisation

Answer 49

May help attract higher quality applicants for job vacancies and establish a good reputation with customers e.g. if employees have been been trained in customer care.

Question 50

Reasons for training- reduced waste/higher quality output

Answer 50

Trained staff are less likely to make mistakes which should reduce waste. Skilled staff procure a higher quality of product, which will improve customer satisfaction and improve competitiveness.

Question 51

Problems with training- training expenses

Answer 51

Any booking fee, plus the course itself plus any travel and subsistence costs paid to trainees if they have to travel. If specialist trainers are involved their salaries must be paid. These expenses will increase the running costs of the business.

Question 52

Problems with training- loss of output

Answer 52

People will be away from their job which will lead to a loss of output for the business because these employees will be producing no output. Alternatively, the business may have to employ someone else on a temporary basis to cover the work.

Question 53

Problems with training- wage costs increase

Answer 53

Highly trained employees will expect an increase in their salary to reflect their enhanced contribution to the business. This increases running costs and if not paid the employee may seek a better pay in another job, and taking their skills with them.

Question 54

Induction training

Answer 54

This is provided to new staff to make them aware of the way the business runs and to give general information about the organisation. Employees benefit from feeling at ease and meeting colleagues who can support them. The worker will then become more productive more quickly when they do start.

Question 55

Induction training includes

Answer 55

A history of the organisation, personnel policies, terms of employment, physical facilities, lines of responsibility, rules and safety measures.

Question 56

On the job training

Answer 56

This training usually takes place during normal work time at the normal place of work, usually carrying out the job they have been appointed to.

Question 57

On the job training- shadowing

Answer 57

Sitting beside an experienced worker who explains and demonstrates the work that is to be done.

Question 58

On the job training- coaching

Answer 58

The trainee does thee job, but is overseen by an experienced person who will guide and prompt them on how to improve their work.

Question 59

On the job training- mentoring

Answer 59

The trainee is paired with an experienced member of staff that they can approach for help and advice as required.

Question 60

On the job training- job rotation

Answer 60

The trainee moves around departments over their few months in the business, thus gaining an overview of all its activities.

Question 61

On the job training- apprenticeships

Answer 61

Trainee learns a trade e.g. electrician by co-working with a qualified trades person who they initially shadow and who then coaches and mentors them over a period of years.

Question 62

Advantages of on the job training

Answer 62

Cheaper to operate as they are ‘in house’ and so usually use staff who are employed by the business.
There is likely to some output from the trainee thus contributing directly to the profitability of the business.
Training is provided by people who are familiar with the culture and work of the organisation thus passing on the right attitudes to expectation.
Trainee learns using exact procedures and equipment they they will be using in their own job.

Question 63

Disadvantages of on the job training

Answer 63

May be a shortage of suitably experienced staff to train. While this can be overcome by employing specialists to come in, other benefits may be lost.
Can reduce the productivity of the person being shadowed or mentoring and so reduce the output of the business in the short term.
Danger of missing out aspects of training if not conducted in a systematic way. This can be overcome by the use of checklists and monitoring of training.

Question 64

Off the job training

Answer 64

This can take place away from the normal place of work, or at work but out with normal working hours. It’s defining features is that the trainee is not expected to be carrying out any of their actual work at the time of the training course.

Question 65

Off the job training- In-house courses

Answer 65

Offered by the organisation itself using its own employees. This may be at the normal place of work but employees are not doing their job at the same time. It can be cheaper to operate with benefits of being trained by someone familiar with the organisation.

Question 66

Off the job training- external vocational

Answer 66

Trainees released from their normal job on a weekly, monthly or block- release basis to attend a course at a training centre or college. Courses usually need to have recognised qualifications.

Question 67

Off the job training- distance learning

Answer 67

Involves the trainee working through self contained paper-based or electronic units of study. Trainees submit assignments through the post or on-line and may attend seminars where they meet their tutor personally e.g. Open University.

Question 68

Off the job training- commercial providers

Answer 68

Profit-making companies may offer specialist training courses lasting hours, days or longer.

Question 69

Advantages of off the job training

Answer 69

More likely to be delivered by experienced and qualified specialist trainers.
Less likely to tie up experienced workers from within the business.
More systematic and planned and therefore less likely to miss content.

Question 70

Disadvantages of off the job training

Answer 70

More costly to operate as course fees and trainer’s expenses must be met.
Loss of output from workers if being trained during normal working hours.
Trainers and learning environment may be unfamiliar to trainees.
Equipment and procedures unlikely to be an exact match to those being used at the trainee’s actual place of work.

Question 71

Virtual learning environment

Answer 71

VLE is an e-learning system that simulates a real-life classroom. It is web-based and allows staff and learners to communicate without being in the same physical environment. Learners can access the resources at a time that it suitable to them.

Question 72

Virtual learning environment- advantages to the employers

Answer 72

Less time is spent away from from the work place by employees which improves productivity and reduces costs.
Travel costs are eliminated as employees can access the VLE anywhere provided they can access the internet.
Development of employees will increase motivation and reduce staff turnover.

Question 73

Virtual learning environment- advantages to employees

Answer 73

Increased flexibility as the VLE can be accessed at any time, for example during the commute to work.
Employees learn at their own pace and can refer back to virtual lesson materials as many times as they require.
Social space on the VLE allows employees to interact with staff and other learners through discussion forums or chat.
Homework and assignments are completed and returned online, which is cost and time effective.
Improve chances of career progression.

Question 74

Virtual learning environment disadvantages

Answer 74

Some employees may be reluctant to learn in a virtual environment, preferring to learn in the traditional way.
If the internet or the network hosting the VLE is down materials cannot be accessed.

Question 75

Professional development through training schemes

Answer 75

They provide an opportunity for employees to gain core experience and skills with an employer, starting from the bottom up. At the end of the training period the employee will not have a recognised qualification but they have the opportunity to secure a job with their employer if they made a good impression. Things to include in a CV. Training schemes are favoured by graduates, they give employment for a period of 1-2 years during which the graduate will gain a wide range of experiences in the workplace.

Question 76

Professional development through work-based qualifications.

Answer 76

Work-based learning enables employees to study towards a qualification while still earning a salary, which is advantageous to individuals for whom, the cost of attending university full time is a barrier. Courses are delivered in conjunction with a university, college or other training provider and extend the workplace knowledge, skills and ability of employees.