2.1 Workforce planning Flashcards
Workforce audit
Look at existing staff, see if they are being used properly in terms of skills, potential, experience.
- Check on skills/qualifications of all existing employees
Labour turnover (LTO)
Amount of employees that leave the organisation in the span of a year.
- (# people who leave / total workforce) * 100 = % of people leaving
- Can be high or low, compare to others in industry
Human resource management (HRM)
Strategic approach to effective management of org’s workers so help achieve objectives and gain a competitive advantage
Human resource/workforce planning
Analysing and forecasting the number of workers and the skills needed by an org to achieve objectives
Human resource/workforce plan
Number of workers and skills required over future time period
Occupational mobility of labour
extent to which workers are willing/able to move to different jobs requiring different skills
Geographical mobility of labour
extent to which workers willing/able to move geographical regions to take up new jobs
Recruitment
Process of identifying need for new employee, defining the job to be filled and type of person to fill it, attracting suitable candidates for the job and selecting the best one
Job description
Detailed list of key points about job to be filled, stating all key tasks and responsibilities
Person specification
Detailed list of qualities, skills, qualifications a successful applicant needs
Shortlist
handful of applicants chosen based on application forms/personal details in CVs
On the job training
During working hours, learn from more experienced colleagues. Includes induction training and mentoring
Instruction at place of work on how job should be carried out
Off the job training
Not at the business, lead by an external organisation, often expensive
Cognitive training
Helping people develop capacity to learn
Exercises designing to improve person’s ability to understand and learn information
Behavioural (skills) training
Learning how to control behaviour, like leadership skills, reactions, how to treat colleagues
Designed to improve ability to communicate & interact with people internal and external to the business
Appraisal (of employees)
Assessing people in some way, see how well performing job
Process of assessing effectiveness of employee judged against preset objectives
Formative appraisal
more informal, like through discussion
Based on range of formal/informal assessment methods employed by supervisors to monitor employee progress and support/provide guidance for improvement
Summative appraisal
Formal, being seriously watched
Goal is to measure level of employee’s success/proficiency in meeting predetermined benchmarks
360 degree feedback/appraisal
peers, subordinates, team leaders/line manager
Performance-appraisal summative assessments collected from ‘all around’ employee
Peer appraisal
Type of formative appraisal, from peers
Self-appraisal
Usually before a summative, against specific criteria (below/above average?)
Asking employee to self-evaluate their job performance
Dismissal, fire, sack
Implies blame, have to break contract or do something wrong (illegal)
Contract of employment
Legal document setting out terms and conditions governing worker’s job
Dismissal process
Verbal warning, then written warning and timeline for improvement.
Otherwise open to claims of unfair dismissal.
But some things, like theft, illegal stuff, result in immediate dismissal
Redundancies
no blame, job is no longer needed (linked to delayering)
Redundancy package
usually monetary compensation, in form of one week’s salary per per worked in org, or in form of support, like new training for skills
Teleworking
Staff work from home, keep contact with office by means of digital communication
Flexitime or Flexible working time (FWH)
Just complete work by deadline, not really 9:00 to 5:00 job. But there are core hours have to be there for
Permanent contract
No fixed end, provides security
Fixed contract
set end, leaves people wondering what happens at the end
Casual contract
As and when needed, has no security
Zero hours contract
gig economy, no set hours, no security
Full-time or part-time
Either permanent or fixed contracts
Induction training
Given to all new recruits, intro to co-workers, internal organisation structure, health and safety procedures…
Unfair dismissal
Ending worker’s employment contract for reason(s) the law deems unfair (if lose court case, expensive)
Outsourcing
Using another business (3rd party) to undertake a part of the production process rather than doing it within the business using the org’s own employees
Flexi-time contract
employment contract allowing staff to be called in at times most convenient to employees and employers (eg busy times)
Temporary employment contract
contract lasting for fixed period of time (eg 6 months)
Part-time employment contracts
contract that is for less than normal full working week (eg 40 hours, 8 per day)
Off-shoring
Sending work needed to be done abroad, to foreign country
Offshore outsourcing
work sent to external org abroad
Reshoring
Bringing the work back from abroad
