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business managment > people unit > Flashcards

people unit Flashcards

1
Q

stages of recruitment

A

1.identify the vacancy
2.job analysis
3.job description
4.person specification
5.advertising
6. send out application forms

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2
Q

what is job analysis

A

This is when the tasks, duties and responsibilities that the successful candidate would carry out are considered. It is then decided whether the vacancy needs to be filled or the current employees can split the duties of the tasks between them

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3
Q

what is job description

A

This is a document used to create the job advert which contains information about what the job involves.

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4
Q

what might a job description include

A

Tasks, duties, responsibilities, pay, working hours, holiday entitlement and any other benefits.

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5
Q

what is a person specification

A

This is a document used to create the job advert which contains information about who the ideal candidate is for the job.

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6
Q

what might a person specification include

A

Skills, qualities, qualifications and experience.

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7
Q

what could a person specification be split up into

A

describable and essential

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8
Q

what is advertising

A

This is when the business makes people aware a vacancy exists. A job vacancy can be advertised internally or externally. it could be internal or external

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9
Q

internal advertising

A

staff noticeboard, email, intranet

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10
Q

external advertising

A

social media, job website, company website

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11
Q

what is a send out process

A

This is when the business asks potential candidates to apply to the vacancy by completing an application form or sending in a CV.

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12
Q

what is internal recruitment

A

Internal recruitment is when the business looks for a candidate who already works for the business to fill a vacancy.

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13
Q

advantages of internal recruitment

A
  • The candidate is already known in the business therefore there is less chance of appointing the ‘wrong’ person
  • It is cheaper – cost of advertising can be avoided
  • Opportunity for staff to gain promotion is motivational
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14
Q

disadvantages of internal recruitment

A
  • Limits the number of potential candidates
  • No new experience or skills are being brought into the business
  • Creates another position that would need to be filled
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15
Q

what is external recruitment

A

External recruitment is when the business looks for a new candidate outwith the business to fill a vacancy.

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16
Q

advantages of external recruitment

A
  • There is a wider pool of candidates, better chance of selecting the best candidate
  • New staff from out with can bring new skills
  • Workers already been trained by other organisations which saves time and money
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17
Q

disadvantages of external recruitment

A
  • Cost of training new staff in the organisation’s procedures
  • Not seen the candidate at work before therefore may select the wrong candidate
  • Time consuming to review a large number of CV’s and application forms
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18
Q

stages of selection

A

1.application forms
2.CVs
3.Testing
4.references
5.Interviews
6.Appointment
7.contracts of employment

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19
Q

what is an application form

A

An application form is a document created by the HR department that has standardised questions. The application form is sent to all applicants containing the same questions.

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20
Q

advantages of an application form

A
  • Easy to compare candidates as they have all answered the same questions
  • The business can create questions specific to their own requirements, this means time is not wasted looking through irrelevant information
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21
Q

disadvantages of an application form

A
  • The candidate may not be able to show off all their relevant skills or experience due to standardised questions
  • It is time consuming for the HR department to create an application form
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22
Q

what is a CV

A

Some businesses ask potential candidates to produce a CV which stands for curriculum vitae. It is a document written by a potential candidate giving a brief history of their employment.

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23
Q

advantages of a CV

A
  • The candidate can show off all their relevant skills or experience due to creating the CV themselves
  • The business not need to spend time or money creating questions
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24
Q

disadvantages of a CV

A
  • Difficult to compare candidates as they have all provided slightly different information
  • The information a candidate provides may not be specific to the organisations requirements so time may be wasted looking through irrelevant information
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25
Q

selection process

A
  1. collect application forms and CVs
  2. create shortlist
    3.hold interviews/testing
  3. inform succesfull candidate
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26
Q

what is stage 1 of the selection process

A

This is when the business looks through potentially a large number of application forms and CVs and compares them to the job description and person specification.

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27
Q

what is stage 2 of the selection process

A

This is when the business will draw up a list of the candidates they wish to interview based on what applications best match the job description and person specification.
E.g. Choose 5 out of 50 applicants to invite for interview .

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28
Q

what is stage 3 of the selection process

A
  • this is when candidates are invited in to the business and asked questions about their application.
  • Judgements will be made about the candidates’ personality, body language and appearance.
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29
Q

interview formats

A
  • one to one - this is when the individual candidate is interviewed by one person
    panel- a group of people usually between 3-5, interview one candidate.
    group -A group of candidates are interviewed at the same time.
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30
Q

advantages of interviews

A
  • The business can ask additional or follow up question from their application
  • The business can judge the candidates body language and appearance
  • It is easy to compare candidate responses if the same interview questions are asked
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31
Q

disadvantages of interviews

A
  • Candidates can buckle under pressure and under perform on the day
  • Expensive to train staff how to interview candidates
  • It is time consuming to carry out multiple interviews
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32
Q

selection process 4

A

A test will assess other skills and see how people respond to situations. Tests can confirm information given in the application form.

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33
Q

example of tests

A
  • Aptitude tests
  • Psychometric tests
  • Medical and physical ability
  • Assessment centre
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34
Q

what is an aptitude test

A

This tests the candidates ability at a certain skill e.g. typing test, practical woodwork

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35
Q

whats a psychometric tests

A

This tests the attitudes or character of the candidate usually through a set of multiple choice questions e.g. what if scenarios

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36
Q

whats a medical and physical ability test

A

Some medical tests or physical tests will be required for certain jobs e.g. police, army

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37
Q

what is an assessment centre

A

A group of candidates will visit the business and participate in a day of interviews, role play, leadership tasks, problem solving activities and tests. This allows organisations to assess large numbers of applicants at once.

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38
Q

advantages of testing

A

-It allows the business to assess large groups of candidates at the same time.
-The business can test a candidates specific skill related to the job role.
-It is easy to compare candidates scores to the same test and identify which candidates performed the best

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39
Q

disadvantages of testing

A

-It is time consuming to design the tests and set them up.
-it is expensive to provide the resources for the test and train staff how to carry them out
-Candidates may be having an off day and not perform to their full potential.

40
Q

three methods of training

A
  • induction
  • off the job training
  • on the job training
41
Q

what is induction training

A

Induction training is when new employees are given an introduction to the business when they start a job. This includes:
- A tour of the business
- Meeting the team
- Health and safety information
- Relevant information perhaps given in a manual

42
Q

advantages of induction training

A
  • Helps new employees feel at ease in the business
  • Improves the productivity of new employees as they know where to access resources and know who to ask for help
  • It shows the employee that the business is interested in them
43
Q

disadvantages of induction training

A
  • It can be time consuming for more experienced staff to show the new staff around
  • It can be expensive to create resources required for the training
  • It can be overwhelming for the new employee
44
Q

what is on the job training

A

when training takes place within the business that the employee works for and is usually carried out by a more experienced employee (a ‘peer’) or a manager.

45
Q

advantage of on the job training

A
  • Training is specific to the company’s needs
  • Work is not interrupted by staff attending training courses outwith the office
  • May be cheaper as internal training does not need to be paid for
46
Q

disadvantages of on the job training

A
  • Quality of training may not be as good as not carried out by an expert
  • Employees might pick up bad habits from other workers
  • Concentration may be poor due to work interruptions
47
Q

examples of on the job training

A
  • Work shadowing- Involves a new member of staff observing an experienced member of staff for a period of time.
  • Apprenticeships- The apprentice trains in the workplace for part of the week as well as off-the-job training.
  • Coaching- Trainer takes a trainee through a task step by step and is on hand to help.
  • Job rotation- Trainee learns tasks in different departments. And can learn multiple skills
48
Q

off the job training

A

when employees are training away from the organisation that they work for and the training is usually carried out by an expert.

49
Q

advantages of off the job training

A
  • Usually a higher quality of training as it usually delivered by experts
  • Employees have a higher levels of concentration as less interruptions
  • Provides the opportunity for employees to ‘network’ with those from other organisations
50
Q

disadvantages of off the job training

A
  • Cost of external training courses may be high
  • Productivity decreases due to time being spent away from the place of work
  • Employees may learn skills that are not relevant to the business
51
Q

examples of off the job training

A

College and university- Employees attends a facility that may gain them an external qualification
Distant learning- An employee is given resources to work on their own, usually at home.
Workshops or tutorials- Employees attend events organised. At specialist venues or conference facilities

52
Q

motivation

A

financial incentives
non financial incentives

53
Q

financial incentives

A

Time Rate
Commission
Piece Rate
Bonus
Overtime
Salary

54
Q

what is time rates

A

Employees are paid for the exact time that they work at a set amount per hour or per day. The more hours or days an employee works the larger wage they will receive.

55
Q

what is commission

A

Employees are paid a percentage of the value of their sales. Employees are encouraged to sell more as the higher their sales the more commission they will receive.

56
Q

what is piece rate

A

Employees are paid per item they produce. The more productive an employee is the higher the wage they will receive. This will encourage people to work harder and produce more.

57
Q

what is a bonus

A

Employees are paid an additional amount on top of their basic salary for achieving targets set by the organisation.

58
Q

what is overtime

A

Employees are paid extra for every hour they work over their contracted hours. Sometimes they are paid above their hourly rate e.g. double time

59
Q

what is a salary

A

A fixed amount of money paid to an employee each year usually in 12 equal instalments.

60
Q

non- financial incentives

A
  • Offering flexible working practices e.g. home working or part time work
  • Providing promotion opportunities
  • Praising people for a job done well
  • Allowing people to work in teams and/or take part in team-building tasks
  • Fringe benefits e.g. gym membership, company car
  • Providing training
  • Conducting appraisals
  • Providing social events e.g. payday drinks
61
Q

what are the flexible work practices

A
  • Part time work
  • Temporary contract
  • Flexitime
  • Home Working
  • Teleworking
  • Job share
  • Condensed hours
62
Q

what is part time work

A

An employee works less than 35 hours a week and often work work 9-5pm.

63
Q

what is a temporary contract

A

An employee is only employed for a certain time e.g. Christmas period or maternity leave.

64
Q

what is flexitime

A

Employees work their contracted hours e.g. 35 hours a week, but have flexibility over their start and finish times. They can also work extra hours to take off at a later date.

65
Q

what is homeworking

A

Employees can work from home if they have access to technology

66
Q

what is teleworking

A

Employees can work away from the office e.g. coffee shop

67
Q

what is job share

A

Two or more employees share the responsibilities of a job. Holidays, pay and duties are split between the employees. For example one person works Mon-Wed and the other works Thurs-Sat.

68
Q

what is condensed hours

A

An employee may work the contracted hours over fewer days, for example, 35 hours in 4 days. This can help to achieve a better work/life balance while retaining a full time salary, however, it can be stressful and tiring for the employee.

69
Q

benefits of flexible working to the employee

A
  • Personal commitments (e.g., family) can be juggled more easily.
  • Start and finish times can often be chosen.
    Travelling times can be reduced.
  • Less stress as people are in control of their own - - - working time and other commitments.
  • Improved happiness and productivity when at work.
70
Q

benefits of flexible working to the employer

A
  • Employees are happier at work and more productive.
  • Attendance at work will be improved and staff turnover reduced.
  • Can attract more potential employees.
  • Space and money can be saved on desks and other facilities.
71
Q

what is industrial action

A

Industrial action can be taken by employees when they are unhappy with their employment terms and conditions or working relationship with their employer.

72
Q

forms of industrial action

A
  • Strike
  • sit in
  • overtime ban
  • work to rule
  • go slow
73
Q

what is a sit in

A

Employees occupy their workplace in order to prevent any work from taking place. Essentially they go to work but do no work.

production will be stopped

74
Q

what is a strike

A

Employees refuse to go to work. They will stand at the entrance to the organisation with banners to demonstrate against the organisation.

bad image to brand

75
Q

what is a overtime ban

A

Employees will only work their contracted hours and refuse to work any overtime.

deadlines might not be met

76
Q

what is a work to rule

A

Employees will only carry out the duties that are specifically listed in their contract of employment.

delayed orders, bad image, slow production, orders might not be met

77
Q

what is a go slow

A

Employees will complete all their duties but at a slower pace.

orders delyaed

78
Q

impact of industrial action on employer

A
  • Production can stop or be slower and this might give the business a bad reputation.
  • Customers might be lost to competitors.
  • The image and reputation of the business might be damaged
79
Q

impact of industrial action on employee

A
  • Relations between the employee and employer can be damaged
  • Can lead to stress and worry for employees
  • No pay is received for taking part in industrial action
80
Q

what are the current legislations

A
  • Equality Act
  • Health and Safety at Work Act
  • National Minimum Wage Regulations
  • National Living Wage Regulations
81
Q

what is the equality act

A

The Equality Act 2010 is designed to make sure all employees are treated fairly in the workplace and prevent discrimination.
It covers 9 protected characteristics that cannot be used as a reason to treat people unfairly. E.g. You cannot fire an employee on the basis that they are pregnant.

82
Q

what is the national mimimum wage regulations

A

The National Minimum Wage is the minimum pay per hour almost all workers are entitled to

83
Q

what is the National Living Wage Regulations

A

The National Living Wage is higher than the National Minimum Wage - workers get it if they’re over 23.

84
Q

what is direct discrimination

A

Where a person discriminates against another because of one of these protected characteristics.

85
Q

what is indirect discrimination

A

Where a person puts conditions in place that put another at a disadvantage because of one of the protected characteristics.

86
Q

consequences of legislation

A
  • Extra money required to install ramps and other equipment
  • Increasing employee’s wages if the minimum wage or living wage is increasing
  • Fine if the organisation breaks the law
  • Name and Shamed for not following National
  • Minimum Wage Regulation
    -Bad publicity for the business
    Resulting in a customer boycott
    Fall in sales and profits
    Challenging to recruit new staff
87
Q

powerpoint

A
  • induction training- share information and introduce business
  • can display to large groups of employees
88
Q

database

A
  • can be used to record employees personal information e.g address
  • allows you to search for information quickly
89
Q

spreadsheet

A
  • can be used to record employees pay details
  • formulas can be used to prevent errors
90
Q

word processor

A
  • to type up a job advert, person specification
  • Create a letter to applicants about successful interviews or unsuccessful notifications.
  • professional templates can be used
91
Q

email

A
  • use to send/ receive cvs, application forms.
  • notifying unsuccessful/successful applications
  • easy to communicate
  • to send out information
  • speed up communication
92
Q

ediary

A
  • Used to keep track of when interviews are going to be held
  • Schedule training sessions
  • The benefit of Ediary is that it can send reminders to employees of up and coming meetings.
  • HR can also add a meeting to multiple employees Ediaries at once.
93
Q

companies website

A
  • Online application form
  • Electronic job and person specifications could be accessed
  • Contact us feature to apply for jobs
    -Internal jobs could be posted on the website
  • The benefit is that more applicants may apply
94
Q

what are the Responsibilities of employers
HASAWA

A
  • Provide and maintain a suitable working environment
  • Provide staff with training and safety information
  • Provide staff with protective clothing/equipment if needed
95
Q

what are the Responsibilities of employee
HASAWA

A
  • Take reasonable care for their own safety and the safety of others
  • Cooperate with employer on health and safety matters
  • Do not misuse or tamper or interfere with equipment

business managment (5 decks)

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