People Resourcing Issue - Assignment Example

PEOPLE RESOURCING 1. Considerations to be made to ensure job description and person specification effectively support the recruitment and selection process Job description and person specification are essential for a proper recruitment and selection process. In the job description, the duties and the requirements of the job described accurately. Words that imply members of one sex, more capable of doing the job, should not appear. Similarly, the use of jargon words minimized to reach a wider pool of the applicants. The job description has to split into tasks other than producing a large paragraph of the narrative. The personal specification is where the profile of the skills, the qualifications, experiences, and the abilities considered in the recruitment and the selection process. The criteria decided should relate directly to the job duties and should have a minimum requirements that are essential for the job. Therefore, it is important to base the specification of the tasks needed for the job. 2. Information needed to understand and remedy employee turnover It is crucial for proprietors to retain their employees in their organizations. The managers have to control, minimize and measure employee turnover at all costs. They need to collect the information relating to the employee welfare. They have to seek ways in overcoming the personal crisis, workplace problems, and employee’s family problems. The removal of such problems leads to a more productive and the healthy years of service to the employees. A number of remedies are available to reduce employee turnover. An approach may be through the establishment of the wellness programs which is a freely chosen lifestyle aiming at maintaining and achieving a person’s good health at work. Moreover, information on job security, insurance coverage, and voluntary participation may be of importance to the employee’s low turnover. 3. Arguments for and against performance-related pay as a reward mechanism
 Performance related pay is paramount as a reward mechanism as it pays the right people the right amount related to their job performance. The tool helps to weed out lazy workers and in the process, defines an explicit objective of the business. The paying system is of value to the business as it retains skills, in that, employees get employed and attracted to the company’s paying system. Moreover, the mechanism is of benefit to the company as it helps to improve the performance of the company by focusing employee’s effort where needed. Finally, the mechanism promotes individual teamwork and creativity that are of value to the company. The performance related pay not carefully managed and planned may end up causing a number of problems with the company. The mechanism may build up conflicts among the employees on the salary scale. Additionally, it may lead to pressure placed upon the supervisors and the managers within an organization. Using the mechanism may also imply that performance is recognized and not individual efforts. It, therefore, need a high level of commitment from the employees. During the time of recessions, high fliers not rewarded greatly or not promoted which may lead to high turnover of quality staff. Workers also feel controlled by a reward system, thereby; it becomes difficult to measure their level of performance. Moreover, the mechanism has a high cost of implementation. 4. Strategies considered matching future supply with demand of staff Forecasting the human resource supply and demand is important in mapping the effects of the external and internal labour forces in the organization. Strategies such as the use of trend analysis, skills models, and replacement charts are important in considering the future supply and demand. It is paramount to evaluate the organizational objectives to drive the solution analysis and the gap analysis. The goals of an organization assist to determine the appropriate program in responding to the imbalance of the required demand and a projected human resource supply in the body. Therefore, the projected demand compared to the expected amount to determine if the organization will experience the labour shortage, surplus, or equilibrium in future. 5. How non-standard working patterns and practices impact on employment relationships between people at work The non-standard working model has benefits and limitations from the perspective of both the employer and employee at work. The managers develop a relationship with the employees by gaining on the flexibility, cost savings, and the flexibility at work. Employees may lose the loyalty and the engagement that comes with the long-term relationship attachment. On the side of the employee, they gain more flexibility and, therefore, can make more money though lose in the economic stability. 6. Actions would you recommend addressing very high levels of employee turnover in the organization The high employee turnover hurts the bottom line of any company. The organization has to interview the candidates carefully. The interview process has to ensure that the candidates fit well into the company’s culture, coworkers, and the managers, with having the right skills for the job. The human resource department also has to be creative and flexible with issues relating to benefits, work schedule, and the bonus structure. More important, the appraisal and the recognition strategy applied as they are the cost effective ways of maintaining a happy and a productive workforce. 7. Comparison of standards-oriented and the excellence oriented approaches to performance management, taking consideration of potential outcomes The standard oriented approach focuses on correcting the poor performance while the excellence oriented approach aims at enhancing firm performance, enabling a potential outcome. The standard oriented approach measures performance at the individual level. It mostly focuses the slippage below the defined expectations. A transaction leadership uses the disciplinary procedures, formal appraisal, and the incentive-based pay. Excellence oriented approach measure performance at the organizational level. It focuses on the continuous improvement of the expectations. It bases on the transformational leadership, uses the coaching techniques, raising the level of motivation and aims at improving conditions. This approach aims at enhancing job satisfaction and is effective in a potential outcome. 8. Different ways in which performance can be measured in an organizational setting and the factors to be considered in the measurement Performance measured in an organization by evaluating the process of management. It is possible to measure performance by outcome evaluation and process evaluation. The outcome evaluation method concerns with effectiveness. It measures the extent by which the targets and the goals of the organization met. Outcome evaluation, therefore, requires the availability of performance indicators that can be measured and relate the objectives. The factors considered in the measurement process comprise of the labour turnover, the salary information, and the organizational productivity. The process evaluation measure concerns with the various procedures and activities that make up the system. The primary goal of process evaluation is to oversee how the system works and links together. Factors considered here are like the attitude surveys, the focus groups, and the documentary evidence. 9. The problem with a significantly reduced labour turnover amongst middle manager level positions within a large service sector organization The reduced labour turnover amongst the middle manager level position within a large service sector organization is a problem. The reduction in the labour turnover implies that most organizations have almost similar benefits schemes and salary packages together with other gains that may make the position have a high turnover rate. This becomes a problem since such stagnation implies there is a reduced creativity that kills on competition. Therefore, it limits the employee development and ultimately, reduces the growth of the industry. 10. Other reward options open to organizations to ensure staff are appropriately compensated for the work that they do With an increase in pressure on the wage bills, bonus options that are open to organizations in ensuring that the employees appropriately compensated for work done fall under three pay strategies. First, there is the grading of payment based on the incremental progression and the job evaluation. It reflects the relative worth of an employee, relative to the work they do. Second, the market drove pay reflecting the commercial quality of the staff in relation to the employee value in the labour market. Lastly, the performance related pay where it reflects the value of an employee’s performance and behavior from the managerial perspective. Other reward benefits that organizations may use are the training and career development, the pension, over 25 days annual leave, the Christmas lunch or party and the death in service benefit. 11. The concept of employer branding and how an employer brand can be used to support recruitment and retention Employer branding is a set of qualities and attributes that makes the organization distinctive, have a particular type of employment experience and attracts to the people who will perform and thrive to their best. Therefore, it refers to how the organization markets what it has to reach out to the existing and the potential employees. The brand type relies heavily on the candidate’s experience of the process. It, therefore, connects to the strategies of the people and the organization’s value. The employer is branding support recruitment by facilitating differentiation, therefore, enabling the organizations to attract the interests of the candidates that they are keen to employ. The name will direct the candidates to select themselves in or out of running for employment. On the retention side, the brand raises the organization’s reputation and profile and enhances the corporate status of other stakeholders. 12. Rewarding middle managers within a competitive sales environment Approaches to adopt while rewarding middle managers within a competitive sales environment fall under the payment schedule. The foremost rewarding approach is the base pay. The managers get a basic wage or the salary on an hourly or annual rate at the workplace. The next payment benefit is the discretionary or the variable pay. Here, the manager gets any additional of the financial reward that may or may not consolidate. Finally, the manager gets the cash benefits or benefits not directly related to payment such as the pension schemes, the private health insurance, and the paid holidays. 13. Issues that need to be considered when selecting a pay strategy within an organizational setting The employer needs to consider some particular issues during the selection of a pay strategy within an organization. First, it is significant for employers to recognize the value of money and the control of the costs. It is important as it enables the business to work best within the financial constraints. Second, managers need to consider the flexibility and encouragement of multi-skilling. The reward philosophy and the strategies should reflect the above. Third, it is important to consider the equity where the pay differentials have to be transparent. Lastly, it is critical for the managers to find the performance of employees. They should focus on the improvement of the employee’s performance. 14. The advantages and disadvantages of graded pay structures The principal merit of the graded pay structure is that it is supportive of the internal equity where the jobs are falling under a similar grade paid at the same rate. The pay structure can also easily controlled and provides a clear framework. A disadvantage of the graded pay structure is that employees tend to hit the max before receiving a promotion. The structure may also restrict paying the market rates for the specialized positions. Therefore, the structure may limit flexibility. 15. The current demographic and social trends in the UK’s external labour market With the impact of the European Union expansion, there has been an increased supply of the migrant labour from other countries bringing with them diverse expectations and experiences. Together with experiences, they bring with them different knowledge, skills, and capabilities. The expansion triggers the human resource planning to focus on having the right people, having the right skills and experience at the right place and at the appropriate time. 16. Issues when carrying out a performance When carrying outperformance, it is important to review performance targets. Then an identification of the barriers to the agreed performance targets should be encouraged. Additionally, support provided where appropriate. More important, the performance should be on the right track. 17. How organizations ensure that they have the best chance of retaining the people they employ Employee retention is essential to the success of the company. Retention is only possible if the employees given a chance to grow in their chosen fields. The management should provide regular feedback to inform employees how they and the company are doing. The employees should have a chance to contribute to the organization, and recognition for doing so. There should also be an excellent salary and an opportunity for its increase. Ultimately, the work schedule should be flexible that recognize the need for employee’s work. Read More