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HUMAN RESOURCE - Coggle Diagram
HUMAN RESOURCE
APPRAISAL:
the process of assessing the effectiveness of an employee judged against preset objectives. often undertaken annually.
TYPES OF APPRAISAL
1. Formative:
based on a range of formal and informal assessment methods employed by supervisors.
2. Summative:
an element of making a judgement of whether the employee passed or failed.
3. 360-degree feedback:
involves collecting evidence about the appraisee's job performance from peers, subordinates, line managers or other parties (such as suppliers or customers) who have direct contact with the employee. are a popular method of appraising managers, with the aim of providing useful and practical feedback to improve managerial effectiveness.
4. Self-appraisal:
involves employees appraising themselves based on predetermined criteria. Appraiseesare expected to be honest about their strengths and weaknesses.
PROS:
They are used to set targets, leading to changes for personal and professional development.
Appraisals allow managers to objectively praise staff on their strengths and for their contributions in the workplace.
Managers can use appraisals to provide constructive feedback to employees, so allows staff to focus on areas for improvement.
Appraisals can be a useful method of getting valuable feedback from the staff.
Managers often aggregate the findings of appraisals to identify common strengths and areas in need of improvement. Thus training and development needs can be better planned.
CONS:
Appraisals are time consuming and can be a costly exercise.
Confidential feedback must be given, and follow-up action requires funding and monitoring; otherwise the process is meaningless.
By their very nature, appraisals can be rather subjective as perceptions and relationships at work can interfere with the process.
Staff may get offended by comments from the appraiser, especially about areas of weakness.
Many appraisers lack the skills, experience and confidence to carry out appraisals effectively. This diminishes the credibility of the process and the findings.
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RECRUITMENT
: the process of identifying the need for a new employee, defining the job to be filled and the type of person needed to fill it, attracting suitable candidates for the job and selecting the best one
STEPS OF RECRUITMENT
3. job advertisement
- raises awareness of the vacancy and it attracts potential applicants.
4. shortlist of applicants
- chosen based on their application forms and personal details which contain CV (curriculum vitae). Can also be based on their previous work performance.
2. person specification
- a detailed list of the qualities, skills and qualifications that a successful applicant will need to have, for example :-
knowledge, aptitude, experience, personality, physical appearance, intelligence
5. selection process
- is use to see the applicant's skills, experience and character.
interviewing - interviewers usually use
seven-point plan
which is assessed based on
achievements, intelligence, skills, interests, personal manner, physical appearance and personal circumstances.
head hunting,
aptitude test,
assessment centres,
psychometric test
1. job description
- a detailed list of the key points about the job to be filled, stating all the key tasks and responsibilities of it
includes:
job title
details of the tasks to be performed
responsibilities involved
place in the hierarchical structure
how the job will be assessed and performance measured.
TYPES OF RECRUITMENT
INTERNAL
- a recruitment which takes place within the concern or organization
ADVANTAGES:
Applicants may already be well known to the selection team
Applicant will already know the organisation and its internal methods – no need for induction training
Culture of the organisation will be well understood by the applicant
Often quicker than external recruitment
Likely to be cheaper than using external advertising and recruitment agencies
Gives internal staff a career structure and a chance to progress
Staff will not have to get used to new style of management approach if vacancy is a senior post
EXTERNAL
- External sources of recruitment have to be solicited from outside the organization
ADVANTAGES:
External applicant will bring new ideas and practices to the business – this helps to keep existing staff focused on the future rather than ‘the ways things have always been done’
Should be a wide choice of potential applicants – not limited to internal staff
Avoids resentment; sometimes felt by existing staff if one of their former colleagues is promoted above them
Standard of applicants could be higher than if limited to internal staff applicants
REDUNDANCY:
when a job is no longer required so the employee doing this job becomes redundant through no fault of his or her own
may happen because of
fall in demand
development of technology
budget cuts; reduce workforce
must announce with care and ethically, if not, external stakeholders may act negatively towards the business.
TRAINING:
work-related education to increase workforce skills and efficiency
TYPES OF TRAINING
2. Off-the-job training:
all training undertaken away from the business, e.g. work-related college courses. it is where employee learns new skills away from workplace.
PROS:
learn from specialists with vast experience
less interruptions from workplace issues
can provide formally recognised qualification
CONS:
often most expensive form of training
may not learn on exact equipment that will be used in workplace
employees may use gained qualifications to leave the business
lost working time as employee is away from work
3. Cognitive training:
brain exercises designed to improve
a person’s ability to understand and learn information.
PROS:
help workers improve their mental processes
acquire new knowledge
aid decision-making
solve work-related problem
CONS:
many cognitive training courses do not cater for the needs of trainees who have different needs or goals
developing relevant and applicable cognitive training can be expensive
commercial programmes are available; but may not meet the specific needs of business.
1. On-the-job training:
instruction at the place of work on how a job should be carried out, often conducted by the experienced employees.
PROS:
employee gains experience on the equipment they will be working on
normally most cost effective form of training
employee can work while being trained
more productive
CONS:
quality of the trainer can vary - may not be an experienced trainer
poor habits can be passed on
if experienced employee is the trainer, they are unable to perform their duties
may disrupt the operations while training is conducted
induction training:
introductory training programme to familiarise new recruits with the systems used in the business and the layout of the business site; this form of training is usually on-the-job
PROS:
Establishes clear expectations and good working habits from the start.
Helps new recruits to understand the corporate culture of the organization.
By settling in more quickly, new recruits can contribute to the organization more promptly.
CONS:
Planning, delivering and overseeing an Induction programme can be very time consuming.
Key staff need to be 'freed' from their other duties as they are involved in providing induction.
Information overload is counter-productive for new staff who have to absorb new information.
4. Behavioural skills training:
is designed to improve
an individual’s ability to communicate and interact with others both inside and external to the organisation
DISMISSAL:
being removed or ‘sacked’ from a job due to incompetence or breach of discipline
unfair dismissal:
ending a worker’s employment contract for a reason that the law regards as being unfair
fair dismissal:
HR department must be seen to have done all that it can to help the employee reach the required standard or stay within the conditions of employment. Support and training for the person should be offered.