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1.4.1 Approaches to staffing - Coggle Diagram
1.4.1 Approaches to staffing
staff as an asset
skills + abilities of staff = added value
examples: in manufacturing - ensures high quality, produced efficiently products or ability to provide excellent customer service - customers willing to pay higher prices
businesses should treat staff as valued assets + invest in them (e.g training + looking after welfare) = helps motivate them + increase productivity
staff as a cost
they get paid = cost
to protect workers from being underpaid, UK gov sets NMW rates - can = motivated staff = increases productivity but increases costs for businesses
recruitment, training, staff welfare + severance
Fair dismissal
employer must have valid reason for dismissing employee
valid reasons include
their capability, conduct or redundancy, something that prevents them from legally doing their job
employee could be dismissed if they've breached their contract of employment
Being selected for redundancy - commonly used methods
last in, first out
volunteers
disciplinary records
staff appraisal marking, skills, qualifications + experience
employer closing whole operation in company + making everyone redundant
only employee in that part of organisation
employer may offer different role if one is available
Redundancy
A from of dismissal from a job. It happens when employers need to reduce their workforce
employee made redundant may be eligible for certain rights including:
redundancy pay
notice period
consultation with employer
option to move to different jobs
time off to find new job
part-time staff + flexible working
advantages
cheaper (less benefits given)
easier to reduce labour hours when sales fall and vice versa
wide range of potential recruits
disadvantages
employees feel less loyal to business = less motivated = quality may be affected
harder for managers to control and coordinate workforce
Multi-skilling
practice of training employees to develop the ability to do more than one task
vertical multi-skilling
the extent to which supervisory or administrative support tasks are learned by individuals
horizontal multi-skilling
learning skills from another discipline or function within an organisation
techniques of multiskilling
coaching/mentoring
job-rotation
job-shadowing
temping (working as a temporary employee)
self-learning
team-based cross-functional projects
why multiskilling
downturn brought into focus necessity of multi-skilling
avoids retrenchment (reduction of cost in response to economic difficulty), reduce hiring + increase efficiency
opens new opportunities for professionals
allows company to bring cost-cutting in various forms
individual doesn't become indispensable and not depend on a specialist
helps address customer demand faster
allows employee to become diversified + maintain high levels of motivation + enthusiasm
advantages
flexible workforce
helps in change management
employees better prepared to anticipate problems or requirements in other areas
employees can take on roles where there's absenteeism
at peak operational times, employees can be moved into other positions
employees more aware of workflow
more talent available for organisaton
optimal utilisation of workforce
greater deployment of employees across different projects
increased productivity + quality of output
out-of-box thinking = influx new ideas, creative solutions through role reversals + lateral moves
people in different functional areas are connected
increased task variety = increased employee satisfaction
contributes to employee training/development
cost-cutting/effectiveness
better catch-up with tech change
test trainees, helps identify strengths + weaknesses
advantages to employee
reduction in job insecurity
greater individual productivity
better growth prospects - greater employability
can achieve personal goals quicker
develops personal/professional confidence
disadvantages
possible reduction in productivity during training period
increased supervisory time required until employee is fully trained
competence assessments may be more detailed than traditional systems
demotivates intelligent + aggressive employees who seek responsibility
eventually creates employees with limited job knowledge
encourages generalisation, more appropriate for developing line managers than functional staff
new jobs, environment + learning can stress employees
employees not living up to expectations
employees can be uncomfortable with change
flexible working
describes a range of employment options designed to help employees balance work and home life
popular flexible working practices
part-time
flexitime
job sharing
term-time working
career breaks
annual hours contracts
working from home
shift swapping
mobile working
advantages
cost-saving
supports recruitment + staff retention
reflect changing profile of UK workforce
development in technology
delivering 24/7 customer service
economic climate (recession)
concerns
additional administrative work in setting up + running additional flexible working
potential loss of customers if key employees reduce working hours
lower employee productivity
inability to substitute for certain skills if certain employees absent (common concern for small businesses)
managers finding it difficult to manage/administer flexibility
outsourcing
the delegation of one or more business processes to an external provider, who then owns, manages and administers the selected processes to an agreed standard
decision to do it in-house
quaility
easier to ensure quality + trace problems
cost
don't need to make a profit - cheaper, possibly too small for economies of scale, easier communication
speed
easier to schedule work/production to fit business needs
flexibility
closest to real needs of business. Ability to respond may be limited to capacity
decision to out-source
quality
supplier may be specialist = greater experience + equipment
cost
main reason to outsource, supplier likely to achieve economies of scale. Motivated to keep costs low to make profit, extra cost of communication
speed
speed of response can be set as requirement of outsourcing contract, commercial pressure should encourage good performances
flexibility
suppliers likely to have greater capacity + flexibility than in-house, may have to balance conflicting demands from other customers
Collective bargaining
A process of negotiation between employees and a group of employers aimed at agreement to regulate working salaries. The interests of the employees are commonly presented by representatives of a trade union to which the employees belong