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C10 - Human Resource Management - Coggle Diagram
C10 - Human Resource Management
Recruitment and selection
When business is expanding, employees leaving
Exact nature of job (job title, details of work involves, responsibilities involved, workplace conditions, hierarchical position, job assessment)
Person specification, is assessment of qualities, skills and qualifications that are being looked for, eliminates applicants
Job advertisement is reflecting requirements and person specification, internal or external
Shortlisting applicants, CV and resume containing information and checking references to check character and work performance
Selecting between applicants, interviews on skills, experience and character
Benefits of internal recruitment, applicants already known to selection team, already know the organisation, culture is understood, quicker, cheaper, career structure to business
Benefits of external recruitment, new ideas and practices, wider choice of applicants, avoids resentment, standards are higher
Employment contracts are Legally binding, Responsibilities, work hours, permeant or temporary. holiday entitlement, days notice
Labour turnover
Number of employees leaving in 1 year / average number of people employees x 100
Measures rate people leave an organisation
If labour turnover is high, then there is low morale, wrong people being employed
Costs of high labour turnover are: costs of recruiting, poor output levels, no customer loyalty, no team spirit
Benefits of high labour turnover: low skilled workers can be replaced, new ideas brought in by new people, helps reduce numbers
Workforce planning
Skills of workers depends on pace of technological development, multiskilled workers
People needed relies on forecast of demand of products, productivity levels, objectives of business, changes in workers rights, labour turnover
Number of employees and skills needed to meet objectives
Human Resource Management
Workforce planning, recruitment, development, dismissal, monitoring, measuring progress
Flexible and committed people
Manages and rewards performance
Redundancy and dismissal
Dismissal is a person who fails to meet obligations set out in contract
Redundancy is getting rid of a position completely, job is not required any more,
Dismissal has to be fair, one of the following, inability to do job, negative attitude, disregard of health and safety, destruction of employers property, bullying others
Employee moral and welfare
Most HR offers counselling and other services to those in need
Work-life balance, allocating time to work, and time to have a personal life, flexible working hours, teleworking, job sharing
Diversity and Equality, create a workspace with high employee morale, develop a good reputation and ability to recruit, achievements measure performance
Diversity increases market shares, qualified workforces, creativity, cultural awareness, diverse language skills
Training and developing employees
Induction training is given to all new recruits, introducing them to other employees, explain organisational structure, layout of premises
On the Job training is instruction at work place, conducted by HR or departmental training officers, cheaper than training courses
Off the job training is instruction away from the workplace, specialist training centres or organised by an outside body, source of new ideas
Impact is that it is expensive, but well qualified employees leaving for a better paid job, untrained employees are less productive, less flexible, and less adaptable
Development and appraisal of employees, new challenges and opportunities, assess effectiveness against pre-set targets
Development to encourage intrapreneurship, independent thinkers, creative, opportunities to mix and work with other employees, encourage to start new ideas
Management and workforce relations
Benefits of cooperation between management and workforce relations: fewer days lost through strike, easier to introduce change, contribution recognised, efficient operations
Impact of trade union involvement: power through solidarity, individual action, supporting employees who claim unfair dismissal, put pressure on employers
Benefits of collective bargaining: negotiate with trade union officers rather than employees, useful channel of communication, discipline members who tact hasty action that is disruptive
Disputes between trade union and management: continue collective bargaining, go slow, work to rule, overtime bans, strikes
Employers try to resolve it by negotiations, public relations campaigns, threat of redundancies, changes of contracts, lockouts, closure