Human Resources

Staff Recruitment The author emphasizes the importance of recruiting experienced staff errors non experienced staff because less training requirements and funding will not apply to get the new staff aligned with company standards. The ability for well-developed recruiters to staff organizations with experienced staff will assist training resources in applying skills to newly hired professionals to transition at a quicker rate than less experienced professional.

Recruitment is vital to the success or failure Of an organization because Of the major influence placed on selection process, identifying eligible candidates, and gaining a competitive advantage. Knowledgeable human resources staff has the responsibility for the acquirement process and should always be aware of crucial qualifications and specifications to determine staffing necessities. Recruitment of human resources also takes into account the analysis of the vacancies and projection of labor, because the basic result of these activities, description and the specifications for the job are essential in the recruitment process of the personnel”(Buses, 2009, p 108). Buses identifies the various positive sources of recruitment social media, newspapers, agencies, and references including internal and external used by human resources staff so the reader is not just soused on traditional methods of recruiting.

Negative so races of recruitment such as stress testing, high pressure interviews, and case studies are identified as well as provide the equal balance of pros and cons of recruiting. There are numerous competencies linked to knowledge, skills, and abilities that human resources professionals must identify if candidates possess them to determine success in job performance. Four major competencies identified during the recruitment process are prior professional experience, long term success capabilities, behavioral events attached to leadership or management kills, and transitional knowledge.

Human Resources Sustainability Private and public restructuring during downsizing have happened to many organizations in earlier years and most recent times during economical downfalls. There is a great importance in human resource professionals to know how to respond during these times and having the knowledge of which staff to retain during downsizing. The article by Caudate, Jacks, & Savoir discuss the use of statistical analysis in collaboration with productivity to set the standards for productivity levels during restructuring.

The study was inducted every month over a 30 month period to determine adequate parameters for estimating the restructure of the organization. “Our main objective is the organizational level of company sustainability and the fitting of corporate human resources to the real environment needs and capacities” (Caudate, Jacks, & Savoir, 201 2, p 308). The usage of the quantitative study displayed the adage Tate needs for staffing to decrease the need to over or under staff in private or public sector.

An effective and efficient quantitative method of determining staffing needs was conducted by considering salary and monthly working hours. Previous data was gathered from job descriptions, organizational charts, salary reports, contingency planning, and performance reports to obtain information on restructuring. If employees are selected for downsizing the method used to determine their tenure with the organization is based on lowest proficiency in performance standards.

Similar to the literature by Base, the authors for this article identified strengths, weaknesses, and limitations to the study that involved the same participants completing the study being the same individuals with the possibility of being selected as part of the restructure. Job Stresses, Job Performance, and Job Dedication As part of the human resources world there are three aspects that can either help or hurt the employee and have a downward spiral effect to the organization when conscientiousness is considered.

Job stresses are indicators that an employee may have emotional or physical symptoms that are linked to transactional theory. “According to the transactional theory of stress, people appraise important event they encounter in their daily life. At the primary appraisal, people categorically appraise an event as good or bad” (Lie, Lie, Mills, & Fan, 2013, p 338). Job performances are key roles identified by human resource professional that determine necessary skills for the employee to successfully complete their daily job functions. “Lupine et al. ‘s (2005) meta-analysis found that challenge factors (e. G. Role demands, time pressure, workload) were positively related to job performance whereas hindrance factors (e. G. ,constraints, hassles, interpersonal conflict) were negatively related to job performance” (Ill, Lie, Mills, & Fan, 201 338). According to Edwards, 2008 the P-Fit theory also suggests that conscientiousness moderates challenge stresses-?job performance relations. Job dedication is the personality that an employee displays to show that they have the tendency to go above and beyond to perform, working hard, staying goal oriented and focused on meeting or exceeding the mission or vision of the organization.

The stresses within job dedication are centered on the ability to keep up with other goals or priorities that have been set amongst defeating the battle becoming overworked and a victim to job stresses. The collaboration of all job stresses, job performance, and job dedication in the workforce is used as conscientious for predicting job successors. Because conscientiousness is stably related to job performance, high- conscientious employees are preferred by organizations.

However, this group would suffer a great deal when they experience hindrance stresses, such as organizational policies or constraints” (Lie, Lie, Mills, & Fan, 2013, p 338). Conclusion Reviewing all three of the articles provided a diverse level of information about human resources from the level of recruitment, sustainability, performance indicators, and conscientious in relation to workability skills. There were suggestions that implied in each of the authors literature that revises methods were used to obtain information, but with the notion that innovation could improve the study further.

>Such pieces of the puzzle include, equal employment opportunity, affirmative action, human resources planning, recruitment, selection, development, insemination, benefits, safety, health and benefits. Each of which will be discussed. In human resource management, organizations focus a lot of time and resources finding the right candidate that would occupy the position. Employers are looking for an employee who can manage to fulfill the organizations vision. In this case, once an employee is selected for the position, human resource mangers with in organizations focus on training employees to complete the Job efficiently.

In addition, employers also allocate funding to the recruiting employees who qualify for the position. Human sources management also may be able to provide organizations with the competitiveness they need to be effective In the Job market. Functions such as employment, opportunity, affirmative action, human resources planning, and recruitment, selection, training and development, compensation and benefits, safety, health, and employee labor relations all play together to perform that primary function.

They are all important, but some areas have more important than the others, In which shapes the characteristic of employee behaviors with In organizations. Human resource management wants to also make sure that the employees that are being hired In the process are In alignment with the organizations mission and vision. As an employee seeking a new Job, many factors come into mind when I think of finding the right organization to work for.

First and far most, ensuring that the organization is in the best interest of me an my goals are important, more importantly, making sure I have an equal opportunity to move up In the organization is important. Factors include sex, religion, race, color, national rolling, hiring, promoting, firing, and setting wages. It Is Important to understand how employers operate so that you can have a clear understanding on what you are required of you in order to advance. According to our reading, affirmative action policies “require employers to show initiative in recruiting a diverse pool of applicants for their Job openings. (House, C. 2012) This means that, employers must hire individuals in their organization, no matter how old, what race, or what physical condition they are In. There are many people who may try to argue and say, that they are being discriminated against when a younger applicant with a degree gets the session and they don’t. However, I now understand that such applicants had an opportunity to complete their education, but chose another path. Human resource management consists of many other factors that help them prepare to hire an employee to fill the position. The other factors include planning, recruitment, and selection.

Before understanding these concepts, one would guess that employers Just go out and hire anyone Just to occupy a position. In the planning stage, employers look for a certain number of employees to fill a position. It really upends on the size of the company and how much you are looking to grow. So the number of employees varies based off of the organizations future activities and operations. Which brings focused efforts to recruitment with in an organization, making sure that employers recruit qualified employees is essential for the competitive focus in an organization.

Human resources must be able to focus their efforts on finding talented people that fulfill the roles that is being filled. There are certain strategies that employers use to make sure that they find the right employee such as advertising, employment agencies, web, colleges, professional employment organizations, temp agencies, unsolicited applications, and soliciting specific applicants. There is more than one way to look for employees. My friend, Jonathan Montgomery wanted to start up a small marketing business for local restaurants and sought to hire lot employees to spread the word around town.

He went on scraggliest to create an ad and three days later he found himself interviewing multiple groups of people to fill the role. He did not have as much trouble in the interviewing process, UT he has a lot of trouble in the selection process. In the selection process, it is important to understand the strategy used to select the most qualified employee for the position. Selection the right employee is important and was really important to Jonathan. Our reading states, ” Selecting the right employee is one of the most crucial processes. (House, C. 2012) It is important, because when selecting the right employees, human resource management must take into consideration, laws of equal employment opportunity and while making sure they select the most qualified antedate to fill the role. In addition, organizations take into consideration within the selection process, employees are not only equip with the Job qualifications, but they are equipped with the characteristics, such as motivation, morale, productivity, and retention.

Now opening up an acceptance letter from an employer s very rewarding, because as an employee, you know that you worked hard and prepared to fill the position that was being filled. At the same time, employers want to make sure they are educating the new employee on the Job. Organizations spend billions of dollars a year on the raining and development portion because they want to make sure that they maintain their competitive advantage. It is important to focusing on the development of employees. Many companies process a learning and development department that assist in the overall training of the role.

Organizations spend a lot of their efforts in making sure employees understand all technological, financial, economic, and political factors that come into play. The reason why is because companies are continuing to develop innovative, competitive, and efficient ways to do business. It is which will not only save cost but also serve its purpose. In chapter seven, (House 2012) states that we are always learning. Whether you’ve been with the company for 10 years or fairly new to an organization, learning and development and consistent training is needed to help the organization grow.

There are different types of trainings, mentoring, coaching, test taking, and videos, on the Job training, internships, and more importantly consistent development of employees. In my mind training programs must continue to evolve in order to do more what financial diminish. Our organization currently utilizes webzines, Youth videos, interactive studies, surveys, and more importantly organization uses data that will help management evaluate and analyze areas of opportunities with in each department. What’s great about training in the 21st century is that there are more options in more ways of teaching employee how to perform on a Job.

I feel that training will continue to evolve in this competitive business world that we live in. With new solutions, purpose driven studies, and the many technological resources that are available, genuineness have the tools to save cost yet still bring the competitive edge. Once an employer selects an employee to work full time on a Job, many employers offer benefits for their employee. As an employee, while shopping for a new Job, those factors are important to consider. It is important to consider because there are many employees that have families, and more importantly, there are families who have personal needs that need to be catered to.

When seeking employment, benefits can be a deciding factor in making an organization the right fit. According to our eating, “Compensation directly affects the attraction and retention of talent, affects employee motivation through the satisfaction of various needs, and provides a mechanism to psychologically link performance with outcomes. Compensation also enhances perceptions of equity and Justice and promotes desirable behaviors in the workplace. ” (House 2012) If I am an employee and I am not being protected with in the Job that I hold, it is less likely that I stay at that organization.

Benefit offerings have a major impact on marketplace competitiveness and have the ability to attract ND keep quality employees. Benefits assist in motivating employees to come to work everyday and keeps employees bought in to the organizations mission. Benefits include but are not limited to health insurance. Healthcare is important to employees because it caters to their security needs. Employees want to feel healthy when putting forth time and energy into an organization. It will result in quality of work. Some organizations provide access to childcare, altercate, and fitness centers at a discounted rate or no cost.

I feel that this is a great benefit offering when considering arrest place competitiveness and attracts employees that may have children who may need a baby sitter. Other benefits that are essential are flextime, Job sharing, telecommuting pay time off, vacation, bereavement, and sick time. There have been many issues with in human resource management, lawsuits, and many competitive debates about labor unions and its future role. In other parts of the world, organizations from the United States are tying to expand. Companies such as, Mac Dona’s, Apple, and other companies, have found ways to expand.

Issues such s political government, may affect the equal opportunity laws in the United States. For example, Egger Hypotheses uses a model that helps understand labor markets and dimensions on a scale from 1-100. His five factors included, Power, Self, Gender, Predictability, and Time. I think the dimensions in which countries are evaluated plays a major role in how each country is managed with in the human resources field. For example, Gender roles in Japan play a major factor in management. Men are considered aggressive and competitive, and women are expected to be gentler and unconcerned with home and family.

In knowing this, in order for me to be successful outsourcing career opportunities in Japan I must know to put men in authority positions to ensure overall success in that country. Seeing that such factors impacts global human resource management, it is important to understand the demographical locations assists in the organizations success. (House 2012) Collaboratively understanding the primary functions within human resources, may be beneficial to me long term because I want to eventually open up my own company.

HARM is the tragic management of the employees, who individually and collectively contribute to the achievement of the strategic objectives of the organization. Assuming that the employees of an organization are Individuals with own mental maps and perceptions, own goals and own personalities and as such they cannot be perceived as a whole, HARM holds that the organization should be able to employ both individual and group psychology in order to commit employees to the achievement of organizational goals. Aiming to enable the organization to achieve Its strategic goals by attracting, retaining and developing employees. HARM functions as the link between the organization and the employees. A company should first become aware of the needs of its employees, and at a later stage, understand and evaluate these needs in order to make its employees perceive their Job as a part of their personal life, and not as a routine obligation.

To that end, HARM Is very crucial for the whole function of an organization because it assists the organization to create loyal employees, who are ready to offer their best. The HARM activities in modern organizations are typically performed In communication with the General Management in an effort to provide a rarity of views when a decision must be taken. In that way, decision making Is not subject to the individual perceptions of the HER or the General Manager, but it becomes the outcome of strategic consensus.

The main goals / responsibilities of HARM are:

• To retain low employee turnover rate by Inspiring people to work for the company
• To attract new employees
• To contribute to employee development

To achieve these goals, Human Resources Management trains and motivates the employees by communicating ethical policies and socially responsible behavior to them. In doing so, It plays a significant role In clarifying the organization’s problems and providing solutions, while making employees working more efficiently.

On the other hand, challenges do not cease for the HARM. Modern organizations can survive in the dynamic, competitive environment of today only if they capitalize on the full potential of each employee. Unfortunately, many companies have not understood the importance of the human capital in successful operations. The recruitment and selection of the best employees is a very difficult obligation. Even companies that are doted in the top-ten places to work at, often endure long periods of hard work to realize that human element is all an organization should care about.

New challenges arise even now for the organization, and It Is certain that new challenges will never cease to emerge. Therefore, the use of proper Human Resources techniques is a not only their quantitative goals but also their organizational culture, and their qualitative, cognitive aspects. Human Resources policies are written sources of guidance on how a wide range of issues should be handled within an employing organization, incorporating a description of principles, right and responsibilities for managers and employees.

The features of HER policy are

1. The HER policy should present the principle that will guide the organization’s actions and reflect a faith in the ethical values of employees. As Peter Trucker has observed, “The policies of an enterprise have to be balanced with the kind of reputation an enterprise wants to build up with special reference to the social and human needs, objectives and values”. It should be consistent with the verbal philosophy and objectives of the organization, as well as with labor laws and public policy.
2. The HER policy should be formulated after considering the long range plans and needs of the organization. The policy should be definite, positive, clear and easily understood by everyone in the organization so that what it proposes to achieve in the long term is evident. Only a clear policy statement can serve as a guide to thinking and decision-making.
3. The HER policy must be reasonably stable but not rigid. It should be flexible to cover a normal range of activities. Change in a policy would be made only when it is essential and at fairly long intervals.
4. The HER policy should be formulated with due regard for the interests of all the concerned parties – the employers, the employees and the public community. It should be stated in the broadest possible terms so as to serve as a guide in practice now and in the future.
5. The HER policy must be developed with the active participation and support of the management and the co-operation of employees at the shop floor level and in the office. It should be formulated with active participation of the trade unions as well.
6. The HER policy should be definite so that it is easy to understand. It should be stated in clear, definite and easily understood terms so that what it proposes to achieve is evident.
7. The HER policy must provide a two-way communication system between the management and the employees. It should be communicated in writing so as to remove any confusion. This is necessary to prevent misunderstanding and to ensure uniformity of application.
8. The HER policy should be consistent with public policy. A good HER policy should recognize individual differences and respect human dignity. It would be based on consistency in treatment to all employees without any favoritism or discrimination.

Outline the areas that should be included in HER Procedure Induction. Mismanaging performance. Redeployment and Redundancy Rewards and Benefits.

Induction

This is absolutely vital for new starter. Good induction training ensures new starters are retained and then settled in quickly and happily to a productive role. Induction is more than skill training. It’s about the basics that seasoned routine for holiday; sickness; what dress code.

Managing Performance

Managing Performance requires us to reconcile caring for and developing our people tit ensuring that departmental and organization aims are achieved. Managing performance requires us to strike a balance between compassion and accountability. Redeployment and Redundancy. This area is designed to support staffs through the very difficult process of redundancy and redeployment. It is therefore important to involve your HER team at the earliest opportunity. People to the company. Salary and incentive packages are one of the main reasons why people apply for specific Jobs. The more attractive compensation and benefits schemes tend to generate more interest in new position.

Ensuring that employees have the right skills is crucial to the growth and success of a business. The business case for developing employees is compelling research shows that training can Rewards and Benefits. The rewards and benefits schemes that HER professionals manage are not only important for retaining and motivating employees, but also for attracting new increase;

Saving Time and Costs

Investment in training can improve a company’s financial standing. Poor performance often results when employees don’t know exactly what they’re supposed to do, how to their Jobs or why they need to work a certain way.

Training can help solve these performance problems by explaining the details of the Job. This should reduce duplication of effort in the workplace, the time spent correcting mistakes and the problem solving necessary to correct bad performances. Improved performance from employee training can reduce staff turnover, lower maintenance costs by reducing equipment breakdowns and result in fewer customer complaints. Better performance from employees typically creates less need for supervision and brings increased worker output.

Employee Satisfaction

Job satisfaction generally increases and self-esteem improves when employees better understand the workings of the company. Training can also enhance morale on the job and loyalty to the company. Workers who believe their company offers excellent training opportunities are generally less likely to leave their companies within a year of training than employees with poor training opportunities, according to Howard Community College in Maryland, which points to a poll of employees by Louis Harris and Associates.

Expectations and Needs

Training plays a key role in employee commitment, according to Scott Brume of the University of Rhode Island. The training program must meet expectations and needs of the employees, though. Companies are more likely to retain employees who view their training as relevant to their Jobs and subsequently have a positive commitment to their company. A successful training program consists of management providing employees with accurate information and communication about the training as well as a program that ensures that training is relevant to their Jobs.

Turnover Costs

Keeping well-trained employees pays off significantly for companies because the cost of employee turnover can be high. Costs include separation costs, such as exit interviews, administrative functions related to termination, severance pay and entrance interviews, testing, travel and moving expenses, pre-employment administrative expenses, medical exams and employment information. A study by the University of Wisconsin found that 75 percent of the demand for new employees was related to replacing workers who left the company.

Training Factors

Many factors determine whether a training program will be effective for a company that has lost employees, depending on how many workers are leaving. For example, sing temporary workers to fill in for former employees on occasion might actually save costs. Management can determine if a training program will work out by looking at the increased workloads for employees caused by vacancies, the stress and tension from turnover, declining employee morale and the decreased productivity that results from high loss of employees. Discuss the key Requirement of performance Management.

Performance management is a process that is designed to improve organization team and individual performance and which is owned and driven by line managers (Michael Armstrong). Reference management is a HARM process which has become increasingly popular since 1980 concerned with getting the best performance from individual in an organization, as well as getting the best performance from the team, and the organization as a whole. Effective performance management, therefore, involves sharing an understanding of what needs to be achieved and then managing and developing people in a way that enable such shared objective to be achieved.

Management believe that it is essential to provide an organization structure and good work climate which respect the dignity and worth of individual, encourage initiative, challenges individual capabilities, provide equal opportunities for development and equitably rewards effort and contribution. It will endeavor to provide a stable work environment that promotes career employment. It believes employees are the corporation’s most valued source. The ideal situation is to have everyone pulling in the same direction.

The organization will benefit from setting out its aim in a clear way, for example by having a mission statement (a brief statement having setting out a general aim) which then give direction to effort at every level in the organization. Individual’s objectives which are linked to the organization objective Regular performance review throughout the year. Performance-related pay Training and counseling. With such system put in place it becomes possible to establish for a period of time that an individual will be Judged against.

The results individual achieve can be judged against expected standard. A reward system can be tailored to the way in which the individual enable the organization to achieve results. latently Strategies for diagnosing and addressing performance problem. When an employee is failing at work, W. Edwards Deeming question can be apply to know why, “What about the work system is causing the person to fail? ” Most frequently, if the employee knows what they are supposed to do, I find the answer is time, tools, training, temperament or talent.

The easiest to solve, and the ones most affecting employee retention, are tools, time and training. The employee must have the tools, who provides them. Performance Improvement Questions These are the key questions that the employer and the employee will want to answer to diagnose performance problems that result in the need for employer to seek performance improvement. This checklist for employee performance improvement will help diagnose the performance issue. What about the work system is causing the person to fail? Does the employee know exactly what you want him to do?

Does he know the goals and the outcomes expected? Does he share the picture you have for the end result? Does the employee have confidence in her competence to perform the tasks associated with the goal? Procrastination is often the result of an employee lacking confidence in her ability to produce the required outcome. Or procrastination can result from the employee being overwhelmed with the magnitude of the task. Is the employee practicing effective work management? As an example, does he break large tasks into small chunks of doable actions?

Does he have a method for tracking project progress and to-do lists? Has the employer established a critical path for the employee’s work? This is the identification of the major milestones in a project at which an employer likes feedback from the employee. Do the employer keep commitment to attend the meetings at which this feedback is provided? Does the employee have the appropriate and needed people working with him or the team to accomplish the project? Are other members of the team keeping their commitments and if not, is there something the employee can do to help them?

Yes people are an organization’s most valuable asset. Achieving success depends on an organization’s ability to manage human capitol. If talented and valued employees leave a business, they take their human capitol with them and any Investment the company has made in these people Is lost. 2. My list of people- related concerns would include different cultures, employment laws, business practices, and the safety of employees and faceless abroad. . Corporate social responsibility and sustainability are very Important when looking for a Job. I would want to work for a company that really does works In the best Interests of the people ND communities affected by what that company does. I would want to work for a business that Is fair and had good excellently. 4. I do not think that technology will completely eliminate human resource managers, Just assist them.

Although technology can improve productivity and reduce costs for companies, they still need a person operating them. Companies still need human interaction to be truly successful. 5. Overemphasized labor costs takes away from the more important issue of increasing a company’s productivity. Employee productivity is crucial too business’s success. Managers can use cost-cutting efforts such as downsizing, outsourcing, and furloughing as simple solutions to complex performance problems. 6.

Pros of having a diverse workforce include better understanding of different cultures, learning different perspectives and strengths of each person, enhanced creativity, and the ability to understand and manage diversity. Cons include language barriers, people sticking to their comfort zones, immigrants prevent US citizens from getting job and lack of growth. Yes the United States is in a better position to compete globally because its diverse population provides it with the resources accessory to effectively communicate on a global level with competitors. . HER managers need to stay abreast of the educational levels and work expectations of people in the work force to be able to find employees with the basic qualifications to fulfill the company’s needs. HER departments may have to make specific changes to attract qualified candidates. 8. I think the most important role a HER manager plays Is a strategic advisor and counselor.

Within a business there are the different departments: marketing, finance, human resources, and administration. Each of the departments have there own aims. Within a business there are the different departments: marketing, finance, human resources, and administration. Each of the departments have there own aims. These aims can lead to a businesses success or failure depending on whether the aims/objectives are met. Some departments have the same aims as the others, for example finance and human resources may both have the aim to be a good employer. But this aim is achieved in a different way by each department

Finance

The main aim of the finance department is to make a profit in order for the business to survive. If the business is trying to survive the finance department must find a source of finance. This can be internal (within the business) or external (external sources out side the business). A source of finance that is internal includes the business profits and selling assets from the business (selling something the business owns, in Cadbury’s case it could sell a business that they own e.g. sell Dr Pepper to Coca-Cola).

External sources of finance are from a bank or building society. If the business requires a huge amount of money (e.g. Thousands) a loan or mortgage will be arranged with the bank. But if only a small amount of money is needed an overdraft can be arranged with the bank. Another external source can be the share the business receives from shareholders but only if the business is a PLC or Ltd. Cadbury’s is a PLC. The business has two different times of expenditure, these are revenue, which is money for day to day expenses and capital this is money that is spent over a longer period of time. They also get money for certain amounts of time these are long, medium and short-term finances.

Making a profit is the main aim of the finance department. The finance department achieves this by monitoring the businesses progress throughout the year, compared to the expected profit. The department will calculate the expected profit with there previous years profit, maybe they will set a high target than the previous year in order to expand. In 2002 Cadbury’s sales reached 2,354 million, whereas this year Cadbury as already achieved 2700 million, this evidence is from the Cadbury Sweppes interim report (half year highlights).

From the profit made the business can expand. This can be done by buying or merging with other businesses. Cadbury’s is a good example of a business that is in growth. Cadbury started has a small shop in Birmingham, a one man business. The business had made enough profit to expand and buy a large factory in Bournville. The business became multi-national and merges with Sweppes to create Cadbury Sweppes. Cadbury Sweppes is manufacturing in 25 countries and markets in 170 countries.

Another aim for the department is good employer. They are also responsible for wages and salaries. The dept must calculate payments for different workers depending on the amount of time the employee has worked. The dept works out the wages, salaries and any over-time that employees have worked and then calculates the wages. Then they must calculate any deductions on people’s wages such as National Insurance, income tax and if any of the workers has a company pension that they are paying into. The wages can depend on the responsibilities of the employee e.g. the manager will be paid more than a labourer. The wages and salaries can be apart of a budget, this is because the business may go into dept if there is no budget. The finance department at Cadburys has expenditure based on the following items.

The Human Resources department at Tesco deals with staff and how they are treated. There are many different aspects to this function. The three main topics that the human resource function deals with are recruitment, training and disciplinary. The Human Resource function at Tesco aims to recruit staff that is most suitable for the different positions within Tesco. The recruitment function is important because Tesco have to make sure that they have the right people who are working in their business in order for it to be a huge success. The people at the Human Resource department have to work extremely hard in order to find the right people for the jobs by advertising the placements in local newspapers and then interviewing possible candidates for the job.

The first step is for human resources to identify the vacancy which needs filling in within Tesco. The second step is for the human resource function to write a person specification which will contain what skills and qualifications they are looking for in a certain person. The human resources function at Tesco look for a number of things in candidates such as skills, knowledge and experience. The third step is for them to produce a job description of what the employee has to do when working in that position or placement.

The next step is to advertise the vacancy for the job which could be putting adverts in local newspapers. The fifth step is for human resources to send out application forms to all the people who are interested in the job. The next step is to wait and receive completed applications from people who are interested in filling in the position. The next step is to shortlist all possible candidates for the job placement and then to interview the short listed people. The next step is to select the best candidate for the job and who they feel are capable for the placement. The final step is to enable the person with a job offer by sending them a letter or contract which they will agree to.

Once the human resource department have selected the right candidates for different positions within their organization they have to start developing their individual abilities and talents by sending them on training courses where are taught new skills so they are experienced at the position that they are filling in at Tesco. This could be something as important as being a store manager or even being something as simple as a shelf stacker.

Retention is the process of retaining staff in at Tesco by keeping them happy. Rewarding or praising staff may help them stay at the organization if they are bored or unhappy at what they are doing. Some managers give their employees promotion to a higher position if they feel that they are capable of doing the job. This will keep staff pleased if they feel they are important within the business. Tesco is one of the biggest organizations in the world and take on a massive number of employees, keeping every single one happy can be tough.

Managers make sure that their staff participates in training so that they will make the employees feel valued. Induction training is when people show them around their workplace so they are familiar with the area where they will be working. Induction training is used so that the employee feels comfortable with the surroundings. The employee learns what to do in important situations incase an emergency occurred. On the job training is while the employee learns while they work. This is a benefit to the employees as they get to learn while in a real life situation. However, one of the disadvantages of on the job training is the fact that the employee may feel under pressure. When an employee takes part in off the job training they will learn how to use new equipment. They may also learn health and safety rules and instructions.

One of the most difficult tasks that a manager at Tesco has to do is to be able to discipline their staff. This may be while the staff are taking part in their training course or possibly even explained by the store manager when they first interview them. Customer Service Tesco have a customer service department at 200 of their stores across the United Kingdom. The customer service staff are permitted to welcome customers to the store, be friendly and a familiar face, answer any of their customers questions and to assist customers in any way they can. They have been trained specially to help all of the customers. They are also required to wear a different uniform than the other members of staff so that customers can easily spot them in store to help answer customers’ queries.

Customers who shop at Tesco expect their staff there to be friendly and polite when buying a product or receiving a service. The staff are trained how to treat customers and how they should act if a customer gets out of control or angry. This is basic information that all the staff are taught when taking part in their training courses. As part of the set-up, the staff is required to wear uniform. Staff also has to have a good attitude; if they don’t then it is extremely possible that the customer will take his or her business elsewhere if they feel that they are not being treated properly. Being treated properly is what you are paying for in a service or product at is part of the price.

Customers expect a quick and efficient service. They also expect their goods to be in safe hands and also in good condition. When customers enter one of Tesco’s stores, they expect them store to look extremely clean and tidy. This is important because if their stores are clean and well organized then customers are likely to purchase products from them whereas if the store was dirty and in a terrible state then customers may decide to buy elsewhere as their maybe other stores selling the same product but in a clean and friendly environment. The fact that Tesco supply trolleys to their customers is a big advantage because if customers use a trolley when walking around the store then they may be forced to add more products into their trolley because they have more space to put items.

The way Tesco deal with their customers’ complaints is very important as they have to try and keep all the customers happy and content. If staff treat customers badly when they are trying to refund products then customers will feel angry and may not shop at Tesco ever again, however, this may not be the case as some customers may feel that only individual members of staff have the wrong attitude and may know that other staff are polite and may continue to shop there.

Tesco offer help in each of their departments. For example, if you want a particular loaf sliced, then customers can let a member of staff know and they will have it do in minutes. Another example is that Tesco allow customers to try food before they buy. Assistants at all Tesco stores will be happy to let customers taste a free sample before they decide to buy.

Finance

The financial accounting department at Tesco deals with all the money that comes and goes out of the business and will control revenue and will send off money to pay for all bills. One of the main sectors in the finance department is financial accounting. Tesco have to pay money to suppliers or manufacturers for products and goods. Tesco will buy most products in bulk because they are such a big organization and need to supply products to all of their stores throughout the United Kingdom.

The financial accounting department will buy products from big manufacturers such as Cadbury because the more products they buy from them, the more money they will save because they are buying straight from the organization that produce the product and are not buying chocolate bars from the nearest newsagents to one of their stores because it will be more expensive because the product has been passed on through a chain. Cadbury’s may sell boxes of their chocolate bars to a wholesaler such as Costco, corner shops will then buy chocolate from them. Then newsagents and corner shops will then sell the product to customers. More money will be added the product the further it flows through the chain in order for each business to make a profit.

Tesco will be extremely concerned about the amount of money that is going in and out of the business. They do not want to be losing money if it can be avoided, just like any other organization would be. They make sure that all information regarding finance is stored on documents so that they can check all information if needed. At all of Tesco’s stores, employees will take money from the cash registers and will carry it to a room within the store where people will count the money to make sure that the right amount of money is there. They will then bank their money by storing it in vaults and will then transfer it from security vans to banks.

Management accounting is concerned with the use of accounting information to all managers within Tesco to ensure that they make the right business decisions that would allow them to be better equipped in their management and control functions. Management accounting information is used within Tesco typically for decision making and financial strategies and is usually confidential. They will be looking to plan ahead for the future of Tesco. They also handle and take care of any issues regarding shares within Tesco. The management accounting function will take care of any information concerning labour, land and equipment such as machinery. They also take care of Tesco’s capital outlay which is the expenditure in which they have to pay for new buildings, building renovation, equipment, vehicles and land rent.

The Human Resource professional is the vital link of all levels in the organization. In this most important role in the organization he acts as partner, champion and mentor in the attainment of corporate objectives in order for the business to succeed. The HR department must align with and support the objectives and strategies of the Executive and the other departments. The inputs of the HRD are crucial in the development and implementation of corporate business plans. In a business, the human capital is its most important asset.

The HRD is at the forefront in building up the human capital or the people-side of the business. In order to do that, HRD must: create an environment that will attract people to want to be a part of the organization, hire and keep those who have the potential to add value to the organization through their talents and skills,  ensure the implementation of fair policies, equitable programs and just regulations, encourage continuous improvement and global competence through skills re- training or enhancement, and provide inclusive recreational programs that extend to their families.

With these the HRD helps create a totally productive, competitive, and highly motivated workforce. The HRD institutes a work culture that breeds growth, team-building, and sensitivity to customer needs, through empowerment. This is where the HR professional will bridge the gaps by initiating measures to help employees set their own goals to align with those of their department all the way up to the corporate goals. HRD assists in all areas where employees may encounter some difficulties in meeting goals.

Through constant communication in all levels of the organization, HRD is able to monitor individual and team progress in the achievement of goals and effectiveness of initiatives. Business these days is no longer confined to a family, community or industry. It had already taken a global playing field. This gives the HRD the additional challenge of staying and running strong in the competition. It is incumbent for HRD to review goals and processes so the necessary change must be done.

Once identified HRD must champion the change process and manage the culture change. With globalization, companies must be flexible, adaptable and ready to change course at the snap of the fingers. HR makes that possible through its varied roles in the organization as key partner, employee champion and change agent. Its most important role is to assume all three hats in one.

References

1. Healthfield, S. M. (2008). The New Roles of the Human Resources Professional. About. com: Human Resources. Retrieved May 22, 2008 from http://humanrecsources. about. com/od/hrbasicsfaq/a/hr_role. htm
2. Rowdan, R. W. (2002, June). Strategic Role of Human Resources Management in Developing a Global Corporate Culture. The Journal of International Management. Retrieved May 22, 2008 from http://findarticles. com/p/articles/mi_qa5440/is_200206? pnum=6&opg=n21314849
3. Hrvillage (© 2007-2008). Human Resources Department: Role within the Organization. What’s New in Human Resources. Retrieved May 22, 2008 from http://www. hrvillage. com/human_resources/role. htm