Recruitment

Concerning the company that I am seeking a job with, Absolute Appointments is a well established media sales and publishing sales company based in London along 77 Oxford Street. It deals in recruiting sales executives for media and publishing firms for a commission. It is a well structured firm with offices in all major cities of the UK.

It specializes in consultancy for recruitment in media sales as well as IT recruitment. It advertises the vacancies in these two fields and places candidates into positions of media sales and recruitment positions. It offers advice to job seekers and gives them the best help that can be got from any recruitment agency in the UK. It advertises the jobs through the Guardian magazine.

Absolute appointments consists of professionals who have worked for a long time in the field. These professionals have worked extensively in the field of media sales recruitment. They recruit graduates mostly for entry level jobs. They couple recruitment with interviewing of the candidates on behalf of the companies that engage their services. They recruit mainly for Consumer Press, Business to Business Press, Telesales, Publishing sales, Newspapers as well as On-line sales. The company has a piece of advice for interested candidates that they have got to be motivated by such factors as money for which anyone works.

The requirements for application are a degree in a relevant field. The company further specifies that for one to apply, they must fulfill the following requirements: Anyone who applies for the job must be very competitive must be a team player and that they must have good communication and listening skills.

 Below is the job advertisement: Entry Level Media Sales Executive, Sales Executive, Publishing Sales.

• Employer: ABSOLUTE APPOINTMENTS
• Posted: 14 Aug 2010
• Reference: AUG8
• Contact: Mr. Simon Essex
• Location: Greater London – Central London,
• Greater London – East London,
• Greater London – North London
• Industry:
• Graduate – Sales
• Media
• Sales
• Contract: Permanent
• Hours: Full Time
• Salary: £20’000 + commission + benefits

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Fantastic opportunity to work in one of the biggest B2B publishing house in London who offer a unique career opportunity in sales. This position offers the opportunity to learn and grow within one of the UK’s most recognized publishing houses. The successful candidate is likely to be living within an easy commute of Central London who has a keen interest in combining a career within Media and Sales.

A passion and eagerness to work in a company that offers financial reward is key, our clients look for sales people who thrive under pressure and enjoy the thrill of hitting targets.

In this role you need to demonstrate the capacity to identify and explore business opportunities, and understand the business needs of your clients. You need to enjoy working within a team environment where competition is encouraged. Media Sales is about making money .

The objective is to maximise revenue generation through advertising and sponsorship, you need to understand what your client’s needs are when considering where they need to advertise, and develop a relationship through regular contact over the phone and face to face.

Simultaneously adhering to deadlines and timescales set by your manager. This role is paying up to £20’000 basic + very generous commission structure. For more information on this role and others that Absolute Appointments have please call Simon on 07931503508.

Apply using the following method: Specialist Recruitment Consultancy in Media Sales positions and IT Recruitment Vacancies.

Profile

I am a dynamic, aggressive and goal oriented fresh graduate whose aim is to make the biggest sales ever in your company, using the invaluable skills I learned during my degree course in college and community organizations.

Key Skills

Communication

I possess excellent verbal and communication skills that can work wonders in convincing the most reluctant of customers to advertise with your company. I am very competent in communicating verbally with new people on a one on one basis with a lot of confidence. I am a good public speaker owing to my excellent oratory skills. I am also good at writing reports, dissertations and thesis borrowing from the skills I acquired while writing them for my undergraduate studies. I possess the social skills required in a sales executive. Besides, I am open- minded and receptive to new ideas and challenges

Team Working

I am a team organizer with vast experience in community work organization from both college and high school. I am able to lead large groups in any task as may be required. While in college, I was the leader of a student-based environmental cleanliness awareness group. My group was voted the best in year 2009. I managed to lead my members in successfully creating awareness on the dangers of an unclean environment and the benefits associated with conserving the environment in the community.

Problem Solving

I possess excellent problem solving skills that suit any kind of a situation no matter how complicated it may be. I am very resilient and adequately prepared to face all sorts of challenges. For any challenging situation that I face in my daily activities, I face it with one thing in mind; what a man can do, another man can do. This is the determination with which I face any challenge before me. I am always guided by the resolve to stay on until I find a solution; ‘quitters never win’ and I take nothing short of a solution for all the challenges I face in any given task.

During my term as the leader of the environmental cleanliness awareness committee, we were faced with the problem of inadequate finances to reach all the target groups and no one seemed to have an idea as to what to do. I suggested charity walk for fundraising as a solution. I organized it and we successfully raised enough funds to see us through one year.

IT Skills

I am computer literate and numerate with proficiency in software packages, operating systems. I installed software packages in computers while at the university.

Competence Matrix

Media Sales Executive

I am writing to express my interest in the position of a media sales executive as appeared an advertisement in the Guardian magazine issue of 4^th August 2010. I am applying for this job because I possess the needed qualifications and skills and I am sure I can deliver the required services if considered. I have been a leader of groups before and I am confident I can bring more clients to the company given my experience in dealing with the public. Your terms interested me and I would like to work in a highly competitive and challenging environment for my career advancement.  My availability is immediate and I would appreciate a lot if you invited me for an interview.

Canon Franks

The questions I expect from the interview panel

• What makes you think that this job suits you?
• What are the previous experiences that are relevant to this job?
• Given a situation whereby a customer threatens to sue the company if their work was not re-done for lack of compliance of the set rules, how would you handle the situation?
• If you were to head the company’s sales team, what approach would you use?
• What are the factors that contribute to success in sales?
• What would you do to improve the company’s corporate image in the case of a crisis?

REFERENCES

Guardian News and Media Limited, (2010). Available at: www.guardian.co.uk.

Careers and Employability Service, (2010). Available at: www.mmu.ac.uk/careers. Manchester Metropolitan University.

Skill:National Bureau for Students With Disabilities, (2010). Available at: http://www.skill.org.uk/index.aspx

This paper argues that recruitment policy does not influence the recruitment process to a large extent, as it represents an espoused theory, which is used to explain and idealize behavior after it has occurred. Instead, it is argued that recruitment decision assumptions will guide the recruitment process, as they represent theories-in-use.

These recruitment decisions, in the form of how internal employees’ firm-specific knowledge is valued, will affect whether managers are internally promoted or externally recruited. How an organization values such knowledge may be inferred from control systems, which is illustrated using the examples of socialization and bureaucratic control systems. These control systems have been chosen, as they represent opposite perspectives on the value of firm-specific knowledge and will, therefore, have opposite impacts on internal or external recruitment being more probable.

The framework of Argyris and Schon (1974) presents how espoused theory and theory-inaction relate to each other, as well as to other variables. As can be seen in figure 1, espoused theory and theory-in-use can be positioned against each other, resulting in either congruence or incongruence. Furthermore, the figure depicts the assumption that espoused theory is separated from action and only serves to explain and idealize it afterwards.

Instead, it is theory-in-use, which influences action, as people act according to the requirements of the governing variables of their theories-in-use. Theories-in-use will also tend to influence how a person will perceive the surroundings, i. e. the behavioral world. This is a world created by human convention and continued by human choice, rather than being an inherent nature of reality. Concluding a feedback circle, the behavioral worlds will be used as validation for those same theories-in-use, by which the behavioral worlds have been created and tend, therefore, to further reinforce them.

This framework thus, depicts one problem with having theories-in-use, in that they tend to be self-sealing. Theories-in-use shaping action and behavioral world, while still using action and behavioral world as reasons and validation tends to enforce a circular logic, where a feed-back loop is dependent on the prior assumptions. One example of such a problem is presented by Argyris and Schon (1974), where a teacher experiences a self-sealing problem of assuming that his students are stupid. In assuming that the students are stupid, the teacher acts as though they are in fact stupid.

By clearly letting the students know that he thinks they are stupid, the teacher will ask such questions as elicit stupid answers from them, thus, enforcing stupid behavior on the part of the students. The teacher will then test his theories and as he himself enforces stupid behavior in the students, his theories will be reinforced. The longer the teacher and the students interact, the more firmly will the teacher become in his theory-in-use of them being stupid.

Apart from the earlier discussed variables there are five more, with which espoused theory, theory-in-use, action and behavioral world can be analyzed and which represent possible dilemmas in or between the other variables. Internal consistency may be analyzed for each of the two variables of espoused theory and theory-in-use, as a description of how internally consistent the theories and the assumptions of the theories are. Congruence, on the other hand, represents a means for analyzing fit or consistency between espoused theory and theory-in-use.

Espoused theory and theory-in-use are related in the way that espoused theory represents what one says one is doing, whereas theory-in-use represents what one actually does do. Thus, theory-in-use influences action and behavioral world. Effectiveness is a variable, with which one can analyze how well actions enforce the behavioral world that a theory-in-use would lead to without the mediating variable of action. Effectiveness is, therefore, not used when analyzing espoused theory, as it will not influence action.

The model also depicts a feedback loop, as theory-in-use influences action, which in turn leads to a behavioral world, which is then used to validate and reinforce theories-in-use. How well the behavioral world can be used to reinforce or gainsay theory-in-use in turn depends on how well the theory-in-use can be tested, i. e. the testability of the theory in a specific situation. Apart from these analytical variables, there is one more variable, which represents a normative dimension of the framework. This variable is represented by the values of the behavioral world.

After having analyzed the other variables, a person would finally also ponder whether the behavioral world, created by the process involved in the framework, would be considered a positive or negative one. Depending on the answer, the person would perceive a propensity for stability or change.

Recruitment Policy and Recruitment Decision Assumptions

The espoused theory in the case of an organization’s recruitment activities is represented by the recruitment policy, as stated by the organization, whereas theory-in-use is represented by the assumptions on which the recruitment is actually based.

An internal recruitment policy may in general be assumed, due to it being so common as it represents marketing towards the employees (Coff, 1997; Chan, 1996; Browner and Kubarski, 1991; Tanushaj, Randall and McCullough, 1988). In contrast to espoused theories, theories-in-use cannot be easily observed (Argyris and Schon, 1974). It can be argued that recruitment decision assumptions may be observed indirectly through what candidates are in fact recruited, but in such cases we would resort to tautology in assuming that persons are selected based on the fact that they are selected. However, patterns may of course be observed and analyzed.

As for recruitment decision assumptions, it seems safe to argue that the primary governing variable in a recruitment process is recruiting the best candidate available for the position. The ability of a candidate is, however, difficult to evaluate and recruiters will, therefore, use different proxies in order to evaluate ability and reduce information uncertainty. Focusing on the recruitment process in terms of choice between internal promotion and external recruitment, it would seem more probable for an organization to recruit internally, as this reduces information uncertainty in that candidates may be directly observed.

Furthermore, Academy of Management Best Conference Paper 2003 HR: G2 internal recruitment may be preferred due to employees’ firm-specific knowledge (Chan, 1996). The higher the value placed on firm-specific knowledge, the likelier will internal recruitment be. Recruitment decision assumptions in the case of what value is placed on firm-specific knowledge may be observed through what control systems are used.

This argument is based on the assumption that control systems not only represent measurement systems in evaluating a manager’s behavior, but that they also signal what behavior is considered appropriate and, therefore, will be learned by managers. This reasoning is based on expectancy theory (Vroom, 1964), stating that motivation for a certain behavior depends on a person’s beliefs of what outcomes will tend to result from a specific behavior and the attractiveness a person attaches to those outcomes in terms of their ability to satisfy a person’s needs. Thus, persons will be shaped by what is expected from them by others.

Consequently, as behavior and values are affected, control systems will have an impact on whether certain skills can be found in the organization or not. Here, the impact of the two control systems of socialization and bureaucratic control systems will be presented, as they relate to whether learning of corporate-approved behavior is valued or not. Thus, the difference lies in whether appropriate behavior needs to be learned over time or if it has been formalized by the organization in terms of for example rules and regulations. Socialization is a form of premise control, i. e. ontrol is exerted prior to the action (Cyert and March, 1988), which means that appropriate behavior is internalized by the employees. Not only actions, but also thinking, are thereby influenced to include appropriate assumptions and values. This is related to how institutionalization will tend to become self-reinforcing, after a while needing no rewards or other intervening procedures, as once institutionalized social knowledge will tend to become a part of organizational daily life (Zucker, 1977). Lack of displaying the appropriate behavior will result in personal consequences.

Reinforcements of proper behavior and thinking are in this context made in terms of peer approval, membership and leadership. In contrast, not displaying appropriate behavior will result in the person’s actions being perceived as deviating, which is punished by belittlement, hostility and ostracism (Anthony, Dearden and Bedford, 1989). A high degree of socialization will affect the recruitment process in numerous ways. First, managers who do not embrace the appropriate values and display the appropriate behavior will have a lesser chance of being promoted.

Second, the internal managers will have an advantage, compared to the external ones, in the recruitment process. Third, a recruiter would tend to feel less uncertainty in recruiting a person from within the organization, knowing that the person has had opportunity to learn appropriate behavior and not having to resort to indirect signaling of such behavior in other candidates. Bureaucratic control systems do not provide the difficulty of observation that socialization does, in that this form may be termed the most visible of controls, where appropriate behavior is signaled by such mechanisms as budgets, reports and other documents.

This form of control may be termed action control (Cyert and March, 1988), i. e. control is exerted during the action, which means that appropriate behavior is not internalized. Instead, tasks are simply performed in accordance with for example manuals, without having to reflect on what the appropriate action is. Thus, this form of control concerns mainly behavior and not an internalization of appropriate thinking. However, I stress my use of the word mainly, as repeated actions may in time be internalized and transferred into control of thinking and especially so if the bureaucratic control mechanisms in question are stable over time.

Here, reinforcements of appropriate behavior consist of management commendation, monetary incentives and promotions, whereas Academy of Management Best Conference Paper 2003 HR: G3 punishment for the wrong behavior will tend to consist of demanding the person accountable to explain the behavior in question (Anthony, Dearden and Bedford, 1989). Reinforcements and punishments can in the case of bureaucratic control systems be considered to consist of more normative than affective mechanisms, as compared to possible ostracizing in organizations with a high degree of socialization.

In the case of bureaucratic control systems, internal candidates will not tend to have the advantage of inherent knowledge of corporate values, to which external candidates do not have access. Therefore, as no internalization of appropriate values is present, external candidates will have a greater possibility of attaining a position, as compared to when organizations use socialization as control mechanism. The competitive situation will be more equal and the possibility and probability of external recruitment is, therefore, increased.

However, there may still be higher costs incurred and a higher information uncertainty with external recruitment, as internal candidates may be observed directly. The above arguments do not include a certain prediction that a high degree of socialization will invariably lead to internal recruitment and bureaucratic control systems to an external one. They propose that external recruitment is made possible and, therefore, more likely by the absence of internalized knowledge of appropriate behavior and thinking, as such is instead formalized into rules and regulations.

Indeed, this proposition may also include the opposite relationship, where a high degree of socialization may in fact incapacitate employees in terms of new thinking and dealing with new situations (Alvesson, 1993). For example, Wiersema and Bantel (1992) found that organizational tenure in CEOs was negatively correlated with strategic change. This implies that the longer persons stay in an organization, the more will they strive to preserve the organizational status quo and especially so in the case of a high degree of socialization.

Thus, if new thinking is required in an organization with a high degree of socialization, due to for example a changing external context, external recruitment may be needed in order for the organization to cope with it. Degree of resistance to attempts of change tends to be related to the degree of institutionalization (Zucker, 1977). Still, the proposed relationship of recruitment being influenced by what value an organization places on firm-specific knowledge holds true, as the inherent knowledge of the internal employees has been transformed from a competitive advantage into a competitive disadvantage.

A Dilemma of Two Evils

When deciding on form of control system, the organization will not only communicate and influence its recruitment decision assumptions in terms of internal and external recruitment, it will also influence what conflict it will be affected by when trying to achieve its goals. Inconsistency in one’s theories-in-use leading to no attaining one’s goals or incongruence in what one is doing and what one is saying one is doing, leading to not keeping one’s worldpicture constant.

With a high degree of socialization, an organization will tend to have congruence between recruitment policy and recruitment decision assumptions, promoting a positive self-image. The organization will, however, tend to suffer from the conflict of an internally inconsistent theoryin-use in the form of recruitment decision assumptions, as internal candidates will not be the best ones in all situations, although having the advantage of internalized knowledge of corporate values.

This conflict may be lessened by prioritizing internal recruitment, which would also Academy of Management Best Conference Paper 2003 HR: G4 avoid incongruence between recruitment policy and recruitment decision assumptions. Just such a case has indeed been promoted by previous research (Chan, 1996), in claiming that external candidates will be recruited only when they are very superior to internal ones, in that employee well-being needs to be promoted for the organization to be able to continue its existence.

If instead recruiting the best candidate is prioritized, the organization will instead suffer from the same conflict as organizations with a high degree of bureaucratic control systems. In promoting the best candidate, external recruitment will be more possible as well as probable and the existing employees’ may perceive the incongruence of an internal recruitment policy and external recruitment. As for an organization with a high degree of bureaucratic control systems, the recruitment decision assumptions are internally consistent.

However, it will face a conflict of incongruent recruitment policy and recruitment decision assumptions, as the recruitment decision assumptions promotes the recruitment of the best candidate, regardless of organization membership. Although those responsible may not believe in the espoused theory, the incongruence may nevertheless be noticed by employees, who may feel deceived and mistreated in receiving less promotion opportunities. This may lead to consequences such as a lack of motivation for staying with the organization and, in time, a high employee turnover.

Furthermore, this conflict would probably not be resolved by the organization boldly admitting to not recognizing organization membership as a variable in recruitment decisions, as this would hardly result in persons wanting to enter into the organization in the first place. In such cases when corporations with a high degree of bureaucratic control systems recruit internally, no incongruence will arise. However, it is unlikely that internal candidates will always be the best ones and, therefore, one of the wo conflicts will tend to arise. The conflicts of inconsistency in recruitment decision assumptions and incongruence between recruitment policy and recruitment decision assumptions may be perceived as the organization breaching the implicit contract of them providing employees with future economic safety, while the employees have fulfilled their part of it by providing the organization with ability .

As organizations commonly only succeed in inspiring conditional trust in their employees, any discrepancy in behavior may lead to a distrustful environment (Jones and George, 1998), which is hardly conducive for employee well-being, nor for productivity. Although such mistrust is bad in itself, the situation may worsen if perception of breach of contract evolves into a perception of violation of contract (Morrison and Robinson, 1997), as breach of contract focuses on the cognitive aspect, whereas violation affects the employee emotionally.

Whether a breach of contract will evolve into a violation in the perceptions of the employees depends on the perceived magnitude of the discrepancy, how it affects the employee, whether the discrepancy is perceived as purposeful or not, if the procedure leading to the discrepancy is perceived to have been fair and the employee’s overall social relationship with the organization. Thus, in the case of discrepancies caused by the recruitment process, the evaluation will, first, be worsened by employees having a relational contract, i. . it is broad, open-ended and long-term, based not only on monetary elements but also socio-emotional ones such as loyalty and support (Rousseau and McLean Parks, 1993). Second, individual situations will determine perceptions of magnitude and fairness, but perceptions of discrepancies will generally worsen, due to the purposeful breach in deciding on recruiting an external candidate.

Counterintuitively, employees will tend to experience less violation if discrepancies in contract are more common than not, which is, however, consistent with unexpected negative events leading to more intense emotional responses than expected ones (Ortony, Clore and Academy of Management Best Conference Paper 2003 HR: G5 Collins, 1988). Therefore, we would expect external recruitment to elicit more severe conflict in organizations with a high degree of socialization than in the case of bureaucratic control systems.

As this breach will occur in relation to recruitment decision assumptions and organizational norms, this will probably also increase perceptions of breach of contract. However, as such recruitment will tend not to occur on an extensive basis, the impact on present managers will not be great, unless in the case of filling top management positions with external candidates, thus, extensively lessening internal managers’ possibility of advancement.

In the case of organizations with a high degree of bureaucratic control systems, the discrepancies will be more common and relate to not following the recruitment policy, which will probably lessen the impact of such breaches. Nevertheless, such extensive external recruitment will reduce internal managers’ possibilities of advancement. Although this may not lead to recurring perceptions of violation of contract, it may instead infer a state of organizational cynicism (Dean, Brandes and Dharwadkar, 1998) among employees.

Such cynicism would then infer a belief that the organization lacks integrity, a negative affect towards the organization and tendencies to disparaging and critical behavior towards it. Such perceptions seem unlikely to improve individuals wanting to join the organization, nor will they tend to improve motivation. Ultimately, evaluation of organization behavior will depend on employees’ beliefs about whether they have been treated honestly and respectfully as well as having received adequate justification for the contract breach (Bies and Shapiro, 1987).

Perhaps this is the cause of organizations sometimes specifying their policies by saying that although they are, of course, intended to bring about internal promotion, this has to be re-evaluted in specific cases, such as when recruiting experts or managers. Figure 1 Argyris and Schon’s framework contrasting espoused theory and theory-in-use.

References

1. AVAILABLE FROM AUTHOR Academy of Management Best Conference Paper 2003 HR: G6

Introduction

Competency for any job can be defined as a set of human attributes that enables an employee to meet the expectations of his internal and external customers and stake holders. We have generally observed that only hard work, knowledge, sincerity towards work, and intelligence does not alone makes a person star performer in his/her profession. There are many other factors that actually help an individual practically in achieving success in performing job.

For example we have observed that during our school or college days a star student who scores maximum marks in exam may or may not be a good leader. Similarly to this a good batsman may or may not be a good bowler in the game of cricket. The only reason behind this to be a leader requires different set of competencies and to be a good bowler requires a different set of competencies than for a good batsman. That’s why human qualities and attributes which makes a person suitable for his/her job defines competency for that particular job.

A competent manager is always aware about different competencies that a person requires to perform the job effectively and efficiently. And on the basis of their knowledge about this they select and train their subordinates for that job. There are many factors such are Social culture, work environment, nature of business, Organizational structure, responsibilities, nature of process and assigned activities, attitude and motives of management affects competency require for particular job.

Competency based recruitment and selection focuses on identifying those candidates that can evidence those behaviourally defined characteristics which underpin desired performance in the role you are seeking.

Competency-based Human Resource Management

A general objective behind hiring a candidate to perform a particular job is to get that job done effectively and efficiently. In short all organizations strive to achieve excellence in whatever business they are.

To achieve this goal it is very essential that the entire jobs are performed efficiently and effectively by all the employees. To achieve excellence in performing any job by an employee it is important that an employee should be competent to perform that job. Competency-based Human Resource Management helps any organization in achieving in objective. Competency based human resource management is promising as best approach in developing and preserving competent human resources.

Competency based approaches to human resource management have been developed since psychologist David McClelland’s research on competency concept. He is credited with launching the competency movement through the publication of his paper titled “Testing for competencies rather than intelligence”, in which he suggested that academic aptitude and knowledge content tests alone cannot predict a high level of performance, but personal qualities, motives, experience and behavioural characteristics can distinguish most successful from less successful individuals

Meaning of Competencies

The Treasury Board of Canada has defined “competencies” as the knowledge, skills, abilities and behaviours that an employee applies in performing his/her work and that are the key employee-related levers for achieving results that are relevant to the organization/s business strategies. Competency may be defined as: “The behaviourally defined characteristics which strengthen effective and superior performance”. It’s all about how the person should behave in order to achieve the objectives.

According to Schroder competencies are personal effective skills which vary from more basic specialized functional skills to the generic, person based higher level competencies. Competencies allow focus process-“How things are done? ” not simply on outcomes.

Classification of competencies

Core Competencies

The Core competencies include those key competencies that all employees in the organization must possess to achieve its mandate and vision. These competencies describe in behavioural terms the key values of the organization and represent those competencies that are core to the organization’s principal mandate.

Career Stream Competencies

The Career Stream competencies are those behavioural competencies that are common to the all jobs in the stream, and combined with the organization-wide (core) competencies, make up the suite of behavioural competencies necessary for success in the Stream.

Technical / Professional Competencies

The technical/professional competencies tend to be specific to occupational areas, roles and / or jobs within the Career Stream, and include the specific skills and knowledge (know-how) to perform effectively within the jobs of the Stream (e. . ability to use particular software; knowledge in particular professional areas such as finance, biochemistry; etc. ). These competencies could be generic to the Career Stream as whole, or be specific to roles, levels or jobs within the group. These are the competencies some one must demonstrate to be effective in his job/role, task or duty. Thus these competencies are job or role specific and vary from job to job. A competency model can be used to develop specific job related competencies and come out with a competency dictionary.

These competencies are organization specific as roles and responsibilities may vary from organization to organization even though the job title may be the same. Generally HR department of organizations is focused on developing professional competencies and evaluating the same during recruitment and selection process. This classification of different types competencies in not all inclusive it’s an open field of research. In addition to this, competencies can be classified as Personal competencies also.

Personal competency includes the various behavioral competencies apart from the knowledge and skill level of an individual. It includes personal attributes like level of motivation, adaptability, developing oneself etc. It also includes interpersonal skills like relationship building, communication ability, openness towards change, cultural awareness etc. In addition to this we can define people management competencies like Leadership, Directing, team building capacity, capacity to work with a team, counseling people, providing motivation, knowledge transformation.

A Competency model

A “competency profile” or “competency model” is defined as a set of competencies and includes associated behaviours that link directly to the work to be performance, and the levels of proficiency for each behaviour. Competency profiles can cover a group of positions / jobs within an organization. I have developed following process to develop a competency model that can be used for the purpose of delivering competency based recruitment and selection in a desired way.

A Competency model is the basic tool or competency based recruitment and selection. A Competency model tries to explain what and all competencies are required to perform different jobs in an organization. A competency model also tries to prioritize the competencies for different jobs. It describes these competencies in the form of indicators, which can be quantified. Each competency can be quantified on a scale on the basis of its relative importance with respect to each job. This serves as a reference for all competency management activities in the organization.

Competency model is organization specific as each organization may have its own way of defining and quantifying competencies and competencies may be unique for each organization. Procedure to develop standard competencies:

1. First step is to identify the competencies to perform different jobs. Main source to identify these competencies are job description and job specification. On the basis of that a specific competencies can be identified because these throws light on duties, responsibilities, tasks involved in the job. This will work out as basic list of competencies required within an organization.
2. Now the next step is to find out critical competencies for all jobs, prioritizing them and to give more significance. These core competencies can be find out through discussion with immediate supervisors for the job position. They are more aware of the different competencies required for performing job efficiently. It also includes brainstorming sessions with managers.
3. After finishing first two steps, the next is to develop the overall list of kinds of competencies required to perform a job. This includes both primary and secondary set of competencies. This can be further categorized job wise competencies also. With this step now we have a whole dictionary of competencies required.
4. Once the dictionary of competency is ready, now the next step is to prioritize and rate or provide weightage to different competency on the basis of its importance for the particular job. This will help us in quantifying competencies.
5. A model for developing standard competencies is now prepared. This can be used as a tool in competency based recruitment and selection by developing different tests to measure such competencies. Competencies are not static for any job. It is a very dynamic in nature.

As the time changes and environment becomes more complicated, competencies required to perform a job also changes. Competency based recruitment and selection: Recruitment can be defined as “The process of surveying all sources of personnel, inside and outside the organization, to locate and attract the best possible candidates for new or vacated positions”. One of the most important problems in any organization is developing an effective recruitment and selection process which can choose right candidate for a right job.

Many organizations have already experienced the cost of selecting a candidate who is not competent for performing job although he is qualified and knowledgeable person. Competency based approach for recruitment and selection calls for more meaningful competency based job descriptions, more appropriate job advertisements, better screening process, Specific competency based written tests like psychometric tests, Specific behaviorally based interviews popularly known as behavioral event interviews, tailored reference checks based on desired competencies of specific role.

With the help of competency based recruitment and selection process it is possible to improve efficiency of the job getting done in the right way, which leads to achievement of desired results. Following diagram explains the process of recruitment and selection based on competency.

Identifying Recruitment Strategy Team

Form a workgroup whose primary objective will be to develop a gap-closing recruitment plan for the company. The team should include:

• Key Human Resources personnel.
• Staff who have knowledge and responsibility for day-to-day operations.

Other work units as appropriate given your agency’s size and organizational structure. Bringing together a Recruitment Strategy Team from different parts of the company offers a number of advantages:

• Team members may have a variety of networking contacts.
• Team members may bring new perspectives that result in creative ideas that surface through brainstorming.
• Teams members may become more invested in the recruitment process and support/encourage involvement of their respective organizational units.
• Preparation of competency dictionary: Dictionary for competency can be developed with the help of competency model discussed earlier.
• Defining competency based job profiles: Jobs can be better described in terms of the competencies needed for performing the various activities demanded by the job. The competency based approach defines jobs in terms competencies and this more flexible as rigid descriptions used in traditional job descriptions resulted in employees performing strictly defined tasks. Recruitment and selection methods will have to be based on competency based job profiles.
• Role analysis can be a better means of developing competency based job profiles. Role descriptions are more effective in identifying job related competencies and thus developing competency profiles. The competency based qualification standards can be based on whole person competency based approach, and characterized by more assessment options and easy to quantify and hence evaluate.
• Recruitment Advertisement: A good advertisement is one which can convey the candidates the exact needs of the organization in terms of the basic job related competencies which are necessary for performing the job competently.

The exact competencies for each job are available in the competency dictionary and this can be used for advertising purpose to tell possible candidates what knowledge, skills, and attributes they must possess to be able to apply for the job. Competency Tests: Psychometric tests are psychological tests which can provide useful information about a wide range of competencies of an individual like abilities, aptitudes, values and skills, and can function as a scientific aid in selection. These tests are based on person-job fit concept.

Psychometric tests are used for several applications like selection, promotion, transfer, placement, and potential appraisal. Different types of psychometric tests can be used are: Personality tests, Occupational interest, Ability test, Value system test, etc.

Competency Interviews

A Competency Based Interview is a structured series of questions aimed at eliciting evidence of a candidate’s behavioural fit against specific job-related competencies. In competency based interviews, behavioral focused interviews are used.

In behavioral focused interview, the underlying philosophy is that the past behavior is the best predictor of future performance. These types of interviews are generally characterized by questions that relate to specific behaviours which have been found to be linked to successful/superior performance on the job. Candidates are not asked to describe how they would respond in a particular situation or event – that is, they are not asked for hypothetical thinking and responses. But they are asked to describe what they have done, what behaviours they have used, in a certain situation or event which has occurred in the past.

Interviewers halting the candidate’s response to a question once they have heard sufficient evidence of the candidate’s competency. A Competency Based interview process will allow for evidence based information which can then be verified with a candidate’s referees. Competency Reference checks: Competency based reference checks the competencies that a candidate has actually exhibited in the past. The information can be obtained from the previous employers or the educational institutions from where the candidates have passed out.

Reference checks can be designed in the form of a questionnaire which can be used to obtain information about the candidate’s previous performance levels or capacity to exhibit competencies when needed. Selection of the candidate & Training and Development Plans: On the basis of the reference checks and other competency testing we can now select the right person for the right job. Once the candidate is selected further plans for training can be prepared on the basis of the competencies required for meeting future changes in doing the job. Conclusion:

From our discussion it is clear that competency based recruitment and selection can be more effective in selecting right candidate for the right job to enhance organizational efficiency. Thus organization’s need to develop a competency model which can be used as standard yard stick for implementing competency based recruitment and selection. This can not only reduce the cost of hiring the people but also enhance productivity significantly by building human resources as per the exact needs of the organization in complex business environment.

BP was founded as the Anglo Persian Oil Company by William Knox D’Arcy in 1909 BP produces 3. 9 million barrels of oil equivalent per day of oil and gas for customers across the world The 1,768-kilometre Baku-Tbilisi-Ceyhan (BTC) pipeline, from Baku in Azerbaijan through Georgia to Ceyhan on the Turkish Mediterranean coast, represents one of the great engineering projects of our era With partners Petrochina and Sinopec we plan to develop approximately 1000 outlets in China by the end of 2007 Corporate Governance Issues.

How our governance practices differ from those followed by domestic US companies listed on the NYSE .BP American depositary shares (ADSs) are listed on the New York Stock Exchange. Each BP ADS represents six BP ordinary shares. Although non-US companies like BP are exempt from most of the corporate governance rules of the New York Stock Exchange (NYSE), pursuant to Rule 303A. 11 of the NYSE Listing Manual, we are required to disclose any significant ways in which our corporate governance practices differ from those followed by domestic US companies listed on the NYSE. Independence

BP has adopted a robust set of board governance principles, which reflect the UK’s prevailing principles-based approach to corporate governance. As such, the way in which BP makes determinations of directors’ independence differs from the NYSE rules. NYSE Rule 303A. 02 sets out five bright line tests for director independence. In addition to these five tests, the NYSE also requires that the board of directors “affirmatively determines that the director has no material relationship with the company (either directly or as a partner, shareholder or officer of an organization that has a relationship with the company)”.

BP’s board governance principles require that all non-executive directors be “independent in character and judgement and free from any business or other relationship which could materially interfere with the exercise of their independent judgement”. The BP board has determined that, in its judgement, all of the non-executive directors are independent. In doing so, however, the board did not explicitly take into consideration the NYSE’s five bright line tests. Committees BP has a number of board committees which are broadly comparable in purpose and composition to those required by NYSE rules of domestic US companies.

For instance, BP has a chairman’s (rather than executive) committee, nomination (rather than nominating/corporate governance) committee, remuneration (rather than compensation) committee and an audit committee. These committees are composed solely of non-executive directors whom the board has determined to be independent, in the manner described above. The BP board governance principles prescribe the tasks, process and composition of each of the committees (which are summarised in the annual report and on the website). BP has not, therefore, adopted separate charters for each committee.

One of the NYSE’s additional requirements for the audit committee states that at least one member of the audit committee is to have “accounting or related financial management expertise”. For 2007, the board determined that Douglas Flint possessed the financial and audit committee experience as defined for the purposes of disclosure in Item 16A of Form 20-F, and has nominated him as audit committee financial expert.Shareholder approval of equity compensation plans The NYSE rules require that shareholders must be given the opportunity to vote on all equity-compensation plans and material revisions to those plans.

BP complies with UK requirements which are similar to the NYSE rules. The board, however, does not explicitly take into consideration the NYSE’s detailed definition of what are considered “material revisions”. Code of ethics The NYSE rules require that domestic US companies adopt and disclose a code of business conduct and ethics for directors, officers and employees. BP has adopted a code of conduct, which applies to all employees, and has board governance policies which address the conduct of directors. In addition BP has adopted a code of ethics for senior financial officers as required by the SEC.

BP considers that these codes and policies address the matters specified in the NYSE rules.  Other exchanges In the US, BP is also listed on the Chicago Stock Exchange (CHX). The listing standards of this exchange are very similar to the NYSE’s, and the discussion on corporate governance practices above also reflects significant ways in which BP’s corporate governance practices differ from those required for US companies under the listing standards of the CHX. As a foreign private issuer listed on this exchange, BP is exempt from most of the exchange’s corporate governance standards requirements.

Business Ethics As one of the world’s leading companies, we have a responsibility to set high standards: to be, and be seen to be, a business which is committed to integrity. In a complex global business environment like ours, that’s not always easy. Our code of conduct is designed to help us achieve this. Our code of conduct is the cornerstone of our commitment to integrity. As Tony Hayward, the group chief executive, affirms: “Our reputation, and therefore our future as a business, depends on each of us, everywhere, every day, taking personal responsibility for the conduct of BP’s business”.

The BP code of conduct is an essential tool to help our people meet this aspiration. The code summarizes our standards for the way we behave. All our employees must follow the code of conduct. It clearly defines what we expect of our business and our people, regardless of location and background. Ultimately it is about helping BP people to The code includes many examples of how our group values should be applied in specific situations. The level of detail and practical approach signal our determination to embed our values and a culture of integrity more firmly in our group.

The code covers five key areas of our business operations: health, safety, security and the environment – fundamental rules and guidance to help us protect the natural environment, the safety of the communities in which we operate, and the health, safety and security of our people. employees – covering fair treatment and equal opportunity, providing guidance for dealing with cases of harassment or abuse and for protecting privacy and employee confidentiality

Business partners – providing detailed guidance on giving and receiving gifts and entertainment, conflicts of interest, competition, trade restrictions, money laundering and working with suppliers. Governments and communities – covering such areas as bribery, dealing with governments, community engagement, external communications and political activity. Company assets and financial integrity – containing guidance about accurate and complete records and reporting, protecting company property, intellectual property, insider trading and digital systems

The Assessor: After hearing the definition of NC II -? CSS, we can say that it is very important. It has its own importance and benefits like for example, work. Nowadays, if we would like to apply on a company, it will serve as your weapon in applying. NC II – CSS is accredited on foreign countries. NC II -? CSS is important because it will give you additional knowledge and an advantage to challenges. The Assessor: Moving on, we are now going to tackle the Core Competencies of NC II – CSS. There are 4 Units of Competencies. These are: Install Computer Systems and Network Diagnose Computer Systems and Network

Configure Computer Systems and Network Maintain Computer Systems and Network Installing Computer Systems and Network – This module will teach you how to install a single boot or a dual boot SO in one computer unit. Diagnose Computer Systems and Network -? This will teach you how to diagnose computer systems and network. It involves Assembly/Disassembly of a system where in you will be observe if you obey the safety precautions and the proper handling of the parts of a system. Configuring Computer Systems and Network – This module will teach you how to configure computer systems and network.

In this part also allows you to teach file sharing through network. In this part, you will do the cabling and what is the right pattern of cabling should be used. Maintain Computer Systems and Network – This module will teach you how to maintain Computer systems and network. In this part, you will be interview. The Interview involves the different malfunctions or errors encountered in maintaining a computer. The Assessor: What are the things we should prepare? We have to prepare the following: Application Form Test Package Attendance Sheet Self-Assessment Guide Competency Assessment Result Summary Tools and Equipment

The Assessor: The Application Form was given to you ahead of this assessment. I will give it to you for you to recheck if you missed something. The assessor will now distribute the Application Form to its respective applicant. The Assessor will now guide the candidate on filling up the Application Form. The Assessor: Use BLACK INK only. The first thing you should to do is to sign the Applicant’s Signature. After that is the date that you have accomplished the form. Under that is the Name Of School where the assessment center is located, Address location of the school and the Title of Assessment you have applied for.

In this case you will put, NC II – Computer Hardware Servicing. Under that is the Qualifications. It has two options which is Full Qualification of COCO. Tick the Full Qualification. Next is the Client Type. Tick the DUVET Graduating Student. The Profile part consists of the Surname, First Name and Middle Name. Use Capital Letters only. Mailing Address consists of Number/ Street, Bargain, District, City, Province, Region and Zip Code. Fill up your Mother’s Name, Father’s Name and Sex. Check the Male Box if you are a boy and if girl, check the Female Box. Next is the Civil Status. Check ONE only.

Contact Numbers, Highest Educational Attainment, check College Level. Birthrate, You should write in following format MM/AD/W and your Birthplace. Do not put the hospital but the CITY you were born. Put your Work Experience if you have. Name of the Company, Position, Inclusive Dates, Monthly Salary, Status of Appointment and Number of Years Working. Next is the Other Training/Seminars Attended. The seminars that you should mention are on NATIONAL QUALIFICATION-RELATED. Next is Licenser Examinations that you had passed and Lastly The Competency Assessment’s that you have passed.

The Assessor: Under the Application Form is the, Admission Slip. Please cut the Admission Slip and Pass the Application Form to me. The assessor will collect the Application Form and leave the Admission Slip to the candidates. The assessor will now verify the information written on the Application Form. If there are still information lacking, you will give it back to the candidate and let him fill up the missing information. If verification is done and no error is sighted, the assessor will now explain the proper procedures in filling up the information on the Admission Slip.

The Assessor: Do not write anything on the Reference Number. Leave it blank. Write your name on the Name of Applicant Field. Next is you Contact Number or Telephone Number. The Assessment you applied for is NC II – CSS (Computer Hardware Servicing. The Official Receipt Number was given to you after you settle the payment for this assessment. Please indicate the date where you pay to the Date Issued side. On, the lower right portion of the slip, Write your name in PRINT and put your signature above it. Lastly, the date of your assessment should be indicated. The Assessor: Any questions?

If there are no questions, you can now proceed on checking of attendance. The Assessor: will now check your attendance. The assessor will now distribute the attendance to the candidates. The Assessor: Let me remind you this, you can use blank ink only. Each attendance sheet will only accommodate 10 persons each. Each person will fill up 3 attendance sheets. The number you have filled up on the attendance should be similar or the same to the corresponding attendance sheets. Let the candidates sign on the attendance sheet, compare the signatures of candidates on admission slip against the signature on the attendance sheet.

The Assessor: Here with me is the Self-Assessment Guide. This is an indication that you know and can perform all units of competency enumerated in this qualification. If you checked “No” at least one of these questions indicates that you are not competent. In every end qualifications, fill up the Candidate’s Name and the Date. Please read the instructions carefully and answer all the questions outlined in the document. Use black ink only. The Assessor: If you need assistance, I will be more than Willing to assist you. The self-assessment guide was given to the candidate by the processing officer of the assessment center.

The competency assessor explains and guides the candidate in accomplishing the Self-Assessment Guide. After the candidate is through with accomplishing the Self-Assessment Guide, you will review the answers and will give feedback to the candidates. The Assessor: Now, you are now going to fill up the Test Package and the Competency Assessment Result. Fill out the following fields, the Name of the Candidate, Date of Assessment and name Of Assessment Center. Avoid erasures and use black ink only. The assessor will now double check the fields of the candidates and let them ill out the lacking information and verifies it.

The competency assessor orients/briefs the candidates. The assessor should explain the following. The Assessor: What are the tools and equipment used in the assessment? In networking, you will use Crimping Tool, U TOP Cable and an RUG-45. You will be given ;o (2) RUG-ass. In Installing Computer System, you will use a CD and Computer Unit. Lastly, in Diagnose Computer System and Network, you will use a Computer System and a screw. Please handle the tools and equipment with care. If you unfortunately broke a tool or equipment, you will replace it with a new one.

The Assessor: As the in-charge person here, will set my Rules and Policies during Assessment Procedure. These are the rules: The candidate can only left the assessment room if he or she has the consent of the assessor. No talking during assessment hours. Observe Silence. The Assessor: Do you have any clarifications? If none, you can now designate different qualifications to the candidate. The Assessor: Candidate 1, 2 and 3 will do the Installing Computer Systems and Network. Candidate 4, 5 and 6 will do the Diagnose Computer and Systems and Network. Candidate 7, 8 and 9 will do the Configure Computer

System s and Network and lastly, Candidate 10 will do the Maintain Computer Systems and Network. You now instruct Candidate 1 to enter the assessment room. (to be followed by Candidate 2, 3 etc. ). Provide the candidate with all materials, tools and equipment required to complete the tasks. At this point, you give the Specific Instructions to the candidate clear and slowly. The Assessor: From this point, I will give you the Specific Instructions. The Assessor: Using the materials, tools and equipment, you are required to perform the tasks within hours. I will be observing you while you are performing the tasks.

The Assessor: After your demonstration, I will ask you questions related to your demonstration. The Assessor: You may call me when there is a need for me to translate or explain items for clarification. The Assessor: After the questioning portion, I will give you feedback about your performance. The Assessor: Any questions/clarifications? If there are no more questions, you may start now. While the candidate performs the activity you must remind or observe the candidate if he obey the safety precautions in doing a certain task. F one candidate is done on the task you designated, designate him a new ask.

The Assessor: You were (give the strong points of the candidate followed by the weak points) If the candidate was found to be competent say: The Assessor: You performed the tasks within the standard requirements of the Qualification. Note: Present the CARS or the Competency Assessment Result to the candidate to affix his signature on the candidate’s signature portion. This is a proof that he accepts your assessment decision. If the candidate was found not yet competent say: The Assessor: am sorry. You were not able to perform within the standard requirements of the Qualification.

You have to review/practice the activities related to the competency requirements of the Qualification further. The Assessor: You can only comeback if there is another schedule of assessment for you to reassess or when you feel confident enough that you have acquired the competence. Do not worry you will only be reassessed on the part of activity that you were found not yet competent. Proof that he accepts your assessment decision. Complete the rating sheets and other documents and submit there to the Manager of the Assessment Center The Assessor: Now you know the results, What are the requirements in lamming your NC II -? CSS Certificate?

Appendix D and E illustrates a strategic recruitment process and selection steps which involves seven components and ten steps respectively. As analyzed in Appendix F, recruitment process in Cameron does consist of the seven components as the organisation finds it important to use all these strategies which help them to select the best candidate from the rest for the job at hand. However, as analyzed in Appendix G, background check is not being implemented during the selection process. We shall now analyze the advantages and disadvantages of the activities involved.

According to Compton, Morrissey and Nankervis (2009), employee requisition is able to help organisation determine the need of employees and as a means to control employees’ size. With the help of online employee requisition, Cameron is able to keep the information needed for filling the position and is a good planning sheet for the recruitment process as it allows recording of the date/deadline for filling the position. In addition, it allows identifying the source for advertising and the desired budget. A thorough conducted job analysis provides benefits for the human resource cycle and the organisation as whole (Aswathappa 2005).

The advantage is that it improves the liaising between Cameron and recruitment agents by providing accurate information, thus more effective in selecting suitable job candidates. However, it may be time consuming and requires expertise if a job is changed significantly due to purchase of new machines or improved technology. Advantages and disadvantages of using internal recruitment methods as per stated by Mckenzie (2009) are shown in Appendix H. Cameron do finds that recruiting internally is a good source as candidates know the business and what will be expected of them, they can then become effective in the new job quickly.

Recruiting from within also aid in lowering the recruitment cost if budget is the main concern. The disadvantages are that the successful candidate may suffer role conflict in that they are now senior to the people with whom they previously worked with on equal level. Infighting occurs as well as only one employee is selected for the job, this will further leads to mistrust among those applied for the position. Advantages using external recruitment methods are that it provides much wider range of people to choose from and prevent ripple effect (Sim 2002).

Cameron observed that new comers bring in new ideas which improve the business and are likely to be more mobile than existing staff. According to Sim (2002), the disadvantage is that it takes time for the new comer to get used to his or her new employer, and therefore the new comer will not be performing effectively for the initial period. Cameron does encounter such issue whereby the new comer leaves shortly after joining the organisation, it causes loss in recruitment costs and thus additional cost might incurred due to replacement needed.

Appendix H illustrates a summary table on advantages and disadvantages of external recruitment methods. Usage of application form and resumes are to shortlist all the candidates so as not to waste time with candidates who do not fit the job description and specification. This method is considered as the most efficient in terms of time and money. However, some of the questions such as gender and age asked in the application form are not in favour to Equal Employment Opportunity. Use of test assist in selection process by eliminating unsuitable candidates and reduce time taken if there is a large pool of candidates (Parus 2006).

Cameron uses IQ test and technical test during pre-interview short-listing of candidates for the position of machinist. The drawback is that it only ascertain that the person have that quality but does not determine that the person will use it on the job. Appendix I portrays the range of cost and validity for various testing techniques. According to Roberts (2004), open-ended questions allow the interviewer to probe deeper into the initial responses of the interviewee to gain a more detailed answer to the question.

The richness of the data is therefore entirely dependent on the interviewer. Unstructured approach allows interviewee to talk about their experience freely and interviewee is able to have complete control over the content of the interview (Roberts 2004). Nevertheless, unstructured one-to-one approach may lead to bias due to inconsistency in the way interviewees are asked questions about certain issues and as only one person is on the panel (Rajendra Kumar 2008). It will be more time consuming as interviewees may take up too much time in expressing their thoughts.

Pre-employment checkup benefits both employer and prospective employee by making sure that employee is able to do the job safely without risking their life and others. Employer benefited by getting to know the health condition of prospective employee so as not to increase their liability on future medical costs. Controversy, organisation incurred higher cost by providing free pre-employment checkup and there are times that this cost is wasted when candidates rejected job offer after going through pre-employment checkup. RECOMMENDATION

After reviewing Cameron’s recruitment and selection process, few recommendations for improvement are suggested according to their importance. There are some methods which can be used to measure the effectiveness of recruitment and selection, such as labour turnover, absenteeism and productivity. To be effective, it has to attract a pool of candidates who are suitable for the job. There should be low turnover and absenteeism rate which shows that employees are satisfy with their job and are willing to work for the organisation. 1) Firstly, I would suggest conducting a HR audit that covers the entire recruitment and selection process.

This audit will bring out the existing positives and highlight areas for improvement within the organisation’s recruitment cycle. 2) Instead of one-to-one interview, it will be good to have a panel of interviewers as interviewers are able to get valuable feedback from each other thus better decision can be made. This will reduce the amount of time needed for the recruitment process and higher chances of getting the right candidate for the job. 3) Other than having only unstructured interview questions, it is suggested to implement structured interview questions which can avoid favouritism.

This makes the process more efficient by using up less time and only gathering relevant information. 4) It is essential to conduct reference check in order to know how candidate was in his/her last job and if they have any bad records that might cause problems. It also provides further confidential information and ensures that the information provided by the applicant is accurate.

Inaccurate information will leads to employing the wrong candidate. 5) Cameron may consider making their application for available online and offline. This allows the HR department to receive and review the application instantly.It is also recommended to revise the current application form so as to align to the standard of Equal Employment Opportunity.

CONCLUSION

Effective management of the recruitment and selection process can ensure that the best candidate is chosen every time. By having the best quality of staff, Cameron will be able to provide the best quality of service to their customers. Through providing the best quality service to all their customers, Cameron will be able to achieve brand loyalty, which will add to the overall success of the company.

‘The main purposes of all organisations are to survive and develop. To survive, the organisation must continue to provide the kinds of goods and services demanded by its customers and clients, bearing in mind of course, that such demands change’ (Donald Currie) La Senza is a medium sized enterprise with 100-499 employees across the UK. It is a Flat type organisation with fewer management levels but is widely spread across the company. ‘Flat organisations have smaller number of hierarchical levels and a wide p of control’ (Managing people ACCA, 2005 – CPP class notes)

HR in La Senza has been more predominantly known as Personnel. Within the last year The Personnel Department has changed to the HR department as the company is growing and more and developing new positions and stores. The HR department has changed as a whole and the responsibilities have changed into a more HR function compared to the Personnel function. The HR Officers which were previously known as Personnel Assistants now have more responsibilities and deal with HR duties hands on which will leave the HR assistant to deal with administration duties.

The HR department’s organisation structure The HR department is undertaken by HR specialists and is lead by the HR Director. The HR Manager deals with all the staff queries and issues such as disciplinary and grievance, Maternity rights, Sickness and absence, and the more advanced queries. The Recruitment manager deals with all the recruitment queries that hiring managers are enquiring about. This could be a second opinion on employing a member of management or making a decision on employment of suitable staff.

The HR officers deal with the employment contract, contract hours, overtime and time in lieu and holiday pay. The HR Assistant will then deal with the administration of the work from the HR officer and also assisting the recruitment manager. The HR department will then liaise with the area managers and store managers to assist with the company’s policy and procedures. The area manager is responsible for controlling all the branches within their designated area and is in charge of making sure the business runs smoothly.

When necessary the area manager will contact recruitment agencies to employ temps on a short term basis to help out with the company need. The main HR Recruitment and selection processes are down to the store manager and the requirements of each individual store. The store managers will need to assess the business needs and report back to the area manager. The Store manager is responsible for ensuring the health and safety of each member of staff and customers. She/he ensures that the appropriate training is provided to employees to complete their duties of work.

The store manager has the power to promote a member of staff, do appraisals and monitor staff and develop a career for the staff. From experience and also analysing the store training and development I have identified that the training is not professional and can lead to misleading information to our customers. Our training does not come from a training department but from management and other experienced members of staff. Some may have been there and had the relevant training and some have just learnt how to do bra measuring through another member of staff who may have been with the company a few weeks.

When dealing with customer requirements, giving wrong measurements can also have an effect on the customer and lead to a negative feedback. ‘Training is important, for example, in the induction of employees to an organisation, in health and safety and helping an organisation to respond effectively to change’ (Martin and Jackson 4th Ed) ‘Induction is best handled through training. It is possible to overload people with information, and if you send them home at the end of their first day carrying an armful of documents, they ‘may get down to reading them one day’ and some of the information is critical.

On the other hand, if the information is put across in a training environment, clearly and in a controlled way, the person will absorb and internalise it more easily, and it is more likely to ‘stick’. ‘ (Donald Currie) EXTERNAL ENVIRONMENT PESTLE ANALYSIS There have been many different changes over the years which have an effect on all businesses, using a PESTLE analysis I have identified a few changes which may have affected the company over a period of time. After analysing the PESTLE analysis i have identified the key drivers for change that would happen within the next three years..

The economy at the moment is at its worst and is still looking at job losses and redundancies. Stores are cutting back on its budget and hours. This effects the economy as a whole and is looking to continue to change for the over the next few years. There is a strong competition with Ann Summers, also another luxury lingerie provider and offering other different types of products that La Senza do not offer, which is opposite the store on the lower level. This has an effect on the business taking in less money and could lead to one store closing down.

La Senza has had a great success over 10 years of trading and are still striving to bring in new ideas and new products to the business. This means having a wider range of products suitable for young females and continuous offers. ‘There are some serious implications arising from the changing environment for employees. Smaller organisations mean fewer opportunities for promotion from one level to another. But rapid growth in the size of an organisation may compensate for this, offering other opportunities.

‘ (Martin and Jackson 4th Ed) SWOT ANALYSIS I have undertaken a SWOT analysis to establish how the business is surviving and if there will be any implications in the long run. Strengths – La Senza are expanding and are providing unique products within the market. Since the changeover in ownership the company is moving forward and expanding another 3 stores in London. This year for the first time La Senza are opening temporary Christmas stores just until January in Epson, Hammersmith and Bluewater.

Weaknesses – Staff training has been a weakness as it is a handover from staff knowledge Opportunities – There are many promotional opportunities to move on and develop within the company. I have assisted my manager to manage the store and have done managerial duties which has benefited me. There are many opportunities for on the job training which can lead to a higher positions within the business. Threats – Competitors Ann Summers and Debenhams can be a potential threat but as they differ in products this may not affect La Senza.

The company can lose customers due to wrong information being given. Staffs are not happy and come and go so recruiting is a regular thing. This can be due to: *lack of work hours given *not happy with pay or *staff finding another job elsewhere *lack or training provided. After analysing the SWOT analysis i have found the main key issues that need to make a change within the company would be to provide better training for the staff at La Senza for them to be able to provide a good service to the public and gain the knowledge on the products.

The staff members will need to be more competent on the products and services that the company have to offer as they will not be doing their job properly. For example: A bra fitting service provided to customers will need to be accurate as this could lead to unhappy customers and the company will suffer from loss of customers. The HR department should get more involved with the stores and be on hand to help rather than communication via other method. HR need to make store management and staff aware of the roles and the functions of HR and when staff will need to contact HR with issues.

CONCLUSION After summarising the key issues of the HR functions within La Senza I have managed to research the HR/Personnel functions within La Senza and have established that the previously known Personnel department has now changed over to the HR department due to an expansion within the company. The HR department has now developed and have gained more tasks and responsibilities with the effect from the business and the HR department will liaise with the stores for its day to day duties and communications.

The HR department is broken down into different levels in which each level of a HR practitioner with be assigned to different duties. The store management have a general understanding of the HR department but this will only be basic knowledge on what they have to deal with when they have to contact HR but they do find that having a HR department is effective and useful. When undertaking the SWOT and PESTLE analysis there have been many ways in which the company can be affected and with recent changes in the economy it will affect some business more than others.

The key issues are that the economy is still changing and will continue to change over the years and will mean a lot more job losses and redundancies and businesses will have to cut back on a lot hours, and the budget will be low. This will also mean less spending in stores. The positive thing about La Senza is that the company is still growing and are expanding to ensure the income is coming in which means there will be more opportunities within the organisation, more people are looking for a new jobs.

There will need to be some improvements in the HR functions and in the stores development to enable the effectiveness of the company. The current issues that are identified are that the HR department do not communicate with the stores enough and the managers do not have a thorough understanding of the HR department and what they do. Another issue is that the staff training is not up to standards and will need improvement to enable a better service to the public.

This includes the bra fitting service which needs high attention to as this provides customers with the information they need to make purchases from the store and incorrect information could lead to an unhappy customer and losing that customer. There may be possible barriers that might stop improvements being made to the company. At the moment the company is reducing staff hours and lowering the budget, which means it is possible they will not invest in appropriate training for staff members or make any changes to the HR function.