Recruitment

Introduction ALDI is a global food retailer. Since opening its first store in 1913, Aldi has established itself as a reputable retailer operating in international markets including Germany, Australia and the U. S. Aldi has over 7,000 stores worldwide. What distinguishes Aldi from its competitors is its competitive pricing strategy without reducing the quality of its products. In fact, in some cases Aldi’s products are 30% cheaper than those offered by its competitors. Aldi can do this because the business operates so efficiently. The Times Case Studies, 2011) ALDI and HR Aldi has a very flat organisational structure. In the UK it is split into 5 regions (there are 62 internationally); each region operates individually, only sharing the purchasing function. Each region has 5 departments, and there are only 3 levels between the Store Assistants and the Managing Director of the Region. Organisational Structure Noticeably, there is no IT, Marketing or HR function in the structure. IT and Marketing are both outsourced to third parties.

IT are called on as and when needed by whichever department needs them at the time, whether it be till maintenance, or maintaining the logistics software package. Marketing is outsourced to a company in Atherstone, and their link in the organisation is the Trading function. HR is stripped back within ALDI, and is headed by 2 HR Managers in the Store Operations Function. All area managers within ALDI are trained in HR, and deal with all personnel issues, from Recruitment, to performance management and Training and Development.

The HR managers in Head Office purely focus on making sure the Area Managers are up to date with new legislation and policies. ALDI adopt a grandfather technique, where, store managers have little to do with HR. It is their job to focus on the store, and deal with staff rotas and minor issues. This way, store employees report to their line manager for operational issues, and the Area Manager for HR issues. The only HR issue not practised by Area Managers is Payroll, which falls into the Finance Function.

ALDI is extremely focused on productivity and efficiency, and because of this, the Neston Region in the UK is trialling using a HR Agency (Kinetic), to manage a major amount of its HR function. The agency takes care of Recruitment, Induction, Payroll, Development, Performance Management, and acts as a HR Manager for the agency staff within ALDI. ALDI intend to get to a point where 70% of store staff is through an agency, with exception to Store Managers, Assistant Managers, Deputies and Full Time Staff. This saves money as it takes a lot of responsibility off Area Managers, leaving them with more time to focus on operations.

According to Righeimer (Date Unknown, p. 4), most organizations view the department of Human Resources (HR) as an administrative function and ignore the need and opportunity to align it with its strategic plans. Aligning HR and strategic plans is an important endeavour for every organisation. Studies strongly support the alignment between strategies, HR, and performance and thus show the potential role HR can play in implementing strategy and developing an organisation’s competitive advantage. How HR activities support the organisations strategy

Recruitment and Selection, Performance Management, and Training and Development are three HR activities that support the organisations strategy. (Hameed, 2011) Recruitment and Selection According to ALDI’s strategy (2012), “We want every ALDI employee to have a rewarding career, with opportunities to grow and develop, whether they work in our stores, distribution centres or management teams. We expect our people to be committed, hard-working and take ownership of their responsibilities. In return, we provide salaries that are considerably above the rest of the industry. The recruitment and selection activity supports this by ensuring the right people are hired first time. It is vital to find committed, hardworking people, who have a pride in their work and take responsibility for their success and mistakes. Productivity, quality and service are three of ALDI’s focuses, so HR’s ability to attract and select people with the right knowledge, skills and attitude is vital. As it is down for the most part to the Area Manager to fulfil this HR role, it is vital they have the skills to recognise the right sort of employee who would fit in the business.

The major disadvantage of using the agencies, as currently being trialled, is that the agencies do not work in the stores, and are an outsider to the culture and work ethic of ALDI. For that reason, the Area Managers should have complete control, as they know what sort of person they need, how to motivate them, and exactly what is expected with ALDI’s culture. Performance Management “We have developed a range of high quality, structured training programmes to enable our employees to fulfil their roles successfully.

ALDI Managers have a responsibility to develop and motivate employees, rewarding excellent performance and continuous improvement. ” (ALDI, 2012) A HR activity that is also performed in part by Area Managers is performance management. As Area Managers spend a lot of time in stores, they can see the productivity of staff, who is excelling and who needs a little motivation. The store manager reports performance to them also, so they get a complete picture. The agencies receive reports from the Store Managers, only if something is not working out.

The agencies manage the performance of their employees, but do not really focus on opportunities or continuous improvement, as they do not have the power in store to do so. Likewise, store managers and Area Managers do not focus on the agencies employees, as technically they are not their own. If this was fully down to the Area Managers again, and Store Managers were given a greater role, staff could be managed better. Stand out performers could be recognised better, and future progression would be a benefit.

Also, employees would be more engaged and productive with a clear structure and with everyone being part of the same “team”, no “us” and “them” as such. Training “We want to attract the best talent and ours are among the highest advertised starting salaries for graduates in the UK and Ireland. Over 85% of our Directors are recruited from within the company, demonstrating the importance we place on training and development and rewarding performance. ” (ALDI, 2012) The Training and Development aspect of HR is focused highly on, within ALDI. There is constant training available and succession plans in place for most stores.

Deputies are trained to do the Assistant Managers job in case of Sickness, Pregnancy or Resignation of the latter, and likewise with the Assistant Managers, they are trained to do the Store Managers Role. Store Assistants are encouraged to progress to Deputies based on performance. Training and Development is also evident throughout Head Office. Area Managers are only recruited through Graduate Schemes, and Directors are successful Area Managers. 85% of the Directors were Area Managers, whereas the other 15% are either from international ALDI head offices, or “born into it”, i. e. the Albrieght family.

The obvious disadvantage with the Agency is that they have no say or decision in regards to Training. As its employees are employed by them and not ALDI, they do not have access to the same training and development. How HR Professionals support line managers and their Staff With a 2006 ASTD study finding that 70% of training failure happens after the formal training finishes and a recent CIPD study finding that only 12% of employees feel that line managers take learning and development very seriously, it’s a little surprising that more is not being done to gain line manager support in the development process. Peterson, 2006) The role of the line managers has changed over the last twenty years.

There is a widespread drive to give line managers more responsibility for the management of their staff and to reduce the extent to which human resource departments control or restrict line management autonomy in this area (Brewster & Larson, 2000). HR professionals no longer have sole responsibility for the management of people, but share this responsibility with line managers. There is evidence that HR responsibilities are increasingly decentralized nd devolved to line managers (Cunningham & Hyman, 1995). In ALDI, Cunningham and Hyman’s point (1995) that responsibility is shared is correct, if not more centred toward the line manager rather than a 50/50 split. This is probably due to the amount of time passed since their original comment. It is interesting that what they originally said nearly 20 years ago still applies, giving the impression that the HR function has been under fire for quite some time, yet is still here in a pretty similar form in most companies.

The line manager in terms of ALDI would be the Area Manager and the HR Professionals for the Area Manager. With the Agency staff, their line manager for HR would be their external agency manager. HR professionals in ALDI support the line managers by providing updated regulations, policies and visions down, to be implemented further down. The obvious benefit of Line Managers taking a front line role in HR, is that they know the staff better. HR Professionals in Head Office do not work with the store employees and do not know about performance or what motivates each individual.

The CIPD states that where employees feel positive about their relationship with their front line managers, moreover, they are more likely to have higher levels of job satisfaction, commitment and loyalty – which are in turn associated with higher levels of performance or discretionary behaviour. (CIPD, 2012) As the HR professionals have empowered the Line managers as such, it improves employee engagement. Talent can be spotted, managed and trained, and with the right people in the right jobs, the team’s works better together and is more productive.

Consistency is an issue that can arise when different Line Managers have different attitudes and ways of working. This is when support from HR is vital as they can provide guidelines and policies that ensure the message across the company is consistent. With the agency, it does mean that the message HR is sending out, is not necessarily what the agency is doing / preaching. This is another shortfall in the HR process when it comes to agency working. If Area Managers had complete control and there was no agency, then the message would be consistent across the board.

Conclusion and Recommendations It is evident that HR takes a simple yet complex form in ALDI. Although it is missing from the organisational structure, it is practiced in part by at least 46 Area Managers. There is a big emphasis on Training and Development throughout the company, and HR activities are being used for succession planning and finding the next generation of ALDI AM’s and Directors. The use of the agency seems to be slightly detrimental to ALDI’s message, and outsourcing the HR like it is, will cause confusion, and splits in the teams.

They need to revert to AM as the main HR leader within the Area and only use agencies at times such as Christmas for relief workers etc. As AM know better than any agency, the staff recruited and selected will more than likely be more productive and fit the company better. Also, there may be an issue with succession planning if their aim of outsourcing most staff jobs out is achieved. It would seem that they would hire the people themselves, after trialling them with the agency, so why not just hire directly anyway.

The overall finding however, is that HR must remain in the company, and be managed as it once was. Eliminating the HR function more so than now, will cause major problems, and those problems are starting to arise now. If HR wasn’t managed at Head Office, then inconsistent practices would be followed out, creating discomfort within the stores and the ALDI mantra of Team working would be lost.

Works Cited ALDI, 2012. CSR – Our People. [Online] Available at: http://www. aldi. co. uk/uk/html/company/15435_25201. tm [Accessed 06 11 2012]. Brewster, C. & Larson, H. , 2000. Human Resource Management in Europe. London: Blackwells. CIPD, 2012. Role of Line Managers In HR. [Online] Available at: http://www. cipd. co. uk/hr-resources/factsheets/role-line-managers-hr. aspx [Accessed 06 11 2012]. Cunningham, I. & Hyman, J. , 1995. Transforming the HRM vision into Reality: The Role of Line Managers. Employee Relations, 17(8), pp. 5-20. Hameed, T. , 2011. Organisation Strategy and Human Reosurce. [Online] Available at: http://www. rutilities. com/2011/09/organization-strategy-and-human-resource/ [Accessed 06 11 2012]. Peterson, E. , 2006. Employee Relations. 2nd ed. Chicago: Hardwell Press. Righeimer, J. P. , Date Unknown. Aligning Human Resources and Strategic Plans, London: Maverick Electric. The Times Case Studies, 2011. Aldi – Competitive Advantage through Efficiency. [Online] Available at: http://businesscasestudies. co. uk/aldi/competitive-advantage-through-efficiency/introduction. html#ixzz2CEnCsFmq [Accessed 06 11 2012].

As the human resources manager for UPS, Regina Hartley has had more than 20 years’ experience in employee relations, organizational communication and talent acquisition. Her November 2015 raised some interesting questions about “the scrapper.”

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What is that, you ask? A scrapper is a candidate who has done some job hopping, but has clearly overcome adversity and fought against the odds to become qualified for the prospective role.

Contrast the scrapper with another kind of qualified candidate: “the silver spoon,” who has the perfect resume and clearly was destined for success given all his or her advantages.

So considering that both candidates are qualified for the job, which person is the better hire? Does it make more sense to go for the perfect resume?

While a scrapper’s series of job-hopping may look like a lack of focus and inconsistency, as Hartley noted, all that job-hopping may also mean that this individual was in a struggle against obstacles to get where he or she is today. It may be worth your time to at least evaluate this scrapper a little further.

After all, that supposed struggle may have offered the scrapper essential soft skills. The National Association of Colleges and Employers’ (NACE) , for instance, found that most employers surveyed could list specific skills they considered critical to a candidate’s career readiness.

Topping the list were critical thinking and problem-solving, professionalism and work ethic, teamwork and communication skills.

And, going back to the scrapper, overcoming adversity requires a lot of those soft skills: problem-solving, work ethic and critical thinking, in particular. So, why not give that scrapper a fair shot?

Here’s how to fairly evaluate your own scrapper candidate to ensure that your hiring team makes that best hire:

Ask for referrals.

Before diving into assessing a scrapper, make sure your hiring team is attracting a diverse group of qualified candidates. An employee referral program is the perfect tool for finding top talent. The 2015 from ICIMS found that more than half of the 107 HR professionals surveyed agreed that referred employees stay longer, feel more satisfaction and are better cultural fits.

Typically, referred candidates are better than external ones because the employees sending them your way already know the culture. They make referrals based not just on role competency, but also on cultural fit. So all qualified, referred job-seekers should be evaluated, even if they don’t have the “perfect resume.”

To train employees on how to make strong referrals, keep them up to date on talent needs. They should know when a job will post and what the job entails. Share descriptions with them and define the ideal candidate.

Hold meetings to discuss the program and keep employees informed about their referrals and the incentives. If a specific employee’s referral advances to the interview stage, let that person know. The secret to keeping staffers engaged in the referral program is openly communicating and offering rewards to motivate them.

Look for growth.

When assessing applicants, look for those who have a growth mindset. This will be especially prominent among those who are scrappers.

Consider their journey — how they overcame adversity to get where they are today, what past experiences shaped them and how they maneuvered the job-seeker landscape to land in your resume pile. Their ability to evolve has a lot of value in the workplace.

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Post-traumatic growth is transformative. It’s defined as the positive psychological change people undergo after a major challenge that leads them to a higher level of functioning. Scrappers know this all too well, and that understanding reflects their ability to cultivate a growth mindset and focus on personal development.

They are lifelong learners. They see themselves not as being fixed, but in a constant state of evolution, where they can develop new skills. Instead of avoiding change or cowering in fear, they channel their passion and sense of purpose to engage in constructive activities and continue to push forward.

These skills are critical when employers want employees ready to take on responsibilities and willing to learn and grow. These employees are easily retained when companies offer advancement opportunities.

Conduct a panel interview.

The interview is the perfect time to emphasize how much your company values employee development. Focus the discussion on how candidates want to fit in with the company’s vision.

It’s also wise to involve current employees in the interview process to provide different perspectives. Panel interviews are great because multiple perspectives will come together for an in-depth look at all candidates.

Ask important questions, especially about candidates’ pasts. Request real-life examples of how they face challenges, how they react to failure, and what they do to overcome drastic changes.

Compare the answers you receive from the silver spoon and the scrapper applicants to see each of their approaches. The scrappers will have several instances to share. Follow-up to learn more about these individuals’ tactics for turning challenges into positives. Inquire about what motivates them in order to gauge their level of passion.

Compare candidates to employees.

Evaluate current employees to identify any scrappers already on the team. Everyone has a different story and background. It’s important to identify the scrapper employees and compare them to scrapper candidates.

How do they differ? How are they similar? This helps predict a candidate’s potential for success. For example, if a scrapper employee has exceeded expectations and has proven his or her leadership skills, to earn a management position, the scrapper candidate may follow a similar path.

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Do the same with silver spoon employees. Measure their ability to adapt and evolve to succeed, and see which type is better suited for the role you offer and the workplace culture surrounding it.

A global staffing strategy is needed to be devised by a Human Resource manager or director when an organization breaks into other territories. It is important to manage the workforce effectively when such a big change is encountered by them. It is important so that they can adapt to these changes and maintain (or maybe even increase) their productivity. This will only happen if they are satisfied and motivated; hence, they need to be managed. In this paper, the Human Resource Director of Fairy Co. , a garment company, is asked to prepare a report on global staffing strategies by its CEO.

Fairy has expanded into Thailand as a result of acquiring a Thai garment company. The impact of this expansion and the solution to problems that will arise as a result of this will be discussed in the paper. The cultural and regulatory factors and their effect on organizational effectiveness will be considered. Recruitment and selection practices in staffing the newly acquired company will be discussed in detail. Finally, possible audit results will be anticipated by the Human Resource Director in this paper. Discussion Fairy Co. and Thailand

Fairy Co. is an American garment manufacturer and retailer. It makes high-end fashion apparel for men and women and sells them at its world-renowned, classy outlets. It uses pure fabrics combined with runway trends to produce fashionable and inexpensive items for men and women. The prices of Fairy garments are significantly lower than those of other local brands’. The company has ethical values and it follows a code of ethics. Its culture promotes rights of people and so, it does not wish to pay its employees any less than they should be and are paid.

At Fairy, it is ensured that employees are satisfied with their jobs and what they get out of it. Consequently, it has seen success owing to its affordable yet chic clothing and respect for the workforce. For this reason, it has decided to expand its operations into Thailand by acquiring a local Thai garment manufacturing company Aaroon Ltd. The question is: Why Thailand (or Why not Tokyo, Paris or Milan? ). Thailand is an attractive tourist destination. This will be very good for the company if it expands into Thailand. It will retain more customers because it will develop a larger consumer-base. Read about components of staffing

It will also help to increase the company’s brand loyalty. The ‘Kingdom of Thailand’ is a Southeast Asian country, with Bangkok being its largest and capital city. Asian countries are attractive tourist spots; Thailand is one of the major. Thailand is a beautiful country that has a blend of everything because it is divided into four regions; the mountains and forests in the North. It has rice fields, farmlands and tropical islands and long coastline of the peninsula South (The Official Website for Tourism in Thailand, 2008).

Thailand’s history makes it a major migratory junction and a holiday spot; therefore, it has a variety of ethnic minorities present in its population. This will be good for expansion as different people will know about the brand. The language spoken in Thailand is mostly not understood by untailored tourists. English, however, is spoken at most tourist destinations such as hotels and shops, etc. In cities like Bangkok, English is widely spoken (Tourism Thailand, 2008). The fact that Thailand is this international makes it an attractive spot.

The people in Thailand are very happy-go-lucky and they live life to the highest. They are merry. However, violence is also an issue in Thailand. People sometimes get violent. This threat of terrorism is a concern for many. These perceptions have increased after the bombings in Kuta (Asian Market Research dot com, 2003). This will be a little concern for Fairy. There is hardly any political instability in Thailand. The law is not very strict in Thailand also. Lastly but most importantly, labor is very cheap in Thailand.

It usually is cheap in Asian countries. But the great thing about Thailand is that it is known for manufacturing trendy and cheap clothes. This is one of the many reasons why tourists love shopping in Thailand. Trendy and inexpensive is the company’s motive. Also, the company leaves a small margin between its cost and price. In other words, its cost is high and price is low so it saves little. To increase profitability, Thailand will be great for Fairy. For all these reasons, Thailand is an ideal country for expansion.

There are some areas or some jobs which are difficult to recruit. CIPD’s survey found that administrative or technical staffs were difficult to recruit. The percentage difficulty was 17% in 2006 and 14% in 2005. Moreover, it was seen noticed that the most difficult recruitment position was that of a manager An important issue related to the external recruitment process is the high cost. This can be overcome by using relatively cheaper methods of advertising such as internet and e-mails. The best option is to hire candidates who have a potential to grow.

However, the organization makes sure that these candidates don’t excel in every other aspect. This helps the organization benefit from this employee in the skill area he excels, however as he does not excel in other areas, other organizations are reluctant to hire him. Another important way to avoid these difficulties is to hire employees who have better qualities rather than education. For example: a person with good interpersonal skills is hired though his qualifications are not that impressive. Findings and recommendations These findings tell us that the recruiters should be prompt in action.

A very long recruitment and selection process usually discourages the candidate and he moves on, searching for another job. And by the time the former organization is done with the whole procedure, the candidate is employed elsewhere. Moreover, reducing organizational costs by giving employees less salary is not a good idea. After the recruitment and selection process the induction process makes the employee comfortable within the norms and culture of the organization. However, during the tests, assessments and interviews, a candidate has a quite adequate knowledge about the culture and options of growth in an organization.

The cost is also an important criterion of the recruitment process. It was found that many organizations used proper cost calculations of the recruitment and selection process, in order to find out the actual cost of filling a vacancy in the organization. Conclusion Recruiting people with the right skills and right qualification is essential for any organization. If this recruitment and selection process is done effectively and efficiently, this will help the organizations grows and prosper. However, one bad choice can lead to many difficulties and waste the entire cost and time of recruitment process.

The personnel and higher management should be actively involved in this process. Careful job analysis should be done. A process should be established which is free from all sort of biasness and is committed for the development of the organization. It should be noted that the recruitment and selection process does not discriminate anyone on the basis of gender, color, race, ethnic origin, disability, sexual orientation, marital status, religion, belief etc. Equal opportunities should be given to all the candidates, as by not doing so the organization presents a negative image of itself.

In this task I will be researching the recruitment documents of Tesco, the second largest supermarket (measured in profits) in the world, behind Wal-Mart. To research these recruitment documents I will be looking at job advertisement of ‘Marketing Manager’, this includes the job description and person specification. What is a job description? A job description is a list of the general tasks and responsibilities of a position. Typically, it outlines what tasks will be needed to be completed while in the job and the salary range. An example of a job description is shown below.

What is a person specification?

A person specification is the opposite to a job description, instead of focussing on the details of the job, the person specification details the type of person the company wants for the job, usually a job specification would have a list of essential qualities that are required for the job, for example ‘Excellent knowledge of the full POS processes including brief, creative management ; managing agencies’ is required for the Marketing Manager in Tesco. A person specification will also include desirable qualities, which are not needed but if the candidate has these qualities it will improve their chances of receiving a job offer. A picture of a job specification is shown below.

Job Advert The objectives of a job advert are to attract candidates who are suitable and capable of completing all task that are needed to be done by the position on offer, and to deter unsuitable candidates from the job. For a job advertisement to be a good advertisement it will need to be clear, honest and precise, it should clearly point out what the job involves and what is required of the person by superiors, it should also have a detailed outline of which type of person is needed for the job and the qualifications required, listing the qualifications will help achieve both objectives as it would show the potential candidates that a certain level of qualifications is needed which would then deter under qualified people from applying, clearly showing the qualifications would make sure the advert is relevant as it would provide details needed at the application stage.

A good job advert will also include rewards which the candidates can receive whether they are financial or non-financial. Also it should detail the application process on how to apply and the deadlines which applications will need to be submitted by, this is important as it will directly affect the number of people applying for the job. The method which Tesco has advertised the job of Marketing Manager is by using the internet on the Tesco Careers website, using the internet can help reach a much large number of people from various parts of the country compared to the traditional advertisement in local or national newspapers. Advertising on the internet can help cut down on printing costs and other types of advertisement.

Application Form

Personal details is the most common section of any application form, this page ultimately acquires information on the candidate such as name, address and National Insurance number, these are important as it will allow Tesco to easily contact the candidate and also allow the person to work at Tesco, also in this section Tesco ask if the person applying has the right to work in the UK, this is necessary as it can help Tesco avoid any legal issues which may arise.

In the following page Tesco asks for the what days the person applying is available to work and how they found out about the job, this is also a common section of an application form as it allows the company to see how well they are doing in terms of advertising the jobs. Tesco also ask for any criminal convictions/previous employers details and (depending on position) valid driving license details. Another section which is common amongst employers is ‘Equal Opportunities’ which asks the person applying about their ethnicity, marital status and gender as well as any requirements e.g. wheelchair access. This is important as it means Tesco cannot discriminate while choosing people to hire.

Interview Checklist

An interview checklist is a list of essential and non-essential qualities which the company look for, with the non-essential qualities being a bonus. As we cannot actually acquire the Tesco interview checklist we have research and write about what may be in their checklist. Tesco may have qualifications in their checklist, because it is a Marketing Manager, qualifications may be essential. Another point on the interview checklist may be languages, this may be non-essential as it is not an international job which is on offer, therefore languages are not a must, however Tesco may see this as a positive.

Experience may also be on the checklist as essential, this may be because they cannot afford to lose time training; therefore someone with experience can easily fit in and start working. As part of the interview checklist, the interviewer at Tesco may use psychometric testing, to test the knowledge, abilities, attitude and personality; these would give Tesco an idea on the person. References may also be an essential part in the checklist, Tesco may require the references to see how well they had worked previously, references can make the difference between selecting the right candidate. Other factors which can be considered is the overall appearance of the candidate, how well the candidates speaking skills are and body language.

Summary

In summary, I have a looked at the recruitment documents which Tesco use when advertising jobs, primarily Tesco use the internet. The process of applying, is simple an application form can be download via the internet and then handed in to Tesco. Also I have gone through the interview checklist which Tesco may use.

The essay aims to propose the remuneration strategy for McDonald’s employees and managers taking into consideration all short and long term monetary and non monetary incentives. Further it explains that there must be some significant differences in incentives and salary packages for employees and managers and they must be divided according to their weightage. The essay also suggests that since the duties and roles of managers and employees are different the remuneration strategy also need to be different.

It is suggested that for manager level result based method is effective for remuneration strategy but for employees it must be behaviour based because in McDonalds’ employees has less role in increasing sales. As discussed further in the essay management can’t give every benefit and incentive equally to managers and employees. As in short term monetary reward no company would like to give out bonuses, paid time offs etc to lower level employees.

The case is same with other monetary and non monetary strategies division is necessary before distribution of incentives and rewards.. Further this essay briefly discusses the advantages and disadvantages of these remuneration strategies and how they motivate employees and managers and recognise their efforts thereby retaining highly talented employees. Introduction – It is the intention of this essay to critically analyse the link between performance management and rewards with in company McDonald’s. Management at McDonald’s should adopt a result based remuneration strategy.

This essay will critically how an employer should devise and implement a remuneration strategy that is linked to job analysis, performance management training and development action plans, recruitment and selection. It will also get discuss that whether companies should use single remuneration strategy for management and employees or diverse. In addition this essay will analyse whether manager and employee should have equal access to short and long term monetary rewards and short and long term long monetary rewards as well as access to salary packaging per take achievement of predetermined performance package

McDonalds’ is an U. S company. Its all started way back in 1970’s. The foundation was set up by MR Thomas in Florida USA. It is the leading global foodservice retailer with more than 30,000 local restaurants serving nearly 50 million people in more than 119 countries each day. It is one of the worlds most well-known and valuable brands and holds a leading share in the globally branded quick service restaurant segment of the informal eating-out market in virtually every country in which it do business.

The first Australian McDonald’s opened in Yagoona, NSW in 1971. Today company has 730 restaurants around the country, 56,000 employees and serve more than 1,000,000 customers every day. Company has divided its working class in two groups one is management level and second one is crew. The age group working here is divided in two parts one is crew and second is management for crew the age level can be from 15 to 26 and for management level starting from 20.

Education background for crew level is just 10’th standard and for management level it is like this , for Trainee manager suitability will be assessed on their ability to supervise people, product and equipment to deliver outstanding Quality, Service, Cleanliness ; Value (QSC;V) on assigned shifts and their motivational desire to perform. McDonald’s objectives for the next 1 to 3 years are to increase the market share of McDonald’s from 30 % to 33 %, to hire top C. E. O’s from the corporate world, use of new methods of learning for its employers, to open restaurants in new destinations where company is not operating at present.

McDonald’s use franchisee system to operate in any country in which they do business. They have to follow the strategies of McDonald’s for recruitment. McDonald’s operates in fast food segment industry and they are the leader of informal eating out market. Company is at its maturity phase of business cycle where it is at top and earning profit. McDonald’s benefits program is designed to attract, energize, reward and retain talented people who will produce superior business results and enhance their leadership position.

They recognize the importance of strong benefits programs. (McDonald’s) 2006 The intention of this paragraph is to critically analyse whether McDonald’s should adopt a trait based, result based or a behaviour based performance system and why. McDonald’s should adopt result based performance system particularly for senior managers and for lower level employees it must use behaviour based but before going in detail, we first discuss what these three performance assessment methods all about are. Schaffler(2004)The objective of performance-based pay is multi-faceted.

It’s integrated into pay packages to ensure a holistic remuneration strategy that attracts, retains and motivates key individuals. Linking senior managers’ performance and reward is designed to motivating individuals to achieve specific results that are aligned to the business strategy, sharing a portion of the financial success with those who are able to influence results, promote the appropriate balance between long and short-term thinking, and, align employee interest with that of shareholders.

It also forms part of The codes of practice for social care workers to keep skills and knowledge up to date. I believe that I should take responsibility for my own learning and development. I’m always looking for ways to improve my knowledge and aid my development, do this by looking for training opportunities and requesting from my line manager to attend such courses. By taking responsibility for my own development it allows me to set myself goals that I know I’m able to achieve.

There are sometimes barriers in my personal development due to mainly financial restraints and not enough money in the training budget to enable me to do everything In the time that I would Like_ Also my role Is very hands n so sometimes I have to priorities which is more important. My personal development or the tenants I support. My tenants will always come first before my own needs. Also another barrier have with regard to my personal development is that there are currently no vacancies for me to progress in this region unless the company expands. Lam as always optimistic that this will eventually happen.

To lad my development I have volunteered to organism things such as recruitment days. This has allowed me to take an active lead In recruitment within the organization. The last recruitment day I held was a great success and we managed to fill the charity of our vacancies. Not only that but some of the staff that were selected are entitled to wage incentives and training incentives so I have managed to earn the company over EYE in incentives for taking on these people. Since this recruitment day I have been asked by my locality manager to organism another recruitment day for a service In west Wales.

I thrive with the extra responsibility and I feel It Is ladling my development. I also try to take an cave role In the referral and assessment process to assist in furthering my knowledge. I have now completed several referral assessments and two of these have resulted in positive placements within my service. As part of taking an active role in the recruitment process I also complete a one day training room based induction with all new starters. The induction day I devised myself and put a power point presentation together.

On this day I cover codes of practice Romulus standards professional boundless, Ethos of supported living, Policies and procedures, Journal and incident writing and also information on The Regard Partnership. The regional director for Wales sat in on my first induction and gave positive feedback on the induction. Also after the induction all staff fill out evaluation forms, All of which have been extremely positive. As always my line manager is very supportive with my personal development and she sets me goals at on the look out for training opportunities for me to assist in my development.

At my next supervision I am going to request that between us we draw up an action plan to also aid my development. My manager is a great mentor and is always available for advice or guidance either in person or on the telephone. Between my manager and the locality manager they give me the opportunity to complete tasks that will aid my development. For example I had to carry out a probation review for a staff member who had been under performing and despite additional training and support still failed to meet the standards expected. As a result I took the lead in carrying out his probation reviews and in terminating his employment.

This significantly helped in my own development as I knew this staff member on a personal level outside of work. It taught me how to separate professional and personal feelings. There are always tools to assist in my development both within the organization and externally. My line manager has managed to source a management and leadership training course externally which I will be attending as part of my development. I have also registered with an employment agency to enable me the opportunity to work with different client groups, This will help me gain a better knowledge within my role.

When selecting opportunities I need to bear in mind the following: Is the training relevant to my role Is the cost within budget Is the training mandatory What do I want to get out of the training What I can offer the company once training is complete Is the training beneficial to the tenants and staff team When setting goals and targets for my own development I need to ensure that musicales are realistic and that my own needs are not impacting on the tenants and the staff that I support.

Each training that I attend means that I’m not in the service for a day at a time, Therefore I need to ensure that my workload is still completed and that my absence does not have a negative impact on tenants activities or staff working hours. I have a sound knowledge of CASSIS minimum standards, mental capacity act, human rights act DOLL’S as well as my own organizations polices and procedures. Part of my induction that I do with new starters explains and goes through the minimum tankards/codes of practice.

See below: Minimum Standards are set by the Welsh assembly to ensure all service provisions provide a good service to the people we support. These standards are the minimum expectations that an inspector will look for when inspecting a service. They look at all areas from how we support our tenants to staff training and also service development. The standards are also in place for referral and assessment transition visits through to daily living and end of life care. Codes of practice have been put in place by Care council for Wales for social care workers to adhere to.

There are six expectations which are: Protect the rights and promote the interests of service users and careers Strive to establish and maintain the trust of service users and careers Promote the independence of service rights of service users whilst seeking to ensure their behavior does not harm them or others Uphold public trust and confidence in social care services Be accountable for the quality of their work and take responsibility for maintaining their knowledge and skills. The mental capacity act was put in place to empower and protect people who may lack capacity to make decisions for themselves.

Doll’s forms art of the mental capacity act and is in place to ensure we do not where practical use restrictive ways of working or deprive someone of their liberty. There are exceptions to this and it is normally when there is a risk of harm to the individual or others that restrictive practices can be used. If this is the case then there should be written evidence from your local safeguarding team agreeing the ways of working. All of the above are in place to ensure the way we work gives the best care and support to people we support with the aim to empower, promote independence and offer choice to all the people we support.