Higher Administration Administrative Services Outcome 3.
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Transcript of Higher Administration Administrative Services Outcome 3.
Higher AdministrationAdministrative ServicesOutcome 3
Recruitment and Selection Procedures
Recruitment vs Selection
Recruitment - Getting the right person to apply for the job.
Selection – Choosing the right person for the right job.
The Recruitment Process Job Evaluation/Job Analysis
Identification of duties/skills Do we need to replace this post?
What if a replacement isn’t necessary? Can it be outsourced? Can duties be reallocated?
eg Management Review
Does the role still exist at all?
The Recruitment Process Job Description
Duties, Responsibilities, Hours of Work (and Days), Remuneration, Location, Line Manager etc
Person Specification Skills and Qualities which can be
essential or desirable
Workforce PlanningBeing aware of who is employed and requirements for the future…
Age and Gender Skills Staff Turnover Ethnic minorities and Disabilities Succession Plan
An Opportunity… When a vacancy exists for a job, it is
not automatically filled either by an internal or external applicant.
Organisations will take the opportunity to evaluate the duties and roles of that job before they decide to fill the post.
HeadhuntingSometimes an organisation will know who they want for a specific job and they will approach that person directly and ask them to apply for the job.
Internal Recruitment
Advantages Less Expensive
Employees' skills and knowledge already known
Increased flexibility with ‘homegrown talent’
Improves morale (promotion opportunities)
Disadvantages No new talent introduced
Favouritism?
Difficult to find the right person?
External Recruitment
Advantages Higher chance of the
right person being appointed
Fresh skills and ideas
Increased diversity
Disadvantages More expensive
Recruitment takes longer
Upset existing employees
Extra training may need provided.
Using a Recruitment AgencyAdvantages: They have access to a wide range of candidates eg some
already on record Specialist knowledge and experience – eg psychometric testing HR Departments can focus on other activities such as training
and staff development Can downsize the HR Department
Disadvantages: More expensive – may need to pay even if a suitable candidate
isn’t found Lack of internal knowledge – inappropriate appointments Process may be impersonal and therefore applicants won’t
have a feel for the organisation before starting work
The Selection Process Application Forms
Allows each candidate to be easily compared against others
Often online forms
Curriculum Vitae Summary of qualifications and experience Often accompanied by a covering letter
Equal Opportunities It is unlawful to treat one person less
favourably than another, wholly or mainly on the grounds of: Sex Martial status Race Nationality Colour Ethnicity Disability Age Religion
Equality Act 2010
Discrimination Direct Discrimination:
“young motivated woman” required
Indirect Discrimination:“staff must be at least 5’9” in order to reach equipment”
Discrimination by association is unlawful (ie just because you are connected to someone with one of the protected characteristics)
Bullying or harassment because of one of the protected characteristics is unlawful
The Short-List and Interviews Most organisations will limit the
number of candidates to be interviewed to between 4-8 people.
Interviews: One-to-one Number of sequential interviews Presentations
Preparing for Interviews Book a room and arrange the seating
Read all documentation
Agree on questions to be asked
Control the interview (Time-keeping)
Put the candidate at ease
Interviews
Benefits Meet and
discuss face-to-face
Candidate views premises
Drawbacks Hasty
impressions
Interviewees nervous and not perform to their full potential
Interviews: The Interview Checklist
A checklist can be used as evidence to justify decisions and treat all candidates fairly.
Testing can also assist in the selection choice
Interviews: The Effective InterviewAn effective interview is one where the interviewer:
Quickly establishes a rapport with the candidate
Listens to what is said Asks ‘open’ questions eg “Example of a
time when you showed leadership qualities?”
Summarises and evaluates the candidate’s response
TestingSkills Tests – ascertain if the candidate has the skills and ability to do the job.
Intelligence Tests – general knowledge, numeracy and literacy.
Aptitude Tests – measure an individual's level of verbal, numerical and diagrammatical reasoning eg the ability to prioritise.
Attainment Tests – spelling or typing (WPM)
Personality/Psychometric Tests – explore the candidates personality and thinking processes. Only qualified staff should analyse, to avoid misleading results.
Medical Tests – check that the candidate is fit for the type of work.
The problem with testing is that it can make people feel nervous and as a result not perform as well.
Making a Decision References:
Contacted to verify what they have said Allows candidates to be compared Previous employer’s opinion
Other Employment Checks: eg PVG (protection of Vulnerable Groups)
Informing unsuccessful candidates
Internet ResearchNottingham University Recruitment and Selection
Complete the Equal Opportunities Quiz
Staff Development
Staff Appraisal Employees who know what and how
much is expected of them are likely to be more effective than those who are unclear about their role.
A meeting held between the employee and the line manager where a performance evaluation will be carried out.
Staff Appraisal A plan of development will be made
Reviewed in 3-6 months, where targets are checked and further comments and opinions recorded
Can be linked to Performance Related Pay (PRP) – although not popular!
Staff Appraisal - Ingredients Objective – not a forum for raising problems and
moans
Participative – both the manager and employee take an active role
Considered – taking account of the strategic aims of the organisation
Developmental – help to develop the employee personally and professionally
Staff Appraisal Discuss and set targets; complete forms
Agree performance criteria
Complete Personal Development Plan
Measure actual performance against criteria
Salary review and/or bonus
Further training
Methods of Appraisal Management by Objectives:
Emphasises setting of agreed targets, in line with organisational goals
Competency-based:Emphasises the importance of assessing how the work is carried out eg customer service
360-degree:Uses a variety of people to build an overall profile eg superiors, peers and subordinates
Successful Staff Appraisals Identify and match business and personal objectives
Discover employees suitable for promotion
Identify training needs
Control and monitor performance
Assist individuals with self-development
Improve employee motivation
Review salaries or payment methods
Check effectiveness of current work practices
Update job descriptions
Areas for Development Job performance Communication skills IT skills Customer service skills Future training and development Personal goals eg timekeeping Career objectives
Measuring Success…
Deadlines
Emails and Phone Calls
Monthly Sales
Complaints Dealt With…
Complaints Against…
Contribution to Profit…
Benefits of Staff Appraisals Managers know what to expect from
employees Managers develop skills dealing with
employees Employees can discuss personal and
professional development Feedback on performance
(Strengths/Weaknesses)
Internet ResearchCharted Institute of Personnel and Development
For further information and fact sheets that you can download.
Professional Development
Continuing Professional Development
Staff development looks at what the
employee needs to do to enhance
their current skills, whereas an
appraisal measures their existing
ones.
Continuing Professional DevelopmentSkills and training should be linked to organisational goals.
Discussion surrounding evidence of targets being met…
What is needed varies: Education? Development? Training?
Continuing Professional DevelopmentEducation: background academic knowledge to undertake the job (eg a degree)
Training: gaining knowledge and skills to do the current job
Development: identifying future potential and undertaking education or training to achieve it
Benefits of CPD (Lifelong Learning)
Staff become more proficient at their job
Customers are more satisfied Staff develop ‘transferable skills’
Less stress on individual More adaptable to change
Education does not stop once employed… but the amount of time allocated depends on the organisation eg Google’s 20% time
TrainingInduction Training: the initial introduction to the organisation
Ongoing training: lists of courses/events published which may be run in-house (internal) or off-site (external)
Induction TrainingWhat might be included? Software used by the business Meeting fellow workers and a tour of
the premises Awareness of Health and Safety
procedures Informing employees of Company
policies
Training Needs AnalysisOrganisations work out which courses they need to offer by conducting a skills scan of their staff and the results of appraisals and development reviews.
If an organisation is working towards, or has already achieved, Investors in People (IIP) status, they will have a specific policy.
Internet ResearchInvestigate what is meant by the Quality Mark ‘Investors in People’.
What benefits does this provide the organisation with?
What are the key principles?
Types of TrainingBlended Learning:A mix of lecture, tutorial, practical activities and online material.
Many employees are now encouraged to learn in their own time in places that suit them eg at Scottish Power staff have access to online materials which they can work through at their own pace.
On-The-Job TrainingTraining provided within the organisation while continuing to carry out work: Demonstrations Job rotation Coaching from a mentor Working on a specific project
(secondment)
Off-The-Job TrainingTraining provided outwith the usual working environment. It may still take place within the organisation, but is often at college or other training centre: Lectures Online Distance Learning (Open learning) Case Studies Individual Projects In-tray exercises
In-House Training
Advantages Tailored to suit
organisation’s requirements
Cheaper than external training
No travel required
Arranged to fit in with other organisation commitments
Disadvantages Training cancelled if
another emergency occurred
Training not always taken seriously – employees know trainers
Course may be too specific
External Training
Advantages Networking with other
colleagues
Improved concentration (away from working environment)
Ability to cascade knowledge
May lead to a formally recognised qualification eg HNC
Disadvantages Expensive – time and
money
Employees may leave if they gain qualifications
Course may not be relevant to organisation
Employees may not pass the course assessment
Staff Welfare
Staff-Friendly PoliciesWork-life Balance:Employees spending time with families and time for recreation activities.
Well-being Initiatives:Head-massage, pilates, yoga, healthy eating options being introduced, gym membership, support to stop smoking etc
Time to talk:A counselling service where staff can speak in confidence
Absence management:How often and how long staff are absent monitored – ‘back to work’ interviews and in-house doctor check progress and health
Internet ResearchVisit Scotland’s Health at Work website.
Summarise the benefits of the programme.
Which organisations in the local area have gained awards?
CounsellingStress may be related to work or personal issues (family or home) but anything that affects an employee’s work performance.
Stress may lead to: Not sleeping well Drinking or smoking too much Over anxious/argumentative Lack of concentration and poor judgement
Counsellors help with personal problems eg death in the family/marital problems as well as work/health problems.
All matters are treated in the strictest confidence and no records are kept in employee files.
Internet ResearchVisit the BUPA website and look at the fact sheet on “Stress in the Workplace”.
Note the causes, triggers and effects of stress, and how to avoid them.
Grievance and Disciplinary ProceduresInformation provided with the contract of employment.
Ensures that all employee are treated fairly.
Disciplinary procedures already covered in Outcome 2
GrievancesRaised by employees when they are unhappy about how they have been treated or about something that has happened at work.
Have they been demoted? Paid less than expected? Change in physical environment? Change in job conditions? Sexual harassment? Bullied?
Grievance ProceduresA Grievance Procedure should:
Make it easy for employee to raise issues with management
Be available in writing and simple to understand
Enable a line manager to deal informally with a grievance
Keep proceedings confidential
Allow the employee to have a companion at a formal grievance meeting/hearing
Grievance: Procedure StepsStep 1: inform the line manager of a grievance in writing
Step 2: meet with the manager to discuss the grievance with a representative if necessary
Step 3: if the matter is not resolved meet with a more senior manager
Step 4: be given the right to an appeal meeting if the employee feels that a grievance has not been satisfactorily resolved and be notified of the final outcome.
Internet ResearchGrievances should take place within set time limits; depending on the seriousness of the grievance.
If there is no agreed resolution than matters can be taken to the Advice, Conciliation and Arbitration Service (ACAS) to settle.
Visit the ACAS website and search the site for information on handling grievances. Take some notes on the importance of clear procedures for the employee and employer.
Absence ManagementConsequences of ignoring short or long-term absences include: Loss of productivity and increased costs Additional work for remaining staff Repeated absence can cause resentment
An employee’s return to work needs to be managed and planned. Support must be given from line managers and the HR Department.
Absence ManagementHR should introduce procedures which are sensitive to the individual concerned.
Keeping in contact with the individual during absence
Arranging return-to-work interviews Agree staged return-to-work Arrange meeting with the organisation’s doctor Using disciplinary procedures for short-term
absence Involve occupational health and rehabilitation
programmes for long-term absence
Higher AdministrationAdministrative ServicesOutcome 3