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Human Resources Management

A guide for the development of human resources in small and medium-sized

businesses

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Foreword

This guide is the result of the collaboration in 2014 between the Business Portal under the Ministry of the Economy, represented by John DANN and Benedikt ILLER, and the Bonn-Rhein-Sieg University of Applied Sciences, represented by Prof. Dr. Marc Ant (Management Sciences).

The guide is meant to provide small and medium-sized businesses with an insight into the

management of human resources and their development.

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The tasks companies need to undertake in the field of Human Resources Management (HR) have become increasingly important in recent years. SMEs in particular do not always pay HR management issues sufficient attention, as such companies often prioritise productivity. However, to safeguard their future, companies increasingly need to have competent, motivated employees on board in the right place and at the right time in order to deal with the challenges that await them. To achieve this aim, a systematic, professional approach to the field of human resources is essential. The purpose of this introduction to the subject is therefore to provide interested SMEs with a guide proposing some potential areas to consider in order to help them adapt their HR management to deal with the ever-increasing challenges of global markets. The topics addressed cover the main human resources management activities. They are organised into modules, and start with HR policy, then cover recruitment and staff development and finally address the issue of dismissal and end of the working relationship. Each chapter will also provide you with checklists and specific forms.

Chapter 1 - HR policy

Introduction to HR policy

Business strategy

HR policy

Charter of values

Introduction to HR policy

A company operating without any vision or objectives risks rapidly going off-course. It is therefore fundamental for companies to define a longer-term overall "vision" both for themselves and for their employees and to derive concrete objectives from this vision as well as plans to implement it.

However, a business strategy of this type is not only intended to guide the company but also proves vital to determining the ensuing operational measures at all levels, including for HR management.

On top of a vision and strategy, companies also need to define their own specific values and to put them into a written mission statement (see annexe p. 93) and charter of values. These tools enable the company to specify the code of conduct it wishes its employees and managers to adopt.

This charter of values may then lead to concrete measures to implement Diversity Management, Corporate Social Responsibility and Sustainable Development as well as intercultural skills programmes.

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Taken as a whole, these factors represent a framework for HR policy action, thereby facilitating decision-making in the fields of employee recruitment, development and dismissal.

1.1 Business strategy

The business strategy represents the major overall objectives for all the company's stakeholders. It defines long-term objectives which form the basis of all subsequent decisions concerning the company's organisation and plans intended to promote its growth. It is the business strategy, moreover, that determines the resultant strategic measures including HR policy. The business strategy enables the planning and implementation of long-term objectives. This is why any strategy for growth must be based from the outset on a decidedly forward-looking HR policy and the recruitment of future employees must be part of a long-term plan.

Who is concerned

Target group

Implementing a business strategy is of benefit for all companies insofar as it enables processes to be optimised and consistent management systems to be set up.

Benefits for the business owner

By developing a business strategy, the business owner can organise its operations in a consistent and sustainable manner, thus ensuring that the company has the flexibility to respond to an ever-changing environment and, as a result, pursue and achieve its objectives. A well thought-out business strategy also facilitates clear competitive positioning.

How to proceed

Strategic Management Process (SMP)

Via a proactive approach, strategic management enables future situations, implications and

relationships involving the business and the outside world to be foreseen and anticipated. Strategic

management is an ongoing process designed to ensure the effective implementation of a long-term

strategic development concept through the use of systematic tools.

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Strategic Management Process:

identification of a critical event;

analysis of the current situation;

problem identification and definition;

strategic objective setting:

o definition of overall objectives;

strategic analysis and outlook:

o analysis of internal and external influencing factors and underlying conditions;

strategy development and assessment:

o enhancement of business strengths, prevention of weaknesses;

o focusing strengths;

o developing synergies;

o optimisation of existing resources;

o operational implementation of objectives through concrete project planning;

implementation of the strategy:

o implementation of plans and measures;

verifying achievement of objectives:

o measuring the extent to which objectives have been achieved;

o adapting the objectives to new situations;

o setting new objectives.

Preparation / Items required

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It is vital to have a good knowledge of the company and of the market in which it operates to be able to implement a business strategy. The following management tools can be used to obtain reliable figures on which to develop such a strategy:

opportunities/risk analysis, SWOT (strengths, weaknesses, opportunities and threats); competitive/sector analysis, scenario analysis; product life-cycle concept and portfolio analysis; assessment of customer satisfaction; quality control; identification of potential strategic partnerships and joint ventures.

Corporate Mission Statement

The corporate mission statement should guide employees' actions. It serves as a motivating factor and a guide, both when setting up and when turning around a business activity. Ideally, all employees should be able to identify with the mission statement.

Process

Development of the mission statement by the business manager, a working group or an

external agency while involving all employees. Further work on the first draft of the mission statement by the business manager or the

project managers who may, where necessary, bring in external expertise. Development of detailed plans with the involvement of all employees.

Implementation

Communication of the mission statement to employees and business partners. Alignment of the company's operating procedures with the mission statement by means of

workshops. Integration of the mission statement in the day-to-day business (internal communications,

customer communications, projects, meetings, workshops, seminars, etc.).

Updates

Adaptation of the mission statement to new market situations, technologies, roles and

responsibilities, etc.

Execution

First of all, a vision and goal should be developed. To do this, the company's values need to be defined. These values can be used to formulate coherent guiding principles which, taken as a whole, are in line with the company's motto. This motto reflects the aspirations of both management and the majority of employees.

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Advantages

Transparent and consistent corporate values. Consistent actions and behaviour within the company, guided by the mission statement. Anticipation of future developments and trends and awareness or prevention of risks. Targeted deployment of all resources. Development and protection of competitive advantages and development of organisational

skills.

Disadvantages

Heavy involvement of management and employees required when developing the strategy. Project workload may be excessive for companies with a limited lifespan. Risk of resource restrictions, e.g. in terms of operational activities.

Workload / Cost for the business owner

The workload and costs incurred in developing the business strategy can be assessed on the basis of the number of working hours required. During the development phase, an increased workload is to be expected. It is also advisable to schedule and implement vocational training programmes in order to enable employees to take part in the planning process. Once the strategy is implemented and its subsequent development forms an integral part of all the business stakeholders' actions, this workload will decrease in the long term. If an external agency is tasked with developing the mission statement, the company may face significant costs. There is also a risk of seeing implementation fail because the mission statement does not represent all areas of the business. Assigning the development of the mission statement to an internal working group enables both cost and time-savings. Once again, the result may not be accepted by all employees. If all employees are involved in the development process, achieving a result may prove to be a very long process. However, if all employees take part in developing the business strategy, the approach and its outcome are much more likely to be accepted. An intermediate solution may involve the development of a draft by a working group, supported by experts when required. This draft can then be used as a starting point for the other employees as a whole.

1.2 HR policy

HR policy (see annexe p. 97) is dependent on the corporate strategy and mission statement (see annexe p. 93). Rather than setting concrete strategic objectives, HR policy aims to be an overall framework for action based primarily on the following factors:

the company's corporate structure; alignment of the interests of the company and its employees; availability of competent, motivated employees.

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The scope of HR policy is reflected in setting objectives and procedures to be followed in the various areas of human resources, namely personnel planning, selection, development and management. HR policy constitutes the link between business strategy and human resources management. Concrete measures include, for instance, planning formal learning and vocational training programmes, employee assessments and workplace design.

How to proceed

Objective

Coherent, transparent approach to developing HR management processes. Support for the target HR management strategy. Increased flexibility as qualified, motivated employees respond more flexibly to changing

requirements. HR policy objectives can be sub-divided into two groups:

economic objectives; and corporate objectives.

Economic objectives

Turnover, profit. Market share. Productivity, profitability. Cost reduction, cost control.

Corporate objectives

Development of corporate culture. Commitment, motivation. Forward planning, support. Formal learning and vocational training. Workstation design, health and safety.

HR policy guidelines

HR policy guidelines govern the company's duties towards its employees and express what it expects of its employees. These guidelines lines specifically include:

developing a code of conduct; directives on employee assessment and promotion;

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principles governing promotion of new talent; statements on information policy, objective setting and motivation; cooperation with the works committee/staff delegation.

Formulation of HR policy guidelines

Inclusion of the values used in the mission statement in the human resources area, e.g.: respect: constructive behaviour displaying a spirit of partnership and trust, both in the

workplace and in situations of conflict; open-mindedness: attitude unhindered by constraints related to nationality, culture or

mentality. Acceptance of nationality, gender or age-related differences; performance: recognition of performance, sanctions for non-performance. commitment and responsibility: freedom given to employees undertaking voluntary work.

Definition of strategic priorities in terms of HR policy

Diversity management (see annexe p. 98). Intercultural skills. Promotion of talent.

Implementation

Implementation should take account of the company's overall direction. It is advisable for the management to determine the guidelines as part of formulating the company's strategy and overall direction. A working group, consisting of corporate and HR departmental managers, should ensure that these guidelines are aligned as closely as possible with the company's objectives. Their implementation and monitoring fall under the responsibility of HR senior managers. Development of these guidelines should take place as part of the strategic planning process. However, it must be acknowledged that developing such a strategic approach may require a significant time investment.

1.3 Charter of values

The charter of values acts as a guide for all employees and managers. The values defined by a company (see annexe p. 96) are deemed to be commitments towards employees, customers, suppliers and other reference groups directly or indirectly associated with the company's business. Furthermore, they express the company's expectations of employees and other company stakeholders. The charter of values also serves as a guideline for the various stakeholders in the business when it comes to aligning their day-to-day actions with the values expressed. In order to optimise financial performance, it is essential that factors such as basic rights, environmental protection, sustainability and the rules for working with one another are taken into account on a day-to-day basis.

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The values defined by the company can act as a starting point for developing diversity management and intercultural skills (see annexe p. 98) as well as corporate social responsibility (CSR) and sustainability.

Who is concerned

Developing a charter of values can prove particularly useful for companies wishing to highlight the company's complex environment and thereby derive competitive advantage from applying clearly formulated values and rules. Here are some examples:

transparent definition of the values governing internal relationships and employee conduct outside the company;

simplified presentation of the complex relationships to which the company's business is subject;

positive impact of clearly formulated values on employee motivation and, by extension, on company productivity as a whole.

How to proceed

Diversity Management

Targeted usage, positive organisation and deliberate promotion of employee diversity can be perceived as a multitude of opportunities to make progress in both organisational and financial terms. Diversity management enables optimised use of human resources and identification and development ofemployees' potential.

Intercultural skills

Awareness and understanding of the cultural context in which the company's employees and business partners operate facilitates good relations and helps to improve results. Development of the following factors:

motivation, interest, impartiality, respect for others; creation of awareness of historical, political and economic differences; knowledge transfer with regard to values, norms and conventions; skills: linguistic, social, thinking skills, ability to manage conflict.

Through intercultural training involving use of:

critical events: objective descriptions of events and behaviour with a determining influence on success or failure;

the contrast culture method: in-depth awareness of "contrasting cultures" to promote conduct appropriate to each situation;

role-plays, case studies and discussion of experiences.

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Expected outcome

Using appropriate means of communication (written: email / verbal: telephone). Removing or overcoming language barriers. Elimination of stereotypes, better understanding of the values of other cultures (discipline,

politeness, orders, punctuality, objectiveness, trust, reliability, etc.). Leadership qualities (authority vs. cooperation: time frame, conducting interviews, private

and business relationships, importance of the activity or person). Discovering common interests, knowing the other person's habits.

Corporate Social Responsibility and Sustainability (see annexe p. 100)

Acting responsibly in the company's business affairs, towards employees, the environment

and other groups or points of reference. Voluntary undertakings represent a contribution to sustainable development which goes beyond statutory requirements.

Market

Improving consumer safety. Voluntarily providing additional services. Supporting local sources of supply. Transparent, responsible supply chain organisation. Setting up and taking part in local business associations.

Employees

Organisation of work (health and safety, satisfaction). Work/life balance. Equal opportunities and diversity. Participation. Fair pay and additional employee benefits. Recruitment and training of trainees.

Environment

Design and use of environmentally friendly products and production methods. Efficient use of resources.

Society

Integration with local communities. Improvements to local infrastructure. Donations (schools, kindergartens, food banks, sports and leisure facilities). Public relations at local community level.

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Advantages

New market segments, greater market share (national/international). Stronger appeal thanks to an improved image. Better productivity, motivation, loyalty and creativity. A more open organisation. Legal safety through compliance with relevant statutory provisions. Corporate social responsibility programmes subsidised by the EU.

Disadvantages

Major investment in planning, priority-setting recommended. Significant commitment and credibility required on the part of all managers and employees

to ensure successful planning and implementation. The failed introduction of diversity management may lead to reinforcing stereotypes.

Workload / Cost for the business owner

The steps taken as part of diversity management (management of different cultures), intercultural skills and corporate social responsibility (CSR) and sustainability initially require a major effort. It is desirable to offer training and seminars in order to promote interest in these topics, to raise awarenessamong employees and managers and enable them to learn the basic techniques and principles to be implemented at the company. It is not unusual for programmes on CSR and sustainable development to be supported by the EU or by national bodies. Consultancy firms, meanwhile, not only specialise in skills transfer but are also aware of measures likely to attract public funding.

For help, please refer to the checklists in this chapter:

Developing a corporate mission statement (see annexe p. 93).

Corporate values (see annexe p. 96).

General principles of HR policy (see annexe p. 97).

Diversity management and intercultural skills (see annexe 98).

Corporate Social Responsibility and Sustainability (see annexe 100).

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Chapter 2 – HR planning

Introduction to HR planning Personnel requirements planning Job descriptions Budgeting

Introduction to HR planning

HR planning constitutes a key aspect of HR management. Its purpose is to use a company's current headcount as a basis for determining future personnel requirements. HR planning is vital insofar as every business endeavours to improve its efficiency and therefore needs to assign highly competent, motivated employees to the right jobs at the right time. First, HR planning is used to define the company's current HR situation in order to identify potential shortfalls or overcapacity, anticipate future changes and take the necessary steps at the right time. Furthermore, HR planning is intended to determine the number and breakdown of future staff members needed by the company based on the strategic and operational objectives that it has set. This enables it to make the right HR decisions, thereby ensuring the company's future success. HR planning therefore pursues both quantitative and qualitative objectives. On the one hand, it identifies the number of people to be recruited at any specific time under the relevant conditions and, on the other, it determines the qualifications, abilities and experience these people must possess at the time of recruitment in order to meet the company's needs and fulfil the requirements of the jobs in question. In this context, budget planning undoubtedly plays an essential role as the company must ultimately be in a position to fund these new jobs. The scope of application is therefore broad and includes, for instance, setting up a new department, introducing innovative technology or new business activities. Each of these situations generates new personnel requirements needing careful assessment as part of requirements planning: how many employees, with what profiles, will be needed for the new department at what point and under what conditions?

2.1 Personal requirements planning

Quantitative and qualitative personnel requirements planning contributes to the accomplishment of the company's objectives by establishing forecasts of personnel requirements enabling the company to achieve its objectives and operate as efficiently as possible. Quantitative planning of HR requirements initially determines the number of employees the company will need in a given period and the recruitment terms and conditions. In terms of qualitative planning of HR requirements, the emphasis is on the qualifications, knowledge, skills and experience required for the roles defined and that the candidates will need to have within a given time frame.

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Who is concerned

Quantitative and qualitative planning of HR requirements provides the company with information on the number of employees that it will need at a given point and on the skills and abilities that they will need to demonstrate. This enables accurate forecasting of costs for the period in question. The recruitment profile and job description resulting from qualitative requirements planning also help ensure even more precise forecasting.

How to proceed

Objective

The purpose of quantitative and qualitative HR requirements planning therefore consists in making sufficient numbers of qualified, motivated employees available in the right place, at the right time, relative to existing or new job vacancies:

short-term HR requirements planning (approx. 1 year) medium-term HR requirements planning (approx. 3-5 years) long-term HR requirements planning (more than 5 years)

Tools / Methods / Procedure

There are various methods for quantitatively and qualitatively determining HR requirements. To ensure that the company has sufficient employees, it is advisable to identify the quantitative requirements, i.e. the number of employees actually required for a specific period by the company. In this context,internal and external influencing factors should also be taken into account. As for determining quantitative HR needs, the estimation method, the method based on the establishment plan and the key indicator method are the leading tools. When identifying HR needs as part of quantitative planning, it is advisable to determine the abilities and qualifications future employees will need. Breaking them down into different job classifications, types of activity and skill groups may prove useful in finding appropriate candidates for each job.

Quantitative HR requirements planning (see annexe p. 103)

The estimation method is one possible approach to determining approximate needs. At a given time, employees in all areas of the company, managers, supervisors or departmental heads are asked to assess their personnel needs for the coming years. They justify their responses by basing them on the existing headcount, the forecast additional workload or new requirements to be met. Then, the results are compared and, once their plausibility has been checked, adjusted where applicable. This method based on estimates offers the advantage that decisions relating to needs are not taken by one person alone but by a group of employees who thus contribute to the end result.

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The method based on the establishment plan relies on job descriptions and the establishment plan. These determine jobs currently filled and those to be filled in the future by comparing the current situation with the target one. It is advisable to ascertain whether certain job functions are still required, if the distribution of work is still appropriate or whether changes should be made. These changes will be included in the plan if applicable. The key indicator method enables HR needs to be assessed in relation to some of the company's key figures or indicators and to the current headcount. It is advisable to first determine key figures relating to personnel requirements for items such as productivity, monthly turnover per employee or order volumes. These key figures are then collated to establish a forecast which then enables personnel requirements to be determined.

Qualitative HR requirements planning

In order to break employees down into groups based on their qualifications, profiles, skills, experience or activities, relatively small groups are recommended, while taking into account the fact that the type and number of groups depends both on the company's size and industry sector. In small companies, it is preferable to differentiate between managers, specialist staff and support staff, whereas in large companies, the breakdown can be more detailed and include types of job or departments. Alternatively, the breakdown can be based on the type of vocational training or on criteria from the collective agreement (e.g. business diploma, bachelor's degree or no specific qualification, etc.). The company should define groups with specific qualifications related to its internal organisation. In order to carry out a classification by profession, it is advisable to formulate requirements for a specific job or type of job and to assign them to the relevant category. These attributes can then be supplemented by additional qualifications and knowledge, e.g. language or IT skills.

Preparation / Items required

Ideally, accurate information on current staffing should be available then adapted for the future business plan (strategy, order book, etc.). In principle, this information comes from the finance and HR departments. Planning can also be conducted on the basis of analysing strengths and weaknesses, opportunities and risks in areas inside or outside the company.

Advantages

An accurate overview of the number of employees required at a given time and for a specific period.

The qualifications, skills, abilities and experience required for a specific job are clearly identified.

This process enables precise planning of HR needs. Costs are low.

Disadvantages

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Quantitative and qualitative HR requirements planning entails a relatively significant time investment.

The results obtained can prove to be subjective, at least in part, and need to be subjected to appropriate checks.

Workload / Cost for the business owner

HR requirements planning necessitates a relatively high volume of work to be carried out. It is therefore advisable to plan sufficient time and resources. Moreover, it is advisable that employees involved in assessing needs be released from their day-to-day tasks in order to ensure that this work is carried out quickly and accurately, thereby producing a representative result. The actual volume of work ultimately depends on the size of the company. For smaller companies, particularly craft-based businesses, the volume of work is higher because employees are often unfamiliar with the subject and must first acquaint themselves with the HR planning field, which generates an additional workload. However, effective HR requirements planning is essential for any company because it can be seen as the basis of all strategic HR management, which is beneficial both for the company's productivity and for job protection.

2.2 Job descriptions

Drawing up and using job descriptions is a fundamental part of HR planning and HR management in general. In principle, a well-designed job description is important for all of a company's activities. On the one hand, it sets out the objectives, scope, requirements and responsibilities for the position in question as well as its grade. On the other hand, job descriptions also stipulate the qualifications, knowledge, abilities, skills and experience the candidate should possess and which are required or desirable for the position in question.

How to proceed

Objective

Job descriptions are intended to find the ideal candidate meeting all the requirements for a given position. Moreover, they can be used as the basis for an employee's performance assessment and remuneration and as a management tool enabling an employee's suitability for his/her duties to be assessed.

Tools / Methods / Procedures

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Job descriptions are intended to help companies ensure the best fit between the current and expected situation in terms of the job requirements and the candidate's potential. They can be based on the following tools:

recruitment profile: the recruitment profile describes the abilities, qualifications, knowledge, tasks, authority and responsibilities connected with a given position. However, it refers to the job itself (i.e. to the position) only and cannot be restricted to one specific person or group of persons. The job description is derived from this recruitment profile.

job descriptions: job descriptions are not dependent on the person him/herself and refer to the objectives, tasks and skills connected with a job and its relationship with other positions and, where applicable, the limits of its scope in relation to other positions.

Variants

Job descriptions can be targeted at existing employees, giving them the opportunity to apply for a different position and to advance their career.

Job descriptions can also be targeted exclusively at external candidates in order to bring new employees into the company. However, depending on the company's situation, it may be necessary to comply with certain legal provisions providing for mandatory prior publication of the job vacancy internally.

Preparation / Items required

Job description templates.

Information on the criteria to follow given to employees involved in drawing up the job description.

The job description constitutes the basis for recruitment interviews.

Process

Even though drawing up a recruitment profile falls primarily under the manager's responsibility, other employees, incumbents or experts with identical or similar profiles may be involved in the process and asked about the requirements for the profile in question. First, it is advisable to prepare a realistic recruitment profile including a description of the tasks, the skills required and abilities needed to perform the duties associated with the activity concerned. Then, it is important to analyse the task breakdown in order to define the tasks and activities associated with the position to be filled. This process enables you to determine precisely which qualifications, knowledge, abilities and experience the candidate must possess. Both the technical skills (the candidate's qualifications, professional background and experience) and their soft skills can be derived from this analysis. The job description based on the recruitment profile can now be drawn up.

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There are several stages in drawing up a job description. First, it is advisable to designate the person responsible for preparing and actioning it (senior management, HR department or external specialists). The contents of the description should then be defined. In this situation, care should be taken to describe the position in question as clearly and concisely as possible. Once the contents are defined, the publication layout needs to be defined. A ranking of the tasks, requirements, qualifications and skills by order of importance can prove highly useful in ensuring that the description is easy to read. Job descriptions can also be made more appealing by using an attractive layout.

Advantages

The margins for negotiation and decision-making are clearly identified. Defining responsibilities and skills enables conflicts over areas of responsibility to be

avoided. Induction of new recruits is made easier.

Disadvantages

Risk of seeing employees focus too much on the scope of activity and tasks described, thereby neglecting secondary tasks.

Significant investment in terms of time, cost and organisation in drawing up job descriptions. Ongoing job description updates required (information updates).

Worload / Cost for the business owner

Job descriptions are basic tools for both recruitment and HR management. A high-quality job description process not only requires a relatively significant initial investment (specialist employees, time, etc.) but also regular monitoring and updates, aspects that are frequently neglected. To be able to work efficiently, it is vital to continuously update job descriptions, adapting them to real duties and requirements as these change over time. It is recommended that regular dates are set for reviewing and updating job descriptions. The task of drawing up job descriptions is often given to specialist external consultants with the experience needed to do this faster. In conclusion, it should be emphasised that investing time and money in drawing up job descriptions is generally worthwhile insofar as assigning the right people to the right jobs within the company will ultimately prove less costly than wrongly assigning employees, resulting in added costs.

2.3 Budgeting

In the context of HR planning, budgeting is a key aspect when filling a vacant position. In order to ensure accurate personnel planning, it is essential to know the direct and indirect costs of a position. Budgeting takes all costs incurred into account. It covers variable and fixed costs, as well as direct costs (salary) and indirect costs (office equipment) for a position for a given reference period.

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Calculating the costs incurred for a position enables you to determine to what extent the position to be filled is affordable in relation to the company's turnover, profitability and overall direction. As employees can be considered a company's most important resource, precise calculation of the budget for a position is important in order to avoid unnecessary costs and to give the employee the best possible, sustainable job. Appropriate, professional forecasting of costs is therefore the basis of all effective HR management, meeting both the company's and employees' needs.

Who is concerned

Budgeting serves to ensure the company's long-term profitability and success and to assess costs per position.

How to proceed

Objective

Budgeting aims, on the one hand, to ensure that HR decisions are affordable and, on the other, to identify the costs incurred by a new position in order to ensure accurate requirements planning and guarantee that a position is as sustainable as possible.

Tools / Methods / Procedures

Budgeting calculates all cost items connected with a position, such as salaries, employer contributions, tools and workplace equipment, premises, social security and other benefits provided to the employee by the company. These costs can obviously vary depending on the company and the industry sector.

Examples of uses

Planning a new position/checking the need for a new position. Position management. Cost-benefit analysis.

Process

The most effective and easiest budgeting process to use consists of listing and adding up the various budget line items by position, as you would for standard partial cost accounting.

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These line items may vary depending on the company, business sector or specialisation and hierarchical structure. As an example, the following list outlines the key factors for budgeting with a few explanations:

salary: this includes basic salary, i.e. the basic amount paid to the employee each month. The employer's share of social security contributions should also be included;

optional benefits provided by the company: 13th month's salary, holiday bonuses, performance-related pay or special bonuses;

pension scheme; workplace equipment: furniture, IT hardware and software, telephone, company car; premises: company premises, offices, meeting rooms, workshops, sales areas; operating costs: energy, electricity, heating, water, consumables.

Advantages

Accurate information on costs connected with a position. Planning appropriate to requirements by determining the number of people that the

company can recruit in view of its financial position. Better control of payroll expenses. Clear budget planning of payroll expenses.

Disadvantages

HR requirements are calculated on the basis of parameters which are often unconnected with the required services.

Budgeting requires a major effort (for small companies). Costs are not all clearly visible, given that they are spread over different budget line items.

Workload / Cost for the business owner

The amount of work required for budgeting depends on the size of the company concerned. Large companies generally have an HR department, but this is frequently not the case for smaller or craft-based companies. This can complicate the budgeting process insofar as the business owner or people in charge of budgeting must first acquaint themselves with the subject. In small companies, this makes it more difficult to have an overview of costs generated by the budgeting process. However, it is perfectly feasible to entrust budgeting to an outside specialist. While this step enables savings in terms of time and effort, it is obviously more expensive. However, it is essential for a company to calculate the costs for a position accurately in order to ensure the company's long-term success and avoid excessive (unmanageable) payroll costs.

For help, please refer to the checklists in this chapter:

Factors influencing quantitative HR requirements planning (see annexe p. 103).

Job description template (see annexe p. 104).

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Chapter 3 – HR marketing

Introduction to HR marketing Brand development Marketing activities

Introduction to HR marketing

A company's employees are a key long-term success factor. Their qualifications, skills, abilities, experience, motivation and performance as well as willingness to learn have a decisive impact on product quality and customer focus. In view of these factors and their importance, HR marketing can be seen as a deliberate, active and systematic process aimed at enhancing and indeed positively influencing the appeal of an employer in the eyes of potential future employees in the job market. The activities undertaken are designed to facilitate access to target groups identified beforehand in order to generate their interest in the company as an employer both now and in the future. As a first step, the company may try to attract attention through various public relations activities with the aim of creating a distinctive, unique company image in the eyes of the relevant target groups. The second step involves establishing contact, thereby enabling the 2 parties to interact. During the contact consolidation phase, the initial personal contact is strengthened through further interactions. The fourth phase, involving an interview and follow-up of these contacts, serves to ensure potential candidates' commitment to the company. Throughout these phases, the company may make use of various measures such as publishing practical information about its status as an employer (job vacancies, press advertising, image marketing campaigns, etc.) or by establishing personal contact with the relevant target group (student fairs, job fairs, internship programmes, etc.). In principle, companies have access to a wide variety of channels and tools to attract the attention of potential candidates both to the company itself as an attractive employer and to the vacancies to be filled. The various different approaches and means of communication described further on are dependent on the desired number of recruits and types of profile and the amount of effort the company is willing to expend. Each of these methods offers its own advantages and disadvantages, hence the need to find the right mix of methods and adapt them to the company's specific needs.

3.1 Brand development

For many years, companies have been investing significant time and money in marketing their products and services to their clients and consumers. Their objective is to instil brand loyalty, to create a specific corporate image and identity and to develop these with the aim of increasing sales of products available on the market.

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Brand development in the context of HR marketing is based on a similar approach when it involves presenting the company's opportunities and advantages in a favourable light as a potential employer. Just like when marketing a product, for a company to successfully position itself on the employment market it needs to succeed in attracting attention in an innovative, up-to-the-minute manner. In addition to traditional marketing tools such as advertising, sponsorship and direct contact during recruitment fairs or shows, companies are increasingly using online social media.

Who is concerned

Target group

In theory, this method is suitable for any company, provided of course that they adapt the various tools described below to their company's size and business sector and ensure a good cost/benefit ratio.

Benefits for the business owner

This approach is used to convey a relevant, consistent corporate image to the target audience – in this case, the candidates. It is used to attract attention and ensure that the company stands out from the competition.

Why should a candidate apply for a job with the company? What makes the company stand out from other companies in its sector? What opportunities are offered to employees and what are the qualifications and skills they

need in order to progress and make a success of their career with the company? It is important to clarify these questions beforehand in order to use the answers subsequently in external communications.

How to proceed

Objective

Every company makes itself stand out by using a unique individual identity. The company must use this identity to develop a clear and distinctive brand image and to convey this image to potential candidates. As a first step, the company must define its positioning as a brand in the marketplace. On the basis of the business strategy and as part of the brand development process, it is important to develop and formulate key messages designed to be communicated convincingly to the target audience. It is

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therefore advisable to take into consideration the range of products and services offered, the processes implemented by the company, its organisation from a structural and HR standpoint and, in general, the benefits and opportunities offered by the company.

Tools / Methods / Procedures

Social media

Platforms such as Monster, Linkedln, Facebook and Twitter are particularly suitable for targeting candidates. The company can present itself to the outside world and, furthermore, develop or strengthen contacts with clients.

Advertising

Companies promote their products through advertising in newspapers or specialist magazines, radio or television commercials or can choose to use advertising hoardings.

Sponsorship

These days, many companies use sponsorship in their marketing communications. They support either people or individual projects in the fields of sport, culture, ecology or social care in order to derive a marketing impact.

Implementation

Social media

Definition of job vacancy. Choice of appropriate social network. Preparation and registration of a company profile. Production of written job vacancy. Publication of the advertisement.

Advertising

Definition of job vacancy. Choice of media (radio, television, newspaper, etc.). Preparation of contents and layout. Publication of the advertisement.

Sponsorship

Determining which people, projects, events or organisations to support. Identification of points in common. Careful verification of the image of the person/event to be supported. Budget-setting. Development of the campaign.

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Advantages and disadvantages

The challenge for the company is to select and combine the appropriate tools. As described above, each method has its advantages and disadvantages, such as high cost, uncertain impact or being totally unable to predict the outcome and ultimate benefit for the company.

Workload / Cost for the business owner

Social media

The costs associated with presenting the company using social media are relatively low. However, these media present enormous market penetration capability and can prove very useful for the company. In terms of work, this means defining the potential offered by the various providers, determining the way in which the company may be positively portrayed on the pages in question and identifying the pages likely to interest the target group.

Advertising

SMEs generally have a limited advertising budget and must therefore focus on ensuring that their key messages and image are communicated in a clear and concise manner. They must in this way ensure that the intended types of candidate are directly and correctly targeted because such companies do not generally have the resources to undertake a large-scale advertising campaign. In this context, it may prove judicious to contact the newspapers or radio stations directly in order to obtain advice on the best methods to be used in view of the company's size and its objectives.

Sponsorship

In this case, the costs and time investment of course depend on the person or the cause that the company intends to support. Once again, the right balance should be found between the scale of the sponsored project and the size of the company.

3.2 Marketing activities

SMEs' size frequently does not allow them to have an HR or marketing department, even though these 2 departments help ensure the company's long-term success. As the purpose of marketing activities is to present the company to the outside world as an attractive employer, to raise its profile and stimulate the interest of potential candidates, it is vital for the company to identify target groups and their expectations and needs in order to be in a position to conduct public relations campaigns and convince such groups that the company can fulfil them. In the long term, for the company in its role as an employer, this means forging lasting relationships with the groups concerned so as to present to these groups the company's added value to convey a positive image and encourage them to apply for a job with the company. This involves firmly fixing the company's image in the minds of the target groups, presenting itself as an attractive employer and recruiting good employees.

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How to proceed

Objective

The aim of marketing activities is to encourage candidates to apply for a job with the company. In order to do so, it is advisable to follow these steps:

identify the target group; identify the company's USPs (unique selling proposition); present these USPs via the appropriate media.

Tools / Methods / Procedures

Job fairs and recruitment in education establishments

These events, frequently taking place over a full day in specialist higher education establishments or universities, enable employers to set up a booth and showcase their company. This gives them the opportunity to make direct contact with potential young candidates through one-on-one interviews. The main aim consists in:

filling job vacancies; providing guidance and practical advice; showcasing the company to young people looking for their first job.

Recruitment days

Recruitment days, which usually take place in-house, enable recruiters to hold simultaneous meetings with a large number of candidates over a short period of time. Candidates, invited by the company or applying spontaneously, can in this way be evaluated with regard to their professional skills, motivation and soft skills. In addition to recruitment interviews, visitors can also attend presentations on the company's areas of business and requirements. The company may also offer tours of its premises or facilities.

Preparation / Items required

Information pack. Brochures. Attendance by employees.

Process

Recruitment days

Determine the number and type of job vacancies to be filled. Define selection criteria of candidates.

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Invite the candidates, advertising or announcing the event externally. Prepare presentations and tours. Provide information packs for visitors/candidates. Hold the event.

Student and recruitment fairs

Find information on the various fairs. Select events based on target groups. Contact fair organisers. Select and brief employees. Prepare and set up the booth and equipment required. Hold the event.

Advantages

On the one hand, companies can make personal contact with interested candidates and, on the other, companies can present their ideas directly to the target groups attending the event. This approach enables companies to fill job vacancies faster than by using traditional or online advertising methods.

Disadvantages

It is highly advisable to prepare, organise and conduct these events in a professional manner, even if this requires a significant investment in terms of time and money.

Workload / Cost for the business owner

Companies can obviously make use of the tools described above but it should be remembered that events such as recruitment days generate a significant workload because the company needs to take charge of all the arrangements and planning for the event on the company's premises. Furthermore, depending on the size of the business, a number of employees may be involved in making presentations or giving candidates a tour of the company. In order to ensure the success of a day of this kind, the company must ensure appropriate external communication, both before and after holding the event. Job fairs or recruitment days in schools also require a major investment because the company will need to design and arrange an appropriate booth and make the requisite staff and equipment available. In this context, it should be noted that if a company attends such an event ill-prepared and with a badly designed booth, there is a risk of doing itself more harm than if it decided not to take part in the event.

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Chapter 4 - Recruitment

Introduction to recruitment Internal recruitment External recruitment

Introduction to recruitment

Recruitment aims to cover human resources requirements identified within the scope of HR planning, by using the appropriate channels and methods to approach and contact the right candidates, draw their attention to the vacancies on offer and encourage them to apply. Generally speaking, there are two different approaches to recruitment:

the first approach involves contacting candidates already working for the company using internal recruitment;

the second approach aims at external recruitment. In this situation, it is vital to carefully observe and monitor changes in the employment market. This enables the company to obtain an overview of the types of worker available on the market at a given point in time. It is advisable to select the most promising approach based on the situation and the requirement. The candidate profile required plays a fundamental role because it determines the qualifications, experience and skills needed by the potential employee. The profile can be used to determine the target group and then the way in which the target group may be addressed in an efficient manner and at a reasonable cost. In this respect, the situation may vary significantly from one job vacancy to another and it is advisable to adapt the approach accordingly. The job advertisement should then be drafted and must include the main items in the job description as well as basic information on the company. Competent, committed and motivated employees help boost the company's overall ability to innovate. New employees can help the company move forward, thereby giving it a decisive advantage over its competitors. Furthermore, loyal, competent employees enable the company to make savings, as high employee turnover frequently leads to very high costs.

4.1 Internal recruitment

As part of internal recruitment, the company tries to find the employees it needs within the company and contacts them directly. For the selected employee, this can mean:

either a change of position in the form of a promotion; or a horizontal move consisting of being assigned to a new area of activity without moving

up within the company's hierarchy. The internal channel enables the company to address potential candidates quickly, at little cost and with minimal effort. Filling a vacancy internally assumes, however, that there are sufficiently competent qualified employees within the company to fill the vacant position. There are several ways of approaching employees:

the first of these consists in publishing an internal job advertisement; the second consists in approaching employees through their line manager.

Companies should use the most appropriate method depending on the given context.

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How to proceed

Benefits for the company

Cost savings: low recruitment and training costs. Time savings: shorter recruitment and training time frames. Low staff turnover.

Tools / Methods / Procedures

Internal job vacancies

As part of this procedure, the company publishes the vacant position using its internal communication channels to encourage anyone interested and who possesses the qualifications and skills needed to apply for the position.

Direct approaches to employees

In this case, employees are directly invited by the management or their line manager, for instance, to apply for the position.

Variants

Internal job vacancies

Notice boards. Circulars. Corporate announcements.

Direct approaches to employees

By the manager or owner him/herself. By the line manager or a member of the HR department.

Preparation / Items required

Whichever process is used, it is advisable to check beforehand whether there are any employees qualified to fill the vacant position within the company. This initial step can be carried out by comparing the job profile with personnel files or through an interview with line managers, given that they are best placed to assess potential candidates' skills and ability to progress.

How to proceed

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The most important points to consider when recruiting internally are to make a targeted approach to potential candidates among the employees and publication of the job vacancy within the company.

Process

Internal job vacancies

Production of written job advertisement (see Chapter 2 - HR planning). Publication within the company through various information channels (email to all

employees, notice boards, etc.).

Direct approaches to employees

Selection of potential candidates based on the requisite profile and on the person's background as well as by consulting their managers

Conducting the initial interview.

Advantages

The potential for promotion associated with the new position motivates employees to increase their effectiveness and commitment to the company (continuing vocational training).

Time savings in terms of recruitment and training mean that the employee takes less time to become operational.

Given that the company knows its employees, mutual trust already exists. The relationship between the employee and the company is strengthened and employee

turnover is reduced. The risk associated with a bad decision (recruiting error) is lower.

Disadvantages

The choice is reduced and any additional needs in terms of human resources are not met through internal recruitment but simply transferred from one department to another.

A growth-oriented, innovative attitude might in some cases be stifled. The company may have to face high continuing vocational training costs to train employees

for their new jobs. Other employees may feel disadvantaged and therefore be demotivated. The company runs the risk of business apathy.

Workload / Cost for the business owner

Internal job vacancies

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Internal recruitment leads to overheads connected on the one hand with production of the job advertisement and on the other with publishing the offer. Overall, however, these costs are relatively low compared with external recruitment. The time investment is also reasonable because publishing the offer through the company's internal channels enables rapid distribution.

Direct approaches to employees

The time and cost investment needed for recruiting through direct approaches to employees is even lower. Overall, the costs and risks associated with a bad decision are very low when recruiting internally as the company knows the employee and can assess his/her aptitudes and qualifications beforehand. The risk of a recruiting error and the related costs are clearly lower than in the case of external recruitment.

4.2 External recruitment

In external recruitment, candidates are approached through external channels. It is important to follow certain criteria when using this recruitment method:

the state of the job market plays a vital role. This involves identifying the types of worker currently available on the market and determining whether their profile matches the job vacancy;

Cost/time factors also need to be taken into account. The different methods available to companies recruiting on the job market vary widely with regard to the amount of time and money invested.

Among external recruitment procedures, the following should be mentioned: print and online media channels; social media; recruitment through the company's employees; and through the National Employment Administration, ADEM.

An executive search consultancy may also be given the task of publishing advertisements – anonymously or on the company's behalf – or, as a headhunter, of seeking to recruit employees from other companies. This type of recruitment is not very common for small businesses as it is very expensive.

How to proceed

Benefits for the business owner

Taking on new external employees enables the company to inject new blood, thereby enhancing its ability to innovate. Unlike internal recruitment, this method also enables personnel requirements to be met as it is not necessary to transfer an employee from one position to another.

Tools / Methods / Procedures

Print and online media

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As part of this procedure, a job advertisement is published in the print or online media, either by the company itself, or through a specialist consultancy which publishes the advertisement on behalf of the company and which, frequently, also undertakes the short-listing process.

Social media

The selected candidates are recruited through online platforms or forums. Solicitation by the company's employees Candidates are contacted via the company's employees who canvass their personal acquaintances.

ADEM

The National Employment Administration (ADEM) undertakes to find new employees.

Executive Search

This involves using specialist agencies to seek new employees.

Variants

Print and online media

Daily and weekly regional and national newspapers, specialist journals. Recruitment through agencies specialised in online recruitment. Job-search websites: service providers that operate worldwide or at regional level in certain

sectors or professions. Recruitment via the company's website.

Social media

Facebook, Twitter, Xing, Linkedin, etc. Online chat/job vacancy databases.

Preparation / Items required

Good preparation is the key to all successful external recruitment. The qualifications, skills and aptitudes required by the candidate should be defined based on a detailed profile. The next step consists in defining the fastest and most efficient way of reaching the desired target group.

How to proceed

Intensive, thorough preparation as well as precise identification of target candidates are the keys to all successful and effective recruitment.

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Process

In the first instance, the company must draft a job advertisement based on the relevant job description (see annexe p. 104), ensuring that it is suitable (style, type of target audience) for the publication medium (type of media/agency).

It must then choose the media/agency or agencies (see annexe p. 105) to be used to address candidates.

After having contacted the media companies and obtained cost estimates, the company must select the media companies/agencies which will finally be used and tasked with publishing it.

Directly approaching candidates presupposes methodical preparation and procedures. Online platforms are contacted and databases of candidates checked.

Advantages

External recruitment generally provides a wider choice of candidates. Employees recruited externally create new momentum by providing fresh ideas, thereby

reducing the risk of apathy within the company. Employees joining from other companies often provide fresh views and ways of working.

HR requirements can be met in full as there are no transfers within the company. Online recruitment also enables companies to contact candidates all over the world more

efficiently and at a markedly lower cost compared with traditional print media.

Disadvantages

Additional costs generated by advertising and use of external agencies.

Workload / Cost for the business owner

Print and online media

The cost of advertisements published in print or online media varies significantly and can be very high. Costs depend on the size of the job advertisement and the selected medium and as well as on its circulation. Overheads related to preparing and drafting the job advertisement should be added to this. By comparison, recruitment using the company's website is significantly less expensive. The time investment is also higher compared with internal recruitment as the advertisement must first be published and then the company must wait for applicants to respond.

Social media

Job advertisements on social media are often free or, at least, inexpensive.

Solicitation by the company's employees

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This method enables time and money savings, given that the company's employees can be approached directly. Some companies even go so far as to pay employees a bonus for each successful recruitment.

ADEM

Use of the National Employment Administration (ADEM) generates no costs and the time investment is moderate. The declaration of job vacancies with the ADEM is regulated by law and mandatory for companies.

Executive Search

Recruiting new employees using a specialist agency offers the benefit of only meeting qualified candidates that have been shortlisted and informed in detailabout the position offered and the duties associated with it. As a general rule, however, the costs are very high and can be as much as several months' salary. This is why using this type of agency is often only relevant if additional external expertise is required, e.g. in the case of recruiting senior managers or highly specialised employees.

For help, please refer to the checklist in this chapter:

Media Selection (see annexe p. 105).

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Chapter 5 – Selection of personnel

Introduction to personnel selection CV analysis Selection interviews Selection tests

Introduction to personnel selection

The personnel selection process consists in choosing the right individuals from among the applicants – using their responses to the job advertisement published in accordance with the job criteria and description – with the aim of employing these individuals. The first step is to review the job applications in order to obtain an overview of the candidates. A large number of applicants will be excluded at this point, without conducting a more in-depth analysis of the documents submitted, if they do not meet the basic criteria (lack of language skills, work experience not relevant, etc.). The second step is to submit the remaining candidates' applications to a more in-depth analysis as part of a structured process, i.e. a detailed review of the accompanying letter, CV, testimonials, etc., and other documents produced if applicable (portfolio, photos, etc.), in order to compare them with the job description. Only candidates whose applications are considered the most impressive or which most closely match the job criteria are then invited to an initial job interview. Depending on the size of the company, this initial interview is generally conducted by a member of the HR department. It may be followed by a second interview with the head of the department with the job vacancy. The selection of candidates may also be validated through tests or with the support of an assessment centre. In the case of management positions, it may be helpful to ask candidates to prepare and give a presentation of their vision and development strategy for the company. As part of the selection process, the company should ensure that the future employee matches the desired profile. If they are under-qualified, applicants may be unable to cope whereas, if overqualified, they may feel dissatisfied, under-utilised and might quickly leave the company. The company should also assess whether the candidate has the same philosophy, shares its values and whether the candidate is capable of fitting in and being committed to his/her employer. While it is important, as part of the selection process, to obtain information on the candidate, it is just as important for the company to take the opportunity to provide the candidate with realistic information on the company, its way of working and on the job vacancy. It is vital that not only the company but also the candidates are able to form an objective impression of how they will work together in the future. This enables disappointments, disputes, dismissals, negative financial consequences and even legal proceedings to be avoided.

5.1 CV analysis

Applications and CVs which stand out from the rest during initial sorting and/or which match the formal criteria are subject to an in-depth analysis.

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During this CV analysis process (see annexe p. 106), the company checks whether applicants or their qualifications, abilities, skills and experience match the required profile. In order to do this, a questionnaire or the job description can be used in order to make comparisons and assess pros and cons. When selecting candidates, it is important to assess both professional, personal and social aspects (qualifications, skills, experience, etc.) and compare them with the job profile. For ethical and legal reasons, other criteria such as gender, age, ethnic origin, sexual orientation or religion cannot be put forward as reasons for excluding a candidate.

How to proceed

Objective

The purpose of this process is to compare candidates' personal, school, academic and business careers, including their various stages and major achievements, with the job profile and to assess whether the candidate may be a good match for the job in terms of his/her personality and attributes. Even though they play a secondary role, other activities, such as travel abroad, additional qualifications, hobbies or other non-professional activities may form part of the decision-making process.

Benefits for the business owner

CVs enable an initial assessment of the candidate in relation to the job. CV analysis establishes as a minimum whether the candidate matches the formal

requirements of the desired profile, which will then allow other decisions to be made in terms of the selection process.

It is useful to analyse CVs at the start of the process as the time and cost investment needed to assess CVs is significantly lower than that required for the subsequent interviews or tests.

Examples of uses

Internal staff development. External recruitment.

Variants

Chronological CVs

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For younger candidates who have not had many different jobs in their career to-date, it is advisable to make a chronological list of the stages in their careers. For experienced candidates with a more extensive career history, a thematic CV structured by fields of activity is particularly suitable because it provides a better overview. Chronological order should be followed within the fields of activity presented.

Detailed CVs

A detailed CV is a tool which is only suitable in some fields or for some jobs. While offering the advantage of being comprehensive, presenting masses of information makes the text hard to read, which means that it takes much longer to analyse than a chronological CV.

How to proceed

Decisions based on suitability

The candidate's personal qualities are analysed in terms of predefined criteria.

Decisions based on comparison

Applications by several similar candidates are compared.

Process

Analysis of formal criteria

This involves determining whether the candidate's qualifications, skills, experience, etc. match the requirements expressed in the job description.

Analysis of positions held

This involves checking to what extent the candidate's career to-date represents continuous progress.

Chronological analysis

In this instance, job changes and job functions are reviewed.

Advantages

Overview of all the candidates. Inexpensive selection procedure.

Disadvantages

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In order to reach a meaningful assessment, use should be made of additional tools or methods.

Workload / Cost for the business owner

CV analysis creates less work for the company than recruitment interviews and selection tests.

It takes 10 to 20 minutes on average to analyse a CV in detail.

5.2 Selection interviews

Following initial sorting of job applications, only a short-list of applicants will be invited to a recruitment interview (see annexe p.108). In addition to a more in-depth analysis of the candidate's suitability from the point of view of his/her professional abilities, this face-to-face interview also serves to establish personal contact and to explore the following criteria:

social skills; debating skills; conceptual thinking; imaginative skills in relation to the company and the job vacancy.

These interviews are used to ask questions on CVs, ask candidates about any gaps in their CV and to discuss the candidate's aspirations. They also involve sharing other information and assessing the extent to which candidates, even though they meet all the formal criteria, are capable of fitting into the company and existing teams. The candidate's appearance and attitude also play a fundamental role in such interviews. Generally speaking, these interviews are intended to enable more in-depth exchanges of information between the company and the candidate. They enable a better assessment and an understanding of the supporting arguments for the candidate's suitability in relation to the job requirements. The interview is also used to give the candidate an insight into the company and its ways of working in order for the candidate to gain a clearer idea of his/her future employer and job.

How to proceed

Objective

To gain a first-hand impression of the candidates. To verify the applications. To find out about the candidates' aspirations. To assess candidates' employability.

Tools / Methods / Procedures

Selection interviews may also take place in the form of a (semi-)standardised interview:

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standardised means that there is a predefined process which the person conducting the interview must follow;

semi-standardised means that the questions are set in advance, but that they can be adapted depending on how the interview proceeds.

Biographical interviews offer another way of conducting interviews. Based on the assumption that the candidate's biography enables conclusions to be drawn regarding his/her skills and future conduct in the workplace, specific questions are asked about his/her biography based on the CV. This method enables a better understanding of the candidate's personality, his/her opinions and values and more to be learnt about the life decisions he or she has made.

Variants

From the company's standpoint, there are several options in terms of the number of people involved in making the selection for the selection interview. A distinction can be made between the following scenarios:

one-on-one recruitment interviews; two-man recruitment interviews; panel-based recruitment interviews.

Preparation / Items required

Keep the job requirements and key points of the interview to hand. Run through the CV analysis and prepare additional questions. Decide on the interviewer/interviewee(s) and the order in which they are introduced. Review the documents, marking any points requiring clarification. Prepare answers to the candidate's potential questions. Set the deadline for making a decision.

How to proceed

Even if it is recognised at the outset of the interview that a candidate is or is not the right person for the company or for the vacancy, the interview should be continued, unaffected, through to the end. The company must not lose sight of the fact that recruitment interviews also contribute to creating its image.

Process

Welcome (putting the candidate at ease, e.g. by asking questions on the journey to the interview venue).

Presentation of the company and the job or the job function concerned, including a tour of the workplace, if applicable.

Questions on personal plans (current and future). Questions on studies and training. Questions on career progression (objectives and expectations).

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Information on contractual terms. Summary and conclusion

Advantages

Applications can be analysed in a targeted manner. A precise idea of the candidate's appearance and attitude can thus be gained. Interviews enable candidates' expectations and requirements vis-a-vis the employer to be

clarified.

Disadvantages

A greater time investment compared with other, simpler methods.

Workload / Cost for the business owner

It is advisable to conduct an in-depth analysis of the applications before the interview in order to know more about the applicant and be in a position to address points requiring clarification.

It is also recommended that the questions are prepared in advance in order to conduct the recruitment interview in a structured manner, with nothing overlooked.

The length of a recruitment interview depends on the number of people involved and also on the type of job vacancy.

For young people at the start of their career, interviews last approximately one hour whereas, for specialists or senior managers, they may last 2 hours or more.

Unless arranged otherwise beforehand, travel expenses are usually reimbursed by the employer. This practice applies to all internships and permanent jobs, regardless of whether or not the parties reach an agreement.

5.3 Selection tests

Selection, aptitude or personality tests are standardised, regulated procedures and can be used regardless of the person conducting such tests or interviews. They enable conclusions to be drawn, to a certain extent, regarding future performance in the workplace. However, tests are only an effective tool if they are interpreted in conjunction with a job description. It is generally recognised that the quality of the prediction regarding a candidate's future progression within a company can be improved up to a certain point by using several different methods simultaneously. Is important to task specialists trained for this purpose with conducting these tests. However, tests alone do not suffice when selecting candidates.

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Who is concerned

Companies should only use standardised tests during the selection process if they are sure that the information derived from such tests is relevant to the job in question.

How to proceed

Objective

Selection, aptitude or personality tests are used as part of the HR selection process in order to provide a full profile of the potential employee. Their purpose is to provide an additional neutral view or assessment relating to a specific area.

Selection tests can be arranged at the beginning or the end of the HR selection process in order to corroborate the decision on the candidate. They add a final objective standard of plausibility which prevents overly subjective selection and can underpin the final decision.

Benefits for the business owner

Unlike selection interviews, which are conducted and assessed by the same person, personality and intelligence tests are conducted and assessed separately. If such a test is arranged following a selection interview, it can be used to supplement subjective impressions of the candidates by providing additional details. Assessment Centres often prove even more effective as they can combine several different methods (interviews, personality and intelligence tests, exercises, etc.). In view of the significant time, personnel and cost investment required by an assessment centre, the company must decide whether or not this is worthwhile. It is also possible to arrange a scaled-down version of this. However, it is essential to use experts and to have access to professional exercises suited to the job vacancy.

Tools / Methods / Procedures

Personality tests

Personality tests highlight candidates' personal qualities, such as their attitudes, skills and interests.

Compared with assessment centres, personality tests are less costly and enable results to be compared easily.

The lack of any connection with the job function may be considered a drawback.

Assessment Centres

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Assessment Centres systematically observe and assess candidates' performance during various exercises and activities.

Through tests, presentations, role-plays or practical exercises, quantitative and qualitative information on candidates can be gathered.

The significant time and cost investment may be considered a disadvantage.

Intelligence tests

Intelligence tests analyse general intelligence, i.e. candidates' ability to comprehend, judge and think.

They offer the benefit for candidates of being plausible and comprehensible, success at work being inherently linked to intelligence.

Examples of uses

Internal staff development. External recruitment.

Preparation / Items required

Preparation of the premises. Selection of the candidates. Preparation of the exercises/questions.

Process

Definition of objectives. Provision of job description. Selection of processes/methods/questions. Selection of candidate(s). Training of observers. Use of the various exercises/questions. Evaluation of the exercises and decision.

Workload / Cost for the business owner

The workload and costs depend on the method used. Personality and intelligence tests are generally less costly than assessment centres which

require a significant investment in time, experts, premises and documentation. Even though standardised selection processes generate work and costs, they should not be

neglected as they may provide support to the employer's subjective impressions. As a result, they help to avoid making bad decisions.

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For help, please refer to the checklists in this chapter:

CV Analysis (see annexe p. 106).

Selection Interviews (see p. 108).

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Chapter 6 – Staff development

Introduction to staff development Introductory training Formal learning and vocational training Organisation of work Career management Employee appraisals Incentive schemes

Introduction to staff development

Staff development covers all measures aimed at transmitting, developing, promoting, enhancing and assessing the qualifications, skills or aptitudes required by a company's employees in order to perform their current and future duties effectively. Company-specific development plans are based on corporate objectives and employees' personal needs and interests. Staff development therefore needs to manage potential divergences between achieving corporate objectives and employees' personal development objectives. A dynamic environment, hand-in-hand with ongoing knowledge growth but also the fact that our expertise only has a limited lifespan, known as "half-life of knowledge" means that employees must constantly evolve in order to keep up with new requirements. In this context, people often refer to lifelong learning because knowledge and know-how that are not used, reapplied and expanded regularly risk being lost or decrease in value and relevance. It becomes obsolete and, as a result, useless. To remain competitive means not only hiring qualified employees but also ensuring that they continue to develop their business and social skills on an ongoing basis. Devising the necessary development plans should therefore be based on corporate objectives and strategy, with current expertise as its starting point. Staff development is therefore not an end in itself but rather a process that is intimately linked with a company's objectives and essential to their achievement. Targeted, systematic and ongoing investment in the field of staff development is therefore justified not only by business-related requirements but also through the simultaneous improvement in motivation and satisfaction at work and by greater employee loyalty to the company, combined with a reduction in absenteeism and employee turnover. In view of the potential divergences described above, it is advisable to try to establish a balance between corporate objectives, on the one hand, and employees' career and development objectives on the other. It is vital that these factors are taken into account during the planning process. The success of staff development depends to a great extent on willingness to learn and develop on the part of both the company and employees. A company must also take into consideration the fact that employees' requirements, objectives and aspirations have changed owing to changing values. Nowadays, the emphasis is on personal fulfilment, empowerment, work-life balance and career opportunities. Meeting these expectations in terms of personal and professional development can be promoted effectively through staff development. All staff development must first be based on assessing employees' development needs. As part of this needs analysis, requirements associated with their current and/or future field of work are

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compared with employees' qualifications. Based on this review, objectives should be set in answer to the following question: what is the goal pursued through the implementation of staff development plans? In this context, needs analysis and objective setting form the basis of systematic, professional planning and implementation, followed by an assessment of the various measures. The final stage of the process is to check the results including, in particular, assessing and checking on knowledge transfer. This is how a company can check that skills and knowledge acquired through development plans are applied and used in a day-to-day work situation. This is a particularly important factor, given that the desired development of employees only occurs if the skills acquired are used on a regular, ongoing basis.

6.1 Introductory training

Introductory training (see annexe p. 112) is a concept which falls in between staff development and staff selection. Introductory training covers all the activities that help to familiarise new employees with work procedures and company guidelines. These activities range from a welcome day to an initial appraisal after several months, e.g. at the end of the probationary period. The aim of introductory training is not restricted to learning new tasks but also includes the induction of the new employee into the company's various corporate structures. Introductory training is mainly intended as an information process whose implementation and activities can readily be scheduled in advance. For the company, the induction of new recruits is a particular financial challenge because, during or just after the probationary period, it may have to face high employee turnover levels and, as a result, the associated costs. A carefully planned and structured induction process thus represents a key factor in terms of a good working relationship with new recruits.

How to proceed

Objective

Systematic, targeted introductory training covers familiarisation by new employees with their fields of activity and their induction into the team. It should also help employees get to know the company, familiarise themselves with the new job and learn about their new tasks so that they are able to do their work in an independent and responsible manner as quickly as possible.

Benefits for the business owner

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The usefulness of appropriate introductory training is reflected both in terms of the positive impact on new employees' motivation and on their level of commitment and helps strengthen their attachment to the company.

Tools / Methods / Procedures

Induction day

Many companies take the opportunity to give new employees, on their first day at work, an induction programme aimed at providing a set of information, presenting the company and providing an explanation of the terms and conditions of employment (rights and obligations). Induction days generally finish with a presentation by the departmental head, an introduction to the workplace and meeting new colleagues.

Internships

Internships (see annexe p. 111) are a practical activity within a company over a limited period of time aimed at preparing a trainee for the job. They enable knowledge and know-how already acquired or still to be acquired to be supplemented by practical hands-on experience.

On-the-job training

This method consists of the specific transfer to the employee, by their line manager or an experienced colleague, of the know-how and knowledge required to complete a task. This training can also be used to improve the performance of a task.

Graduate programmes

These are specific induction programmes aimed at providing a thorough overview of the company and its various activities. These programmes are generally for young university graduates and are intended, after mainly theoretical training, to make starting their career easier.

Introductory seminars

In this instance, this refers to systematic, formal events organised for the purpose of introducing new employees to their new job. Introductory seminars also enable new employees to be inducted into the company's organisation.

Examples of uses

A new employee joins the company. An employee changes job.

Variants

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Bringing on board new employees using induction plans. Supporting new employees through a mentoring system.

Preparation / Items required

It is essential for companies to define a systematic training procedure in order to enable its employees to prepare for the arrival of the new employee and new situation. Then, it is advisable, to inform new recruits about the induction process in order to put them at ease and identify any knowledge required beforehand.

How to proceed

The success of introductory training depends above all on thorough preparation, potentially based on a standard induction plan.

Process

Introductory training can be broken down into 3 phases: the first of these consists in presenting the business, underpinned by explanations and

giving reasons for this approach; in the second phase, the new employee performs the task under supervision, enabling

him/her to fill in any gaps in understanding; then, the new employee continues to perform the task under supervision until it is fully

mastered, i.e. the point at which he/she no longer needs instructions and can work on his own.

Advantages

New employees feel warmly welcomed into the company, facilitating their induction. New employees quickly achieve effectiveness in their day-to-day job. New employees are in a position to contribute faster within the organisation. The company can benefit faster from their know-how and knowledge. Employee turnover during the induction phase is reduced. The company improves its image.

Disadvantages

Supervising the new employee requires a major time investment. Introductory training requires significant planning. Day-to-day work may in some cases be disrupted.

Workload / Cost for the business owner

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This heading covers all the expenses relating to training new employees on their jobs as well as the other employees involved and their investment in terms of time. In this case, costs are incurred by the following:

the welcome session; the introductory interview; supervision during induction; the feedback interview; information transfer; and coordination with the various departments and their employees.

The scope and intensive nature of introductory training are dependent on several factors: the company's standards and values; the terms and conditions of employment; the type of job; the new recruit's qualifications, etc.

The importance of these steps should not be underestimated because dismissal during the probationary period or a failed induction lead to significant costs and expenses. Using a structured, professional induction process requires a major, one-off planning effort but enables a reduction in the subsequent time investment and is therefore less costly than another recruitment exercise. Moreover, effective knowledge management helps reduce the length of the induction period, hence a positive impact in terms both of costs and motivation.

6.2 Formal learning and vocational training

Formal learning and in-house vocational training are two key factors in a successful staff development policy. This involves planning and executing introductory and professional development plans for employees. In order to ensure their long-term success, companies must be able to rely fully on their employees' know-how and knowledge. Qualified competent employees are not only vital to maintaining or even improving the company's performance and its employees' motivation but also constitute one of the company's key assets. Formal learning and vocational training can therefore be considered a major competitive advantage in highly competitive markets. These training programmes, including in particular structured training, seminars, qualifying training and e-learning, should not however be reserved for a restricted group of employees but, on the contrary, should be seen as an investment in the complex, interconnected system represented by the company.

How to proceed

Objective

The aim of formal learning and vocational training is to transfer specific expertise as well as social and organisational skills in order to improve business qualifications. This involves the company providing training and support for employees. On the one hand, vocational training enables the

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company to adapt to the constant change to which it is subject and, on the other, to prepare its employees for management roles or specific tasks.

Benefits for the business owner

Its main usefulness lies in enhancing skills and promoting employee development . As a general rule, an improvement in business performance follows and leads to better execution of tasks in the workplace, which constitutes a competitive advantage enabling the company to maintain or even enhance the employability of its staff.

Tools / Methods / Procedures

Structured learning

This process entails the structured, systematic, and targeted transfer, by a line manager or experienced colleagues, of skills and know-how not yet acquired.

Seminars

In this case, this refers to training and learning sessions over a restricted period of time whose aim is to convey or strengthen structured professional skills or knowledge. The company may provide these seminars in-house or choose trainers from among external training providers.

E-learning

Distance learning refers to training provided using electronic or digital media and related tools. This method is therefore not dependent on a time or a place.

Examples of uses

Acquiring skills the company lacks through formal learning and vocational training. Introducing new products or new technologies, acquiring new customers or markets, new

legislation. Consolidating and enhancing employees' knowledge and abilities. Company employees obtaining qualifications.

Variants

Full or part-time formal learning and vocational training, whether short or long-term. Internal or external formal learning and vocational training, whether or not it leads to a

qualification (see annexes p. 117, 118, and 119). Individual or group formal learning and vocational training. On-the-job or off-the-job formal learning and vocational training.

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Preparation / Items required

The company needs to have internal or external specialists able to prepare and deliver a formal learning / vocational training plan. Formal learning or vocational training plans must follow on from a needs analysis (see annexe p. 115) in relation to employee development. In view of the company's policy and development objectives set, it is advisable to use a profile of the business to analyse the knowledge and abilities needed by employees or which are still lacking. The training plans to be implemented are determined on the basis of a comparison of the current situation in terms of skills versus the desired situation. Formal learning/vocational training plans are therefore developed with a view to bridging the gap between the current and desired states. These plans include all the training measures required, the implementation procedures and the target participants. At the end of the preparation phase, the systematic planning, preparation and organisation of the various formal learning/vocational training plans take place. This may involve:

preparing seminars; preparing course materials; employing trainers; booking premises; and informing the participants.

Then, the actual launch of the scheduled formal learning/vocational training measures prepared previously should take place. Lastly, formal learning and vocational training measures need to be assessed in terms of effectiveness and participant satisfaction. It should also be ensured that these measures are transferred into the workplace and included in day-to-day work.

Advantages

Development of specialists from within the company and adapted to its needs. Well-trained employees with the skills required by the company. Enhanced employee self-esteem. Increased employee satisfaction through recognition and being valued. High degree of employee identification with the company. Improved company image. Co-funding of formal learning and vocational training plans through state aid.

Disadvantages

Increased planning effort and cost. Need for employees to be willing to learn and progress. Requirement for the abilities and knowledge acquired to be transferred and applied in the

day-to-day work.

Workload / Cost for the business owner

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A company's decision to organise formal learning / vocational training often depends on the cost-benefit analysis conducted by the company. However, training costs are often wrongly calculated and, as a result, the benefits are not properly assessed as it is difficult to accurately determine the effectiveness and return on investment of a training course. It should however be borne in mind that qualified, competent employees constitute a key factor in the company's competitiveness and can have a decisive effect on the quality of their work, employability and productivity. Formal learning and training generate both income and costs. This applies to indirect costs, in addition to the direct costs, incurred through such measures. Indirect costs include:

expenses incurred by the participants themselves; the free time invested; the loss of earnings (paid overtime); travelling expenses; preparing and following up training programmes.

Training materials, the employees' time, their subsistence and accommodation expenses as well as registration and examination fees are, however, recognised in direct costs. The examples quoted above refer to participation in external training courses and it should not be forgotten that in-house training may prove less expensive. Training courses organised by the company are nonetheless considered an investment in the future.

6.3 Organisation of work

Measures relating to organising work include, on the one hand, increased job scope and interest and, on the other, systematic job rotation among the company's employees. Systematic organisation of work not only enables employees' professional and social skills to be enhanced but also prevents monotony at work and thereby increases employee motivation. As part of this staff development initiative, it is important to plan job-related measures systematically in order to ensure that employees achieve the desired level of expertise.

How to proceed

Objective

Having employees change their field of activity and work organisation should enable them to acquire additional expertise and skills, while avoiding monotony at work. Other objectives include:

increased job satisfaction; increased employee motivation; and creating a positive impact on their performance.

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Benefits for the business owner

Measures related to the organisation of work have a positive influence on employee performance while increasing their flexibility and employability in different areas of work. Increased motivation and job satisfaction are additional benefits. Compared with other measures in this area, the advantage of this methodology, as a staff development tool, lies in putting learning content into practice immediately, as it is directly implemented in the workplace. A manager or an expert is entrusted with providing formal training regarding the transfer of job-related know-how and knowledge so as to create an efficient working environment.

Tools / Methods / Procedures

Job enrichment

In job enrichment (see annexe p. 128), employees take on new tasks that are at a higher qualitative level, in addition to their usual work. This measure corresponds to vertical job enrichment.

Job enlargement

In the context of "job enlargement" (see annexe p. 127), employees take on additional tasks at a similar level in addition to their usual work. This measure corresponds tohorizontal job enlargement.

Job rotation

Job rotation (see p. 129) refers to systematic, planned changes of job or department within the same company. This measure corresponds to a cross-disciplinary job change.

Variants

Work organisation carried out by an individual. Work organisation carried out by a group.

Preparation / Items required

Implementing work organisation measures presupposes that new tasks together with expertise and skills requirements are defined by comparing the current and desired situations. These measures are planned and implemented on the basis of the information acquired in this manner.

Process

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Any work organisation measures should begin with preparing the department and employees for the development measure and with defining training objectives. This stage is followed by the implementation of the measure based on the concept of detailed planning.

Advantages

Gaining an overview of the different areas of work. Company-centric employee development. Reduced specialisation, thereby increasing flexibility and mobility. Increased employee self-sufficiency and ability to adapt. Reduced monotony, enhanced creativity and increased motivation, job interest and

satisfaction. Overall increase in the value of the company.

Disadvantages

Disruption of day-to-day work. Dissatisfaction in the event of overworking or under-utilising employees. Dissatisfaction on the part of specialist employees that are constantly obliged to train on

new areas of expertise. Significant planning effort. Resistance to change.

Workload / Cost for the business owner

Calculating the costs, expenses and returns generated by work organisation measures is not a simple task. They depend on a wide variety of factors such as the number of employees and departments involved or factors such as time, location and the field of work. Thorough, professional planning of these measures is essential when organising work. Even if such measures therefore require increased effort in terms of organisation and time investment, they provide a payback insofar as they enable employee development focused on company requirements. In this context, the company's estimate of the benefits of development measures compared with the costs obviously plays a decisive role. Costs depend on the scale and extent of the measures implemented. It should, however, be noted that, compared with other staff development measures, work organisation generates relatively few costs. Both planning, implementation and verification are undertaken internally and do not need the involvement of external trainers or other training materials. Once the system is in place, its execution requires little further effort.

6.4 Career management

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Employees do not simply want to be challenged, they also wish to be supported in their professional careers. Companies must therefore provide them with the ability to define their personal career objectives and help them to achieve these. Mentoring and coaching, managing projects and being set new tasks and responsibilities are some of the approaches likely to encourage this type of career management.

How to proceed

Objective

It is advisable to support the systematic, proactive career development of a company's employees by means of targeted professional development measures in order to benefit from effective learning and development as a result. This means providing employees with long-term personal and professional prospects and promoting their development potential in line with corporate objectives.

Benefits for the business owner

For companies, the main benefit of this process consists in meeting its needs for specialists and senior managers more effectively through targeted staff and career development plans. A fundamental part of this involves a focus on systematically identifying and promoting employees' strengths while remedying any weaknesses. Moreover, new challenges serve to enhance employee motivation and commitment.

Tools / Methods / Procedures

Coaching

Employees that are coached are supported and advised by a coach in order to help them familiarise themselves with new tasks or take their first steps in the field of staff management. A coach may be an experienced company employee or be from an external consulting firm. It should be ensured that the coach is appropriately qualified and works according to a recognised methodology. The coach makes his/her knowledge and know-how available to the employees he/she coaches, while providing support, particularly in the case of difficult real-life situations or conflicts.

Mentoring

Mentors support employees that the company wishes to prepare specifically for more ambitious roles and greater levels of responsibility through a medium-term development programme. This mainly applies to junior managers whose skills need to be developed in various corporate functions. A mentor, at a higher level within the company's management, is the main contact in

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personal and professional terms with regard to any questions on career development. He/she monitors progress and makes adjustments as part of regular feedback interviews. His/her wealth of experience and social skills clearly play a fundamental role in this respect. Even if no formal training is provided for mentoring, management should only involve managers who are particularly adept in this role.

Project management

If the company has to deal with cross-departmental projects or wishes to introduce new procedures, such as increasing customer satisfaction or developing new products, it often sets up project teams consisting of employees from different departments. Such projects, which require a great degree of flexibility, communication and cooperation, lend themselves particularly well to promoting the career development of potential managers insofar as these projects enable them to demonstrate their professional skills and leadership abilities.

Allocation of new responsibilities

To develop their career, it is useful for employees to take on new duties and new areas of activity quickly and effectively and be in a position to take on greater responsibility. In order to ensure the success of such measures, it is important that companies focus on preparing promising employees for imminent promotion by means of preparatory management workshops.

Examples of uses

Efforts devoted to various employee career management plans must be in proportion to their primary usefulness for the company. Any such plans ultimately depend on this consideration. Examples:

coaching: development of leadership abilities in the context of promotion, resolving specific issues or staff development;

mentoring: graduate programmes, introductory training programmes, management development, methodological skills;

project management: development of job and leadership skills (communication, cooperation, coordination, etc.);

allocation of new responsibilities: promotion, development of new skills.

Process

Coaching

Selecting the coach (internal/external). Preparing a coaching plan. Following up on a coaching plan. Feedback interviews with the individuals involved. Potentially planning a follow-up programme.

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Mentoring

Selection of the mentor and relevant employees by the HR department. Establishment of contact between mentors and mentees. Transfer of knowledge and experience by the mentor. Long-term support for the employee by the mentor in the context of new duties.

Project management

Identification of the project with resource and milestone planning. Selection of members of the project team. Initial contact with explanations of the project objectives and allocation of roles. Execution of the project with ongoing reviews/feedback. Project completion. Appraisal interview, setting of new objectives.

Allocation of new responsibilities

Selection of the candidates. Objective-setting interview. Preparation, induction and introduction to new responsibilities. Ongoing reviews/feedback. Setting new objectives.

Advantages

Effective learning thanks to one-on-one supervision. Optimised preparation for future tasks. Development of experts and managers based on the company's needs. Enhanced motivation and commitment.

Disadvantages

Jealousy due to targeted selection of a restricted group of individual employees to participate in such programmes.

Failure in the event of insufficient preparation and support for such plans. Setbacks if employees are unable to cope with a career development initiative. In the event of company reorganisation during such an initiative, employees' newly acquired

skills may no longer be needed.

Workload / Cost for the business owner

Coaching

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The cost levels depend on the type of coaching. In the case of using an external coach, he/she must of course be paid. Hourly coaching fees vary depending on the type and level of difficulty. Similarly, if the coach is part of the company, the total hourly cost needs to be calculated based on his/her salary.

Mentoring

Mentoring should not lead to a marked increase in costs insofar as the mentor takes on this role as part of an existing contract of employment.

Project management

The only costs incurred are those linked, where applicable, with arranging training in advance for all the employees involved in the project and, potentially, repeating this exercise in due course.

Allocation of new responsibilities

The only costs incurred are those linked, where applicable, with arranging training in advance and repeating this exercise if necessary or using a coach.

6.5 Employee appraisals

The aim of systematic employee appraisals is the methodical, targeted assessment and development of individual employees' potential, conduct and skills based on a review, an analysis of the current situation and a projected future situation (desired situation). Employee appraisals take place as part of appraisal interviews (see annexe p. 120) aimed at setting objectives and providing feedback. For line managers, this process provides a helpful framework for managing and developing the employees under their responsibility. This type of tool can have a positive effect on motivation and contribute to improving performance provided that it is used correctly.

How to proceed

Objective

Employee appraisals consist of an analysis of the gap between the current and desired situation with regard to the employee's skills and the requirements of the job. Their purpose is to promote both employees' potential and that of the company through a systematic analysis of the work situation.

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This process involves analysing the strengths and weaknesses of a company's employees and should be considered as an ongoing management task, aimed at motivating employees to achieve the company's objectives and to develop their skills using appropriate methods.

Benefits for the business owner

A tool that serves to optimise the management and development of all the teams working for the company.

Strategic improvement in the company's effectiveness, productivity and, consequently, its competitiveness.

Improvement in leadership quality and culture. Management of employee performance and development. Fair, systematic appraisals with a view to promoting transparency within the company. Identification and development of employee potential.

Tools / Methods / Procedures

Appraisal interviews

These are confidential one-on-one interviews whose purpose is to discuss job-related topics. To the extent that management means communicating, appraisal interviews play an important role in relationships with employees. Appraisal interviews, in which job requirements are compared with employee performance, should take place regularly, at least once a year, in order to ensure effective appraisals and ongoing personal and professional development. As appraisal interviews form part of managers' duties, line managers have a particular responsibility when it comes to conducting high-quality interviews.

Objective setting

In this context, the extent to which objectives previously set have been achieved should first be assessed and then new objectives agreed. "Objectives" should be taken to mean clearly defined or desired business results within a set time frame. It is only through setting objectives that systematic employee appraisals can become a modern staff management and development tool.

Feedback systems

The ability to give feedback on an employee's work (rather than on the person in question) is a valuable management tool as it improves cooperation and relationships between managers and employees. An effective feedback meeting enhances motivation, encourages personal development and has a positive impact on the company's ethos.

Examples of uses

Annual employee appraisal interviews. Appraisal interviews in the case of intended promotion. Appraisal interviews at the end of a probationary period or following a major milestone.

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Preparation / Items required

Various types of checklists, forms and questionnaires should be provided.

Process

Development of a single employee appraisal system applicable to the entire company and requisite documents.

Targeted, systematic preparation of managers. Interview preparation by the manager with the aim of creating optimum interview

conditions. Information and preparation of employees (self-assessment). Conduct of the interview (see annexes p. 120 and 122): review (feedback and comments on

achievement of objectives), discussion on the current situation, outlook (setting fresh objectives).

Appraisal interview documentation. Follow-up of the interview, performing the agreed follow-up actions (vocational training,

promotion, job move) and systematic checking of steps taken.

Advantages

High level of motivation through setting clearly defined personal objectives with the ability to effectively achieve those objectives.

Optimised evaluation and development of individual employees. Increased employee satisfaction and enhanced corporate image.

Disadvantages

Difficulty of establishing comparisons because each appraisal is individual and unique and objectives vary from one employee to another.

Fears of judgement and negative implications, e.g. on their career or pay. The appraisees only have one goal: to achieve the objectives set. Individual appraisals take considerable effort in terms of time and planning. Measures taken have no lasting impact if employees do not accept the appraisal or the

objectives set.

Workload / Cost for the business owner

There is no universally applicable answer regarding how to calculate the cost and effort associated with introducing an employee appraisal system. All costs and expenses required to implement the planned employee appraisal system need to be included. For instance, costs generated by the materials required, such as:

checklists; forms;

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questionnaires; external consultants; or the costs subsequently incurred through the employee development process.

The scope and contents of the appraisal depend on several factors which vary in cost. However, the importance of this process should not be underestimated because motivated, well informed and supported employees increase not only their own potential but also that of the company. Demotivated employees, on the other hand, generate significant costs. The costs generated can be categorised in quantitative and qualitative terms. A reduction in the quantity of work affects productivity levels, whereas negative qualitative changes translate into psychological costs such as:

lack of motivation; employee dissatisfaction; and a negative atmosphere within the company.

Therefore, systematic, professional appraisals that may require a significant one-off planning effort will provide payback in terms of time-savings and will ultimately be less costly than unstructured, sporadic, hit-and-miss reviews or criticism as part of day-to-day communication. Other costs or expenses may, for instance, be incurred by training managers on the topic of conducting appraisal interviews, the time invested in preparing the requisite documents and the time needed to conduct the interviews.

6.6 Incentive schemes

The concept of incentive schemes covers all the measures intended to attract future employees and maintain the loyalty of existing employees or encourage them to perform well. This primarily involves measures relating to the following:

remuneration and salaries; profit-sharing; opportunities for promotion; company employment benefits; and the organisation of working time and breaks.

Incentives endeavour to meet people's needs in several ways, and can be of a financial or non-financial nature. Financial incentives encourage greater commitment from employees with regard to the objectives for their area of responsibility and, in this way, make a decisive contribution to the company's success. The motivational impact of financial incentives, used in isolation is, however, of limited duration. Non-financial incentives such as flexible arrangements in terms of working hours and work location, development opportunities or wider responsibilities play an equally important role.

How to proceed

Objective

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The main objectives of incentive schemes are: management of employee conduct; increasing performance and, as a result, productivity; employee motivation; transfer of risk; commitment to the company; and self-selection by the candidates for a job.

Judicious deliberate use of an incentive scheme should enable the alignment of corporate and individuals' objectives.

Benefits for the business owner

Incentive schemes are tools used by a company's management to increase the likelihood of its employees taking positive decisions for the company and acting in its interests. Incentives promote employee motivation and performance through their positive effect on efficiency, effectiveness and productivity.

Tools / Methods / Procedures

Remuneration and salaries

The various different forms of remuneration are processes enabling the amount of pay to be calculated for a given job and level of difficulty. The main forms are based on working hours, tasks, bonuses or basic pay. All these different forms fall under financial incentives.

Company employment benefits

These consist of expenses borne by the employer in the form of benefits in cash, in kind, in insurance cover or other benefits for employees and their families and which go beyond the normal salary. A distinction should be made between statutory employment benefits, benefits under collective agreements and the employer's voluntary or supplementary benefits. Such benefits also fall under financial incentives.

Profit-sharing

This generic term is used to refer to various forms of profit sharing which can be divided into a share of profits, performance, capital gains, or results and which enable employees to have a share, in addition to their basic salary, in the company's results or profits.

Promotion / career opportunities

These non-financial incentives involve the awarding of jobs as managers and specialists, associated with status within the company, greater flexibility and more interesting work.

Organisation of working time and breaks

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Flexible working time is a non-financial incentive which helps make working conditions more attractive for employees by increasing their freedom to manage their time.

Examples of uses

In largely manual production processes, inadequate attention paid by employees to quality and the lack of incentive schemes generate high levels of waste.

The existing system, which combines fixed and task-based remuneration, should be replaced by implementing a new remuneration system that emphasises quality. This remuneration system includes a basic salary as well as a quality-related incentive and bonus.

The quality-related incentive helps to make employees quality-aware and reduce levels of errors/accidents.

Preparation / Items required

The preparation and items required depend on the various phases described in the process.

How to proceed

Acceptance of such measures by the company and employees must be ensured when implementing this system.

Process

Implementation: the same process as the one used in project management. Preparatory phase: defining the scope of the problem and setting objectives. Situation analysis: it is advisable, for instance, to analyse management processes, the

current incentive scheme and how employees are organised. Draft incentive-scheme concept: designing an incentive scheme, including selecting

appropriate incentives and developing and assessing alternative incentive schemes. Introductory phase: final decision regarding the introduction and potential implementation

of a pilot project. Checking the scheme: ongoing assessment of the scheme's components in order to check

their effectiveness and acceptance.

Advantages

Employee motivation. Commitment to the company. Achievement of corporate objectives. Increased performance.

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Disadvantages

Significant planning effort. Resistance due to unfair treatment.

Workload / Cost for the business owner

The costs connected with introducing an incentive scheme include costs generated by developing the scheme (implementation), by managing it and the bonuses themselves. The work and financial investment varies sharply depending on the scale and contents of the new incentive scheme. A distinction needs to be made between financial incentive schemes, non-financial schemes and variable financial schemes. This distinction enables the costs and the work involved to be calculated more accurately. With regard to financial incentive schemes, costs are dependent on the form of remuneration and salary, generally associated with employees' gross taxable annual salary. It is perfectly feasible for these costs for the company to be calculated. The same applies to certain social status symbols or company benefits. The amount of variable financial incentives such as profit sharing can only, however, be calculated a posteriori. Incentive schemes that cannot be valued in financial terms, such as job content, organisation of working time and breaks, as well as opportunities for promotion are hard to quantify because costs often consist of alternative costs (opportunity costs), which makes comparing cost-benefit ratios difficult. Incentive schemes that cannot be valued in financial terms are, however, easily altered and implemented. Despite the one-off costs and workload on introducing incentive schemes, they can reduce fixed costs, motivate employees and, ultimately, improve efficiency and effectiveness within the company thanks to certain employees.

For help, please refer to the checklists in this chapter:

Internship (see annexe p. 111).

Induction plan (see annexe p. 112).

Reasons for a training needs analysis (see annexe p. 114).

Practical steps to analyse training needs (see annexe p. 115).

Estimating internal training costs (see annexe p. 117).

Estimating external training costs (see annexe p. 118).

Checking on cost estimate (see annexe p. 119).

Preparing and conducting appraisal interviews (see annexe p. 120).

Employee appraisal questionnaire (see annexe p. 122).

Job enlargement (see annexe p. 127).

Job enrichment (see annexe p. 128).

Job rotation (see annexe p. 129).

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Chapter 7 – HR communications

Introduction to HR communications Internal communications External communications

Introduction to HR communications

Companies constantly compete to ensure the loyalty of good employees and recruit new ones. As a result, they need to have a transparent HR policy and to communicate its details efficiently on an ongoing basis both internally and to the outside world. Internally, professional HR communications help improve the work atmosphere and improve the relationship between the company and its employees. The purpose of internal and external HR communications is to promote "employer branding". This helps to present the company as an attractive employer and ensures a constant flow of information from the management both to the general public and to all employees. HR communications deal with the following questions, among others: What are the topics or information that the company wishes to communicate to which target groups and what are the means and channels to be used? How can the company succeed in differentiating itself from the competition and positioning itself internally and externally as an attractive employer?

7.1 Internal communications

Internal HR communications cover all the measures used by the company to present the benefits arising from its HR policy to its employees and inform them about various related measures. This is reflected in a continuous flow of information through the selected media and is intended either for all employees or for certain target groups. In terms of topics addressed, internal HR communications contain general information of interest to all, news or specific information concerning all employees. Individual questions or concerns come under staff development.

How to proceed

Objective

Internal communications mainly refer to communications between management or the HR department and employees. Their purpose is to ensure that staff are informed of the company's fundamental principles and objectives and that they act accordingly.

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Moreover, professional internal communications enable a culture of transparency to be created, strengthening employees' feelings of belonging and identification with the company. It is important for employees to have the feeling of being taken seriously and being consulted.

Benefits for the business owner

Internal HR communications increase employees' impression of being well-informed. This reduces uncertainty and rumours. Employees feel that they are taken seriously and supported.

Employees understand the reasons for certain changes, can become involved and take a proactive role in the change process.

Internal HR communications provide employees with a basis for action which acts as a guideline for them.

The messages conveyed to employees are also disclosed outside the company, which can help improve its image.

Tools / Methods / Procedures

Company meetings

These are various types of meetings or interviews between a company's employees and its management. During these encounters, the management provides information on topics of general or specific interest and employees have the opportunity to take part in person, ask questions, address issues and discuss current topics.

Circulars and newsletters

These are information letters intended to bring news and new developments or events to employees' attention. They provide the fastest means of communicating with a given target group. This form of information distribution is also inexpensive, employees' work is not disrupted and they can decide when they wish to read the news.

Channels

The following channels are generally used: circulars; emails to all employees; presentations (including video presentations); newsletters; noticeboards; announcements, etc.

Process

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Meetings

The topics addressed must lend themselves to an internal information meeting and not overlap with other events. Aspects to be considered:

deciding on topics and speakers; sending an invitation with an agenda and other information or documents; choosing an appropriate venue for the meeting in terms of logistics and refreshments; sending invitations to participants in good time.

Newsletters and circulars

This involves defining the target groups in order to be in a position to adapt the topics to suit the groups concerned and to write articles that interest readers:

choose exciting titles in order to attract interest from employees; increase their interest by addressing readers directly; personalise newsletters or circulars in order to make the information stand out from other

news; ensure that the newsletter contains interesting news on the company and its sector of

activity.

Advantages

Internal communications help in particular to prevent dissatisfaction, demotivation and insecurity among employees.

If management provides its employees with a continuous flow of information, this prevents false, incomplete or ambiguous information from circulating.

Rapid distribution of the latest information enables the company to avoid employees hearing news via the media and feeling "left out of the loop".

Disadvantages

Information must obviously be prepared and presented carefully and in a professional manner, which may take considerable time and effort.

Even if internal communications are used conscientiously, employees may lose interest in the long term and so the company must constantly develop fresh ideas in order to retain their interest.

There is also a risk of incomplete distribution of information.

Workload / Cost for the business owner

Meetings and circulars generate no major costs for the business owner, except for hours not worked by the participants and the work invested in preparing the arrangements.

7.2 External communications

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A company's external HR communications are aimed at the general public, stakeholders such as suppliers, customers and distributors as well as potential candidates interested in the company as an employer. For the company, the challenge is to identify these groups in order to convey certain messages to them. These messages may relate to an increase in product or services sales, image, raising the profile of certain people or other topics on which the company wishes to communicate with the outside world.

Who is concerned

All companies should establish external HR communications because they ensure a lasting impact on levels of:

recognition; credibility; trust; and acceptance by stakeholders in relation to the company.

How to proceed

Objectiv

External HR communications aim to differentiate the company from its competitors and establish a high degree of trust and credibility between the company and its stakeholders. This therefore entails making a real effort to convince the intended target groups. External HR communications cover several key aspects that the company should endeavour to establish or boost, namely:

recognition; credibility; transparency; trust; and acceptance.

Benefits for the business owner

Appropriate external HR communications enable a company to increase its level of recognition and its image in a specific, strategically important field. Similarly, good public relations management not only promotes sales, but also encourages acceptance by customers and other stakeholders.

Tools / Methods / Procedures

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Brochures

Corporate or product brochures or flyers are particularly suitable as communication materials for introducing the company or for customer relations purposes. They can be distributed at fairs, attached to proposals and be sent to interested persons. The process entails:

identifying the target group; determining the topics and contents; drafting the text; designing the page layout; printing and distributing the brochures; making regular updates.

Website

The company's website should also be used for external HR communications. A website may fulfil the following roles:

introducing the company; news for customers, business partners, the media, etc.; discussion and information exchange forums; email contact and advice services; newsletters.

The process entails:

setting up the site, either in-house or using an external firm; defining its formal structure and content; drafting the text; selecting the images, photos and graphics; carrying out website maintenance and regular updates.

Advantages

One of the main benefits of external HR communications lies in the fact that it enables the company itself to choose how it wants to be presented to the public (marketing/sales). A constant flow of information allows it to react credibly to unforeseen changes. Announcements are taken seriously insofar as they are not seen as one-off occurrences.

Disadvantages

The tools available often generate a significant workload in as much as they must be constantly updated and the company must ensure it stands out from the competition.

Workload / Cost for the business owner

The workload and costs involved in developing a brochure and a website depend on their scope. In this respect, it should be borne in mind that mediocre or insufficient quality in

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terms of content or form can give rise to a negative impression or attitude on the part of the recipient of the information.

Costs also depend on the company's decision to draft documents internally or use external suppliers.

Chapter 8 – Staff management

Introduction to staff management Communication Motivation Delegation Feedback

Introduction to staff management

Consistent, professional management of staff has a direct impact on the company's success and requires the use of appropriate management principles and tools. Staff management and leadership duties vary widely. They help to promote transition and innovation processes within the company and serve to support change. By developing a vision focused on the long-term and the resulting objectives, the goal of leadership is to promote the growth of the company and guide it towards new horizons. Effective leadership facilitates employee focus. It is based on various communication, motivation and delegation techniques. Leadership can be defined as behaviour for interpersonal influence, characterised by one individual exerting influence over another individual or over a group of individuals in order for them to perform the required tasks, achieve the objectives set within an organisation or exhibit a specific type of behaviour. Leadership therefore requires both a suitable personality, acquired behaviour and the ability to take given situations or conditions into account, develop a vision and be able to cause people and situations to change. Leadership can be learned but only if the leader is willing to use leadership techniques systematically. An in-depth study of nearly a century of modern business leadership shows that the main approaches can be divided into five different groups:

leadership qualities; leadership behaviour; behaviour appropriate to the situation; interaction and change; self-leadership and coaching.

How to proceed

Leadership qualities

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According to this approach, leadership is based on personal qualities, attributes or characteristics such as:

abilities: intelligence, knowledge, eloquence; personality: dominant, articulate, emotional control and introversion-extroversion, self-

confidence, a lively mind, integrity, dominant behaviour; task-related characteristics: motivation, initiative, taking responsibility; social and communication skills: cooperation and communication.

An effective leader should combine as many of these abilities as possible and use them systematically or be willing to acquire these abilities through appropriate training.

Leadership behavious

Task-focused behaviour

A leader should be able to use his/her communication and organisational skills to ensure that tasks are performed properly with a view to achieving specific objectives. To this end, a leader must:

explain the tasks to be performed clearly and precisely to employees; set deadlines; define quality standards; encourage and supervise employees and monitor their efficiency.

People-focused behaviour

Leaders must also create a positive working atmosphere based on a relationship of trust in which the key aspects are communication, motivation, respect and support. He/she looks after his/her staff, encourages social interaction, takes employees' personal needs into account and listens to them. He/she respects his employees' needs and demonstrates considerable flexibility with regard to deadlines and quality standards. He/she has employees' well-being at heart. An effective leader should be able to adopt either type of behaviour depending on the situation.

Behaviour appropriate to the situation

These 2 different ways of behaving should be used depending on the situation. If the situation is clear or even if it is unclear, it is important for the leader to adopt a task-focused leadership style, whereas in less formally structured situations such as strategy meetings or group discussions, a people-focused style is preferable. With regard to abilities such as focusing on employee performance, skill levels, self-confidence and motivation, it is also advisable to adopt different leadership styles. The more highly developed such abilities are among employees, the more the leader should involve them in the decision-making process and delegate tasks to them. If, however, these abilities are not well developed among employees, a management style focused on tasks or relationships should be preferred. The ability to choose the most appropriate leadership style for a given situation is therefore one of the qualities of an effective leader.

Interaction and change

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Interactions between the leader and his/her staff and their ways of communicating also play a fundamental role. Seen from this standpoint, leadership is viewed as a process of exchange in which the leader provides skills and commitment, clearly sets expectations and objectives, takes employees' wishes and interests into account and ensures appropriate remuneration is provided. In exchange, he/she expects good performance and support from employees. Under these circumstances, it is advisable to reward above-average performance and penalise disappointing performance. A leader should also be able to help a company and its employees move forward and change by defining visions, values and objectives, by encouraging staff and generating excitement about new ideas.

Self-leadership and coaching

New approaches to leadership state that effective leaders should not only be able to manage other people but should also encourage them to manage themselves, or indeed, manage others in turn. In order to achieve this aim, it may be helpful to use coaching as a tool to support and advise individuals or groups so as to develop their potential and their skills in relation to personal or business objectives or issues. These can include both behavioural and cognitive aspects in order, for instance, to react appropriately to a situation and make better use or re-use of existing resources.

8.1 Communication

Communication can be described as an action in which an individual expresses an item of news or a message (thought, idea, etc.) which he/she subsequently sends via a communication channel (discussion, phone call, text message, etc.) to a recipient. In order to do so, he/she uses a means of communication enabling the message to be expressed while observing certain shared standards (language, script, images, etc.). The recipient, meanwhile, needs to decode the message, interpret it and decide on its meaning. The recipient can then provide the sender with feedback in order to check that the message was properly understood and to ensure that the communication was effective. All communication processes are subject to various disruptive factors, making it difficult to send messages correctly and giving rise to misunderstandings or conflicts.

How to proceed

Objective

In a leadership context, the aim of effective communication is to minimise the gap between the message that the sender wants to convey and the message as understood by its recipient.

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Tools / Methods / Procedures

Hallmarks of effective communications

A communication can only be effective provided that the participants follow certain criteria that can have a decisive impact on the outcome, namely:

consistency: expressing yourself and arguing a point without contradicting yourself over time;

coherence: ensuring a consistent meaning and creating a logical overall framework; contingency: there are always several different ways of perceiving and interpreting a fact

without automatically giving precedence to one interpretation over another. Only through effective communication about the immediate problem and assessment of the situation is it possible to identify the best solution for a given problem;

focus on objectives: effective communication must focus on an objective or a goal because goals can only be achieved if you have set them beforehand. This is why communication must always be centred on the actual correspondent and take the background to the situation into account;

focus on contents: effective communication should take place at a factual level, focusing on content and dealing with a given problem;

assertiveness: an assertive person is able to present his or her position in a decisive, final, resolute and convincing manner, while demonstrating a flexible negotiating style which is not dogmatic and is appropriate to the situation;

self-sufficiency: a person capable of acting autonomously is able to make his or her own judgements without being easily influenced by other people's opinions or placed under peer pressure. This does not imply an obligation to defend his or her position at any price but rather an ability to accept changes when justified by relevant arguments;

commitment: for communication to be truly effective, the group should be made aware that the person wishing to carry a particular point is also ready to make major personal sacrifices;

accepting differences of opinion: in discussions, good and effective communication involves accepting the other participants' opinions or positions and the ability to put yourself in the other person's position (empathy). This means understanding the other participants' point of view without necessarily sharing it;

simplicity and transparency: a discussion should not include too many different arguments and the speaker should endeavour to get straight to the heart of the matter;

ability to listen and present arguments clearly: one of the basic characteristics of good, effective communication consists in the ability to listen and to present and defend your positions, arguments, points of view or ideas at the appropriate time and place;

focus on problem-solving: many of those involved in a communication devote a large portion of their time and energy to identifying the causes of a problem, then forget to solve it;

fair play: where communication is concerned, fair play refers to a person's ability to disregard him/herself and his own opinions and to take other people's opinions seriously without denigrating them through disparaging remarks or personal attacks;

ability to refrain from expressing an opinion: only someone who is able to refrain from expressing a personal opinion is able to communicate effectively. Preconceived opinions hamper problem-solving insofar as they involve the risk that other options, which may in some cases offer better solutions, could be automatically disregarded;

open-mindedness: where communication is concerned, having an open mind means not interrupting the other speaker, being open to other opinions, asking questions and challenging ideas;

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alternatives and scenarios: in order to solve a problem, it is vital to study different options, alternatives or possibilities. There is always more than one solution (the absence of alternative solutions is impossible); this means objectively identifying and exploring all possible avenues (without any preconceived opinions);

brainstorming: communication should be approached via a brainstorming process consisting of systematically gathering and developing ideas from which to derive the basis of further discussion or complete scenarios;

the methodical approach: a particular characteristic of good communication is the use of working and communication methods such as the "Metaplan" or "SWOT analysis" (strengths, weaknesses, opportunities and threats) in conducting discussions, or project management methods in executing projects;

progressing step-by-step; use of illustrations; non-verbal communication: use of mime, gestures and body language.

A functional, pragmatic approach

Problem identification. Problem analysis. Objective-setting. Development of alternative solutions. Assessment of alternatives. Decision-making. Defining recommended actions. Implementation of the decision.

Principles of communication

Messages focusing on "Me" rather than "You": communicating your own feelings to another person, explaining to the other person what you feel in a given situation.

Briefing/Debriefing: a briefing refers to a short discussion intended to exchange relevant information on a given topic (and that topic only) accurately and effectively.

Active listening: active listening entails showing other speakers that you are interested in and paying attention to what they are saying both in verbal communications (by reformulating sentences or occasional questions) and non-verbal communications (nodding your head, moving your lips). Active listening goes a long way to helping foster a trusting atmosphere.

Feedback: it is important to give colleagues feedback on the way in which their behaviour is perceived by others. In this regard, this means informing the other person about aspects of their behaviour that may cause concern, offering help and explaining, if applicable, the implications of certain kinds of behaviour in order to assess the individual's performance (in a business context) and making constructive proposals for changes in behaviour.

Questioning techniques: it is easier to find the solution to a problem by asking the right questions.

Characteristics of ineffective communications

Emotiveness: someone who gives a free rein to emotions in a communication context runs the risk of irritating colleagues or annoying them through thoughtless and therefore potentially hurtful remarks.

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Complexity and lack of clarity: complexity refers to the tendency to constantly raise new issues and new concerns, thereby complicating the discussion by adding these new aspects. Vague expressions conceal the speaker's position with the aim of keeping all options open in order to avoid taking a position.

Interruptions: the person addressed prevents the speaker from expressing what he/she wanted to say. This behaviour may annoy the speaker and generally arouses emotions such as anger or exasperation.

Breaks: untimely breaks prevent the discussion from flowing. The participants in the discussion often feel impeded, which further disturbs the flow of the discussion.

Everyone talking at the same time: this often occurs after a break in the discussion, when all the participants want to resume the conversation at the same time.

Monologues: listeners are obliged to wait patiently, which can give rise to exasperation, particularly if the speaker does not react to their non-verbal signals (yawning, looking away) and refuses to stop speaking.

Focusing on form: form takes precedence over content. As a result, discussions necessarily remain superficial and the current problem cannot really be resolved.

Lack of consistency: a common characteristic of ineffective communications is the fact that participants constantly change their opinions, thereby creating a feeling of insecurity.

Prejudice: prejudices are highly simplified, generalised, negative value judgements. They should constantly be challenged in order to prevent them leading to bad decisions.

Personal involvement: the individual's personal feelings, experiences or opinions take precedence and prevent an objective analysis of the facts.

Personal attacks: in lively discussions, people often express themselves in ways that can be perceived as offensive or hurtful, e.g. by non-factual comments, allegations, questioning the participants' expertise, mixing fact and opinion, false assumptions which often give rise to feelings of indignation, minimising or exaggerating points, cynical and arrogant attitudes. The aim of such attacks is often to turn attention away from the person's own insecurity and incompetence.

8.2 Motivation

Motivation is a factor which stimulates intensity, hard work and a sense of direction, encouraging people in their intentions to achieve certain goals. Intensity describes the extent to which a person commits to doing something. It leads to enhanced job performance when work is channelled in the right direction for the organisation. The quality of work is therefore just as important as its intensity. Staying power also plays a significant role. A motivated individual does not abandon a task without having achieved the objective.

How to proceed

Objective

The use of motivational techniques in companies consists in ensuring that employees provide greater commitment and contribute actively to the company's success.

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Tools / Methods / Procedures

Principles of motivation

Acceptance of others, treating them with appreciation, respect and tolerance. Defining clear and realistic objectives. Involving employees in decision-making. Giving employees increased scope (job enlargement – see annexe p. 127, job enrichment –

see annexe p. 128, job rotation – see annexe p. 129). Recognising and rewarding good performance in a given set of circumstances. Ensuring fair distribution. Taking motivating factors such as security, prestige and social status as well as promotion

and personal fulfilment into account. Avoiding pressure and coercion. Motivating through demanding tasks and new challenges. Totally objective analysis of failures/mistakes. Displaying exemplary behaviour based on credibility, trust, fulfilling commitments and

recognising mistakes and weaknesses. Identifying and encouraging self-motivation by seeking situations enabling employees to

improve their performance. Avoiding mistakes in the context of self-motivation: unrealistic objectives, lack of sub-

objectives, trying to do too much simultaneously, focusing on planning alone and not finishing anything.

Management by objectives

This entails describing objectives for all levels of the organisation as comprehensively as possible (in terms of content, methods, scope of application, deadlines) derived from the company's overall objectives, in order to optimise focus and collective effort within the company and between the various areas of activity. Management by objectives is a method in which the company's senior management and employees at lower levels of management agree on precise objectives that the manager in question will be required to implement in his or her area of activity. The extent to which these objectives are achieved can be used as a basis for an employee's performance appraisal. This management concept requires, on the one hand, in-depth planning of all the sub-objectives down to the lowest levels of the organisation and, on the other, comprehensive monitoring of the results achieved. One of the key factors of this method is the development of a common agreement between employees and management on the objectives to be achieved, the involvement of all the parties concerned and the active participation by management in activities aimed at achieving the objectives. The following topics in particular can be used in an agreement on objectives:

agreement on employee-focused objectives; job performance, increased productivity, additional qualifications, compliance with budget

restrictions and agreement on costs, pay arrangements; process-focused objectives; reducing processing time for requests, reducing the time taken to process approvals, cutting

overheads, reducing error/refinishing rates.

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In order to provide the support needed for employees in activities which will enable them to achieve their objectives, it is vital to provide them with the tools required and to set up an ongoing support and feedback process in order to encourage employees in their efforts to achieve the objectives set.

Basic rules

Defining objectives in a neutral way which does not point to a predetermined solution from the outset.

Defining objectives from an operational standpoint in order to check that the objective is achieved.

Defining a reasonable number of relevant objectives, because setting too many runs the risk of causing confusion whereas the risk of simplistic agreements is that they distract attention from the real objectives.

Defining opposite but not contradictory objectives. For instance, while the "high levels of reliability" and "low costs" sub-objectives are opposites, they are not contradictory. However, sub-objectives such as "shortest possible production times" and "adequate processing times" could be contradictory.

Cascading company objectives: the different objectives defined for different levels within the company must form part of a logical sequence cascaded through the organisation.

Specifying objectives: objectives should be specified for each of the company's employees. Consensual decision-making: employees should play an active role in setting and

implementing objectives. Clearly defined period of time: the objectives should include a deadline with a start and an

end and both of these parameters should, as far as possible, be met. Performance appraisals and feedback: setting objectives is pointless if you do not check

that they have been achieved and, if not, why they were not achieved. Moreover, management by objectives also uses the SMART method which explains how to

define objectives so as to ensure that there is a real possibility of achieving them: o Specific o Measurable o Achievable o Realistic o Time-related

Advantages

Thanks to this highly precise definition of their objectives, employees have detailed instructions on the way in which certain tasks should be performed and under what conditions. In this way, the objectives provide a framework for action which allows a certain degree of freedom and creativity and room for manoeuvre in terms of the objective to be achieved, thereby strengthening employee motivation and identification with the company.

Risks

In many companies, the objectives are not clearly defined and do not refer to the SMART method criteria. It should, however, be noted that it is not easy to establish clear, precise,

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realistic and achievable objectives and many companies and/or managers find it difficult to do so.

This is why conflicts are to be expected because it is certainly not possible to define the scope of all objectives properly or to ensure that employees focus only on the relevant objectives.

The effort that the company must make in terms of detailed planning of objectives is significant, which explains why, in many cases, the objective-setting stage is not carried out with the diligence needed, leading to further problems.

This method is based on the ability to delegate responsibilities to employees, a skill which is not possessed by all managers because they often prefer to retain control.

Many companies do not put the emphasis on defining or implementing objectives but on checking on them, which means that employees focus more on the formal aspects of achieving objectives and may overlook the fact that the system in question needs to evolve, i.e. change, adapt and develop further.

When checking on objectives, the company's management may pay too much attention to a process based only on figures and/or employees may feel under too much scrutiny, which could reduce their level of motivation. This method therefore includes a risk that the principle of supervision takes precedence over that of trust.

Where implementing the strategy is concerned, a method for defining objectives is highly important. It acts as a guide for the employees concerned and establishes a reasonable framework for action, even if it represents only one tool among others and, in many cases, employee objectives cannot be clearly identified.

8.3 Delegation

"Management by delegation" refers to a process aimed at transferring or delegating tasks, expertise or responsibilities to lower levels of the organisation, by entrusting them with the performance of tasks which they carry out completely autonomously while taking responsibility for their actions. In a modern company, tasks need to be delegated because of the increased complexity of the business environment, characterised by the increasing division of labour and specialisation, which means that managers cannot and should not perform all the work personally and are obliged to delegate responsibilities and expertise to employees or teams in order to reduce their workload.

How to proceed

Objective

The objective of management by delegation consists in rendering employees capable of successfully performing the tasks delegated to them. In order to do so, they need to have the expertise, time and resources needed to be able to perform the new additional tasks.

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Tools / Methods / Procedures

Principles of delegation

Defining the tasks, establishing guidelines, setting expectations and expected results and discussing potential issues.

Selecting the appropriate employees, taking their skills, needs and workload into account. Taking aspects relating to motivation and encouragement into consideration, allocating

routine tasks fairly. Defining the objectives and the task. Explaining the task in great detail. Emphasising the necessity and importance of the task. Clearly and precisely defining the assignment that has been allocated. Providing the tools for the job and authorisations needed. Drawing up a plan and setting deadlines. Defining sub-tasks and setting interim goals. Identifying differences versus the desired situation. Being available to answer any questions. Discussing the results together.

Management by delegation

As a general rule, the delegation process consists of 4 phases. Preparation Before a task can be delegated by a higher level in the organisation to a lower one, the tasks to be delegated and the expected results need to be defined. This involves identifying the person or group of people to which the task should be delegated by considering questions such as:

Do they have the skills to perform the task? Do they have sufficient resources and freedom to act? How can the new tasks be included in the existing scope of their activity? Which tasks will need to be eliminated?

Implementation

The people to whom new tasks have been delegated have to begin carrying them out. However, the extent to which management should be involved in this process may need to be clarified. If the higher level in the organisation takes no part whatsoever in the implementation process, there is a risk of seeing results which do not match expectations at all at the end of the delegation phase, thereby giving rise to dissatisfaction and conflict. On the other hand, if the higher level in the organisation is too involved in the implementation process, the question may be asked as to why it was decided to delegate the tasks in the first place.

Review

Once the tasks have been performed, they should undergo a critical review or assessment. The act of establishing the extent to which objectives were achieved, and which issues arose and how they were resolved, enables valuable lessons to be learned for subsequent projects.

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General application

During the final phase, it should, if applicable and where possible, be considered whether to turn this temporary delegation into a permanent situation and to entrust the delegated tasks to the employees concerned on a permanent basis.

Advantages

Giving people broader responsibilities increases motivation and a sense of responsibility. The quality of decisions made may be improved insofar as they are made by experts with in-

depth knowledge of the subject. Management's workload is reduced through delegation and can be redirected to other,

more strategic tasks. The working atmosphere is improved on a lasting basis because there are fewer levels of

management and decisions can be made more quickly.

Risks

Delegation should not result in higher levels in the organisation offloading risky, thankless or boring routine tasks, thereby shirking their responsibilities.

The company needs to be careful not to make mistakes regarding employees' abilities, skills or motivation.

Delegation should not degenerate into a show of power and employees' interests should not be overlooked through an excessive focus on their jobs.

8.4 Feedback

Seen as a part of active listening, feedback refers to giving the other person in a discussion frequent, immediate comments, whether verbal or non-verbal, on what that person is saying. Feedback is generally restricted to reformulating what has been said, rather than adding ideas or different interpretations. It expresses the same ideas in different terms offering, at most, a different angle.

How to proceed

Objective

The purpose of feedback is to show employees how their performance is perceived by their line manager so that they know the effect they have on others and learn to adapt their behaviour more appropriately to other people and other situations.

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Tools / Methods / Procedures

Principles of feedback

Clear feedback helps to check on the level and scope of employee performance. The reason for a feedback interview should be obvious. There is a positive link between feedback, performance and motivation. Feedback interviews should be conducted using the first person ("I"). Feedback requires the use of an appropriate framework. The other person should be addressed with all due respect. It is important to keep to the facts and explain precisely what has been observed in terms of

the employee's conduct. Assumptions, prejudices and judgements, suppositions and hearsay should be avoided. Open questions should be asked and visual contact maintained. Any defensive discussions and attitudes should be avoided.

Management by feedback

The feedback loop consists of the following items: A distinction should be made between feedback in a face-to-face

interview and team feedback. The individual learning experience is optimised if personal feedback is given, based on clear guidelines, in a group context.

Feedback enables more to be learned about the way in which a person is perceived using observations and descriptions. It is not an assessment, objective description or character analysis.

Giving and receiving feedback is a process which needs to be learned and practised based on formal structures and with the involvement of a trainer.

It is not a case of gathering objective facts but rather of presenting certain employees' subjective perceptions from a variety of different angles.

The real benefit of personal feedback in a team context is the sharing of subjective perceptions, using rules defined and communicated beforehand.

Comments must be neutral, concrete and understandable rather than general, complicated or wide-ranging.

The feedback process is subject to the principle of confidentiality and should be restricted in terms of time and place.

The feedback process is divided into 4 phases:

positive comments by the line manager and other team members (strengths); critical comments by the line manager and other team members (weaknesses); requests and suggestions regarding working together in the future; comments by the person concerned.

Questioning techniques

Open questions

Open questions are useful in the following cases: initiating a discussion; finding out about other points of view; generating ideas;

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satisfying other people's need to communicate; avoiding silence; taking a deeper look at certain points; creating a certain degree of harmony, etc.

They start with adverbs or interrogative pronouns such as "how", "what", "why", etc.

Closed questions

Closed questions are particularly useful in all cases where a brief, precise answer is sufficient. They are intended to confirm or obtain concrete information. Example: "How many interviews have you held?" "Two"

Advantages

Feedback is used to describe the behaviour observed. It enables comments to be made in the form of practical examples. The recipient of the feedback may, on the other hand, also manage the feedback in terms of

deciding on the amount of information he/she wishes to take on board.

Disadvantages

Feedback should not be seen as a psychological game. It should not be a personality assessment or judgement. Picking on particular details should be avoided. Some people who give feedback are unable to express their feelings and some recipients of

feedback are unable to see how other people's observations match their attitude.

Chapter 9 - Managing health and safety at work

Introduction to managing health and safety at work Safety in the workplace Health in the workplace

Introduction to managing health and safety at work

All companies should make the health and safety of their employees one of their strategic objectives. Although managing health and safety at work is regulated by law, implementing regulations often represents a major challenge for small and medium-sized businesses. The importance of this topic is often underestimated and overshadowed by day-to-day activities. Furthermore, managing health and safety at work does not end with fulfilling all the relevant legal requirements.

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These minimum requirements need to be supplemented by the company's voluntary efforts aimed at improving health and safety at work. Under these circumstances, a comprehensive approach and the development of a long-term system create a win-win situation benefiting both the company and its employees. In such a comprehensive approach, health and safety at work are not only dependent on working conditions, but are also influenced by the individual conduct of employees and managers in terms of the role-models they follow. Moreover, it is advisable to involve all staff and have them participate in the change process from the outset in order to ensure their acceptance at a subsequent stage. The key steps in effectively managing health and safety within a company include the following:

conducting a review of the current status (analysing the current situation and setting objectives);

deciding on the steps to be taken; implementing and assessing the results in the light of continuous improvement.

In addition, sustainability is ensured by integrating health and safety management in all areas of the business, taking it into account when making strategic decisions and making it a fundamental feature of the company's culture.

9.1 Safety in the workplace

Managing safety at work includes all the steps taken by employers and employees with the aim of preventing, reducing or eliminating risks of accidents in the workplace.

Who is concerned

In principle, companies are under an obligation to implement statutory requirements (safety officer to promote health and safety at work).

How to proceed

Objective

In this context, the aim is to analyse, plan and implement measures intended to increase safety at all the company's workstations, taking all the work-related risks to which employees are exposed into consideration.

Benefits for the business owner

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Healthy, motivated and qualified employees form the basis of ensuring the company's long-term success. This is also ensured by optimising working conditions in the company and employees' individual conduct.

Tools / Methods / Procedures

Assessing the risks

The various types of risks and their interactions are systematically assessed for each workstation and staff are made aware and trained accordingly.

Workstation inspection

These inspections, which are conducted on a regular basis, also include an ergonomic study of each workstation and are documented in writing. They are carried out in the presence of the managers and members of the staff delegation. All members of staff must be able to comment on their individual working conditions.

Analysis of work situations

The workloads associated with different areas of work are analysed in detail. To this end, a health circle (the employees concerned that occupy the same job, with the involvement of managers and external experts) can prove useful for identifying deficiencies and putting them right.

Analysis of absences

An anonymous assessment of absences enables conclusions to be drawn regarding absence rates for reasons of illness, a breakdown of absences (e.g. based on gender, age, etc.) and aspects specific to a department or activity. However, this assessment does not automatically reveal the reasons for absenteeism for certain departments or activities which could be connected with the type of job. In this situation, a health report by the National Health Fund may prove useful. The assessment also does not identify reasons which are not dependent on the company, such as personal problems. Statistics enable variations over time to be monitored.

Examples of uses

Programmes of the "Jobfit" type aimed to maintain trainees' employability on starting working life.

Training of employees as safety officers for health matters, distributing offers and preventive measures provided by the company.

Setting up various health teams (e.g. in the areas of stress, healthy eating and physical activity) with the ability to take an active part, with a specific topic being managed by employees and proposals being prepared by the teams.

How to proceed

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Set up a "health" working group with the aim of coordinating the contents and organisation: include members of all levels of the organisation and, if applicable, make use of external experts, such as health departments, health insurance funds (potentially led by a professional expert on safety at work).

Survey as part of conducting the review or, if the survey is repeated regularly, acquiring further knowledge enabling ongoing development of existing measures (ability to compare results in the case of identical questions at identical intervals).

Results relating to the subjective workload created by the work situation and the employees' current level of motivation.

In the event of major reservations on the part of employees, causing a shift in opinion by using multipliers.

Process

Review/analysis of the existing situation (identification of current strengths and weaknesses):

o review of existing measures and reservations; o workstation inspection; o analysis of work situations; o risk assessment (physical and psychological factors); o employee survey (emphasising the value of experience, acceptance through

involvement); o analysis of absences.

Identification of potential actions and realistic objectives, priority-setting. Identification of practical steps to reach the objective and the resources needed. Practical implementation by means of appropriate measures. Results monitoring (assessment).

Advantages

Improving employees' state of health and reducing health-related risks, ideally boosting general knowledge of health matters through personal development.

Better quality-of-life in the workplace and greater motivation thanks, among other things, to greater appreciation of the employer, a reduction in physical and psychological burdens, involvement in the design of the workstation or procedures.

Maintaining or enhancing personal performance.

Disadvantages

These actions can be seen as a diktat from above or an invasion of privacy and, as a result, may be rejected.

The usefulness of certain activities may go unrecognised.

Workload / Cost for the business owner

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While the usefulness of prevention is not easy to pinpoint in the short term, it does generate real costs. However, financial analysis shows that it also enables significant costs to be avoided, for instance by reducing absences for sick leave, lower employee turnover and so reduced loss of skills, better communication within the company and optimised working methods. All these factors also contribute to improving the working atmosphere. Moreover, prevention increases employee satisfaction through recognition which, in turn, increases levels of commitment and productivity. The company has data on absenteeism and on accidents and so can deal with these rapidly and cost-effectively based on various criteria. Depending on the number of employees and the method used, employee surveys conducted at regular intervals may require a greater investment in terms of organisation and cost.

9.2 Health in the workplace

Managing health at work includes all the steps taken by employers and employees in order to prevent, reduce oreliminate work-related illness or to maintain, promote and improve employees' health.

How to proceed

Tools / Methods / Procedures

Stress management

To change their behaviour, people need to realise how they handle different stressful situations. In this context, better self-management, through individual measures such as coaching or seminars may prove helpful.

Ergonomics

This refers to adapting both the work itself and the layout of the workstation to suit the personal aptitudes and abilities of the person carrying out the work. An overall system takes both the physical and psychological aspects into account.

Preventing addiction

Addicts do not only harm their own health. Their behaviour under the influence of drugs is likely to put others at risk in the company. It is therefore vital to take action and propose appropriate measures.

Examples of uses

Employees have the option to take an active part in the health programme offered by the company (gym facilities, anti-stress seminars, programmes promoting healthy eating, etc.).

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The company organises an annual event for all employees on the topic of health at work.

Variants

In terms of context-related prevention, these measures relate both to work organisation and systems as well as groups of people, with the aim of changing the conditions impacting health such as working conditions and organisation, workstation layout, and the working environment (ergonomics).

Behavioural preventive measures focus on certain people's individual behaviour and help them to deal with difficult working conditions, to enhance their knowledge and awareness of health matters, leading to changes in behaviour thanks to a change in attitude and taking personal responsibility.

How to proceed

If a lasting change in employees' ways of thinking and behaving is desired, it is advisable to reduce the burden and constraints of their working conditions (which once again means combining measures relating to the context and others relating to behaviour). In this respect, it is vital that managers act as active role models, influencing employees' health and well-being through their behaviour and their own way of working.

Process

Stress management

People often try to achieve a situation enabling a work-life balance. This means learning ways of reducing stress, putting clear limits on working hours (as opposed to being "always available"), always keeping business separate from one's private life and maintaining a good mix between different aspects of life. Examples of behaviour-related training Training on stress management/relaxation (managing one's own well-being), seminars for managers on the topic of "healthy management of others". Example of a context-related measure Rules for managing employees and organising work with a focus on health.

Ergonomics

Example of behaviour-related training Courses and coaching in the workplace on managing the workload resulting from how work is organised. Example of a context-related measure

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Organising work (working hours and breaks, type and volume of work, work processes), environmental conditions in the work premises (lighting, atmosphere, temperature, sound levels), workstation (ergonomic furniture, floor coverings suited to working in a standing position, etc.) and tools (keyboard, technical equipment for lifting and carrying loads, vehicles, etc.).

Preventing addiction

Addiction (substance abuse) is a social problem encountered at all levels of the organisation. It often advances insidiously, growing over a number of years. Prevention is important insofar as addiction is often well advanced before a person's acquaintances become aware of it. Examples of behaviour-related training Presentation on "Addiction at work" (identification of personal risks, self-management), training of line managers, anti-smoking courses. Example of a context-related measure Rules on directing employees displaying unusual behaviour to see the internal specialist/adviser on issues of addiction and protection of non-smokers in the workplace.

Advantages

Absenteeism can be reduced thanks to improved employee knowledge of health issues and state of health.

Their improved quality-of-life at work and appreciation of their employer increase levels of satisfaction, performance and employees' identification with their company. This leads to increased productivity and quality, while reducing employee turnover.

Improving the company's public image, particularly the perception of it as an attractive employer ("employer branding"), can give it a competitive advantage.

The process of implementing health management within the company enables managers to acquire new skills in this area (e.g. the concept of "healthy management").

Disadvantages

While their usefulness may not be seen in the short term, these measures generate real costs.

These measures require the additional involvement of resources outside day-to-day activities.

Workload / Cost for the business owner

Prevention requires the deployment of people and financial resources. The costs depend on the practical steps taken, on the number of employees concerned and the number of workstations. It should not however be forgotten that bad decisions due to addictive substances and other drugs or stress, particularly at management levels, can also be a source of significant costs. Equally high

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costs are generated by accidents at and on the way to work, the harm done to others owing to mistakes due to addictive substances, the lower quantity and quality of performance at work, increased absence due to illness, greater supervision by line managers, replacement of employees on sick leave or the need for line managers to reorganise work.

Chapter 10 – End of the working relashionship

Introduction to the end of the working relationship Redundancy procedure Outplacement

Introduction to the end of the working relashionship

In many companies, redundancy is a taboo subject because, on the one hand, it represents an unpleasant situation for the manager and, on the other, the employee concerned is often dismayed, seeing it as the end of the world. There can be many different reasons for parting company with one or indeed a number of employees. A decision such as this may be due to a fall in demand or the elimination of certain skills or certain jobs that are no longer needed or an employee's rejection of changes now needed. It may also happen that serious conflicts in which the two parties are opposed make it impossible to continue the working relationship. Whatever the reason, in most cases, redundancy is a difficult situation both for the employee and the company. There are, however, various methods that can make the redundancy less unpleasant and can be used to find a solution acceptable for both parties. While the redundancy interview is usually a shock for the employee being made redundant, it is also a burden for the manager who frequently faces strong emotional reactions. Thorough preparation and following certain rules during the interview can help the company protect itself from long, drawn-out legal disputes and the risk of harming its image. These are only some examples of what may happen as a result of a poorly prepared redundancy interview. Moreover, the redundancy interview can be used to help the company identify internal weaknesses. The array of tasks to be carried out by employees being made redundant, especially after a long working relationship, often leaves them bewildered. In this situation, the company can, for instance, provide support and guidance using outplacement (redeployment). In this procedure, the employee goes through various steps supported by a competent consultant with the aim of achieving a smooth transition to a new working relationship. Outplacement is an approach offered by a large number of business consultancy firms.

10.1 Redundancy procedure

Staff payroll can be reduced as follows: either without reducing the total number of employees, for instance by

reducing overtime or through short-time working;

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or by reducing the total number of employees through redundancies or non-replacement of employees leaving through normal attrition (resignation, retirement).

How to proceed

Objective

The aim of the redundancy procedure is to tactfully inform employees of their redundancy in a positive and professional manner. The procedure basically consists of two phases:

preparing for the redundancy interview; and conducting the interview.

Benefits for the business owner

A formal redundancy procedure provides better control over an unpleasant situation which can give rise to strong emotions. The company can thus avoid pointless financial losses that are hard to quantify and protect employees from unnecessary redundancy.

Tools / Methods / Procedures

Preparing for the redundancy interview

Preparation (see annexe p. 130) is a key part of a formal redundancy procedure. It should enable the interview to be conducted in a focused way, thereby preventing the situation from escalating, despite the strong emotions that may arise.

Variants

Redundancy procedure with assistance from an external consultant. Redundancy procedure managed exclusively by internal staff.

Preparation / Items required

It is advisable to clarify any legal aspects beforehand in conjunction with the relevant experts or with the company's legal advisers.

Process

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The decision has been taken to make an employee redundant. An interview with the employee concerned is quickly arranged. All the conditions involved are thoroughly prepared. Conducting the redundancy interview (see annexe p. 130). By the end of the interview, the employee and the company should have reached a

separation agreement acceptable to both parties.

Advantages

The redundancy procedure enables the following to be avoided: lengthy proceedings at a labour tribunal; damaging the company's image with suppliers, customers and the remaining employees; a reduction in the company's productivity and lower motivation of the remaining

employees.

Disadvantages

Compared with an unprepared redundancy, a redundancy procedure requires greater effort in terms of preparation time.

Workload / Cost for the business owner

The time and/or financial investment that the company needs to make as part of the redundancy procedure mainly depends on two factors:

redundancy procedure with assistance from an external consultant: although this procedure is obviously more expensive, it is often more readily accepted by the person concerned. In such cases, the time the manager or the head of the HR department needs to spend is reduced significantly;

redundancy procedure managed exclusively by internal staff: as the redundancy procedure is conducted entirely by existing staff in such cases, the company does not have to bear any additional costs. Once the redundancy decision has been made, it is best to implement it as soon as possible.

10.2 Outplacement

In a redundancy situation, outplacement (redeployment) refers to supporting measures provided by the company. This work is often given to external consultants with the aim of helping employees made redundant find a new job or a different business sector and to improve their self-esteem.

Who is concerned

The principle of outplacement is suitable for all types of company.

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From the company's standpoint, the challenge is to find a consultancy firm specialising in this business sector or willing to deal with its specific case.

How to proceed

Objective

The objective is to support the employee throughout the redundancy process, from the announcement of the redundancy until the end of the trial period with the new employer.

Benefits for the business owner

Preventing lengthy legal disputes. Preventing reduced productivity and motivation. Improving the company's image insofar as it can show social responsibility extends beyond

the employment relationship.

Tools / Methods / Procedures

Description of the procedure

Development of a skills profile describing the employee's strengths and weaknesses. Commencing vocational training, if required. Presenting methods for finding work on the job market (ADEM, temporary work, executive

search agencies). Reviewing the job market situation, potential employers and the most effective approach to

the recruitment process.

Variants

Outplacement for managers. Outplacement for specialist employees without a management role.

Preparation / Items required

Preparation consists mainly in informing the employee concerned and in selecting the appropriate consultancy firm (see annexe p. 131).

Process

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Selecting a consultancy firm and giving it a specific mandate. First contact between the outplacement consultant and the employee made redundant. The consultant and employee jointly develop the skills profile. The employee and consultant jointly identify the employee's strengths and weaknesses in

order to better define job market opportunities in advance. The consultant also helps the employee to develop their skills while remedying any weaknesses.

Jointly defining new objectives. Seeking a new job. Coaching on recruitment interviews. Preparing a job application. Signing a contract with a new employer.

Advantages

Avoidance of expensive labour tribunal proceedings. Reduced employment contract notice periods. The company demonstrates its social responsibility beyond the working relationship. Preventing damage to the company's image with customers and suppliers. Employees made redundant are still in a working relationship when applying for a new job. Preventing reduced productivity and motivation within the company. Outplacement can make the redundancy interview easier for the manager concerned.

Disadvantages

The organisational work required is greater than in the case of a normal redundancy. Costs generated by external consultants.

Workload / Cost for the business owner

Outplacement costs depend on the outplacement company selected and any additional measures such as continuing vocational training programmes.

For help, please refer to the checklists in this chapter:

Preparing and conductiong redundancy interviews (see annexe p. 130).

Selection an appropriate consultant (see annexe p. 131).

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Formulating a vision and goal

The vision is a description of a desired future situation. Please answer the following questions:

how should the company contribute to the outside world?

what motivates you?

what changes and improvements do you intend to make?

what is your company's purpose?

where does your company's usefulness lie? The vision includes a promise to your customers. The goal consists of one or two short sentences that express your vision.

Identifying values

What are your priorities?

What is important to you in your day-to-day business life? We suggest the following process to determine a company's values: For a meeting of 20 to 25 people, it is advisable to allow approximately 90 minutes. Prepare a list of values beforehand (see the "Corporate values" list). In a meeting with a chairman, ask your employees to select the values from this list. Suggested process

1. As a first step, ask your employees to select the values that are important to them personally. This first stage is used to raise awareness and employees do not disclose these results.

2. Run through the complete list. Participants must rank each value individually and simply put a cross in each relevant box (about 5 minutes).

3. After having ranked the various values, each participant goes through the list again and marks the 5 the most important values for him/her (about 2 minutes).

4. During the second stage, ask the following question: "which values are important in the company's situation. ?" ;

5. Repeat steps 2 and 3 (about 7 minutes). 6. Form working groups of 4 to 5 people and invite them to discuss the three most important

values. Each group displays its results, e.g. on a flipchart (about 30 minutes). 7. Present the results to all the groups and discuss them (about 15 minutes). 8. The values on which the majority of participants are able to agree should be included in the

values used to represent your company..

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Formulating guiding principles

Guiding principles are powerful brief statements that typify conduct within the company. How would you like to conduct yourself towards your:

employees;

customers;

suppliers;

partners;

job applicants;

other reference groups? How do you want to organise the following:

governance;

management structure;

prospecting;

formal learning and vocational training;

taking employees' family life into account;

complaints and suggestions for improvement;

invoices and reminder letters;

protecting health and the environment;

social responsibility;

investment, research, development, innovation and growth;

choosing customers;

other roles? Find answers for all areas of business or select areas that are relevant to your business. Over the course of time, it may be necessary to formulate new guiding principles or to adapt existing ones.

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Devising a motto

A motto is a concise slogan that may both prove effective in advertising terms and increase the company's level of recognition. Big companies spare no expense when creating a new motto or slogan. A motto does not, however, need to be determined at the outset. Take your time and test several different mottos until you find the most appropriate one for your business.

Summary: What should be included in the mission statement?

Who are we? What is our vision? What is our mission? What is our objective, why do we work, why do we exist? What are our values and principles? What is our target group? What is our conduct towards this target group? What products and/or services do we offer? Which methods do we use? What is our conduct within the company? What exemplifies our corporate culture? What are our other reference groups? What is our conduct towards our reference groups? How do we wish to shape our future?

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Value not

important important

very important

the 5 most important

Recognition

Activity

Training

Honesty

Individuality

Success

Fair play

Family

Freedom

Peace

Precision

Equity

Credibility

Challenge

Performance

Responsiveness

Courage

Perfection

Quality

Respect

Speed

Safety/Security

Pleasure

Tolerance

Independence

Responsibility

Reliability

Trust

Truth

Knowledge

Seriousness

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Have the general principles of HR policy been put in writing? Is an up-to-date version available at all times? Are these principles updated regularly? Are these principles applied on a daily basis? Are these principles compatible with the objectives set in the business strategy? Are the objectives specific, measurable, ambitious, realistic and time-limited (SMART)? Have employee job descriptions and objectives been agreed? Has essential information on job roles, fields of activity, and the company's situation and progress

been provided to all employees? Are managers able to provide employees with information on the company's business at any

time? Is there a good working atmosphere? Are improvements required? Are instructions and orders available in written form? How are they published (circulars, display boards, etc.)? Are orders understood (meaning and language)? Which orders are followed? Are all of these orders essential? Is there a staff delegation? How do the staff delegation and the company cooperate? Are the staff delegation's rights and duties governed by regulations and are the managers aware

of these? Are there collective agreements and, if so, are they up to date? Is the common good a priority for everyone in the company?

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Formulating guidelines What are the attitudes to diversity (age, physical and mental abilities, ethnic and cultural origins,

gender, sexual orientation, religion and convictions, social origins) within the company? How are different types of diversity assessed? Which principles are most important for the company? Responsibility and support Why introduce diversity management? What are the objectives? What changes are foreseen? What basic components and conditions need to be implemented? What are the resultant steps? Who is responsible at what level and what are the areas of responsibility? What support is required? What are the deadlines? Regulations and directives What are the fundamental values on which the basic rules relating to working together are

based? How can these values be put into practice? What concrete steps need to be taken? What steps are taken in the event of infringement of these principles? How can the achievement of these objectives be verified? Recruitment practices What business and social skills do candidates need? What language skills are needed? What types of vocational training are accepted? Are work experience or non-certified vocational training accepted? Can potential indications of interesting, highly promising personalities be found in the job

applications? Can specific skills be identified? What are the candidates' cultural and ethnic backgrounds? Do the candidates speak several languages? Motivation and vocational training Is access to courses organised in a transparent, systematic manner? Who is responsible for dealing with proposals for improvement? How are good ideas rewarded? How are vocational training programmes organised and brought to the attention of potential

participants? Leadership Does the company allow flexible working hour arrangements? Are religious festivals for all religions represented within the company shown on a calendar? Do all employees have the ability to fulfil their religious needs inside and outside the company? Are employees able to give the company the benefit of their knowledge and abilities? Can employees meet their family obligations without running the risk of being disadvantaged?

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Do employees have the option of catching up on work they were unable to complete during normal working hours owing to other commitments?

Management of conflicts Are there clearly defined responsibilities with regard to managing conflicts? Are statements by all those concerned taken seriously? Are potential cultural differences taken into account when resolving conflicts? Are there conflicts due to cultural or ethnic differences? How are such conflicts handled? Customer management How important is the company's presence to the region? Which groups or people make use of the company's services? What is the economic, financial and social situation of these customers? What are customers' expectations of the company? Which groups of customers could prove attractive to the company? To what extent do social changes concerning the customer base have an effect on a regionally,

nationally or internationally-focused company? How have customers been approached until now? Which niche customer segments need prospecting? What information on other religious and ethnic groups could prove important? How can this information be obtained? What capabilities does the company lack in order to take advantage of this information? To what extent does the product and services offering meet the needs of new categories of

customer? Which products and services should be developed and included in the offering? Management controls What are the current tools? Are they adequate for assessing what needs to be measured? What was the breakdown of staff and how has it changed since introducing diversity

management? What is the existing employee potential and how is it used? Which products and services have been developed or included in the offering? What new customers have been acquired? Acceptance What is the employees' level of satisfaction? Have employees been sufficiently involved in the change process? Are suggestions and feedback taken seriously? How are these changes perceived by customers? What is the company's image in the media? Has this image changed?

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Market

Rules governing customer relationships Information or markings on products and packaging Customer-oriented complaints procedures Regular customer satisfaction surveys Fair pricing Other: _________________ Responsible supplier management Social responsibility as a selection criterion Payment ethic (good/bad payer) Honouring contracts Local procurement Other: _________________ Quality management system certification SA8000 ISO9000 "Label social" certification Other: _________________ Dialogue with other reference groups in the market Reference group needs assessed regularly Reference groups involved in developing the business strategy Reporting Other: _________________

Employees

Vocational training provided Long-term language training offered (further study) Multilingualism, intercultural skills System for handling suggestions Career/promotion prospects Other: _________________ Work/life balance Flexible working hours Home Office, teleworking Career breaks Other: _________________ Equal opportunities Diversity management

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Other: _________________ Health and safety at work Well-being promoted within the company Prevention Sports facilities and opportunities Design of the work environment Other: _________________

Environment

Environmentally friendly corporate policy Energy savings Alternative means of transport Waste reduction, recycling, waste prevention Environmental protection Other: _________________ Environmental certification EMAS ISO14001 Other: _________________ Environmental commitment outside the company Environmental projects Environmental initiatives Environmental associations Other: _________________ Environmental measures as an integral part of business strategy Environmental objectives monitored and updated regularly Key environmental data collected Other: _________________ Environmental awareness Environmental impact taken into account in developing products and services Environmental impact taken into account in using manufacturing processes Other: _________________

Society

Involvement in the local community Promotion of education, sport and culture Initiatives aimed at enhancing the site's appeal Other: _________________ Support for socially-committed employees Authorisation of absence from work Information on current projects/initiatives

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Support for employees that volunteer during their free time Other: _________________ Access to a career Traineeships leading to potential recruitment Creation of jobs for the long-term unemployed, people with disabilities and young people at the

start of their careers Other: _________________ Dialogue with reference groups in society Information and experiences shared with other businesses, NGOs and local public-sector

organisations Cooperation with other businesses and public-sector partners Other: _________________

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Factors to consider during quantitative HR requirements planning

Macroeconomic trends

Competitive situation

Market and industry sector trends

Technology changes

Innovations

Changes in labour legislation

Corporate planning

Forecast turnover

Corporate objectives

Age structure

Headcount

Absences

Personnel expenses

Fluctuation rate

Leave entitlement

Quotations and order book

Forecast sales volume

Employees' interests and needs

Production processes

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Main tasks

Line manager

Subordinates

Higher-ranking position

Subordinate position

General requirements

Secondary school certificate

Apprenticeship certificate (DAP/CATP)

Master Craftsman's Certificate

Higher education

Years

Position

Manager

Experience abroad

Willingness to learn

Commitment

Self-sufficiency

Initiative

Decision-making ability

Assertiveness

Analytical and conceptual skills

Problem-solving ability

Resilience

Communication skills

Social and intercultural skills

Team player

Ability to manage conflict

Leadership and management skills

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Selection Estimate of costs

Decision (date)

Implementation (date)

☐ ☐ ☐_______ ☐_______

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Facebook

Twitter

LinkedIn

☐

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☐

☐_______

☐_______

☐_______

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☐_______

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☐_______

☐_______

Name ___________

Name ___________

Name ___________

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☐

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☐_______

☐_______

☐_______

☐_______

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Name ___________

Name ___________

Name ___________

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☐_______

☐_______

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Job description

Job advertisement

Last name/first name:

___________________________________________________________

Job title: _____________________________________________________________

Date Signature

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First and last names _____________________________________________________________ Address _______________________________________________________________________ Date and place of birth __________________________________________________________ Nationality ____________________________________________________________________

Name(s) of school(s)

Stays abroad

Degree results (intermediate)

Specific distinctions or awards

Name(s) of university or universities attended

Main and subsidiary subjects

Semesters abroad

Scientific degrees (intermediate) (baccalaureate +2, +3, undergraduate medical studies, etc.)

Scientific degree results (intermediate)

Specific distinctions or awards

Professional training (status and name of the training school or company, address and training activity)

Work experience during higher study (name of the company, address, sector, brief description of main business)

Military or civilian service or year as a social/environmental volunteer (name of establishment, address and activity)

Student jobs

Name of company or companies

Job duration

Type of job, duties, activities

Career

Charity work, membership of associations or federations

Participation in competitions

Distinctions

Involvement in artistic or sports activities

Specific personal achievements or

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experiences (e.g. travel)

Language skills

IT skills (e.g. Microsoft Office software, website design, programming skills)

Artistic skills

_____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________ _____________________________________________________________________________

_____________________________________________________________________________

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Preparation

Deciding on participants

In-depth analysis of CVs and applications

Question preparation

Creation of a company information package (product brochures, organisational chart)

Deciding on venue

Implementation

Welcome (putting the candidate at ease, e.g. by asking questions on the journey to the

interview venue)

Presentation

Reasons for interview invitation

Reassurance about confidentiality

Information on the company and the job vacancy

Company figures

Company organisation

Department

Job description (functions, duties, job grade, etc.)

The company's requirements

Reason for wishing to change job

Reason for applying for job

Expectations of new job

Interests

Assessment regarding the job function

Personal/professional objectives

Assessment regarding opportunities for promotion related to the job

Training courses attended

School education

Vocational training activities

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Vocational training plans

Professional expertise acquired

Career development

Career-related activities and experience

Changes in terms of career

Career plans

Personality

Social and organisational skills (communication skills, reliability, determination, ability to

innovate, team player, interaction with line managers, etc.)

Personal and marital status (if relevant to the job)

Distance from work location

Leisure activities (interests, sports, membership of associations)

Marital status

Ancillary activities

Candidate's questions

Answers to questions

Contract negotiation

Current salary

Expected salary

Other company benefits

Other activities

Changes in salary

13th month

Summary and conclusion

Details of next steps in the process

Confirmation of a response in the near future

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Expression of thanks for the interview

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

_____________________________________________________________________________

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Preparation

Check on legal framework

Determine which internships are available (number, department, job function, assignment,

duration, etc.)

Prepare trainee profile

Plan trainee attendance (hours and framework terms and conditions)

Develop an internship plan (location, dates, assignments, objectives, etc.)

Prepare the workstation

Inform line managers and colleagues

Define responsibilities and contact persons (mentoring)

Provide work/protective clothing

Plan the first day at work

Inform trainees regarding the agenda for their first day at work

Implementation

Introduction based on the introductory training plan

Ensure supervision

Observe and support performance of tasks

Follow-up

Assessment of trainees by line manager

Feedback or end-of-internship interview

Prepare an internship certificate

In-house appraisal

If the internship is given a positive appraisal, maintain contact with the trainee

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Preparation

Plan employee job allocation

Prepare new workstation (equipment)

Prepare documentation and tools (work or safety clothing, if applicable)

Inform line managers and colleagues

Inform new employee about the agenda for their first day at work

Welcome

Welcome and one-on-one interview with line manager or the person in charge of the welcome day

Inform the employee about the company, departments, products and services, work procedures, values, HR policy, guidelines and rules, safety rules and accident risks, etc.

Inform the employee about assignments and tasks to be performed

Overview of the agenda for the employee's first day at work

Presentation

Introduction to line manager

Introduction to work colleagues

Introduction to colleague in charge of initial work experience

Familiarisation with premises

Workstation

Company, different departments

Common areas, equipment and first-aid room

Induction

Overview of induction schedule

Induction documentation

Explain work procedures

Hand over documentation

Training on the various job processes

Explanation to fill in any gaps in understanding

Repeat the various tasks and procedures under supervision

Discuss job results

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Systematic support

Feedback interview after 1 week

Feedback interview after 4 weeks

Feedback interview after 3 months

Other interview dates as required

Appraisal

Appraisal of the new employee by his line manager at the end of the probationary period

Determine suitability of employee

Final recruitment decision at the end of the probationary period.

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Employees' personal development objectives

To prepare for a job change

Growing number of errors in performance of tasks

Skills gap

Lack of efficiency and effectiveness in performing tasks

Changes in the range of products or services or company restructuring

Changes in the company

Changes as a result of new technology

Changes in legal framework

Changes in the environment in which the company operates

Measures to promote employee health

Change or clarification of corporate guidelines and/or strategy

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Prerequisites

Consideration taken of company's overall goals and its departments' specific objectives

Knowledge of methods relating to assessing training needs

Questionnaire aimed at identifying training needs prepared

Definition of required skills and know-how, broken down into categories (technical and technology skills, methodological, organisational, language and social skills) and skill levels (very good, good, etc.)

Availability of a training budget

Availability of up-to-date job descriptions

Current level of knowledge (current situation)

External appraisal by the line manager

Employee self-appraisal

Analysis of documents (job description, employment certificates, legislation, regulations, job profile, etc.)

Employee consultation (questionnaires, meetings, employee interviews, internal discussion sessions, meetings with a chairman, etc.)

Formulation of training objectives (desired situation)

External appraisal by the line manager

Employee self-appraisal

Analysis of documents (job description, employment certificates, legislation, regulations, job profile, etc.)

Employee consultation (questionnaires, meetings, employee interviews, internal discussion sessions, meetings with a chairman, etc.)

Analysis of results (comparison of current and desired situations)

Determination of formal learning and vocational training needs by comparing the current and desired situations

Summary and comparison of external and personal assessments of knowledge levels

Comparison of training objectives (desired situation) with current levels of knowledge (current situation)

Determination of employees strengths and weaknesses

Definition of development needs

Discuss results in a meeting with the employee

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Determine steps to be taken (company training plan and individual training

plans)

Current situation = desired situation -> requirements and skills match

No action required

Current situation > desired situation -> skills exceed requirements

Management needs to discuss potential job rotation with employee

Current situation < desired situation -> skills below requirements

Need to identify required skills and develop them through implementation of appropriate measures

Options for further action

Plan and run vocational training courses for employees

Plan and implement changes at various levels in the company

Adapt working hours and remuneration

Implement career plans

Introduce incentive schemes

Assess success of development measures

Check on usefulness of development measure in relation to job performance

Identify changes resulting from the measure

Remove obstacles hampering

117

Costs related to training premises

Trainer's remuneration

Trainer's travel expenses

Trainer's accommodation expenses

Trainer's subsistence expenses

Participants' subsistence expenses

Participants' travel expenses

Cost of hours not worked by the participants

Equipment costs

Cost of materials

Pro-rata costs for planning, implementing and checking the training course

Pro-rata administrative costs

Assessment costs

Other costs

118

Registration/participation fees

Examination fees

Training materials

Participants' travel expenses

Participants' accommodation expenses

Participants' subsistence expenses

Cost of hours not worked by the participants

Pro-rata costs for planning, implementing and checking on the training

Pro-rata administrative costs

Assessment costs

Other costs

119

Budgeted cost

Actual cost

Variance

Explanations / actions

120

In a meeting, employees are given details of the appraisal objectives, content and process.

The date of the appraisal interview is set at least two to three weeks in advance.

Sufficient time should be allowed (at least 60 minutes per interview).

Conditions to create a good atmosphere have been made.

Steps have been taken to ensure that the interview is neither disrupted nor interrupted.

During the year, information has been gathered on employees' strengths and weaknesses in relation to the quantity and quality of their performance at work.

The line manager uses the job description as a basis to determine the employee's job tasks during the appraisal period.

In the absence of this information, other staff may be asked about work results or conduct.

The line manager has conducted the appraisal and completed the relevant form prior to the interview.

The employee's strengths and areas for development have been defined as key messages.

Reasons for the appraisal are provided in the form of justifications with concrete examples.

The current assessment is compared with the previous appraisal and any changes can be justified.

Checks are made to ensure that qualifying training has been undertaken and to what extent it has been successful.

The employee's potential to take on other tasks and challenges is assessed.

Requirements for qualifying training for the current job and any new tasks are defined and initial training planned.

The appraiser tries to foresee the self-appraisal results and takes the employee's reactions in earlier feedback interviews into account.

A strategy is planned for the appraisal interview.

Welcome: welcome and greet the employee and thank him/her for coming.

Sit him/her in an appropriate place and avoid any seated position likely to create a confrontational atmosphere.

Purpose of appraisal interview: summarise the purpose of the appraisal interview and the intended outcome of the interview.

Reassure the employee regarding the process by explaining the various stages of the interview and its approximate duration.

121

Ask the employee whether he/she has points requiring clarification or if there were any problems in preparing for the interview.

122

Employee

_________________________________

Manager

_________________________________

Period from to

Date of appraisal interview:

Description by the employee of his main tasks and clarification of the basis of the appraisal.

Discussion on projects that caused issues and on progress of the various projects.

Description from employee's point of view.

Self-appraisal for objectives achieved over the previous period.

Description of motivational or restricting factors and any difficulties hampering achievement of the objectives.

123

Appraisal ratings

1: fails to meet expectations overall 2: meets expectations overall

3: fully meets expectations 4: exceeds expectations

Working methods and knowledge 1 2 3 4

Professional knowledge

Organisation of work

Methodological skills

Other:____________________________________

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

Communication and teamwork 1 2 3 4

Cooperative conduct

Ability to persuade and convince others

Tactfulness in dealing with colleagues and line

managers

Communication and information skills

Other:____________________________________

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

Motivation 1 2 3 4

Willingness to invest effort

Precision of work

Attendance

Other:____________________________________

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

Entrepreneurial spirit 1 2 3 4

Innovative spirit

Financial awareness

Customer focus

Other:____________________________________

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

Leadership (only for employees in management roles) 1 2 3 4

Management of employees

Employee development/qualification

Motivation

Conflict management

Communication skills

Other: ___________________________________

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

☐

124

Overall appraisal of employee

Describe up to three of the employee's strengths and areas for development

Justify the appraisal based on examples and show impact of employee's behaviour

Summary of appraisal messages

Information on corporate objectives, field of work and department and justification for areas where objectives need to be set. Presentation of future job and personal requirements and a quantitative and qualitative description of the ensuing tasks and requirements.

Formulate objectives on both a quantitative and qualitative basis as required

Description of motivational or restricting factors

125

Line manager's assessment of development potential

Development requested by the employee

Line manager's opinion

Area of development Area of work targeted

in relation to the job

horizontally

vertically

Qualification objective Measures Period Review date

Qualification objective Measures Period Review date

126

Qualification objective Measures Period Review date

Qualification objective Measures Period Review date

Set an interim date in order to assess the success of development measures with the employee or to take additional measures if applicable.

Employee Manager

127

Preparation

Check to what extent the company organisation lends itself to job enlargement

Identify employees' career and personal development needs

Select the employees affected by training measures

Assess employees' willingness to learn

Set development objectives

Plan job enlargement (who, what, when, how, where, etc.)

Inform employees about the training

Where applicable, inform colleagues and departments about the training

Implementation

Provide employees with an overview of the job enlargement process

Explain the new tasks

Training on the enlarged scope

Fill in any gaps in understanding

Repeat job processes under supervision

Discuss results

Performance of tasks

Follow-up

Feedback interview

In-house appraisal

Plan employee job allocation

128

Preparation

Check to what extent the company organisation lends itself to job enrichment

Identify employees' career and personal development needs

Select the employees affected by training measures

Assess employees' willingness to learn and take responsibility

Set development objectives

Plan job enrichment (who, what, when, how, where, etc.)

Inform employees about the training

Where applicable, inform colleagues and departments about the training

Implementation

Provide employees with an overview of the job enrichment process

Explain the higher qualitative level tasks

Training on higher qualitative level tasks

Fill in any gaps in understanding

Repeat job processes under supervision

Discuss results

Performance of tasks

Follow-up

Feedback interview

In-house appraisal

Plan employee job allocation

129

Preparation

Check if the size of the company lends itself to systematic job rotation

Check to what extent jobs lend themselves to systematic job rotation

Check to what extent the company organisation lends itself to systematic job rotation

Identify employees' career and personal development needs

Select the employees affected by training measures

Assess employees' willingness to learn

Set development objectives

Plan systematic job rotation (who, what, when, how, where, etc.)

Inform employees about the training

Inform colleagues and departments about the training

Organise replacement of employees during the training

Check on replacement staff for the duration of the training (training of replacement staff up

to four weeks beforehand depending on the area of work)

Implementation

Provide employees with an overview of the job rotation process

Explain job processes

Training on the various job processes

Fill in any gaps in understanding

Repeat job processes under supervision

Discuss results

Performance of tasks

Job rotation

Repeat procedures (explanations, training, practical exercises, etc.)

Follow-up

Feedback interview

In-house appraisal

Plan employee job allocation

130

Investigating whether to use the employee in another job within the company or to make the employee redundant if this solution proves more appropriate.

Conduct the redundancy interview at as soon as possible once the decision has been made in order to prevent the spread of rumours by people aware of the redundancy.

Book a quiet room to ensure the confidentiality of the interview.

For safety reasons, it is preferable to conduct the interview in the presence of at least two representatives of the employer.

Arrange an appointment for the redundancy interview with the employee concerned.

Conduct the interview in person (depending on the manager).

Avoid platitudes and long introductions.

Announce the redundancy in a clear manner, supporting it with facts.

Do not make false promises for the sole purpose of making the situation less tense.

Give the employee the option and time to react, particularly in the case of highly emotional reactions.

Draw up a report on the interview.

131

The outplacement (or redeployment) consultancy profession is not regulated. It is therefore advisable to check the consultant's qualifications (psychology degree, former HR department member, qualified trainer or coach, highly experienced business consultant specialising in outplacement).

It is also advisable to check that the consultant uses an appropriate approach and methods that can be adapted to suit the situation.

Lastly, the consultant should, in addition to the relevant qualifications, be able to provide evidence of practical experience, industry knowledge and a certain success rate.