Unit 2 People Definitions and Legislations PDF

Definitions Unit 2 31 October 2024 08:39 **Legislations:** laws passed by parliament which state the rights and responsibilities of individuals and how these need to be followed. If an individual breaks a law, they could be prosecuted in a court of law. Serious breaches of the law could involves a fine, dismissal or a prison sentence. **Regulations:** Regulations are often in the form of a set of guidelines to help individuals to abide by the law **Duty of care:** concerns health and safety at work. It is a person's responsibility not to harm others through carelessness. Both employees and employers have a duty of care to the other, and employees to themselves and each other. Every organisations that employee individuals is obliged to implement and follow good practice in relation to wellbeing and welfare, as well as comply with its own duty of care. **Discrimination:** when a person is treated differently and less favourably because they have one of the nine protected characteristics. **Employee Relations Act 1999** This is a wide-ranging piece of legislation that covered, among other things: industrial relations, parental leave, employment tribunal awards and disciplinary proceedings. **Maternity and Parental Leave etc Regulations 1999** Employees are able to take unpaid leave to care for their children and return to their job at the end of the leave period. **The Pensions Act 2008** When employees reach the end of their working life and retire, they need money to support them for the remainder of their life (pension). **Working Time Regulations 1998** An individual is not allowed to work for more than 48 hours a week. **General Data Protection Regulation (GDPR) 2018** This controls how personal data of individuals is stored and used. All organisations, no matter their size, have a responsibility to protect this data **Equality Act 2010** The equality act was passed in 2010. Business, public sector organisations, private clubs and associations, voluntary organisations and caregivers etc, must not discriminate against anyone on the basis of nine protected characteristics during the recruitment process **Disciplinary action:** a process where employers are able to tell employees that the job performance or behaviour within the workplace is not up to the standard expected for the organisation. **Contract of employment:** a formal document where both the employee and the employer agree to the terms and conditions. **Productivity:** is an important measure of business performance and defines the efficiency of an organisation. **Recruitment:** is a key function of any HR department, and its objective is to ensure that any vacancies within the organisation are filled by the best possible candidates**.** **Resource Planning :** organisational activity designed to ensure that the business has enough resources to meet the output requirements of its budget, and then to secure their supply. **Capacity planning:** a process that balances the available resources to meet requirements. **Succession Planning:** it ensures continuity of key functions within the organisation, without disruption, if a colleague e.g. resigns or become ill **Equality:** ensuring that every individual that has the same opportunities as everyone else and is not discriminated against **Diversity** is about taking account of the differences between people and groups of people, and placing a positive value on those differences.' **Inclusion:** including every person who might be excluded or marginalised due to disability or other characteristic. **Values:** are what a customer of business will be able to experience when purchasing a product or service whereas benefits are from a business point of view. A business will understand and see the advantages to the potential changes that they have made to the processes in terms of the outputs. **Resilience:** the ability of an individual to adapt when faced with difficult or challenging circumstances **Wellbeing:** being comfortable healthy and happy in life. **Workforce resilience:** the ability to cope with, and recover from, challenges and setbacks in the workplace **Management style:** the way that a person manages a group of individuals **Outputs:** the activities and actions that an individual or team will complete **Outcomes:** the reasons for completing activities and actions P1: The legislation that governs the employee lifecycle 11 October 2024 22:43 **Learning objectives** ------------------------------------------------------------------------------------------------------------------------------- To understand the difference between regulations and legislations To know what duty of care means to employers and employees To be familiar with the range of latest legislation that protects employee through the lifecycle (recruitment to termination) Acquire an overview of each piece of legislation and the characteristics of each Study examples of situations where legislation could be used by the employee, such as recruitment or unfair dismissal cases Be familiar with the rights and responsibilities of employees. Study examples of situations when employers could legitimately discipline or dismiss employees. **The difference between Regulations and Legislations** +-----------------------------------+-----------------------------------+ | **Legislations** | **Regulations** | +===================================+===================================+ | - Range of legal acts that are | - Regulations are linked to | | passed by parliament and | laws but are there to assist | | known as the law | a person to apply the | | | principles of the law | | - Laws are imposed by the | | | government or national courts | - Regulations are often in the | | | form of a set of guidelines | | - If an individual or business | | | fails to comply with legal | - Regulators examine the laws | | act, they may be deemed in | in detail and then produce | | breach of the law and could | guides to help individuals to | | be prosecuted in court. | abide by the law | | | | | - Employment legislation is a | - If elements of the | | body of UK law designed to | regulations are broken by | | protect both employees and | individuals, they may not be | | employers by defining the | prosecuted in the UK court | | rights of each and their | system. | | responsibilities to each | | | other. | - Employment regulation has a | | | direct effect on the | | | day-to-day running of a | | | business. | +-----------------------------------+-----------------------------------+ **Duty of care - what is means to employers and employees** Every organisations that employee individuals is obliged to implement and follow good practice in relation to wellbeing and welfare, as well as comply with its own duty of care. Organisations are obliged legally and morally to ensure that anyone associated with the business - employees, employers and the general public - is fully protected from harm, both when on the premises of the business or when completing tasks related to the activities of the business. - Duty of care concerns health and safety at work. - Both employees and employers have a duty of care to the other, and employees to themselves and each other. - Duty of care extends equally to visitors to the workplace, e.g. contractors and delivery drivers. - The duty of care process might begin with risk assessments -- what in the workplace, or work methods, might cause harm and what can be done to remove the risk of harm? - e.g., home working due to COVID-19, businesses provided employees with their IT equipment and furniture to carry work at home. **Principal acts of employment legislation** P1: (2) 11 October 2024 22:54 **Health and Safety at Work etc Act 1974** Requires place of work to be safe and healthy for all, including employers, employees, visitors, customers and the general public. Organisation must: - Provide adequate heat, light and ventilation - Offer regular eye tests for employees who use computer screens - Complete risk assessments on activities that may potentially cause harm - Provide protective clothing when necessary [Obligations of the employer to the employee:] - Ensure that working practices are safe after conducting risk assessments and provide training accordingly. - Ensure safe use and handling of working materials and equipment and provide personal protective equipment (PPE) where appropriate. [Duty of care to others:] - Provide health and safety information to visitors and contractors. [Additional responsibilities of manufactures:] - Ensure maintenance of plant and materials [Obligations of employees to themselves and each other:] - Employees have a duty of care to themselves and to others. - Employees must not do anything, either wilfully or negligently, that might harm themselves or colleagues. - Employees must conform to any instructions given by employers in their workplace conduct. **The role of the Health and Safety Executive (HSE):** - **Development:** The HSE has a legal obligation to develop the legislation in response to changing practices in UK industry, communicating change and encouraging compliance. - **Inspection:** HSE inspectors have the right to enter any premises that they have reason to believe might be in breach of regulations and be accompanied by the police if they suspect serious failings. - **Enforcement**: HSE inspectors can issue enforcement notices on companies that are breaching regulations. Failure to apply such notices is a criminal offence. **Employment Rights Act 1996** The law states that a contract of employment must be issued within two months of starting a new job and signed by both the employer and employee. - Rest breaks were mandated -- a minimum of 20 minutes after 6 hours of activity. - Parental leave includes a provision for antenatal care and maternity leave of up to 52 weeks and a minimum of 1 week for paternity leave to men. - This act introduced the concept of unfair dismissal, which obliges employers to give the grounds for dismissal. If the employee deems them unfair, they could take their case to an Employment Tribunal which, if found in their favour, would lead to the employer paying compensation. - Any employee made redundant after two years of service would be entitled to a redundancy payment, the size of which was related to their length of service. - Long service is when an employee who has worked with the employer for an extended period of time is entitled to additional benefits at work e.g., flexible working **National Minimum Wage Act 1998** - Centrepiece Act of 'New Labour's' first term in office. - Enacted that employers would pay employees a minimum hourly wage, which varied by the employee's age. - Set out a separate table of rates for apprentices. - Is generally increased in April each year. P1: (3) 11 October 2024 23:12 **Employee Relations Act 1999** This is a wide-ranging piece of legislation that covered, among other things: industrial relations, parental leave, employment tribunal awards and disciplinary proceedings. Its key provisions were: - trade unions could not discriminate against non-members - strikes could only be called after a ballot of members - legitimate strikers could not be dismissed by their employer - an intent was created in respect of parental leave, in an explicit effort to improve the work/life balance for families (see next slide). - Confirmed that employee has the right to be accompanied by a colleague or trade union representative when called to a disciplinary hearing - Ensured that pert-time workers were entitled to the same right as full-time - Overturned previous arrangements where civil servants weren\'t allowed access to employment tribunals on security grounds **Maternity and Parental Leave etc Regulations 1999** Employees are able to take unpaid leave to care for their children and return to their job at the end of the leave period. Where the Employment Relations Act 1999 specified the intent to review maternity and parental leave, the specific regulations were published separately. - Women are entitled to 18 weeks paid maternity leave and an additional 29 weeks unpaid. They must take a minimum of two weeks (four weeks if they work in a factory). - Written notice of an intended start date must be given, but can change if the mother's circumstances change, e.g. as a result of pregnancy-related illness or problems. - Being dismissed by reason of pregnancy or maternity leave is deemed legally unfair. - Parent is able to take maximum 18 weeks for each child they have until child\'s 18th birthday, including adopted children. - Only 4 weeks in total can be taken in one year and must be taken as full weeks - In order for a parent to leave they must be employed within the business for more than one year and have a child under the age of 18. **The Pensions Act 2008** When employees reach the end of their working life and retire, they need money to support them for the remainder of their life (pension). Everyone who works receives a state pension, which they are entitles to when reached retirement age. This is financed through National Insurance payments which is taken out of everyone earnings each month. The act sates organisations must have a workplace pension scheme to which the employer contributes on behalf of the employee. A percentage of employees salary is also paid into this pension. If the employees leave the business, the pension funds remain in the scheme until the individual reaches retirement age. The driver of this legislation was government recognition that workers were not saving enough for their retirement. - All employers must set up a pension scheme for their employees and the latter are 'auto-enrolled', i.e. they have to opt out of any scheme, not opt in as before. - The auto-enrolment applies to all employees aged over 22 and earning £10,000 or more per annum. - Employers are also bound to contribute to the pension scheme, with their rate set at 3% of salary (from October 2018). P1: (4) 31 October 2024 16:40 **Working Time Regulations 1998** An individual is not allowed to work for more than 48 hours a week. There are exceptions which include: - If employed within the armed forces, emergency services or police - Employed in security and alliance - Job roles involves 24-hour staffing - If the individual is a domestic servant in a private household - If job role is a seafarer, sea-fisher or worker on vessels on inland waterways - If the individuals working time is not specifically measured as they are a managing executive of their own business, and so are in control of their personal decisions. **General Data Protection Regulation (GDPR) 2018** This controls how personal data of individuals is stored and used. All organisations, no matter their size, have a responsibility to protect this data. Policies and procedures detail how organisations protect the data and they must informed those affected of how, why and for how long their data will be stored. [GDPR covers:] - Lawfulness, fairness and transparency - Purpose limitation - Data minimisation - Accuracy - Storage limitation - Integrity and confidentiality - Accountability **Equality Act 2010** The equality act was passed in 2010. Business, public sector organisations, private clubs and associations, voluntary organisations and caregivers etc, must not discriminate against anyone on the basis of nine protected characteristics during the recruitment process. - age - disability - gender reassignment - Marriage and civil partnership - pregnancy and maternity - race - religion or belief - sex - sexual orientation. P1: (5) 12 October 2024 22:51 **An example of a situation when legislation could be used by an employee** In the case of The Chief Constable of Norfolk vs. Lisa Coffey the court determined that Ms Coffey had been discriminated against on the basis of a disability (hearing loss) and awarded her substantial compensation. Ms Coffey was a police officer who suffered from hearing loss, but not to the extent where it impacted her ability to do her job and she was not registered disabled. However, a request for transfer was denied on the basis that her employer judged that her impairment would worsen over time. The court determined that this was direct discrimination. **The rights and responsibilities of employees** Beyond the rights and responsibilities of both employees and employers enshrined in law, there are other 'softer' obligations beholding both parties. [Code of conduct:] [The employee has a responsibility to] - Respecting everyone so that no one is unfairly discriminated against in their job role. - work for the full period that they are paid for, to the best of their ability - protect the employer's property, equipment, fixtures and fittings - be honest and trustworthy - protect the commercial confidence of the employer [In return, the employee has the right to expect to be:] - paid in full and on time - treated with respect - allowed to take holidays upon request - treated equally to their colleagues - able to join a trade union. - Guidance on appropriate dress - Confidentiality about different elements of work - The use of social media, as some behaviour could affect the reputation of the business. - **Example of a situation when employers could legitimately discipline or dismiss employees** Dismissal is when an employer ends someone's employment. The most common reasons for legitimate dismissal are: - conduct/misconduct - capability/performance - redundancy. **Examples of a situation when employers could legitimately discipline or dismiss employees** Misconduct generally has two levels: - persistent minor infringements, eg timekeeping. Where the employee does not respond to a formal escalation of warnings this can lead to dismissal - gross misconduct, eg theft, which can result in immediate dismissal without warning **Example of a situation when employers could legitimately discipline or dismiss employees** - Capability might result from an emerging medical condition. Before dismissal on this basis the employer must explore all other options within the business and offer the employee recovery time. - Performance defines a position where the employee is not performing their role to the required standard. Before dismissal on this basis, the employer is normally obliged to conduct a performance management process, where the employee is given time and guidance to improve. - Redundancy can occur when a business is restructuring, reducing its turnover or closing down. To be legitimate in law it must be the role that is made redundant, not the person. P1: (6) 31 October 2024 09:52 The disciplinary action process used in a business: Disciplinary action may be taken out against an employee if an employer is concerned about their work, their conduct when in work or their absence. An employer may initially decide to discuss these issues in an informal way. If the situation does not improve, they may decide to implement the formal disciplinary action process. **Action taken by employer** **Meaning** -------------------------------- -------------------------------------------------------------------------------------------------------------------------------------- Verbal warning (first warning) Discussion between employer and employee about situation Written warning (final) Formal document detailing the situation, the reason why it\'s unacceptable and the steps that will be taken to improve the situation Retraining Employer may be asked to retrain in all or certain elements of the job role. Dismissal or other sanctions The contract of employment will be ended. This is the last resort. **[The range of latest legislation that protects employees through the lifecycle (recruitment to termination)]** [Recruitment:] when a new job role is identified, it\'s important that the person who is recruited has the right skills, experience and qualifications for the job ![](media/image2.png) [Onboarding:] the onboarding process is when new employees are trained in the required knowledge and skills to complete their roles. Then they are able to be part of the business culture. This process ensures that employees work hard for the business and succeed in their role. [Development:] an individual may want to work for a business that has a good reputation for developing its employees. Businesses do this by: - Investing in learning opportunities for employees - Encouraging employees to progress with their career pathway [Retention:] recruiting and training new staff takes time and money which often is much better invested in the staff that are already employed. Businesses often encourage managers and employees to communicate openly about any issues so they can be discussed and resolved or work through, in order to discourage employees from leaving the company. [Exit]: when a business decided to leave the business, the employee life cycle reaches a conclusion. The cycle will start again because it's a constant cycle of people entering and leaving. P2: Recruitment channels and employment contracts 12 October 2024 23:00 Learning objectives --------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- To understand how business aims determine and reflect the type of job roles needed within an organisation. To learn how recruitment is used to ensure that the right type of roles are held in the organisation and respond to vacancy requirements. To be familiar with the methods and approaches to verify that organisations are sufficiently staffed, to include resource, capacity and succession planning. To know the reasons for using a range of recruitment channels. To appreciate the value of a clearly defined recruitment process to ensure all recruitment is carried out in a fair, consistent and transparent manner. To be familiar with the recruitment documentation used to ensure that the right people are recruited to the right role To understand the types of employment contracts that organisations use and the differences between them. To understand, also, the considerations that need to be made in relation to different employment contract types. **How the business aims determine and reflect the types of job roles needed within an organisation** - A business will want to review the employees that it currently has and formulate a recruitment strategy to move forward with its business aims. - In determining staffing levels, an organisation is likely to have stated financial objectives, expressed in a budget, underpinned by strategies designed to meet those objectives. - Each department within the business will determine its own output requirements, aligned to the overall objectives, and will thus calculate the number of staff required, and the allocated roles for each colleague. - But businesses will also seek to increase productivity in response to growth or decline. **Productivity:** is an important measure of business performance and defines the efficiency of an organisation. - The commonest measure of productivity is labour productivity -- ie the amount of turnover per employee So, if a business has sales of £6.5M and a staff of 130 FTE\* then its annual labour productivity is £50,000. - \* (FTE (full-time equivalent) is a standard comparative measure of an organisation's labour force, recognising that in the modern economy part-time working and job share are increasingly common.) - Productivity measures can only be properly compared across individual industry sectors, as each sector will have different optimal combinations of the factors of production. **Recruitment:** is a key function of any HR department, and its objective is to ensure that any vacancies within the organisation are filled by the best possible candidates**.** Good recruitment will begin with an intelligent search of the labour market, using channels and information sources relevant to the nature of the vacancy. [The identification of vacancies might arise from formal planning tools, such as:] - resource planning - capacity planning - succession planning. **Resource Planning :** organisational activity designed to ensure that the business has enough resources to meet the output requirements of its budget, and then to secure their supply. - In manufacturing organisations, for example, resource planning will include equipment, raw materials and consumables. Almost all organisations will have some labour requirement. - Resource planning asks three questions: - What resources do I need? - How much of each do I need? - When do I need them? P2: (2) 13 October 2024 09:18 **Capacity planning:** a process that balances the available resources to meet requirements. - Capacity planning and resources planning have the same objective, which is to ensure that the organisation can meet demand/budget, but capacity planning begins by asking the question: What level of output can we achieve with our current level or resources? - It follows that is that level is below forecast demand, then decisions must be made about how capacity can be increased and the trade-offs involved. **Succession Planning:** it ensures continuity of key functions within the organisation, without disruption, if a colleague e.g. resigns or become ill - Major organisations have succession planning for the board level positions, often at the request of their shareholders - But smaller organisations also benefit from succession planning for key skilled, but lower-level roles e.g. CNC operator at a small manufacturer **Retirement Documentation:** a recruitment will commonly begin with the publication of two key documents: - Job description - Person specification **Job description** - Description of the organisations activity, scope and scale, to set the job context - An overview of the job content, including its purpose and primary tasks - Who the job reports to, and perhaps how many colleagues report the advertised role - Where the job is located and any additional travel requirements - Working hours, including where the role is part-time, and where job share is permitted - Salary, other elements of remuneration and benefits **Person Specification:** details the candidate attributes required to fulfil the job description - Skills and experience - Educational qualifications - Character attributes - Location Note that a person specification must not define a personal attribute that is contrary to any protected characteristic defined by the Equality Act 2010. **Recruitment Channels**: the process will begin with consideration of where to look for an ideal candidate to fill any given vacancy. - Any organisation will generally require a highly focused (and potentially expensive) process to identify candidates with a strongly specific skill set, while more general, unskilled vacancies are likely to be filed by cheaper, local searches - At the highest level, recruitment channels are either - Internal - External **Internal recruitment** - provide a career pathway for developing talent - identify ambition - mitigate any risk of potential discrimination claims - list candidates who understand the organisation's culture and goals. **External recruitment** - External recruitment can be conducted directly by the business or contracted to a recruitment agency. - Direct recruitment is used by the majority of organisations, most of the time. - In normal circumstances an agency would be engaged when the vacancy is for a specialist or highly experienced recruit. - Using an agency bears cost. This is often calculated as a proportion of the recruit's salary, and three months is not uncommon. P2: (3) 13 October 2024 10:02 **External recruitment channels:** - company website - colleague incentive ('recommend-a-friend') - LinkedIn - job centre - local advertising - national advertising **Recruitment agencies:** Recruitment agencies tend to use similar methods to identify potential candidates but will, for example: - Advertise in specialist press - Have a database of job-seekers that it can quickly access and screen Agencies might be engaged to either provide the recruiting organisation with a shortlist of candidates, for the latter's interviewing and final selection, but sometimes will be asked to complete the process by identifying and negotiating a salary package, with the strongest candidate. **[Selection process: ]** - **Long-listing:** All applications are screened to ensure that the candidates fulfil the essential characteristics of person-specification, and a selection made for first interview on the basis of their cv content and covering letter. - **Short-listing:** The first interview will select candidates to go through to a second round of interviews. Typically, 3--5 applicants will go forward, and this round is often conducted by someone more senior in the organisation. - **Offer:** After the second round of interviews the best candidate will be offered a position. However, it is not uncommon for organisations to begin the process again when it feels that an optimal candidate for a senior position has not been found ![](media/image4.png) **A clearly defined recruitment process:** - A strong organisation will have a well-defined and documented recruitment policy that ensures that all applicants are treated fairly, transparently and consistently. - By pre-defining the recruitment process the organisation will maximise its opportunity to identify and recruit the best possible candidate for any position. - A strong and properly implemented policy removes any potential personal bias from the recruitment process and negates the risk of breaching the Equality Act 2010. - It is good practice to implement an 'equal opportunities' interview process. **Ensuring fair, transparent and consistent process:** - application form/CV structure - assessment methods - references. - Diversity of potential candidates should be recognised and reasonable adjustment allowed, where necessary, to ensure equal opportunity. - Selection criteria at each stage should be defined in advance and applied rigorously. Equal opportunities interview: - An equal opportunities interview does not have to ask exactly the same questions of all candidates, although may do, aligned to a scoring matrix, which seeks to ensure consistent evaluation of all applicants. - Ideally, at least two people conduct the interview to mitigate against personal bias. - Questions related to 'protected characteristics', as defined by the Equality Act 2010, should be avoided, e.g. asking a person's age. - It is not inappropriate to ask differing follow-up questions based on the candidate's initial answer. P2: (4) 13 October 2024 10:16 **Employment contract:** All new employees should be issued with a contract of employment. The clauses of the contract will define: - a summary of key duties - the hours of work and location - holiday entitlement - the remuneration package, including any overtime entitlement and frequency of payment - pension arrangement - details of any probationary period - required notice period by both parties. Variations to a standard employment contract: The employment contract content outlined on the previous slide would normally be applied to permanent positions, whether full- or part-time. Other forms of employment contract exist in the UK- - **Fixed-term contract:** This applies when there is a pre-set end date to the employment, perhaps resulting from a discrete project plan within the organisation, or, for example, where the role is for maternity cover. - **Zero hours contract:** Under these terms the employer offers the employee work only when it is available, but otherwise has to fulfil the tenets of employment law, including paying the minimum wage. Employees have a legal right to seek work/work elsewhere and may refuse the hours offered. **[Recruitment strategy:]** When a new job role is identified, it\'s important that the person who is recruited has the right skills, experience and qualifications for the job. A business may decide to advertise a job role within the company (internal recruitment) or it may seek to find someone from outside the organisation (external recruitment). It could use a combination of the two to get a wider range of applicants. P2: (5) 31 October 2024 20:15 **[Internal recruitment methods: ]** **Notice board** Job adverts may be placed on the notice board in an area where employees will see them. Employees can easily read about the role and decide if would like further information or apply. -------------------------- ----------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- **Newsletter** Some businesses produce newsletters to inform employees about information relating to the business and ensures all employees receive important information about the business. There may be a section for job adverts **Employer website** Most businesses have a recruitment page on their website, this can be seen by people inside and outside of the company, giving wide range of chance to apply **Intranet** Internal website that can only be accessed by employees of the company and often only when they are on the premises. **Direct communication** A business may decide they may want to target a specific number of employees for job opportunities, so they can be transferred from one function to another to develop skills and experience. **[External recruitment: ]** **Recruitment agencies** The will have the detail of how many people who want to work in specific job roles and sectors of business. When a suitable role becomes available, the agency will contact potential candidates directly and forward their details to the business that is recruiting. -------------------------- ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- **Careers fairs** Opportunity for similar organisations to gather to advertise their job vacancies and give career advice, in order to attract external applications. **Online** Many jobs are now advertised on the internet and can be accessed by anyone, no matter where they are based **Social media** Increasingly popular method of advertising job vacancies. Adverts appear in the user\'s feed so that the user can click the link to find out more information. **Job websites** Individuals can search job roles they are interested in and can find information directly, this can appear through recruitment agency **Job centres** Assist those who receive benefits from the government and have been out of work for a period of time for various reasons, they support individuals returning to work **Headhunting** In certain areas of work, people become known for their specialised skills. If an organisation needs to recruit a new employee, they may directly approach about a particular role and try to persuade them to apply **Newspapers** Organisations can advertise in job sections where jobs may be classified in different areas such as medial or education. **Trade journals** Journals are often produced for specific sectors of the business, like hospitality or medicine. They contain articles and news related specifically to the sector as well as recruitment opportunities P2: (6) 03 November 2024 20:02 A business will need to review the methods and recruitment channels it uses in line with its recruitment strategy to: - Attract and target specific audience that is wants to employ. - Get best value for money **[Recruitment process and recruitment documentation]** 1\. Identify the vacancy 2\. Develop the person specification: identify, skills, experience, qualifications and attributes the future employee will need to do the job successfully 3\. Develop a job description: detail the tasks that form the job role and the responsibilities of the employee 4\. Advertise the position: detail the job title, brief info about job role, location, salary range, closing date for applicants and email address of where to send application documents. 5\. Shortlisting Candidates: review application against the person specification and decide who should be interviewed. 6\. Testing (individual/group): before they are invited to interview, candidates may be asked to complete a variety of assessment tasks so that the business can gain further information and make sure those invited are best suited for the role. 7\. Conduct interviews: candidates asked a series of questions based on application documents to judge ability to perform the role. 8\. Obtain references: a reference is a statement from a person such as from a previous employer, who provides information about the applicant\'s skills, knowledge and suitability for the role. 9\. Offer the position: when interviewers have discussed the outcome of the interview, and references have been obtained, the successful candidate will be offered the job 10\. The contract is a legally binding document in which the employer and the employee both agree to T&C's. the contact will contain information about the role, the hours, location, holiday entitlement. [Other contracts include the following: ] **Short-term contracts** - are for a set amount of time, often between 3 and 12 months. These contacts are often used to cover and absence of a member of staff who may be on parental leave, so the business needs someone to complete the role at short notice for the duration of the absence. **Outsourced/agency contacts** - when a business uses an employment agency to source workers, perhaps for a specific project. The employment agency will specialise in a particular field of work and will be able to source workers with the specific skills required. An agent will set up the contact between the business and the worker. **Consultant** - provide a business with specialist knowledge and information to enable the business to improve its operations and efficiency. **Associate contracts** - similar to consultant contacts in the way that the services are needed for a specific amount of time, perhaps to complete a specific project. The individual will invoice the business for the time taken to complete the project. They will charge a daily rate for their work. **Self-employed** - they set up their own business and find their own clients. Ensuring success can be hard in the first few years until the business is established. They can create their own contracts and invoice their clients once a contract has been fulfilled. P2: (7) **[Clearly defined recruitment process to ensure all recruitment is fair, transparent and consistent]** **Application form:** the first stage, asking for information about the individual, qualifications, skills and experience relevant to the job they are interested in. this is presented in form of a CV and letter of application. **Assessment:** applicants who gotten through application process may be invited to complete assessment/presentation. To determine if the candidate has the required knowledge, skills, personality and work-style to complete the role. **Interview:** successful candidates will be invited to the interview. In preparation the business will have devised a wide range of questions to be asked. Their response will be noted and referred to when the interviewers are making their decisions. Using the same questions to be fair and consistent. **References:** decision is made based on the outcome of the interview, successful candidate will be informed. The candidate is usually asked to provide details of two individuals who can vouch for them and provide a reference. **[Types of employment contract]** A [contract of employment] contains agreed terms and conditions of employment, including if job is full or part-time, hours, location, pay, holiday, sickness pay and holiday/bank holiday entitlement. Once the employee and employer has signed the document, it is legally binding. ![](media/image6.png) P3: value and benefits of an equal diverse and inclusive workforce to an organisation 01 October 2024 09:01 Learning Objective ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- To understand what is meant by equality and diversity Learn the list of protected characteristics legally defined within the Equality Act 2010. Know the range of approaches that organisations use for the recruitment of employees from a diverse range of backgrounds, including policies and methods, and the different elements of policies that support equal, diverse and inclusive practices. Know the difference between values and benefits. Appreciate the value and benefits of having an equal, diverse and inclusive workforce within an organisation. **Equality and diversity:** equality and diversity is a defining value of modern British society, having the objective of ensuring that every single individual in the UK is given equal opportunities to all others, in every aspect of their lives, free of prejudice and discrimination. Equality is about ensuring everybody has an equal opportunity, and is not treated differently or discriminated against because of their characteristics.' 'Diversity is about taking account of the differences between people and groups of people, and placing a positive value on those differences.' - In the United Kingdom the key principals of equality and diversity are enshrined in law -- principally the Equality Act 2010 and its consequent regulations published in 2011. - The Equality Act 2010 lists 9 'protected characteristics'. - Protected characteristics defines a characteristic of individual human beings, against which prejudice and discrimination is expressly outlawed. - The Equality Act 2010 applies equally in the workplace, and the employer/employee relationship, as it does in broader society. **Protected Characteristics-** 1. age 2. disability 3. gender reassignment 4. marriage and civil partnership 5. pregnancy and maternity 6. race 7. religion or belief 8. sex 9. sexual orientation. **[Equality Act 2010]** - A key consideration for employers is that employees (or potential employees) have access to an employment tribunal without any qualifying length of service, if they wish to bring a challenge under the Equality Act 2010. - For most other aspects of employment law the 'acquired right' to take an employer to tribunal is not available until 2 years of service has elapsed. **[Application of equality and diversity policies]** - **Leadership and commitment:** Senior management must lead by example and clearly communicate the companies values to all colleagues. - **Employee engagement:** It is important to allow colleagues from diverse backgrounds to talk about their experiences within the organisation, and this process may lead to policies being reviewed from time to time. - **Training**: Training modules might be designed and delivered to prevent unconscious bias. - **Equal pay policy**: Much is rightly made of pay differentials between men and women, but unequal pay has also been found to have a racial dimension in British industry. **Values:** are what a customer of business will be able to experience when purchasing a product or service whereas benefits are from a business point of view. A business will understand and see the advantages to the potential changes that they have made to the processes in terms of the outputs. P3: (2) 13 October 2024 12:13 **[Difference between Values and Benefits]** Values define the ethos of the organisation and describe the way they wish to conduct their business, both through internal and external relationships with colleagues, customers and other stakeholders. [An organisation's values will likely explicitly state a commitment to:] 1. equality and diversity in the workforce 2. environmental care 3. legal compliance in the markets it operates in 4. a commitment to quality 5. delivering customer value. The benefits are the positive outcomes that accrue to the organisation by the execution of its values. Including: - Higher sales and profits - Enhanced brand equity - Stronger credit rating - Greater colleague loyalty and staff retention - Industry awards - Talent is not excluded by prejudice, so the best possible people fill all organisational roles. - The prevention of bias, conscious or unconscious, allows individuals to work cohesively in teams and groups. - Employee morale is increased, leading to more efficient working and better outputs. - Time lost to stress and minor illness will be reduced. - Staff turnover might reduce, mitigating the cost of recruitment. **[Benefits:]** A diverse workforce, combining different cultures, backgrounds and personal experiences, can be harnessed to the good of the organisation by: - approaching commercial opportunities with different points of view - recognising and innovating for niche opportunities - generally enhancing creativity - reducing or mitigating against 'group think'. In a team everyone has different skills and knowledge as well as views and opinions. Recruiting the best to for or joint a team will ensure equality, inclusion and diversity. The business must consider the needs and is essential to consider the protected 9 characteristics. It\'s important that policies and recruitment methods comply with the 2010 Act to ensure an equal, diverse and inclusive business. The Act states \"employees or potential employees can use an employment tribunal without any required length of service if they think discrimination has taken place, and employees should be able to make a complaint without having a negative impact on their decision. P4: Employee Wellbeing and Resilience 10 October 2024 14:12 Learning objective ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------- To be able to define the meaning of resilience in the workforce. To understand the importance of wellbeing and mental health to employees within a workforce and to appreciate the different factors and changing circumstances that can impact on employee wellbeing. To know the reasons for an organisation to introduce and foster wellbeing initiatives in the workplace. To learn the types of wellbeing initiatives and employee assistance schemes that organisations may offer. To be able to evaluate the advantages and disadvantages of different wellbeing initiatives and employee assistance schemes for both employees and employers. Understand how wellbeing initiatives and employee assistance schemes increase employee motivation and retention and have an impact on the organisation. Know the importance of monitoring wellbeing and the impacts of wellbeing initiatives in organisations, and the approaches used to do this **Workforce resilience:** the ability to cope with, and recover from, challenges and setbacks in the workplace - Challenges and setbacks might apply to the organisation as a whole, an individual department or a team, or individual colleagues. - The ability to cope with adversity is essential to the commercial health of the organisation. - Developing workforce resilience involves enabling colleagues to face challenges with commitment and optimism ![](media/image8.png) [Helping colleagues develop resilience and face challenges:] - 1:1 meetings - Support - Socialising and networking **Developing workforce resilience:** - Inner drive - Future focus - Relationships - Emotional wellbeing - Physical health Resilient workers are \"fast, friendly, flexible and focused\" **[How is resilience undermined:]** - Changing conditions driving lowering of colleague resilience might arise form factors within the business, or changes to personal circumstances outside work - Offer structured support that enable colleagues to maintain required levels of output benefits the organisation, as well as employee - Internal sources of stress might be immediately obeying organisation control. **[Internal threats to colleague resilience:]** [Indirect:] - Ambitious growth plans demanding greater levels of output and changing job content - Change in market dynamics leading to declining output with the attendant threat of redundancy - Change in organisational structures meaning different reporting lines [Direct:] - Bullying or coercive behaviour by colleagues/management - Infringement of employment law, particularly health and safety regulations - Poor performance feedback P4: (2) 15 October 2024 09:31 **External threats to colleague resilience:** - Long-term illness - Relationship breakdown - Bereavement - Financial stress - Broader issues - Pandemic - War Types of wellbeing initiatives: - Employers may encourage and foster workplace resilience by introducing wellbeing schemes for employees. These initiatives are normally offered in addition to salary and other contractual benefits - A strong scheme will meet certain criteria: - Directly respond to employee needs, researched by management - Will be widely accessible to colleagues - Will be affordable and have measurable benefits - Not that in the UK some wellbeing initiatives are being defined by HMRC as being a.... [Examples:] **Internal-** - Water fountains - Canteen/eating and resting facilities - Creche/childcare provision - Sports club **External-** - Health insurance - Gym membership - Retail discount scheme **[Positive impacts of employee wellbeing scheme:]** - Greater staff morale, increased productivity and higher output - Reduced staff turnover - Less time lost to illness - Attracts stronger candidates for vacancies - Enhanced reputation among external stakeholders - Improved brand equity [Employee must beware of disadvantages:] - Schemes might be costly and add to the organisations overhead burden - Any tax liabilities conferred on employees have to be carefully manages - note that any scheme that has a cash value considered by HMRC as a benefit-in-kind and that the cash value is subject to tax collected by PAYE - Schemes are non-contractual, withdrawing them could have a demotivating even - Schemes need periodic review, and potential development, to ensure that they remain relevant as the workforce, and broader society, evolves - For some employees that risk becoming a distraction from work Mental health at work: - While employer wellbeing initiatives are designed to generally improve motivation, morale and performance across the workplace, increasing attention in UK industry is being placed on employee mental health. P4: (3) 15 October 2024 09:50 Mental Health at Work 2017 is a report into mental health in the workplace: Developed a list of 6 items that employers are encouraged to introduce into the work environment. [They are:] - Have a mental health plan - Develop awareness - Encourage open discussion - Provide good working decisions - Implement empathetic management - Routinely monitor colleague mental health - The CIPD has developed this into something more structured for application in the modern British workplace Standard 2 - ensure good physical workplace conditions Encourage feedback from colleagues that identified organisational threats to mental health, including: - The work process - Working conditions - Assess the impact of an always-on culture - Make active consideration of work-life balance - Encourage openness in discussion of mental health Standard 3 - promote an open culture - Increase awareness of mental health issues and challenge the historical stigma around them - Encourage colleagues to champion mental health initiatives model good practice through the organisation - Highlight the availability of support Standards 4 - increase organisational confidence and capability - Offer courses that teach colleagues to manage mental health - Effective communications between colleagues and their peers - Train manager to identify potential mental health issues among their reports - Train managers to deal with mental health issues of reports by engaging is sensitive inter-personal conversations Standard 5 - provide mental health tools and support - Signposts and share resources - Implement internal support programmes - Identify and deal with root cause of mental health issue Standard 6 - increase transparency and accountability through reporting - Design measures of mental health in the organisation, track and report them - Measure the effectiveness of the measures taken to alleviate mental health issues in the workplace P4: (4) 03 November 2024 20:07 [Employees can improve their resilience by:] - Understanding the triggers of stress and working out how these can be managed - Improving fitness and eating healthily, which can improve an employee\'s ability to cope when faced with different work situations - Explore range of different thinking and coping strategies such as mindfulness - Have a strong support network in place. [It is also important to consider the strategies that individuals could implement at work, which could include:] - Knowing that it\'s OK to say NO - Taking regular breaks they are entitled to - Not taking work home - Setting realistic deadlines and delivering these on time - Limiting extra hours they work - Taking all their holiday entitlement being aware of their employee rights and responsibilities [Organisations ensure the workplace culture is positive by:] - Encouraging management commitment to resilience and mental health training for all in the workplace - Encourage individuals to take part in local wellbeing initiatives and employee assistance schemes - Ensuring positive working environment and making simple changes - Creating range of different areas for employees to relax - Offering flexible working environments to employees - Arrange fitness and exercise programmes for all to participate in if interested - Providing private healthcare and or/reduced gym memberships and discount programmes - Introduce a support system for peers within the workplace, which could involve one-to-one discussions and reviews. **[Wellbeing initiatives and employee assistance schemes ]** A wellbeing initiative is a plan of action that is designed and implemented to improve a situation or issue that a business may be facing. The mental health at Work Commitment enables workplace support offering resources, tools, advice and recommendations to those that commit to making mental health a priority. The organisation recognises that by employers taking specific actions, businesses can provide better mental health outcomes for those in work. An employee assistance scheme is free and confidential service for employees that employers are encouraged to fund and which includes a mental health first aider. Employees can access counselling and advice services. Mental health first aiders are fully trained and the schemes use up-to-date and known techniques in order to support staff +-----------------------------------+-----------------------------------+ | **Advantages** | **Disadvantages** | +===================================+===================================+ | - Improve employees performance | - Schemes and initiatives are | | | costly | | - Reduce absence rates | | | | - Staff need to be trained to | | - Make the business more | lead which is time consuming | | efficient | | | | - Confidentiality issues | | - Reduce staff turnover | | | | | | - Improve the reputation of the | | | business | | | | | | - Could attract more applicants | | | for jobs | | +-----------------------------------+-----------------------------------+ Employees - benefits of participating in the schemes and new initiatives: - Variety within work - Increased motivation at work - Unlimited access - Ability to compare before and after, increasing motivation - Improved/supported mental health P5: Ways People are managed 17 October 2024 13:32 **[Leadership Styles:]** - Transactional - Transformational - Charismatic - Autocratic - Democratic - Paternalistic - Laissez-faire **[Autocratic:]** setting specific objectives and allocating tasks to individuals and expecting employees to do as they are told. They are not involved in any decisions. This can be restricting and demotivating for employees if not given the opportunities to share their own ideas. - One person makes all the decisions - No consideration towards the views of employees - Effective when a quick decision need to be made - More effective over a short period of time - Typically decreases employee morale **[Democratic:]** inviting others to participate in decision-making process. This allowed individuals to help with direction of the business and provides recognition and job satisfaction. - Increased employee influence and input within the decisions making process - Manager still makes decisions - Employees feel more values - Increased production and performance levels **[Laissez-faire:]** manager has limited input in work that employees perform. Enabling employees to complete tasks their own way and learn from mistakes. This also encourages creativity. - Employees have more freedom and autonomy - Requires high levels of trust between management and the workforce - More effective with a highly skilled and experienced workforce **[Paternalistic:]** - Manager acts head of family - Manager treats employee as family members - Expects high levels of loyalty and trust form workforce - Managers listen to employees but has the final say **[Transformational:]** - Employee needs comes before managers - Manager does not work with the status quo - Stive for positive change in the culture - Employees feel valued as they feel they are part of something special **[Transactional: ]** - Tends to work with the status quo - Wouldn\'t strive for change in business culture - Use rewards and punishments to motivate - Results focused approach **[Charismatic:]** - Charm and persuasion - Ability to motivate and persuade individuals to pursue the organisation vision and aim - Very confident with excellent communication skills - Managers commitment inspires employees to go above and beyond **[Coaching:]** leader encourages collaboration, empowerment and fulfilment. Collaboration is the most important of these characteristics as it encourages others to achieve their potential. This leadership requires certain skills. **[Affiliative:]** leadership style focuses working in a positive and harmonious working environment, encouraging teamwork. It involves resolving any conflicts quickly before they can escalate into something serious. This encourages employees and managers to build a sense of community and trust. P5: (2) 05 November 2024 20:01 **Management style - directive** - A directive management style if a form of autocratic management, but it is deployed where workers have low skills and low levels of motivation - Its characterised by a \'do as I say\' approach - Also sometimes called micro/management: the workers do not have the skills necessary to complete their allotted tasks and the manager must intervene constantly to ensure the required levels of output and quality - Directive management must be deployed very carefully because it can easily breed resentment **Management style - authoritative** - An authoritative or autocratic, management style is where an individual makes all the decisions, usually without input from colleagues, particularly when difficult decisions need to be made - Tasks are delegated to subordinates who are expected to do what they\'re told to do, without question - Authoritarian leaders are results orientated, rather than people orientated - Authoritarian personality can be appropriately applied when organisations face real threats and must respond quickly and aggressively **Management styles - participative** - A participative management style, alternatively, seeks to engage a broader range of colleagues into organisational decision making, by harnessing their skills and experience - Organisation might still have hierarchical structure but workers at different levels are allowed to contribute to setting goals and strategies - The principal benefit of a participative style of management is that it trends to improve job satisfaction and employee engagement, leading to lower staff turnover **Management styles - pacesetting** - A pacesetting manager leads by examples. They set high targets and standards, and work very hard to achieve them. - Workers/team members are then expected to adopt their leaders behaviours - also working hard to achieve organisational targets and goals - Pacesetting manager can be seen as authentic. Workers and colleagues see a genuine drive and energy in an authentic leader **Management styles - delegative** - Manger delegates tasks to subordinates in the organisation, allowing them the authority to decide how to complete them - Doesn\'t mean manager absolves responsibility. They remain responsible for the outcomes but trust their workers to understand the goals and remain willing and able to provide oversight..... - Trust is critical in this leadership. The manager trusts his workers to consistently perform at a high level and communicate openly and honestly when things go wrong, or when they need support. **Objectives of management** - A good manager is not characterised by one of the styles above, but will adopt a style suitable to the conditions of the organisation; its people, goals, values and environment - Recall the purpose of management is to achieve organisational objectives, both in short and longer terms and as organisational conditions change, externally and/or internally, then changing the management style will be appropriate. **Challenging poor behaviour** - Managing people and deploy and directs them in order to achieve organisational goals. From time to time a manager will have to challenge poor behaviour among his subordinates - Behaviour might be directly worked related e.g. work rate, or might be something different, ranging from inappropriate behaviour towards colleagues to personal health and safety responsibility P5: (3) 05 November 2024 20:03 **Management structure:** - Different organisations have different management structures that are related to their size, age, operating environment and the will of the owners/board of directors - Three most common types of structures: hierarchical, flat and matrix **Hierarchical** - Pyramidal organisational structure with multiple levels where everyone, except the chief has a boss. Below the chief executive workers are divided into functional teams, each of which has a manger - Larger organisations are likely to have this structure. **Flat** - In a flat structure, conversely, authority and responsibility are shared among a relatively larger number of the organisation\'s workers. - Organisations characterised by a flat structure tend to be younger and newer. - They are particularly prevalent in entrepreneurial start-ups, where value is placed on creativity, which in turn encourages ideas, analysis and criticism from the broadest possible pool of talent. - In larger, flat organisations, workers have a high degree of autonomy, but also easier access to the highest level of management. - The disadvantage of a flat structure in a large organisation is a loss of management control. **[Management Style:]** - Directive - Authoritative - Participative - Pacesetting - Delegative **Directive:** all the decisions and directions are made and vocalised by the leader, who is the person in charge and has all the power. This mean the leader won\'t take guidance or advice from anyone and is commonly found in the military of uniformed organisational settings. **Authoritative:** an individual is in charge and makes it known to others that they are in control. This style of manager tends to make decisions without consulting other employees and tends to be results driven rather than focused on the people. They have various goals and monitors progress being made by team members and also coaches so goals are met. **Participative:** the manager encourages ideas from the team and they work together to make important decisions. This stye uses group work to establish ideas. Make a decision based on the idea and then implement the decision. This is quite popular with staff, as they feel their ideas are listened to and can have a direct influence on areas of the business. **Pacesetting:** when the manager sets high standards for the employees/team and expects that they will meet them and hopefully exceed the standards. The manager sets an example and expects employees to follow. Employees are rewarded with their efforts. **Delegative:** manager takes overall responsibility for all the actions and decisions that the business make but then delegates tasks to team members, allowing them to make decisions. The manager is ultimately accountable. This gives more freedom for decisions to be made with different resources and tools employees can use. P5: (4) 05 November 2024 20:23 **[Importance of managing people to ensure outputs/outcomes for the organisation and challenging poor behaviour.]** It\'s important for a business to manage its employees to ensure they are working hard and achieving what is required for the business. A good manager will focus on outcomes and outputs. Outputs are determined by the data and metrics applied, whereas outcomes focus on intangible results and the human elements of business. **[Different organisation ways of working]** The way an organisation is managed will have a direct influence. Defined roles and responsibilities enables individuals to take ownership and to understand how it fits the company structure by the way its organised. **The difference between management and leadership -** - Management is concerned with executing the day-to-day activities of the organisation, e.g. ensuring output targets are met. - Managers are functional and focused, and execute organisational strategies. - Leadership concerns the motivation of people so that they understand the goals of the organisation and are prepared to strive towards them. - Leaders are inspirational and free-thinking. They design the strategies and ensure that the strategies are aligned to the organisation's goals. **[How different approaches can be used in certain business situations ]** Employing a consultant requires a different management style. A consultant can provide specialist knowledge for a specific project or area of business, but they are not employed directly by the business and their contract will specify the amount of time they can contribute. Often a democratic leadership approach is used to manage a consultant as they need to be part of making the decision-process. An employee may want to report to more than one individual, and these people may have different management styles. A direct report - an employee who reports to a specific person - their boss. An indirect report is managed by their boss but reports to someone else for the purpose of a specific task or project. P6: Skills development Staff development throughout the employee lifecycle: - Structured programmes have been built for employee development in large and small organisations - These programmes teach employees to better perform the tasks in hand, understand the context of their job roles and sometimes also target personal development in order to help staff become more flexible and resilient - The programme is specific to the organisations needs Methods of structured employee development: - in-class training - on-the-job training - task/job rotation - departmental rotation - coaching/mentoring - workshops - conferences. [Benefits of employee development:] **Employer** **Employee** --------------------------------- --------------------- Higher levels of output/quality Self-esteem/morale Employee loyalty/retention Job security Succession planning Promotion potential The **induction**: process for a new employee is the first step in the employee-lifecycle training programme. It welcomes the employee into the organisation, ensuring that they feel comfortable from day one. Alongside an introduction to their own specific job role, the inductee will learn about the scope and scale of the organisation and its structure. They will thus understand their job context. **[Elements of induction process:]** **Organisation health and safety policy:** Fire exits and assembly points, mandatory PPE requirements and access to first aiders. **Business structure:** The new employee might spend some time in a number of departments to understand their contribution to organisational goals. **Job role:** Specific training in their role, and the reporting structure including an introduction to their manager. **Personal development** is about ongoing self-improvement and is broader that just workplace considerations. It can include emotional wellbeing, resilience, health and fitness and self-esteem. **Professional development** is about learning the things that will allow you to do your job well and develop your career. **Employee responsibility for development:** - identify difficulties in their job role, or identify other training needs, they are responsible for informing management. - willing to accommodate the training courses offered by employers, and exploit the opportunities completion opens up. - a duty to their own personal wellbeing by, for example, avoiding excess in alcohol consumption, etc. - They should avail themselves of internal organisational support, e.g., mentors and job-coaches. **Employee engagement** (EE) is essentially about motivation. EE is defined as an employee having an emotional commitment to their workplace -- work becomes more than a transaction; the employee is motivated to work, not just by salary, but also from a sense of belonging to the organisation. EE is based on the fact that job satisfaction enhances personal wellbeing, leading to higher levels of output. **How is engagement fostered?** - Employees will be properly supported by their managers, who will issue clear instructions and offer timely, constructive feedback. - Employees will be empowered and enjoy some autonomy in their job role, which might be underpinned by comprehensive training. - Employees will be set goals that are achievable and the daily workload will not be unduly stressful. - A process to foster engagement will recognise that individual employees will have different emotional needs and will be motivated in different ways. [Characteristics of employee engagement] **vigour** -- high levels of energy and enthusiasm **dedication** -- enthusiasm, inspiration and pride in their role and their employer **absorption --** a focused attention to detail and a commitment to quality **Employee engagement has three strands:** **Job role** **Workplace relationships** **reward** --------------------------------- ----------------------------- --------------------------- Challenge Respect ideas and opinions Praise and appreciation Clearly defined foals Inter-personal trust Development opportunities Opportunities to make decisions **Organisational goals and targets:** - Soft management tools ( employee development, motivation and other psychological concepts) and hard management tools - These are essential measures at individual, section or departmental level of the organisation and are aligned with overall goals - Measurement tools include KPIs, SMART targets and CPD modules **Personal development - KPI** - Used at different levels in the business - Things business must do to achieve its goals and are measurable - They have broad scope and applicability, ranging from manufacturing output to time taken per call to a call centre - Links to financial performance measures **Performance development - SMART targets** - SMART targets are often set for individual employees and are an essential part of their development. They are also commonly used in the performance management of under-performing staff. - SMART targets can be steps towards achieving long-term goals, so targets might increase gradually over time as the employee develops. - Specific - Measurable - Achievable - Realistic - Time-bound **Performance reviews:** - The performance review process is a regular analysis of employee performance, and will focus on the achievement of work objectives, both current and future. - more frequent interactions between manager and employee and is more forward-looking, focusing more on employee and business development, rather than past performance. - The principal objective of performance reviews should be to improve organisational outcomes. - **Continuous professional development** is a strategy of continuous learning formally adopted by some professions, e.g., teachers, architects, etc. - It ensures that members of the profession stay updated of changes in practice, policy and regulations that affect their job role. - Many employers require that employees undertake a minimum number of CPD hours each year to ensure compliance to sector changes. - CPD courses are generally commissioned from external sources. **Workplace coaching and mentoring** - internal approaches to people development. - It is the process by which all the subjects we have discussed in this module are delivered to employees, and are therefore a critical part of the organisational process. - Work-based coaching is most commonly task specific. - The coach teaches the employee how to perform their job role to the required pace and standard. - The coach might be dedicated to this role, or be the employee's manager or peer. - The mentor is concerned with the development of the employee as an individual -- it is person specific. - The mentor's role is the development of motivation and confidence, leading to emotional wellbeing and employee engagement. **Workplace mentoring** - Mentoring recognises the motivational drivers of individual employees and harnesses these to the benefit of both employer and employee. - Mentoring has an important role in developing employee engagement, and its attendant benefits. [Personal Development - Summary:] - In work training, coaching and mentoring allow employees to fulfil their job roles efficiently and sufficiently. - By doing 'a proper job', that is recognised by management, employees develop self-esteem, leading to emotional engagement with their organisation. - A career-long training programme allows the employee to adapt to the changing business/external environment of the organisation and provides it with a ready source of human capital. - Trained and engaged employees remain in the organisation and valuable to the organisation. This security benefits both parties. **Continuing professional development:** the learning activities that professionals complete to develop and enhance their abilities and skills. **Employee lifecycle:** The employer needs to ensure employees keep up to date with their training, as well as give staff opportunity to gain further qualifications that can improve the knowledge and efficiency of the business: - Coaching - Mentoring - Online learning - Conferences - Job shadowing - Workshops - Class learning ***[Types of training:]*** **Internal training:** completed at the business location, trainers are either within the business or hired to come into business premises. **On-the-job training:** completed at place of work while the employee carries out their job. Business often uses this to develop the skills of employees who can learn from more senior/skilled members of the team **External training:** employees go of the business premises and receive training delivered by external trainers. **Learning development plan:** a formal document that details the CPD activities that have been completed so that the employee and employer can refer to a record of the training. Each employee will have a performance review (appraisal). The process of reviewing an employee\'s performance over a period of time. It\'s a formal process where the outcomes are recorded and kept on the employees record. An employee may be asked to identify how they are achieved their targets and if targets, have not been met, the reasons for this. Training needs are identified and documented in a Learning development plan. At the end of the meeting, smart targets are set for the year ahead. KPI\'s are discussed, including how organisations can support through training. **Mentoring:** when two people are paired to help professional development. It involves pairing an experienced member of the team with a newer member of staff to help them learn and develop new skills and knowledge **Coaching:** is driven by performance, enabling individuals who is being coached to improve. **[Benefits:]** +-----------------------------------+-----------------------------------+ | **Mentoring** | **Coaching** | +===================================+===================================+ | - Long-term process where good | - Coaching allows employees to | | working relationships can be | be able to solve | | formed | issues/problems in different | | | ways | | - Process promotes individual | | | growth and enables career | - It improves productivity for | | aspirations to be fulfilled | the business as the | | | individual being coached can | | - Staff who are paired with a | implement the new knowledge | | mentor, working at a required | in their work | | place sooner | | | | - It increases the individuals | | - Becoming a mentor is a form | confidence to complete their | | of training for individuals | job role. | | as they will have to look | | | closely at the tasks that | - With becoming a mentor, being | | they complete to be able to | a coach is a specific role | | explain these to the mentee. | within a business which can | | Being a mentor can be added | be added to the individuals | | to the individuals CPD | CPD record. | | record. | | +-----------------------------------+-----------------------------------+ [Role of employee engagement and the importance of employees having a voice:] Employee engagement (EE) an important aspect of development within a business. Occurs when a employees decides, with assistance, the training needs that they require to fulfil their role. Giving employees a voice within the organisation and specifically on their development and training needs. EE can build positive relationships with a range of different stakeholders, so there are many positives to this process. **Motivation:** motivational theories have helped businesses to improve the motivation of their employees over the year. **Abraham Maslow (1908-1970)** - Maslow researched the needs of humans by looking at how they behave and why - Argued that most actions are governed by needs, and that we as humans are motivated to satisfy a hierarchy of needs - He discovered that if one need it met, leads to another need, and so on. If the needs are met, production levels increase. - In a business context, if there is the threat of redundancy, an individual\'s focus will return to basic needs. ![](media/image10.png) **Frederick Herzberg (1923-2000)** - Herberg interviewed some employees about parts of their job that gave them strong feelings of satisfaction or dissatisfaction - His research found that [motivation and basic needs had to be met to get the most out] of the whole workforce - He named basic needs **\'hygiene factors\'** - **Hygiene factors** can keep workers in their present job but not motivate them to work harder - Hygiene factors are not met it could mean that workers become dissatisfied and productivity falls. Motivation factors can [lead to job satisfaction], but according to the theory, workers will not be motivation by hygiene factors e.g., pay rise. **Elton Mayo (1880-1949)** - Mayo was hired by firms during the 1920s to try to increase the efficiency of their workers. - He interviewed many people about the physical conditions in the workplace and the effect of tiredness and boredom, specifically on production levels. - He discovered no matter what changes were made to working conditions, productivity increased, even when conditions were made worse - He concluded that the [productivity is influenced by far more purely scientific factors such as tool, methods and incentives.] - Employees are motivated by change if management make them [feel valued and connected to the group.] - Mayo\'s approach to motivation is referred to as ***\'behavioural management\'.*** Maslow **hierarchy of human needs** are [physical needs], social needs and psychological needs. Maslow believed that each needs has to be fulfilled totally before the next becomes important. In the workplace it may be useful for managers to find out, which level they are to decide on suitable rewards. Success isn\'t always guaranteed as some levels don't appear for certain individuals, while some rewards fit into more than one category. P7: Team working 14 November 2024 21:12 **[Collaborative working]** - Groups of colleagues from across the organisation come together to perform a function that might not be a core organisational activity. - This formal collaboration might be to execute a project or a programme, and might be time-bound in nature, or permanent. - Colleagues working in such positions might adopt a different form of working from their 'day job'. **A project** defines a finite deliverable, to be completed over a pre-determined timescale and to a pre-agreed budget, as opposed to being a continuous operational process. - The purpose of a project in many organisations is to deliver a change to process or output, or to deal with a problem and do so in a planned way that mitigates the risk of failure. [Examples of project in an established manufacturing organisation might be:] - buy, install and commission a new piece of equipment - create a website to market the company's offer. +-----------------------------------+-----------------------------------+ | Good teamworking | Bad teamworking | +===================================+===================================+ | - Including everyone | - Not helping | | | | | - Communication | - Unfair | | | | | - Sharing ideas | - Not listening | | | | | - Equal contribution | - Conflict | | | | | - Positive energy | - Toxic | | | | | - Humble | - Complaining | | | | | - Trust | - Egos | +-----------------------------------+-----------------------------------+ **[Projects and programmes]** A project defines a single deliverable, but sometimes organisations will launch number of projects all aligned to a single strategic goal. A package of projects is known as a programme. It\'s likely that individuals projects managers will report indirectly to a programme manager. **Team composition:** - Team assembles according to the brief issues by project sponsor. The brief will define the deliverable, set a timescale and a budget. - There will be a nominated project manager who will assemble a team comprising all the necessary knowledge, skills and experiences - Team members will be drawn from various departments or functions across the business, also external consultants. **Team dynamics:** Strong team dynamics mean project more likely to be delivered on time and within budget. Project manager will try foster positive dynamics within the team by influencing the behaviour of individuals members. They are driven by behaviours and attitude, rather than skills and ability. Working in teams enables individuals to come together for a shared purpose. Providing they work well together, team will be able to complete the required tasks, leading to a successful outcome. Different types of teams could involve virtual teams working remotely, problem-solving teams that specialise in fixing issues, self-manage teams that manage themselves and come together when required. Most of these team will collaborate with others. A team will be set up for a specific purpose, which could be implemented a new product/service that the business is creating or to focus on the expansion plans for the business. A new team will include a range of people who have different skills, different working styles and different working arrangements who are all achieve to the end goal. **Benefits of working in a team**: - [Boost morale:] working with other people has the potential to make people feel less on their own and part of an important team with a shared goal. - [Development:] teamworking leads to opportunities for an individual\'s personal development. - [Accountability:] taking responsibility for certain elements of the project and talking through potential issues that occur is how accountability can be managed. - [Support:] members of a successful team will want to support each other, have a good understanding of individuals strengths and weaknesses, and strive to assist when required. Could be implemented in a formal and informal manner. **Conflict within a team:** - [Leadership of the team] - some teams the most senior person is assumed to be best leader, but this isn\'t always the case - [Team dynamics] - personality clashes within a team can affect the completion and effectiveness of the overall project. **[Belbin\'s Model of Team Roles]** In 1970\'s, Dr Meredith Belbin completed detailed research on teams. He discovers that there are 9 different types of behaviour or team role which, as individuals, we adopt when at work. \' a tendency to behave, contribute and interrelate with others is a particular way. The Belbin Model, explains each of the nine roles can be found in the business. It a team-building theory that identifies the different elements of an effective team in a workplace situation. **Action-orientated** - [Shaper:] this person thrives on pressures and challenges, and likes to overcome obstacles, but they might also offend others in their drive and are, themselves, thin-skinned. - [Completer finisher:] this person keep to the schedule and completes all the required details, ensuring the output is produced to the highest standard - [Implementer:] this person is reliable and efficient seeing ideas through from start to finish. They turn ideas into actions and organise the workload. They might sometimes be guilty of inflexibility and thus miss new opportunities. **People-orientated** - [Team worker:] this person co-operates, listen well and likes to avoid conflict.. They might be guilty of being indecisive at key moments and tend to avoid confrontation with other team members. - [Co-ordinator:] this is often a good leader as they can identify goals, delegate tasks and encourage decision making. They clarify the project goals but are sometimes manipulative and hive-off their workload on other team members. - [Resource investigator:] the individual likes to seek opportunities, is enthusiastic and is good at communicating. **Thinking roles:** - [Monitor evaluation:] This person looks as the whole project, looks at options and then judges roles accurately. thoughtful and strategic. They evaluate all the options in front of the team and make the correct call. Their potential weakness is to lack the drive and ability to inspire the rest of the team. - [Plant:] this person is creative, imaginative and able to solve problems that may occur. However, they do tend to ignore secondary issues and might fail to communicate effectively to the team. - [Specialist:] this individual is self-motivated and has the required skills for the project, but can be quite single-minded. Specialists are sometimes accused of being too narrow in their focus and of dwelling on technicalities. The Belbin Model explains each of the nine roles and having the balance of roles within a team will benefit the outcomes in terms of success and also planning the future. He concludes that is possible to build high-performing teams by combining personality traits when recruiting team members and defining their roles. Different types of communication media and methods: Communication is important to keep team members informed of vital information which could affect the various stages of a project. They will need to know the overall plan, specific requirements/details and progress of the project. Business communication methods: - Action plans - Project plans - Meeting documentation: agendas and minutes - Progress reports Conflicts within the team: - Some conflict is inevitable in team-working environments and indeed can lead to the identification and exploitation of new opportunities -- the concept of creative conflict. - conflict does need resolution, to enable the team to move forward towards its goals. An unresolved conflict threatens team morale and productivity. Workplace conflict types: **Task-based conflict** describes a situation where team members complete a task in consecutive stages. So, when one team member doesn't complete their part in time, or in full, the whole team is compromised. This conflict is mitigated by ensuring everyone understands the team context of their role. **Leadership conflicts** arise when the management style of the project manager runs contrary to the emotional needs of some or all team members. A strong manager will be sensitive to the different personality traits within the team and adjust their style of management and communication according to these differences. **Work-style conflict:** as there are different management styles. so there are differing work styles as well. Some team members will work at a slower pace, and with greater deliberation, from others, while some will move quickly from task to task. In this situation some team members will feel pressured, while others are frustrated for waiting. Sensitivity and understanding is required in this situation. **Personality clashes** are perhaps the most common source of team conflict. It might be difficult to work with someone who's personality is very different from your own. In these situation every team member must learn tolerance and keep focused on team goals. **Conflict resolution** - Because unresolved conflict can be so damaging in any organisation, a number of models of conflict resolution have been developed over the last 50 years. - The most famous of these in the Thomas--Kilmann model developed in the 1970s (Kenneth Thomas and Ralph Kilmann). - This model defines five styles of two-way conflict resolution, dependent on the strength-of-feeling of the protagonists Thomas-Kilman conflict resolution types: - **Competing:** Here the counterparties champion their own position with rigour and without concession. This conflict is resolved by power -- the party with the greatest authority wins. - **Accommodating**: Is to concede the point. It's the opposite of competing. It places priority on the counterparty's position or point of view and resolution will demand self-sacrifice. - **Avoiding**: Involves stepping away from the conflict altogether. The conflict is ignored and perhaps deferred to another day. - **Collaboration:** The opposite of avoiding. Both parties openly and honestly advance their argument, seek to understand the counterparty's position in detail and looks for the benefits in their position. The outcome is the definition of an agreed and optimal solution. - **Compromising**: about negotiating a mutually acceptable position where both parties perhaps concede a part and retain a part. This method of resolution is often completed more quickly that collaboration, but the outcome might not be optimal. **[Team Management ]** - Team management poses different challenges to operational management because team members tend to report indirectly to the team leader. - The process will be eased by having a clear and agreed project plan that illustrates how the overall goal is achieved through the completion of discrete but related tasks. - Progress against the plan will be continually reviewed at team meetings and barriers overcome by methods previously discussed. Sometimes the plan will be amended. **[Shared goals and buy-in ]** - A foundational principle of a high-performing team is a shared ownership of project goals. - The project manager/team leader will assum

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