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... tor to consider when filling a vacancy is the method of application the business should use. A business may prefer applications in writing or answers to questions, which they have produced. There are three different methods a business could use: & # 61607; Application Form - an application form is a document, which is, contains questions designed by the company, which the applicant must complete. The results are then analysed by the company to decide upon which applicants are suitable in order to shortlist applicants. Application forms are easy to compare and quicker to analyse than other methods. & # 61607; Letter of Application - a letter of application is a document, which applicants write in application for the vacant job position stating why they feel they are suitable.
A letter of application can show the company how well the applicant can present information. They are however difficult to compare and harder to analyse than application forms. & # 61607; CV - a CV is a document, which contains the applicants' details such as their qualifications, experience, etc. A CV is often used in creative jobs to allow the applicant display their level of English and communication and organisation skills. A CV contains information such as; name, address, telephone number, DOB, education, training, qualifications, hobbies, interests, references, previous employment etc.
The information obtained from the above methods of retrieving information on applicants is used to shortlist the applicants for interviewing. This means that only applicants suitable for the position will receive an interview saving both time and money for a company. This is important, as these are both constrained resources for companies. AMA use CV's when recruiting using a recruitment agency and an application form when using direct advertising. A selection panel made up of a human resource manager, departmental manager and sometimes a senior manager sifts through the information to select appropriate candidates for interviewing. Sometimes after the short listing process has been completed there are too many applicants to interview.
If AMA is in this situation they ask the short listed candidates to complete a number of questions. The responses to these questions are then analysed and further short listing takes place. A copy of AMA's additional questions can be seen as APPENDIX Those sifting through the applications and interviewing response can also use references to help decide on applicants suitable for interviewing. References are often previous employers of the candidate. AMA uses a standard reference request form when dealing with references. It gathers information of the candidate such as their time-keeping, attendance record, attitude, etc.
This information is then used by AMA to decide if they are a suitable candidate for the job. A copy of AMA's reference request form can be seen as Appendix Once the applicants have been short listed the interviewing process can begin. Interviewing An interview is used to determine if or which applicant is suitable for the vacant position. Only candidates suitable by qualifications, education and experience will receive an interview. The interview then allows the company the opportunity to assess candidates' personality, ability and suitability for the job. It allows the company the chance to ask about the future intentions of the candidate.
This will show the likelihood of them staying with the company for a long period of time. AMA always uses an interview when recruiting even when using a recruitment agency. The human resource manager says they do this as they have to ensure that the candidate will fit into the culture of AMA. Planning the interviewing process is an important but time consuming process. Planning is essential if the interviewing process is to be both effective and efficient. The format which the interviews take place in will have to be decided upon.
They must decide upon who will meet the candidates on their arrival, where candidates will wait to be interviewed, how much time interviewees will be given, the questions to be asked, amount of interval time required for the interviewer to make annotations on the candidate and how long it will take to prepare for the next interview. All of these must be planned, as both the interviewer and interviewee will need to be informed of their day's structure. The second step is to decide upon when ad where the interviews are to take place. The interviewing panel will also have to be decided upon.
The interviewing panel often consists of a member of the human resources department, a senior manager, and department manager of where the vacant position is. A panel interview allows a range of questions to be asked in relation to each person's expertise and knowledge. In AMA their panel generally consists of a member of the human resource team and two other managers' one catholic and one protestant. This is important as in Northern Ireland a company must show that there will be no bias on base of religion.
Again as the company is situated in Bangor Northern Ireland the interviewing questions, which the panel ask, must show that AMA is being objective as it can be seen that the candidate was the most suitable. The final stage in planning is deciding if any additional form of assessment such as testing will be carried out. When carrying out an interview it is essential that the interviewers on the interviewing panel are aware of the information, which needs to be obtained. This information often contains: o The candidate's personality o The candidate's experience o Questions about information on the application form, in the CV on the letter of application o If they understand the Contract of Employment o When they can start During the interview the interviewing panel will have a list of questions to be asked to each candidate. The responses to these questions and the body language should be noted so they can be referred to later when choosing the most suitable candidate. AMA produces interview questions and each panel member receives a copy.
The responses by candidates to the questions are then assessed on a point's basis. The person with the most points is the most suitable for the position. The questions on these sheets are primary questions. Secondary questions, which are questions about an interviewee's response, are also asked. This proves how objective the company is with interviewing questions. A copy of AMA's interview questions for a receptionist can be seen as appendix The interviewing process should be evaluated.
This can be done by analysing how successful the process has been. Once all the information has been checked and each candidate is assessed on his or her suitability the panel can decide whom they are choosing. The candidates are then contacted and informed if they have been successful or unsuccessful. If this happens and the candidate then begins to work for the company then the interviewing process has been successful. An interview, which results in two or three suitable candidates being found, will result in a second interview having to be conducted. This will have been a semi successful interviewing process as they have found a suitable candidate but they will have to conduct a second interview.
This shows that there should have been questions in the first interview, which would have shown who out of the two or three candidates, were the most suitable. The second interview will add to the expense of the process. If no appropriate applicant has been found then it has been a failure. The process must then be assessed from the job description to the questions asked in the interview to find where the process has not been properly planned. Psychometric or aptitude testing can also be used along with interviews.
They help a business find out if the individual is has the right personality or temperament for the job. Psychometric testing is used to assess the individual's personality, motivations etc usually by a means of a questionnaire. They test how a candidate might handle a particular situation. These tests show the organisation how the candidate may fit into the organisation and the organisations culture. It is important that these tests are planned and carried out effectively as they can be quite expensive and time consuming.
AMA don't use any form of testing. Before selecting the new employee the final candidates are allowed observe other employees at work allowing them to decide if they feel they are suitable for the job. Throughout this process the company must ensure that they adhere to the legislation involved with the recruitment process. This legislation includes both legal and ethical responsibilities which the employer has to display when recruiting. There are many laws including: Race Relations Act 1976 The Race Relations Act aims to deal with the different types of discrimination; direct discrimination, indirect discrimination or victimisation. The implications of the Race Relations Act are that if an employer shows favourites according to race or treats those of a different race poorly action can be taken by the government or by the individual.
The employer can then be taken to court on the basis of a breach of the Race Relations Act 1976. Equal Pay Act 1970 This aim of this act is to ensure that men and women are paid equally by their employer. This includes fringe benefits, sick pay, redundancy payments etc. An employer can be taken to court by an employee if they feel that another member of staff in the same employment is being paid more. Sex Discrimination Act 1975 The sex discrimination act states that it is illegal to treat employees differently on the basis of their sex. The implication of not obeying this law is that the employer can be brought to court for infringing the Sex Discrimination Act 1975.
Disability Discrimination Act 1995 This act protects employees who are classified as disabled. This law states that it is illegal to discriminate on a basis of a disability during the recruitment process, promotion opportunities and dismissal. Again the employer can be taken to court if this legislation is not adhered to. AMA evaluates the recruitment and selection process and its contribution to the business through the use of exit interviews.
These interviews take place with members of staff who have decided to leave AMA. The questions asked during these interviews find out the reason as to why the employee is leaving AMA. Responses such as 'I didn't realise the tasks that I would have to perform' and 'I didn't know that I was being paid that amount' would show that there must be a fault with the job description. The human resources department could then amend the job description in accordance to the results. Responses such as 'I just felt I needed a change' would show that the recruitment and selection process has been successful.
Training and Development and Performance Management E 4 /E 5 /C 3 Training and development is an important function of the human resources department. This is because in post-industrial Britain the strength of the economy relies on service and 'knowledge' based businesses. Due to these changes businesses found that they would have to invest in training schemes for their employees. Information and Communication Technology systems were introduced to most business and companies were required to train staff and develop employees's kills.
Training includes all methods of planned learning activities and experiences which enhance the individual's motivation. It is concerned with enabling the employee to contribute to meeting the organisations objectives. Development involves "identifying and helping individuals to meet his or her own needs and requirements" (Heinemann AVCE Advance Business). If the employees own needs are developed they are then more inclined to aid the business in meeting its objectives. In order to gain a competitive edge in today's markets all of AMA's employees need to be given the chance to enhance their skills and knowledge. Training and development in a business enables the business to become more competitive.
A major way in which a business such as AMA can increase its competitiveness is through investing in ICT. If a business invests in ICT employees will have to be trained to use the new system. This can be a very expensive process but it does however result in employees being able to do their job more efficiently and effectively. (A 2) Businesses need to respond to technological, social and legal changes. It is important that a company has a fully developed and well trained staff to deal with our continuously changing economy. Companies always have to deal with changes such as technological advancements.
If a business purchases new machinery staff will have to be trained to use it so that the equipment is used to its full potential. The degree of training depends on the businesses environment and the priorities of the business. For organisations in which the change of pace is high training is very important and used regularly. The environment in which AMA is in does not have a relatively high change of pace. AMA recruits unskilled workers and train them to meet their specific needs. Further training is not required after this within AMA the equipment and technology is not regularly updated.
A company such as AMA receives many benefits from training their staff such as: & # 61607; A motivated workforce - if a company is paying for an employee to be trained the employee becomes motivated as they feel important as the company is taking a specific interest in them and paying for them to be trained. The company benefits from their employees being motivated through the high-quality work they perform. & # 61607; Training often leads to the employee performing new tasks. The more tasks performed by the employee the greater the job satisfaction they receive. This is inclined to reduce the number of sick days the employee takes and this reduces absenteeism. & # 61607; A trained employee is better skilled and the work they do is of a better quality and more efficient. This will lead to increased productivity and the products or services being produced will be of a higher quality due to the new skills of the employee, which has been developed through training. (A 2) & # 61607; Finally training will develop staffs' ideas. These ideas can then be expressed and may help improve the business in some format.
There are numerous reasons as to why a company may decide that their staff should be trained. These include: & # 61607; To introduce an employee to the business - this is done in the form of an induction process. & # 61607; To further develop staffs' current skills & # 61607; To train an employee to use new equipment or perform a new task & # 61607; To develop an employee and give them new skills to prepare them for a promotion Training can be carried out in many different forms. The main ways are: Induction Training Induction training is a form of training used on employees which have just been recruited. This process helps the new employee become aquatinted with the business and the people in it. Induction typically involves a meeting with a senior manager, taking part in some activities, viewing a corporate video, introduction to the company's health and safety regulations, etc. AMA uses this form of training when they recruit staff.
They introduce employees to the members of their department, inform them of health and safety regulations and inform them of AMA's history. Mentoring This method of training involves a trainee performing tasks but having a trained employee there to ask questions and to resolve any problems faced. Mentors pass on knowledge, pass on organisational culture and can also help new employees settle into their role within the organisation. Coaching Coaching is a method of training where an individual is coached by a personal coach who work together and find ways of improving performance, alternatives ways of performing tasks...
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Research essay sample on Human Resource Manager Human Resources Department
