Assessment:
1: Present a briefing paper that informs
senior management of the direction to
take in relation to Recruitment and Selection practices and how the HR function
will contribute to R&S and thereby enhance company performance in the context of an increasingly competitive business
environment.
Going
through the contents of the task assigned to me, I have prepared my report
analyzing the effective selection and recruiting practices, equipping your
staff with right skills and abilities and HR function contribution to R & S,
resulting in enhance company’s performance in the context of an increasing
competitive business environment. I am preparing my report in context of UK
environment.
Using effective recruitment and selection practices to enhance
company’s performance in increasingly competitive business environment:
Recruitment and selection:
Recruiting
staff is a very expensive exercise. It is also an indispensable part of any
business and it pays to do it appropriately. When organisations select the
right people for the job educate them well and treat them suitably, these
people not only produce good outcome but also be likely to stay with the
organisation longer. In such conditions, the organisation's initial and ongoing
investment in them is well satisfied.
An organisation may perhaps have
all of the latest technology and the best material resources, but if it does
not have the accurate people it will struggle to accomplish the results it
requires. This is true crosswise the whole spectrum of business activity e.g. restaurants,
airlines, manufacturers, schools, hospitals and legal practices. (SPARROW,
2006).
Our company is well aware of the
significance of 'getting it right'. Poor selections at the recruitment stage
can establish expensive. The company requires to be sure of a candidate's
technical capability. For example, if a worker produces a component that fails
and has to be re-producing, the company loses both time and money and may sustain
penalty charges on any delay in fulfilling specific contracts. Time and money exhausted
in recruiting that particular employee will have proved expensive and wasteful
whilst a superior candidate may not only have 'got away' but also gone to a
competitor.
In addition to technical
competence and proper experience, an organisation requires to be sure that it
can rely on candidates' goodwill, commitment and loyalty towards the
organisation and its aims. One of the most crucial decisions that a leader will
make is the choice of those who will support them.' (NEL, 2011).
In a highly technological
competitive market, Company requires people who are not only well informed,
technically competent, loyal and committed but also capable of showing good judgment,
often under pressure. When submitting a written tender for a contract, e.g. the
team working on it has to decide just what the company can assure to deliver,
when and at what price. This can be specially tricky when offering a new
product for the first time e.g. what level of 'after sales service' should the
tender include, based on the company's evaluation of the risks associated with
its new venture? (Gatewood, Feild, & Barrick, 2010).
Ø Advertising
the job
Job advertisements form an
important part of the recruitment process. Company should use various means to
communicate job vacancies including:
- newspapers (local and national) -
- recruitment consultants (they have expertise in
recruitment and will search their databases as well as maybe advertising
jobs)
- Job Centers
- The World Wide Web.
Not all jobs appear in every
media form. Junior roles at a specific plant may be advertised within a local
newspaper whereas technical posts will be advertised on the web.
The balance of advertising
should be changing. Virtually all technical and managerial vacancies are via
the Internet, reducing the advertising spend by 80 %.Web adverts are more
effective for longer than print inserts and can be more personally targeted. It
is also easier for the corporation to keep a record of people who have uttered
interest and then automatically e-mail them when identical vacancies emerge.
Using the web will help the
company to advertise across the world and reach candidates that are more
diverse as well as enabling the company to advertise quickly whenever vacancies
arise.
Company can also use external
web portals, from which individual can apply directly. As they do this they are
able to learn more about the company and traffic can be monitored. (Ployhart, 2006).
Each advert should emphasis the
skills, knowledge and experience individuals require within each post: these
are the competences linked with the post. Position profiles recognize the
critical technical and non-technical skills required for each job. These characteristic
within the advert and form the questions that candidates face at interview.
Ø The interview process
Applicants recruited directly
from school, college or university may have little or no job experience to draw
upon. For these candidate, interviewers will hub on their personal or academic
life and will look to identify the qualities known to support development of
the looked-for competencies.
As candidates are interviewed,
they will be awarded scores against all the critical competencies in the profile
for the job. Competences will be ranked in order of importance. To have any
chance of victory, candidates must score well on the key competences. (Cook, 2009).
For more senior jobs at
technical level or above, a line manager will carry out the interviews, which
will be helped by a professional recruiter from company’s central recruitment
team. Candidates will take aptitude tests designed to match their critical
competences e.g. numerical, mechanical, verbal or spatial reasoning. For
particular roles, trained interviewers employ personality questionnaires.
Company will keep its recruitment practices under constant review and
evaluation.
Equipping your employees
with right skills and abilities to enhance company’s performance in increasingly
competitive business environment:
In competitive markets a
successful business relies heavily on providing excellent customer service.
Such excellence needs a team of efficient employees, committed to being the
best and having the necessary skills and abilities.
In addition to its focus on
customer service, company has to gain a competitive edge over its rivals
through effective workforce planning. This requires a commitment to attracting
talented young employees and providing opportunities for career development at
all levels. Consequently it will enjoy a much higher percentage of long term
employees compared with its competitors.
We now will examine the role of equipping
your employees with right skills and abilities to enhance company’s performance
in increasingly competitive business environment. It includes workforce
planning, training, development clarifying their roles and responsibilities. (Scullion
& Collings, 2006).
Ø Workforce planning
The world of work is an ever
changing environment requiring constant monitoring and evaluation. There are
many issues that businesses face in respect of its labour necessities. The major
ones include:
·
Staff development and training
·
Employee turnover
·
Competition
·
Government legislation
The manufacturing industry is extremely
competitive; it has a high labour turnover rate and, like many other
industries, is vulnerable to changes in the outside environment. Workforce
planning enables businesses to look forward to their labour needs and meet
customers’ necessities effectively. Workforce planning helps find out the
business’ present and future labour requirements by measuring the number of
workers and their skills. Anticipating workforce necessities within the
industry is especially essential due to the highly skilled and specialist
nature of the work. Having assessed labour requirements, strategies are devised
to achieve the specific labour targets. (Schweyer, 2010)
Ø Training
Training is the process of
instructing an individual about how to carry out tasks directly related to his
or her current job. The intention of training staff is to develop existing
skills or gain new one. This contrast with development which involves helping
individual employees to achieve workers full potential, regardless of whether
this is connected to their existing position or role.
There are two main
techniques of training: these are on-the-job and off-the-job training.
On-the-job training is where workers receive instruction in their workplace
while carrying out their job. Off-the-job training is where workers receive
instruction away from the workplace, for instance at college or university or a
training centre.
Training brings benefits
to both employees and the business. It increases the height of skills, so
improving productivity, quality and reduces the risk of injuries in the
workplace. It makes workers more flexible, enabling them to respond rapidly to
changes in technology and demand. It also motivates workers by improving their
career prospects. (Dearden, Reed & Reenen, 2006)
For the company, induction
training will be paramount in ensuring staff turnover rates lower than the
industry average. New recruits at all levels will receive a formal induction.
Induction provide initial training particular to the employee’s role as well as
giving an insight into the company as a whole. This helps recruits to rapidly
settle into their roles.
Whilst training gives businesses
the benefits of greater effectiveness, better customer service and more
motivated staff it does come at a price. These comprise the direct costs of the
training as well as potential loss of productivity during time spent away from
the job. The company, unlike many of its competitors, will feel that the
benefits far outweigh the costs. For example, company’s Management Development
programme benefits both the company and the employee as it will improve
confidence and strategic thinking, consequential in a more proactive approach.
Company’s apprenticeship scheme
should be central to its workforce planning. It should introduce regional and
national awards for the top performing apprentices to provide them with a route
into management. Within its apprenticeships scheme, company should use
placements as the main on-the-job training method:
Apprentices will be placed with
an experienced and trusted sub-contractor, where they can learn the skills
required in their chosen trade while working on company’s developments and also
attending college one day a week. (Allen, Mahto & Otondo, 2007).
As well as its trade apprenticeships, company
should also offer apprenticeships in office administration as part of a new
bespoke training programme. Mentoring will be a key element of training at Company.
This will range from one-to-one support to letting apprentices swap job roles
with their seniors. Such training enhances staff skills, makes ready them to be
more efficient in their roles and gives them insights into future positions
they can aspire to.
Ø Development
Company should be firmly
committed to developing its staff; a key element of its development process
will be a comprehensive appraisal structure. An appraisal involves a manager
meeting with his or her staff and discussing their individual progress against
previously agreed targets. Any improvement from training is noted and then a
new set of targets are agreed for the next phase of the employee’s appraisal
cycle. Appraisal is a critical component in assisting individuals to enhance
their personal qualities and competencies to enable them to grow and move into
more challenging, higher degree roles. It also improves output, efficiency and
highlights potential for promotion as well as being a motivator in terms of
self esteem and achievement.
At Company, there will be a
variety of opportunities for progression available. Senior management will
develop a range of programmes that support its employees in their desire for
growth and progression. For example, the graduate programme will recruit staff.
All graduate trainees will have a senior manager as a mentor and will undertake
projects on behalf of the main board of directors. The intensive nature of the
programme will result in moving of trainees into middle management positions.
(Aguinis & Kraiger, 2009).
Another aspect of development at
Company will involves the Management Development programme. This initiative
will help selecting employees earmarked as future managers. The programme will
develop the skills needed to effectively and professionally manage others and
deliver the best possible results in line with the expectations of the company.
Its focus will be on leadership, communication, teamwork, solving problems,
managing change, and delivering results.
‘Clearly, Company’s employees
and the company benefit greatly from the training and development programmes.
In particular, the staff will be keenly aware of their respective roles and
responsibilities and this will be considered in the next section.
Ø Roles and responsibilities
In order to efficiently manage
your staff, it is essential to provide them with a clear definition and
understanding of their function, role, and responsibilities in the workplace.
This will give them with a good understanding of the job and tasks they are to execute
as an individual and within any teams they are a part of. It also gives
information on where they fit within the organisation and who they report to, assisting
to avoid disputes and misunderstandings over authority.
When defining roles and
responsibilities in the workplace, you may require generating a list of all of
your staff and a list of all of the tasks and roles within your business. You
may then allocate the roles to each staff member or group of staff. It is vital
to stay flexible and be prepared to modify your plan in consultation with your
employees. (Cardy & Selvarajan, 2006)
Once you have defined each
person's roles and responsibilities, you can record this in a "job
description". This be competent of be as formal or informal as you prefer,
however it is essential to record the key information. Job descriptions give
the opportunity to clearly communicate each individual's responsibilities and
roles and also serve as a way to measure performance by setting KPI's (Key
Performance Indicators) against the requirements or tasks.
With the role of each individual
in the organisation defined, you can also make an organisation chart. This
chart is a tool that helps to define the inter-relationships between all
departments, divisions, people and teams. It defines reporting structures and
responsibility and lines of authority, providing a picture of how the
organisation functions.
Failing to define workplace
roles and responsibilities can create miscommunication, tension and
inefficiency within your business. People may be uncertain as to what jobs are
their own and who they are required to report to. Mistakes and omissions can
also take place where people are unsure of what is requisite of them, therefore
developing inefficiencies which cost time and money. (Beaver & Jennings, 2005)
Clear
roles and responsibilities provide vital advantages necessary for ongoing
growth. Among the most vital are increased internal control, improved process
management and enhanced operational performance.
Strong
internal controls such as separation of duties, differing heights of authority
and periodic reviews are essential to manage internal risks effectively, set up
accountability and maintain a competitive edge. The International Federation of
Accountants says that understandable roles and responsibilities are very
important to establish the decision-making hierarchy that a strong internal
control system needs. For example, they divide a business into levels that
determine who will create the risk management strategy, who will give oversight
and who will implement controls on an operational level. Clear roles and
responsibilities are necessary for creating what EMC, a global information
technology business, refers to as a structure of cooperation. The bigger a company
becomes, the trickier it becomes for an owner to manage it alone. However,
without defining role and responsibilities, the management environment can rapidly
descend into a battleground of challenging egos. On the other hand,
well-defined role and responsibilities along with a decision-making framework help
to ensure that both processes and people mesh together seamlessly. (Lawler, 2010).
Perhaps
the biggest benefit of all is that clear roles and responsibilities assist to
improve operational performance. Although outstanding performance depends on a
number of factors, much depends on plainly defining the roles and
responsibilities of each employee. This is important not only for helping a
business identify and make a decision when the time is right to take benefit of
new opportunities, but also for making sure that work is neither ignored,
duplicated nor finished inefficiently.
Conclusion
In order to maintain business
performance and competitive advantage, companies competing in a global
marketplace must recruit the best people they can. For such companies,
recruitment becomes a key part of their overall business strategy.
Companies look for to maintain
its reputation for excellent customer service and corporate social
responsibility by training and developing its staff to their full potential.
they do this through its apprenticeship, graduate training programmes etc,
utilising their existing staff and their state-of-the-art training centre to
provide a full and extensive package of off-the-job and on-the-job training.
Through their schemes they develop employees, equip them with the skills and
abilities identified through workforce planning, making them capable of
increasing Company’s performance both today and into the future.
All employees are able to access
a wide range of progression routes and promotion opportunities that suit both
their requirements and those of the business. The excellent customer
satisfaction and high retention rates reflect a workforce planning programme
that is beneficial to the company, staff, and the wider community.
Task: 2: Your briefing papers needs to establish the
following:
•
What do you consider
to be the main HR priorities and why?
•
What actions would you take as the
new HR Manager?
After going through the contents
of the task, I have prepared my report regarding the commonly accepted and
legally required HR practices and policies in place and the actions which I
would take as new HR Manager. I have prepared my report in context of UK.
What do
you consider to be the main HR priorities and why?
Following
are main HR priorities with their reason, these priorities are consisted on
commonly accepted required HR practices and policies in place, some of these
are legally required and some are not.
Ø
Alternative work
arrangements
An alternative work arrangement
refers to some work arrangement that differs from the organization's normal
work schedule and location.
At the time establishing
policies and procedures on alternative work arrangements, organizations look
for to provide employees with a means to attain a balance between professional
and personal responsibilities in a way that benefits both the employee and the
employer. The possible benefits to the employer are: increased employee
motivation and productivity; ability to attract high performing individuals; increased
employee commitment to the organization; and reduced absenteeism and staff
turnover. The possible benefits to the employee are: and increased job
satisfaction, energy and creativity: reduction in stress due to conflicting
personal and professional priorities. (Golden, 2008).
There are no legislative necessities
on employers to present, or be in agreement to, an alternative work arrangement
except where space is being sought for medical reasons.
Ø Code of conduct
A
code of conduct lays out an organization's hope and guiding principles for suitable
workplace behaviour.
There
are some policies give legal and ethical guidelines for relationships between
employees, clients and service users. (Yu, 2008).
Ø Compensation
Compensation is a fundamental part
of employment and one of the most significant HR management policies. While
compensation conventionally refers to employment wage, best practice in today's
workplace considers sum compensation to include base salary, benefits, bonus or
incentive plans, and non-cash compensation.
Organizations should set up and
communicate clear principles by which employees are compensated. At a minimum,
organizations require to make sure that their compensation policy adheres to
employment legislation.
Ø Conflict of interest
Conflict
of interest policies address situations and conditions in which an employee's
personal interests are - or can emerge to be - in conflict with the
organization's interest. There are a lot of different definitions of conflict
of interest. Often, definitions hub on opportunities an employee may have to employ
their position in the organization to their personal or private benefit or to
the benefit of friends or family members. (Richard, 2009).
Ø Conflict resolution
Conflict exists in all
organizations and to a certain extent indicates a well exchange of ideas and
creativity. But, counter-productive conflict can end result in employee
dissatisfaction, poor service to clients, and reduced productivity, absenteeism
and increased employee turnover, increased work-related pressure or litigation
based on a hostile work environment or claims of harassment. In addition to the
production and cost benefits of on-time conflict resolution, employee confidence
is higher when employees consider there is a fair and consistent process, which
goes further than their direct supervisor, for dealing with conflict. (Wilson, 2009).
Harassment can be a basis of
conflict, and organizations have a legal liability to give a harassment-free
work place. There are human rights legislation about harassment and the work
environment.
Ø Dress code
The
appearance of your employees is a mirror image of your organization and work atmosphere.
Most workplaces have a least standard of dress that they anticipate from their
employees on a day-to-day basis, and have a diverse standard for circumstances
that need work with the public. It is essential that all employees are awake of
dress code expectations. Developing a policy on hope of dress code is a key means
to communicate and make sure compliance amongst staff.
Ø Holidays
Statutory or public holidays are
days the government has nominated as paid days off.
There is obligation of a policy
based directly on the
law, human rights legislation and the religious holidays.
Ø Overtime
Each territory
law sets standard work weeks that establish the point at which employees are to
be paid at an overtime rate.
The laws differ
in their definition of the standard work week, and the overtime rate. our
organization's overtime policy must fulfill legislation.
Ø Expenses
and allowances
A
policy on expenses and allowances sets out provision for employers to cover
costs for employees' travel and further employment related activities.
Ø Pay administration
Employment
standards in each jurisdiction provide guidelines about pay
administration.
Our pay administration policy
must comply with these guidelines.
Ø Performance management
Employee performance management
is an essential part of general organization management. It should speak about
employee work performance and achievements to the strategic and operational performance
of the organization. While in the past the focus of performance management was
on earlier period performance, often used for the sole use of compensation
decisions, today top practice performance
management focuses on on-going employee performance enhancement
and professional development.
As establishing a performance management policy and procedure
is not a legal obligation, human rights
legislation need employers to treat employees fairly and
equitably, with no discrimination. (Folan & Browne, 2005).
A very well-designed, documented and implement performance
management process and policy can provide to both make sure, and demonstrate,
objective and fair decision-making about compensation, promotion; termination
and disciplinary action.
Ø Recognition and reward
A very well-designed acknowledgment
and reward strategy, that creates a work atmosphere where employees feel valued
for their efforts and contribution, serves to magnetize, retain and encourage
employees. (Danish & Usman, 2010).
Ø Retirement
Employment standards laws do not
state a retirement age. Human rights laws usually prohibit discrimination based
on age.
Ø Employment
Legislation and Standards
|
The HR policies that you build up around the above topics,
and some others cover by employment standards, should not give less than what
is offered in the legislation and/ or set of laws. The employment standards
legislation offers least standards; employers are liberated to develop practices
or policies that enhance than what is permitted for in the law.
|
Ø Human Rights Legislation
Human rights legislation is situate
in place to guard people from bias. It seek to promise people equal treatment in
spite of certain recognized characteristics that have attracted past
stereotyping or bias in relative to employment. As organizations struggle to
create a better world through their missions, it is vital that they also work
at creating comprehensive workplaces that are respectful and welcoming of variety.
Particular consideration must be paid to the employer’s duty to accommodate an worker
in the workplace. (Chen & Huang, 2007).
Ø Health & Safety Legislation
Work-related health and safety legislation regulates the
standards of place of work health and safety with intend to prevent workplace injuries
and diseases, accidents, and outlines penalty for breaches of those standards.
It gives detail about responsibilities of employers, employees and supervisors.
Usually, the legislation needs that the employers do everything they can convincingly
do to guard the health and safety of their workers in the workplace. It
includes, but is not restricted to: providing suitable training for managing
potentially dangerous equipment and/or material, informing workers of potential
dangers in the place of work, and setting up protected work practices. Under
the legislation, workers have the right to say no to perform work that is
unsafe. (Robson, Clarke, Cullen, Bielecky, Severin, Bigelow & Mahood, 2007).
Health and safety are essential issues in all places of work
and as such, organizations are obligatory to fulfill health and safety
regulations and acts.
What
actions would you take as the new HR Manager?
As
a new HR Manage, following are action plans to implement the practices and
policies:
Ø
Alternative work
arrangements
I will establish a formal
alternative work arrangement agreement to be fulfilled and signed by both the
employer and the employee before beginning the alternative work arrangement. A
well-structured policy will be formulated. A well-structured policy assists to supply
a clear understanding of the hopes and responsibilities of all parties concerned
in the alternative work arrangement, and make sure that the same criteria for creating
decisions on alternative work provision are applied to all workers.
Furthermore, the policy will enable workers considering alternative work measures
to understand how their appeal will be evaluated and will assist to avoid
potential perceptions of discrimination that may occur from ad hoc decisions.
The contract will define outline the particular details of the alternative work
agreement, who is accountable for covering any costs incurred as a consequence
of the alternative work agreement, any particular insurance necessities,
performance expectations, and so forth.
Ø Code of conduct
I
will develop a code of conduct policy which will:
- Be
designed with consideration for our organization's ethics, the clients we
work with and the service we offer
- Be
driven by the reality that our organization's reputation and work atmosphere
are based on the dealings and behaviours of our workers
- Provide
rules for satisfactory behaviour
- Emphasize
utilization of good judgment
- Need
compliance with all appropriate legislation
- Give
examples of forbidden actions or behaviour that are considered as
misconduct, but state that these are examples only and not all inclusive
- Refer to other connected policies (for example: handling of secret information, harassment, and clash of interest)
Ø Compensation
The Elements of policy I will
formulate will consist of:
·
Minimum wage
·
Rate of holiday pay
·
Overtime pay
·
Equal pay
·
How often workers will receive their pay
·
How will compensation be made
·
Contents of pay stub or pay sheet
(information that will be tracked and reported to employees)
·
Deductions
·
Gratuities
·
Payroll records (information that will be
tracked and documented)
·
Vacation pay
(Sigler, 2011).
Ø Conflict of interest
The
policy will have a clear statement defining clash of interest that suits our organization's
purposes. It also will assign liability for identifying and resolving real and
potential conflicts.
Ø Conflict resolution
The conflict resolution policy
will encourage open communication and foster a safe atmosphere for addressing
differences of opinions. There will be a plain statement shielding employees
from retribution for raising lawful complaints and concerns by means of the
conflict resolution process. Conflict resolution policies procedures will put
into practice a progression of interventions, increasing the involvement of
management and official procedures based on the genuineness of the conflict and
the incapability of the parties to resolve differences on their own.
Ø Dress code
The
policy will consist of following points:
- Dress
code will stay gender neutral, and will not get into particular types of
clothing that would distinguish between genders
- The policy will think about different
cultures in the workplace
- The
policy will take in input from workers and be permitted by the board of
directors
Ø Holidays
In addition to identifying
statutory holidays, the policy will give details:
- How holidays which fall on a usual day off are to
be handled
- The rate of pay that have to be paid to those who
work the holiday
- How to calculate holiday pay used for part-time
employees
Ø Overtime
The policy will address
following issues:
·
Who is eligible? What conditions apply? Can workers
work extra hours if they believe it is needed or is prior endorsement by the
executive director required?
·
How will workers be compensated? One half for
each hour worked? Will employees be given the option of how they want to be remunerated
- of time off in lieu or payment?
Ø Expenses and allowances
Expense
policy will state that pre-authorization is necessary - that is to say that
expense have to be approved before the money is used up. If not, they differ
widely reflecting the organization's requirements and resources. Which expenses
does the business cover up - travel, accommodation, mileage meals, hospitality,
other? What circumstances apply to reimbursement - for example, are receipts necessary?
Are amounts specified? Are there maximum restrictions?
Ø Pay administration
The policy will state about how workers
will be paid:
- The frequency they will get compensated (e.g.,
bi-weekly or monthly)
- Information on deductions (service Insurance, benefit
premiums, CPP, etc.)
- The method of payment (e.g., direct deposit or
cheque)
- Where workers can direct concerns about
pay
- Details regarding pay advances.
(Kuvaas, 2006).
Ø Performance management
There are a number of components
of performance management that will be focused in the policy. These components
include:
·
Alignment of worker performance objectives to
organizational goals
·
Supervisor - employee teamwork
· Cycles of performance
management
·
Performance appraisal forms and ratings
Ø Recognition and reward
The policy will consider the
following aspects of recognition and reward:
·
Recognition and reward will be aligned to
organization values
·
Will clearly identify what you desire to reward,
such as:
o Ongoing
excellence in performance
o Performance
over and above job necessities
o Client
compliments on service
o Outstanding
one-time accomplishment
o Contribution
to team efficiency
o Encouraging
supervisors and peers to say thank you - one of the easiest and most underused
recognition tools
o Encouraging
informal recognition on the job, at meetings, etc.
o Establishing
official acknowledgment programs, base on a particular organizational goal or
value
·
Will decide types of recognition and reward.
o Recognition
is as simple as saying thank-you or as elaborate as a formal presentation at a
company event
o Employees
will be asked what kinds of rewards they would appreciate (within the restrictions
of the organization's budget) - perhaps give a "suite" of rewards
that workers can choose from
o Rewards
may be cash or non-cash
o A
budget for rewards will be established (if possible allocated quarterly, so accomplishment
early in the year doesn't get over-rewarded compared to accomplishment late in
the year)
Ø Retirement
Employment standards laws do not
state a retirement age. Human rights laws usually prohibit discrimination based
on age. In some territories this protection is deemed to forbid mandatory
retirement. In others, employers can call for employers to retire at a
specified age. It will be made certain to review our territory's human rights
provisions regarding mandatory retirement. And will be sure
to consult the Human rights legislation in our territory to make sure our
retirement policy complies with it.
Ø Employment Legislation and Standards
Employment
standards are the least standards of employment for workplaces requisite by
law. Employment policy will cover up many aspects of employment together with,
but not restricted to, the following topic areas:
|
|
Ø Human Rights Legislation
The policy will apply all practices
of employment, like:
|
|
(Ruggie, 2008).
Ø Health & Safety Legislation
I will
consult health and safety legislation on a variety of issues while formulating
the policy, including but not limited to:
- Rejection
to do the work due to unsafe conditions
- aggression
in the workplace
- Dangerous
equipment/material
- Emergency
procedures
- Lifting
heavy objects
- First
aid skills necessities
- And others
Conclusion:
All employers, together with those in the nonprofit sector, have to
understand and obey with legislation relating to employment. The HR policies
and practices that any organization implement must take into account the laws
and regulations regarding each issue. (Wright, Gardner, Moynihan, & Allen, 2005).
It is very significant to hold up intentions with policies and procedures.
Policies and procedures speak the values of the organization and give everyone
with a consistent process to follow.
These serve several key functions:
- Commune values and expectations for how things are completed
at your organization
- Maintain the business in fulfillment with legislation
and give protection against employment claims
- Document and implement top practices suitable to the
organization
- Hold up consistent treatment of staff, equality and
transparency
- Assist management to make decisions that are dependable,
even and predictable
- Guard individuals and the business from the pressures of expediency
References:
1. SPARROW, P. (2006). International
recruitment, selection, and assessment. London, Chartered Institute of
Personnel and Development.
2. NEL, P. S. (2011). Human resources
management. Cape Town, Oxford University Press. (Harvard)
3.
Gatewood,
R., Feild, H., & Barrick, M. (2010). Human resource selection.
Cengage Learning.
4.
Ployhart,
R. E. (2006). Staffing in the 21st century: New challenges and strategic
opportunities. Journal of Management, 32(6), 868-897.
5.
Cook,
M. (2009). Personnel selection: Adding value through people. John Wiley
& Sons.
6.
Scullion,
H., & Collings, D. G. (Eds.). (2006). Global staffing. Routledge.
7.
Allen,
D. G., Mahto, R. V., & Otondo, R. F. (2007). Web-based recruitment: effects
of information, organizational brand, and attitudes toward a Web site on
applicant attraction. Journal of Applied Psychology, 92(6), 1696.
8.
Cardy,
R. L., & Selvarajan, T. T. (2006). Competencies: Alternative frameworks for
competitive advantage. Business Horizons, 49(3), 235-245.
9.
Lawler
III, E. E. (2010). Talent: Making people your competitive advantage.
John Wiley & Sons.
10.
Schweyer,
A. (2010). Talent management systems: Best practices in technology solutions
for recruitment, retention and workforce planning. John Wiley & Sons.
11.
Dearden,
L., Reed, H., & Van Reenen, J. (2006). The Impact of Training on
Productivity and Wages: Evidence from British Panel Data*. Oxford bulletin
of economics and statistics, 68(4), 397-421.
12.
Aguinis,
H., & Kraiger, K. (2009). Benefits of training and development for
individuals and teams, organizations, and society. Annual review of
psychology, 60, 451-474.
13.
Beaver,
G., & Jennings, P. (2005). Competitive advantage and entrepreneurial power:
The dark side of entrepreneurship. Journal of small business and enterprise
development, 12(1), 9-23.
14.
Golden,
L. (2008). Limited access: Disparities in flexible work schedules and
work-at-home. Journal of Family and Economic Issues, 29(1),
86-109.
15.
Yu,
X. (2008). Impacts of corporate code of conduct on labor standards: A case
study of Reebok’s athletic footwear supplier factory in China. Journal of
Business Ethics, 81(3), 513-529.
16.
Richard
Conti, C. (2009). Conflict of interest. Clinical cardiology, 32(12),
666-667.
17.
Wilson,
E. (2009). Company-led approaches to conflict resolution in the forest
sector. Forest Dialogue.
18.
Folan,
P., & Browne, J. (2005). A review of performance measurement: Towards
performance management. Computers in Industry, 56(7), 663-680.
19.
Danish,
R. Q., & Usman, A. (2010). Impact of reward and recognition on job
satisfaction and motivation: An empirical study from Pakistan. International
Journal of Business and Management, 5(2), P159.
20.
Chen,
C. J., & Huang, J. W. (2007). How organizational climate and structure
affect knowledge management—The social interaction perspective. International
Journal of Information Management, 27(2), 104-118.
21.
Robson,
L. S., Clarke, J. A., Cullen, K., Bielecky, A., Severin, C., Bigelow, P. L.,
... & Mahood, Q. (2007). The effectiveness of occupational health and
safety management system interventions: a systematic review. Safety Science,
45(3), 329-353.
22.
Sigler,
K. J. (2011). CEO Compensation and Company Performance. Business and
Economic Journal, 2011, 1-8.
23.
Kuvaas,
B. (2006). Work performance, affective commitment, and work motivation: the
roles of pay administration and pay level. Journal of Organizational
Behavior, 27(3), 365-385.
24.
Ruggie,
J. (2008). Protect, respect and remedy: a framework for business and human
rights. innovations, 3(2), 189-212.
25.
Wright,
P. M., Gardner, T. M., Moynihan, L. M., & Allen, M. R. (2005). The
relationship between HR practices and firm performance: Examining causal order.
Personnel Psychology, 58(2), 409-446.