Objectives Be able to undertake talent planning and recruitment activities Understand how to maximise employee retention Give out the assignment

Person specification: Contribute…….. Person specification: 1 Skills, knowledge and competencies 2 Personality Characteristics 3 Level of experience 4 Certificated qualifications 5 Physical characteristics 6 Development potential of the candidate (Philbeam & Corbridge 2010) Job description Job title, department, location Job level and pay rate Responsible to:, Responsible for: Key relationships, responsibilities and accountabilities Job purpose and objectives Specific tasks and responsibilities Key performance indicators Any special circumstances relating to the job (Philbeam & Corbridge 2010) Choose one of the jobs and produce a job description and person specification which you will include in your assignment.

Flexible firm Core workers permanent full time contracts Peripheral activities could be managed more cost effectively think about OUTSOURCING And OFF-SHORING - what do you think they are? Effective HR practitioners are focusing further on how the organisation obtains the necessary skills, knowledge and behaviours. Traditional models of employing all individuals ‘in-house’ and on a permanent, full time basis are gradually eroding. Rather, organisations are focusing further on how they enhance their efficiency and effectiveness in terms of product or service delivery, end-user satisfaction and importantly cost. Taking into account that labour is the most cost-intensive resource, organisations have started to focus on their core activities and the skills and knowledge they can effectively develop in-house. Peripheral activities could be managed more cost effectively and efficiently by organisations that specialise within a certain areas. Two options that could be considered: Outsourcing – this involves transferring the provision of activities / operations to another organisation with a set of agreed key performance indicators (a service level agreement). What is transferred is entirely up to the organisation and a consideration of its particular circumstances. Reasons for outsourcing include the need to increase efficiency; use more specialist knowledge & skills; focus on core activities; and / or cut costs. Effective organisations may outsource support services (e.g. security, cleaning) but may not outsource core services. Off-shoring – involves the delivery of services overseas. This differs slightly from outsourcing in that the organisation may still be running the service (and employing the staff). Organisations that have a global presence have tended to use this strategic option to managing their human resources. The drivers include cost effectiveness; increased specialist knowledge; and a central shared service to share ideas and knowledge. In taking these options a step further, Atkinson’s Flexible Firm model and Handy’s Shamrock Organisation models focus on how an organisation can flexibly use its human resources depending on its overall aims/objectives and market factors. These models have impacted on the use of resources in terms of functional, numerical and temporal flexibility.

Classic Trio ‘ The traditional set of activities used by organisations to select new recruits Application forms Interview (used almost universally) Reference checking (used by over 75% of employers) (Taylor, 2014) Perhaps better are personality tests and assessment centres according to validity studies. The classic trio’ refers to the traditional set of activities used by organisations to select new recruits: Application form (used by over 80% of employers). Interview (used almost universally). Reference checking (used by over 75% of employers). A view that psychological tests are controversial. Is personality readily measurable and stable over time?

Application or CV Application forms are favoured over CV’s because: Allow candidates to be compared equally Avoid possible “contamination effects” or “impression management” Be wary of controversial questions that may be seen as discriminatory and not relevant to the individuals ability to perform the role Application forms Often used in favour of CVs for the following reasons: Allow candidates to be compared equally – along the criteria specified by the organisation. Avoid possible ‘contamination’ effects and ‘impression management’. To be most effective, separate application forms can be designed for each vacancy advertised – allowing the specific questions to be tailored to the specific demands of the job. Employers should be wary of controversial questions that many be seen as discriminatory, and not relevant to an individual’s ability to perform in the role (such as asking about age or hobbies).

Shortlisting Reduce the number of candidates to a number that is manageable to invite for interview – Systematic approach = drawing up a list of criteria based on the person specification & score Be careful you don’t screen out good candidates by using criteria that are too exacting! Shortlisting This involves boiling down the candidates to a number that is reasonable to invite for interview. Again there is tension concerning the relative merits of methodical and more informal approaches. Systematic approach = drawing up a list of criteria based on the person specification, and then several different individuals score each application form against these standards. There is an inherent fairness in such an approach. The potential downside is that good candidates can potentially be screened out if the criteria drawn up are too exacting.

On line sifting Helps reduce sheer volume of applications often generated by online recruitment Online application – scored electronically Online personality tests Online ability tests Cv-matching technologies Self assessment questionnaires Online sifting These systems can help reduce the sheer volume of applications often generated by online recruitment. Several approaches can be used: Online application/biodata forms that are questionnaire based and scored electronically. Online personality tests. Online ability tests. CV-matching technologies utilising key word searches. Self-assessment questionnaires, which aim to encourage those who score poorly to select themselves out of the selection process.

Interviews One-to-one interview which has the advantage of informality, but can result in information overload and subjective bias. Two interviewers/panel interview which can reduce subjectivity, but can be difficult to arrange, daunting for the candidate and often poorly controlled. 360-degree interview. Mainly used for senior positions, or where effective team membership is crucial to success in a role. Problems with interviews Many problems have been identified in relation to typical, unstructured interviews: Expectancy effect - Self-fulfilling prophecy effect Halo and horns effect - Contrast effect Negative info bias effect - Similar-to-me effect Personal liking effect - Information overload effect Often more to do with the skills of the specific interviewer than the interview mechanism itself. Many managers are unaware of the research, or regard themselves as exceptions – intuitive interviewers who would avoid the classic errors. Low cost. Often used as just one in a range of selection tools. They allow ‘mutual preview’ – where the employer and applicant meet face to face and exchange important information that is unrelated to performance prediction. They allow negotiation on topics such as start dates, training provisions and other terms and conditions. Can be useful in labour market public relations. People expect to be interviewed, and will not feel they have had a fair hearing or respectful treatment if denied one. Varieties of interview format One-to-one interview which has the advantage of informality, but can result in information overload and subjective bias. Two interviewers/panel interview which can reduce subjectivity, but can be difficult to arrange, daunting for the candidate and often poorly controlled. Sequential interview which can be seen as the best of both worlds. The danger here is that each interviewer asks the same questions, or that the candidate can accept another job offer during the lengthy process. 360-degree interview. Mainly used for senior positions, or where effective team membership is crucial to success in a role.

Employment references Final stage of the trio used really to double check facts and confirm the suitability of the selected candidate Employment references Final stage in the classic trio – rarely used in the initial selection of an employee, but more to double-check facts and confirm the suitability of the selected candidate. Dangers include: Subjectivity. Carelessness on the part of the former employee. Tendency to give ‘good’ ratings/central ratings in a five-point scale. Fear on the part of the former employee – resulting in a reference which confirms basic facts of employment only.

Diagnostic tools Exit interviews Separation questionnaire Surveys of ex-employees Attitude surveys Stayers surveys Which do you use? Diagnostic tools Several methods are available to employers seeking to investigate the reasons for resignations. Exit interviews: Formal interviews with employees before they leave the organisation. Used by around 90% of employers. Problems include: The tendency for employee to develop a more optimistic outlook after they have secured alternative employment. The fact that inaccurate information may well be given if an individual’s supervisor or department head conducts the interview. The employee may want to avoid implying any criticism. A more valid approach is the separation questionnaire - completed by the leaver alone and returned by post. Surveys of ex-employees: Involves contacting former employees some months after they have left to ask for the reasons for their departure. Most effective when conducted by an independent body. Attitude surveys: Seek the views of employees in general in order to develop policies and practices that will help prevent dissatisfaction and resignations. Stayers’ surveys: Look at the other side of the coin and try to find out why people stay. s

Dismissal, redundancy and retirement Advise organisations on good practice in the management of dismissals, retirements and redundancies that complies with current legislation Over to you……………… Use your resources to support you The effective management of dismissal, redundancy and retirement is vital in terms of ensuring the organisation maintains a positive employer / employee brand and also will provide opportunities (assuming dismissal is not due to gross misconduct) for employees to return or continue to provide services for the organisation. The main legal requirements to consider are as follows: Wrongful dismissal involves a dismissal that breaches the employment contract (e.g. employer not paying for the contractual notice period).  No minimum length of service is required to claim this and payments are based on compensating individuals for specific losses from the contract (click here).  Constructive dismissal is a type of wrongful dismissal. Unfair dismissal, on the other hand, considers the fairness of dismissal, thereby providing additional protection. Conduct – misbehaviour that has an impact on the successful running of the organisation e.g. persistent punctuality issues, verbal abuse; Capability – under-performance or health issues; Redundancy – due to downturn in demand or reorganisation that means part of the business or role is no longer required; Statutory reasons – continuation of employment would contravene a statutory requirement (e.g. expiry of work eligibility);   Retirement Following the repeal of legislation related to the default retirement age and the consolidation of age discrimination within the Equality Act 2010, it is no longer legal to dismiss an individual on the basis of age.  ds); Redundancy A redundancy situation occurs if there is: 1.   A cessation of the business; 2.   A cessation of part of the business; 3.   A cessation of the duties or role of an individual; Where redundancies are inevitable good practice in terms of selecting individuals involves: 

Strategic recruitment and selection Integrated with other HR practices (horizontal integration) – Learning and development practices Pay and reward practices Performance management practices In addition, for recruitment and selection practices to be truly strategic and sustainable, they should be integrative of other HR practices and activities (horizontal integration). For example:   ·        Learning and development practices that focus on internal succession and career planning. This could also entice new recruits into the organisation, which further enhances the employer and employee brand  ·        Pay and reward practices that focus on rewarding desired behaviours and skills & knowledge acquisition. Not only will this encourage the development of human capital, in order to flexibly adapt to the changing environment but also will also entice new recruits into the organisation ·        Performance management practices will enable workers to focus on their targets, future career development plans and their employability skills. Again an effective performance management system can enhance the employer and employee brand ·        In addition to aligning the various HR activities (horizontal integration), organisations can also put in place resourcing strategies that are fully integrated and supportive of the overall strategic direction of the organisation.

Employer branding “a set of attributes and qualities, often intangible, that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture” CIPD Employer branding is about presenting your organisation to the labour market in the best possible light so that potential employees would like to work for you more than your competitors. The CIPDs definition of employer brand is: “a set of attributes and qualities, often intangible, that makes an organisation distinctive, promises a particular kind of employment experience, and appeals to those people who will thrive and perform best in its culture” 2/28/2019 DHRM

Employer branding The benefits of employer branding and becoming employer of choice include: Recruitment – Retention – Performance and development – Advertising – The benefits of employer / employee branding and becoming employer of choice include: Recruitment – generation of interest in jobs and the ability to attract talent, which may decrease recruitment costs (less need to advertise) in the long term Retention – the more proud, engaged and motivated employees are, the more likely they are to stay Performance and development – higher levels of engagement, satisfaction and commitment to the organisation’s values may encourage workers to take more control of their own development and performance Advertising – not only can organisations advertise their employer brand but also their products / services (corporate brand)

Bibliography Armstrong, M. (2006) A Handbook of Human Resource Management Practice, 10th edn. London Kogan Page Beardwell, J. Claydon, T, (2010) Human Resource Management A Contemporary Approach sixth edition. Prentice Hall Cappelli, P. (2008) Talent management of the twenty-first century, Harvard Business Review, March 74-81 Hills, A. (2009) Succession planning – or smart talent management” Industrial and ommercial Training 41, 1:3-8 Marchington, M. Wilkinson, A. (2009) Human Resource Management at work CIPD The changing face of HRM: in search of balance. Helen Francis, Napier University Business School, Edinburgh Anne Keegan, RSM Erasmus University, Rotterdam Human Resource Management Journal, Vol 16, no 3, 2006, pages 231-249 2/28/2019 DHRM

Bibliography Armstrong, M. (2006) A Handbook of Human Resource Management Practice, 10th edn. London Kogan Page Beardwell, J. Claydon, T, (2010) Human Resource Management A Contemporary Approach sixth edition. Prentice Hall Cappelli, P. (2008) Talent management of the twenty-first century, Harvard Business Review, March 74-81 Hills, A. (2009) Succession planning – or smart talent management” Industrial and ommercial Training 41, 1:3-8 Marchington, M. Wilkinson, A. (2009) Human Resource Management at work CIPD The changing face of HRM: in search of balance. Helen Francis, Napier University Business School, Edinburgh Anne Keegan, RSM Erasmus University, Rotterdam Human Resource Management Journal, Vol 16, no 3, 2006, pages 231-249 2/28/2019 DHRM