Quick Recap of Lecture 6

Believe It or Not All aspects of HRM can be measured and quantified in the same manner as any operational function.

Relevancy of Economic Measurements These economic measurements are relevant to HR programs because: They can help senior executives assess the extent to which HR programs are consistent with and contribute to the strategic direction of an organization. They give visibility to the HR department.

Behavioral Measures  Measures of the reactions of various groups of what individuals have learned or of how their behaviors have changed on the job.  These groups include:  Top Management  HR Specialists  Applicants  Trainees

Microsoft Total Market Value $412 Billion Total Value of all Physical Assets (buildings, equipment, and furniture) $24 Billion Where is the extra $388 Billion coming from?

Soft Assets Intangible Assets Brand Names Intellectual Capital Patents Copyrights Expenditures for R&D The shift to a knowledge based economy has created a whole new category of assets which are not recognized in financial statements. Information is the essence of these soft assets.

Lesson 1 Lecture 7 (Part 1) Overview of Human Resources and Professional Development

The Recruitment and Monitoring of quality Staff

Human Resources – strategic links What informs recruitment and retention at ? Corporate Strategic Plan Unit Plans Human Resources Strategy

Corporate Strategic Plan strategic aims are: - to deliver its business priorities; - to improve the match between staff capabilities and organisational needs; - to strengthen market position; - having acquired research degree awarding powers, to achieve University title.

Corporate Strategic Plan To develop the staffing profile so that staff capabilities match organizational needs To enhance the professional standing and experience of staff

Human Resources Strategy The 3 key themes are: Recruitment and retention Staff training and development and improving performance Health and ‘well-being’

Human Resources Strategy Recruitment/Retention - Attracting the best candidates - Improving the staff profile - Retaining key staff

Human Resources Strategy Staff Training and Development and Improving Performance - Continuous learning and development - Leadership and management development - Communication/information technologies

Human Resources Strategy Health and ‘well-being’ - Occupational Health management - Employee engagement through participation in workplace ‘well-being’ activities

Other Influences Employment legislation Sex Discrimination Act 1975 and amendments e.g Race Relations Act 1976 and amendments e.g Disability Discrimination Act 1995 and amendments e.g Employment Equality (Age) Regulations 2006 Employment Equality (Religion or Beliefs) Regs 2003 Employment Equality (Sexual Orientation) Regs 2003 Equal Pay Act 1970 and amendment Regs e.g Chartered Institute of Personnel and Development (CIPD) Employers Associations(EA) Trade Unions

Recruitment and Selection Introduction The success of organization as is dependent upon the contributions made by its staff, therefore is committed to attracting, selecting and retaining the best possible candidates. Effective recruitment needs to be planned and systematic.

Enabling Recruitment and Selection Corporate recruitment & selection training Recruitment & Selection Process - Management Guidance Recruiting managers fully understand and support ’s Equal Opportunities and Equality and Diversity Policies and Statements Support for recruiting managers from the Human Resources Department

Recruitment and Selection The support and the resources available will ensure recruitment and selection at is: Professional, planned, consistent and effective Which will in addition ensure: Fairness and equality of opportunity maintains its image as a good employer

Job Descriptions/ Person Specifications Essential tools, used not only in the recruitment process but also to: 1. Clarify a potential applicant/current employee’s responsibilities within their role 2. Identify training needs 3. Identify performance issues

Job Descriptions recruitment & selection process: Provide the information needed in determining the selection criteria Inform applicants about the primary purpose and principal functions of the job and its place within the structure of the organisation

Person Specifications Purpose is to make explicit the attributes required to undertake the role in terms of education, experience, knowledge, skills etc Applicants will be assessed against the criteria/attributes set out in the person specification Criteria must be: Quantifiable, measurable and capable of being tested

Role Analysis/Job Evaluation All job descriptions and person specifications are reviewed to ensure the role is analysed via job evaluation to ensure equal pay for work of equal value Compliance with legislation Tool used at - HERA (Higher Education Role Analysis)

Methods of Assessment Consider the most appropriate methods of assessment for each criteria including: Application form/Short listing Stage Interview Presentation Test

Attracting Applicants Consider appropriate publications/methods of attracting applicants including: Internet/websites Jobcentre Plus Paper based publications Recruitment agencies Head hunters Internal talent pool: Possible development or career progression

Key Stages to Recruitment and Selection Shortlisting Interview Appointment

Shortlisting Stage Recruiting panels must adhere to the scheme of delegation for recruiting panels Follow ’s guidance which follows ‘best practice’ Three panel members Ensure that no discriminatory practices occur Use of the person specification to assess all candidates Short listing carried out independently by panel members

Shortlisting Stage (continued) “Positive about Disability” double tick Committed to interviewing all disabled candidates who fully meet the essential criteria All shortlisted candidates must meet the essential criteria Shortlisting decisions based only on the information contained in the application form relating to the person specification Shortlisting must be an individual assessment not a comparison of candidates

Interview Stage Follow similar ‘best practice’ processes as shortlisting stage Use of appropriate selection methods Questions based on the person specification Be aware of any special needs of the candidates Panel members complete interview assessment form including scores and comments Highest scoring candidate appointed References considered once interviews have taken place

Appointment Stage Chair of Panel Make offer of appointment Human Resources Salary offer Clearances: References, eligibility to work in the country, medical clearance, CRB check where appropriate, verification of qualifications Contract of employment

Human Resources - Retention Human Resource Management and Human Resource Development Components

Actions and Behaviour Communication and Information Systems (Technology) Management and Leadership Styles (Vision and Mission) HRD Values Involvement and Empowerment Employment and Reward Strategies Motivation BeliefsCommitmentTrust and Integrity Psychological contract Mankin, D.P (2001) A model for human resource development

Investors in People

Performance and Retention Induction Probation Staff Performance Review Staff Development – Career Development/Succession Planning Total Reward Package

Induction – [risk and benefit] Unsatisfactory performance and low job satisfaction Absenteeism, high labour turnover and resignations or dismissals Tribunal cases if employees complain of unfair dismissal because of inadequate training High demands on managers Accidents leading to injuries and/or prosecution Mistakes which are costly to the company

Induction (continued) With the best will in the world, induction cannot be described as a glamorous, exciting facet of people management. In fact, it often degenerates into a hastily organised chore – a task that line managers can see as being merely a distraction from more important duties… (Rankin, 2006)

Probation “a testing of conduct or character of person, especially of candidate …… for employment.” (Concise Oxford Dictionary) Staff grades 1 to 5, up to a maximum of 06 months [reviewed at 4/12/20 weeks] Staff grades 6 to 9, up to a maximum of 12 months [reviewed at 8/26/42 weeks] Temporary or casual staff, grades 1 to 9, up to a maximum of 3 months [reviewed at 3/7/11 weeks]

Staff Performance Review “a cultural shift within a resource towards an acceptance of performance management…..so that performance review becomes the norm, rather than the exception. This will involve tackling poor performance, but also managing good performance”. (KPMG, 2005) Staff Review and Development Scheme (2002) Staff Performance Review Scheme (2007)

Staff Performance Review The scheme aims to: Match individual and organisational needs Structured objective setting linked to corporate plans Review individual performance Identify personal development needs Identify any factors which may affect future objectives and priorities Allow staff to feedback on unit and organizational strategies and plans

Staff Performance Review AUGUST JULY FIRST REVIEW MID-TERM REVIEW COMMUNICATION

Staff Performance Review SPECIFIC - MEASURABLE - ACHIEVABLE - REALISTIC - TIMED –

Career Development and Succession Planning Corporate Staff Development Activities Coaching and Mentoring Framework Continuing Professional Development

Total Reward Package a safe and amiable working environment; job security; induction; staff development; flexible working; fair recruitment, appraisal, promotion and redundancy policies and procedures (Herriot et al. 1997)

Actions and Behaviour Communication and Information Systems (Technology) Management and Leadership Styles (Vision and Mission) HRD Values Involvement and Empowerment Employment and Reward Strategies Motivation BeliefsCommitmentTrust and Integrity Psychological contract Mankin, D.P (2001) A model for human resource development

Quality Standards Framework Core areas of Knowledge Our Values Our Ethos Five Core Competencies Fourteen Higher Education Role Analysis elements Seven Principles of Public Life

Actions and Behaviour Communication and Information Systems (Technology) Management and Leadership Styles (Vision and Mission) HRD Values Involvement and Empowerment Employment and Reward Strategies Motivation BeliefsCommitmentTrust and Integrity Psychological contract Mankin, D.P (2001) A model for human resource development

Management standards Support the development of job descriptions and person specifications; Underpin the recruitment, induction and probation of new managers Provide a platform for self-appraisal or audit of existing skills and knowledge Underpin the identification of appropriate development needs Form a basis for career development/succession planning

A Final Thought…….. QUALITY STAFF = A QUALITY ORAGANIZATION