HR Management Exam Practice Mark Fielding- Pritchard 1

Gibson & Chew  Structure structure structure  Use the question to guide you  Write a scratch plan  Monitor time and question relevance 2

Gibson & Chew Appraisal Process a) 1 Functional Identify and address weaknesses Identify areas of interest Discuss problems Identify training courses & development Operational Better plan teams Better plan work Discover process weaknesses, minimise risk Identify experience opportunities 3

Gibson & Chew Appraisal Process a) 2 Potential Benefits Better motivated staff, efficiency Better motivated staff, retention Better motivated staff, easier recruitment Improved performance to reaching overall firm strategic goals 4

Gibson & Chew Appraisal Process b) 1 Current System Clearly isn’t working Not timetabled Performance not reflected in bonus Not taken seriously No benefits 5

Gibson & Chew Appraisal Process b) 2 Control  Set strategic objectives  Measureable targets  Performance against targets  Organisational performance Development  Training and development needs  Design plan Set Objectives of New Process 6

Gibson & Chew Appraisal Process b) 3  Having set objectives design system to fulfil objectives  Gain support from 2 senior partners  Timetable  Link results to salary, promotion, rewards  Measure results, feedback, improve process 7

Lincoln & Lincoln a)  Structure structure structure  10 marks  Pick 3 or 4 ratios and go with those  Profit, revenue, cash, receivables days, staff costs 8

Lincoln & Lincoln a) North Revenue falling Smallest region East Revenue/ rising High staff costs West Good growth Poor WC management 9

Lincoln & Lincoln b) 1 Good  Based on profit  Overhead allocation is (presumably) consistent Bad  Not controllable  Depends on overhead allocation methods  Single measure, based on profit alone Link performance measures to slide 22 10

Lincoln & Lincoln b) North Revenue change Gross profit margin Market share East Revenue change Staff costs/ revenue Staff utilisation West Revenue growth Market share WC management, debtors days, current ratio, (inventory if relevant) 11

Lincoln & Lincoln c) Senior Management Very rigid. Change to reflect differences and new targets Creative Staff Again rigid. No note taken of new skills, improved performance 12

Lincoln & Lincoln c) Buying Staff Looks ok but budget set at HQ. Perhaps consider localising budget process Account Managers You would expect to see some commission and bonus element 13

Lincoln & Lincoln c) Admin Staff Looks ok but it depends what they are doing. Admin, filing clerks ok, but finance department staff? Also some element of bonus based on performance & company performance would be more motivating 14