1. “the management and care of staff”
Human Resources
“the management and care of staff”

2. HR topics to be covered:
Workforce planning
Recruitment and Selection
Training
Motivation

3. Workforce Planning
Involves estimating future human resource requirements and ensuring the firm has right number of people, in the right place, with the right skills at the right time There are 4 stages in workforce planning:
Know your strategic objectives – what is the business hoping to achieve and by when.
Eg will a new product be developed this year or next year.

4. Analyse the labour market – is the business going to be able to recruit staff who are qualified in a specific area.
Information can be gathered from recruitment agencies, websites, university graduates and school leavers
Analyses the business demand – gather market research about demand for products/services in the future.
Analyse the existing workforce – do employees need to be re-trained, are they planning to retire/leave and will the be replaced

5. Benefits of Workforce Planning
Workforce planning encourages managers to prepare and plan for changes rather than simply react to them
Allows businesses to prepare for periods of significant change eg growth, restructuring, technological change, etc
Gaps in the current staffing can be identified
Strategies can be put in place in order to fill staffing gaps
Relevant/appropriate training can be given
Staffing forecasts can be carried out
Avoids overstaffing
Flexible working practices may be considered so that staff are available when they are needed most

6. Recruitment and Selection
“attracting and choosing the right person for the vacancy”

7. RECRUITMENT
Recruitment is getting the right people to apply for the job: Identify Vacancy Conduct a Job Analysis Prepare a Job Description Prepare a Person Specification Identify Recruitment Sources Draw up an Advert
See handout

8. Candidate Response methods:
Application Form
Curriculum Vitae (CV)
Letter of Application
What are the advantages and disadvantages, for the organisation, of each method of application.

9. Internal Recruitment
Internal recruitment – job vacancy is only advertised within the organisation.
Only people currently working for the organisation can apply.
Vacancy can be ed to staff, on the intranet, staff notice board, staff bulletins etc
What are the advantages and disadvantages of this method of recruitment

10. Advantages
Staff are already known to the business – know their ability
Less training is required – staff already know the policies/procedures
Job vacancies can be filled quickly
Can be a promotion – staff feel valued and motivated
Money saved on advertising, recruitment etc
Disadvantages
There is no “fresh blood” brought in to the organisation with new ideas
Another vacancy will be created within the organisation
Conflict among existing employees competing for the job
Existing employees may not have the correct skills leaving the vacancy unfilled

11. External Recruitment
External recruitment – job vacancy is advertised within and outwith the organisation.
Anyone can apply for the job
Vacancy can advertised in newspapers/journals, websites (s1jobs.com), job centre, recruitment agencies and company website
What are the advantages and disadvantages of this method of recruitment

12. Advantages
Wider range of applicants with new ideas
Larger number of applicants to choose from (this can also be as disadvantage)
Job vacancies can be filled quickly if using a recruitment agency
Employee may have relevant experience and not need training
Disadvantages
Cost of advertising/using an agency. Process will take longer
New employee can take time to settle in. May end up being unsuitable for the job
Existing staff who apply and don’t get the job may feel undervalued and demotivated

13. “picking from your applicants”
SELECTION
“picking from your applicants”
Risks exist if the wrong person is appointed:
Poor performance
Increased training costs
Higher labour turnover costs
Conflict within the organisation

14. System for Selection Application Forms Interviews Testing Evaluation
See handout
Evaluation
Appointment

15. Training – Why? Well-trained workers are more productive
Watch this clip
Well-trained workers are more productive
Creates a more flexible workforce
Should lead to job satisfaction
Should reduce accidents and injuries
Improves the image of the company
Attracts good applicants to the firm
Can improve the chances of promotion
Make sure when talking about benefits you make it clear if it’s for the employee or employer.

16. Types of Training
N5 Recap
On-the job – carried out in the workplace. Undertaken by employees to improve their knowledge, skills and performance
Off-the-job – carried out away from the workplace. It may involve additional qualifications and is delivered by specialists
Induction training – offered to new employees. Includes tour of the building, health and safety, specific training about the new job.

17. Describe each method and why would it be used.
Methods of Training
Whichever type of training is undertaken, it can be delivered in many ways:
Lectures
Role playing and simulations
Job rotation
Apprenticeships
Multimedia
Describe each method and why would it be used.

18. Professional Development
Organisations need to provide staff with opportunities to develop as individuals and employees.
Any form of training allows staff to develop new knowledge and skills which will allow them to do the jobs more efficiently.
Training schemes for staff do not necessarily lead to formal qualifications but some do (see next slide).

19. Work-based Qualifications
Many organisations will allow employees to work and study for qualifications at the same time.
SVQ’s (Scottish Vocational Qualifications) are an example
Staff can gain skills and qualifications through apprenticeships – someone learn on-the-job and goes to college to gain recognised qualifications. Eg plumbing, joinery

20. ICT and Training
ICT can be used in many different ways during training:
Virtual learning environments (VLE) – web-based resources can be accessed from home or work. Learners can have access to a trainer/tutor.
Web conferencing/video conferencing – training staff at the same time that are spread over a wide geographical area

21. ICT and Training
Access to centrally stored materials – notes, videos, demonstrations
Presentation software (powerpoint) can be used to deliver training
(See Highland Council Intranet, Staff Information, Learning and Development)
For each method why would they be used and what are the benefits/reasons for using them.

22. Motivation
Employees want to feel motivated at work in order to be satisfied with their job
Employers want employees to be motivated in order to get the best out of them

23. Maslow’s hierarchy of needs
Maslow suggests that there are 5 levels of human needs that have to be met. Each level must be satisfied before moving onto the next.
Self esteem
Social needs
Safety and security needs
Physiological needs
Self-actualisation
Morality, creativity, spontaneity, acceptance, purpose, meaning
Confidence, achievement, recognition, status
Friendship, belonging, intimacy
Health, employment, family, security
Food, water, shelter, clothes

24. McGregor X and Y
This theory suggest that there are 2 types of manager: Theory X and Theory Y
Theory X
Employees do not like work and try to avoid it
Employee has no drive or ambition
Employee not interested in responsibility or empowerment
Manager therefore has to control all that is going on and makes all the decisions

25. Theory Y
Work provides employees with satisfaction and a sense of achievement
Employees are happy to work hard to achieve goals for the organisation
Manager therefore provide opportunities for development and empowerment
Manager will delegate tasks/responsibility to employees

26. Herzberg Theory
Hertzberg believes that there were 2 factors which effect employees in the work place
Motivators
Achievement, recognition, work itself, responsibility and advancement
Hygiene factors (these would de-motivate staff if not present)
Working conditions, salary, status and job security

27. Covered in Understanding Business
Leadership Styles
Staff can be motivated or demotivated depending on the type of leader they have.
3 types:
Autocratic
Democratic
Laissez-faire
Covered in Understanding Business

28. Using rewards to motivate staff
Financial rewards:
Flat rate, time rate, piece rate, overtime
and bonus
Describe each method and explain why they are motivating
Non-Financial rewards:
Company car, pension/insurance, luncheon vouchers/subsidised canteen, staff discount and child care vouchers
Why would non-financial rewards be motivating?

29. Non-Financial Methods – Employee Involvement
If management involve staff in tasks and decision making this can be motivating for staff.
Examples:
Delegation
Job enrichment
Job enlargement
Job rotation
Quality circles
Teamworking
Worker participation
Works councils
Worker directors
Task: match the term with the definition

30. Task – justify the following motivation strategies
Provide fair pay for the work the employees do
Empowering employees with responsibility for carrying out a particular task or duty
Avoid the use of temporary contracts if possible
Provide opportunities for continuing professional development
Offer incentives (eg bonuses for achieving targets)
Having an open door policy
Empower employees

31. Justification
Employees will work harder if they feel they are being suitably rewarded.
Staff are motivated by being given extra responsibility – gives variety.
Permanent contracts give job security. More effort put in if employees are there long term.
More efficient/skilled at job. Employees feel valued if the are allowed to work and gain qualifications

32. Continued …
The harder employees work the more they are rewarded. See the results of working harder.
If allowed to talk to Managers about issues (work or non-work related), they may be resolved before they start to impact on work.
Giving staff the authority to make decisions makes them feel in control of their work. Being trusted by Management can motivate staff.