1. Intermediate 1 BM – 3.2

2. Why do people work?  Possible reasons –  To make money  Job satisfaction  Security – financial and personal  Friendship and social reasons  To make progress  To use skills and abilities

3. Why do people work?  Think of an example of a job for each of the reasons previously seen.  How can a business ensure they get the right person for the job?  Go to www.learndirect.co.uk and click on the link for job advice then follow the link to job search.www.learndirect.co.uk  Research the desired qualities and qualifications required for each job.

4. Getting the right person  Different jobs will have different requirements  For example – a zoo keeper and a medical consultant will have different skills.  Zoo keeper – Love animals, scientific knowledge, safety conscious, experience with animals  Medical consultant – appropriate degree, interpersonal skills, experience etc..

5. Getting the right person  When a business is looking to employ staff there are several steps normally undertaken  Advertise the post – as seen in your earlier search  The advertisement normally tells people how to apply – either a letter of application and a C.V. (curriculum vitae) or by completing an application form – both normally require references

6. Getting the right person  If applicable applications forms are issued  The business receives applications for the job  These are studied and compared with job and person specifications  A short list of applicants is created of those who seem most suitable for the post  Interviews and proficiency tests are carried out

7. Getting the right person  The final candidate is chosen and offered the position  Within 13 weeks of starting work the new employee must be given a Contract of Employment which includes information like job title and description, date job commenced, hours of work, rate and method of pay, period of notice required, holiday arrangements, pension information, disciplinary procedures and information concerning trade unions

8. Getting the right person  Pick a job as a class group  Working on your own design the application form for the job you have chosen. Create a list of 10 questions you would be looking for an applicant to answer in an interview for this job along with your perfect answers to them.

9. LI – 07/09/2010  By the end of today I will have a better understanding of appraisal systems and the relationship between staff and employer

10. Appraisal  Initial thoughts?

11. Appraisal  Informal staff appraisal – a subjective evaluation of staffs performance by their manager. This relies on the managers feelings regarding the staff member and has no agreed criteria or structure. This would not normally be discussed with staff.  Essentially a managers opinion of an employee

12. Appraisal  Formal staff appraisal has several characteristics –  Carried out regularly e.g. yearly or 6 monthly  Usually carried out by managers/supervisors for subordinates but can be done by peers or by yourself  Forms are normally used to record the appraisal  Can involve grading which can effect promotion chances, bonuses or salary  Work performance normally matched against job description

13. Appraisal  Appraisal is a form of monitoring, it can  Check a persons suitability for the job  Monitor suitability for promotion  Allow for ambitions to be recognised and accounted for  Help motivate  Identify training needs  Identify strengths and weaknesses of staff

14. Appraisal  A successful staff appraisal can  Set targets agreed by both appraiser and appraisee, timescales and decisions on criteria are agreed upon. Target setting can help to measure performance at next appraisal  Recognise employee achievements  Identify difficulties  Be objective – not an opinion  Identify skills requiring development for progression  Create 2 way communication between employee and employer

15. Appraisal - advantages  Positive feedback can increase motivation amongst staff  Encourages employees to build upon strengths  Identifies training needs amongst staff  Identifies and clarifies promotion pathways for staff

16. Appraisal - disadvantages  Could cause job specification to be altered – this may end up increasing workload  Negative feedback could be discouraging to employees if it is not handled tactfully  If carried out too often can be seen as overbearing – possibly discouraging staff

17. Appraisal - links  Go to www.acas.org.ukwww.acas.org.uk  In the search box type employee appraisal  Have a read through some of the information booklets available for employers from there

18. Employer/employee relations  The relationship between employers and employees is important. Important factors to be considered include:  Two way communication  Understanding each others job  Accountability should be recognised by both  Teamwork  Training courses for both

19. Employer/employee relations  To keep relations positive many employers will look for employees to become more active in the business  Team working – employees can be involved in setting their own targets, e.g. 500 units per day. Since the target is employee based this is participation in the businesses decision making process. This method of working can encourage and motivate staff as they are more in control of their own performance than a simple target from management

20. Employer/employee relations  Quality circles – Employees work in groups focused on a particular skill or area of specialist knowledge. These groups focus on a particular problem and suggest solutions – increasing motivation and providing a sense of worth for participants  Work councils – Employees and managers work together discussing things such as working conditions. Changes – especially large or significant ones – are agreed here before roll out throughout the organisation

21. Legislation  There are many factors affecting the relationship between employees and employers – legislation is one.  Acts of Parliament provide laws and rules for the workplace  An act is quoted including the year e.g. The Health and Safety at Work Act 1974

22. Legislation – Acts  The Disabled Persons (Employment) Act 1944 and 1958  The Factories Act 1961  The Equal Pay Act 1970  Contract of Employment Act 1972  The Health and Safety at Work Act 1974  The Sex Discrimination Act 1975 and 1985  The Race Relations Act 1976  Disability Discrimination Act 1995  The National Minimum Wage Act 1998

23. Legislation – Acts  You are not expected to know each act in detail  It will be helpful for you to know the names of some of the acts  What some of the acts are referring to and deal with  How the laws from these acts affect a business

24. Trade Unions  Is an organisation that represents employees and workers  Its main aim is improve working terms and conditions for its members – wages, leave, benefits etc..  Negotiate with employers on behalf of employees  Different trade unions for different groups of workers  Unions strength lies in their size

25. Industrial action  If relations between employers and employees breakdown employees may decide to part in industrial action  Can take many forms:  Picketing – union members gather outside the business entrance and try to persuade others not to cross the picket line. Standing outside another business for this reason is illegal  Go slow – workers deliberately work at a slower rate than normal

26. Industrial action  Work to rule – the workers complete their job to the exact letter of their contract, sometimes this results in a go slow effect  Overtime ban – workers refuse to work any hours over their contracted minimum hours  Strike – workers completely withdraw their labour for a period of time ACAS – the Advisory Conciliation and Arbitration Service – is an independent organisation funded by government who’s job is to offer advice and arbitration when employees and employers cannot resolve the situation themselves.