1. HR Management Exam Practice Mark Fielding- Pritchard 1

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

3. 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

4. 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

5. 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

6. 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

7. 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

8. 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

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

10. 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

11. 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

12. 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

13. 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

14. 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