Human Resources Flashcards
Main steps of the recruitment and selection process
- Identify a vacancy
- Draw up job description
- Draw up person specification
- Advertise job
- Review applications
- Shortlist candidates
- Interview
- Appoint new employee
Why might a new job vacancy arise?
Current employee leaves for a new job
Current employee leaves to retire
Current employee is promoted within the business
Current employee is dismissed
Current employee becomes ill (creating temporary post)
Current employee goes on maternity leave (creating temporary post)
Current employee passes away
The business is growing and needs more employees (ie they are opening new shops)
The business needs employees with new skills (ie employees with cyber security skills)
Job description
A document that describes the duties that a worker is required to carry out
(Eg duties could include writing letters and answering the telephone)
Person specification
A document that lists the qualifications, skills and experience that a worker needs to be able to carry out a particular job
(Eg having good communication skills and an English Language GCSE)
Internal recruitment
When a vacancy is filled with someone who already works in the organisation
External recruitment
When the organisation fills a post with someone from outside of the organisation
Benefits of internal recruitment
It’s good for morale when someone within the organisation is promoted
The organisation already knows the employee and the employee already knows how things are done within the organisation
It frees up another vacancy for a different employee to be promoted into
It is often cheaper because expensive advertising methods aren’t needed
Disadvantages of internal recruitment
Existing staff may not add new ideas to help the business to improve
There may not be many people willing and able to apply, so the choice is limited
The job of the person appointed to the post will need to be filled so further recruitment is needed
If an employee is promoted within the business, other workers may be jealous and it can cause resentment
Benefits of external recruitment
It usually means that there is a larger pool of candidates to choose from
It can help to stop resentment amongst the existing team
It brings new ideas into a business
Disadvantages of external recruitment
It usually takes a longer time to recruit using this method
It usually costs more (eg because of having to advertise the job)
It can be riskier because managers don’t know the candidates as well
Recruitment
The process of searching for new employees and trying to get them to apply for jobs
(Ie through a job advert)
It involves finding a suitable pool of candidates for a vacancy
Selection
Involves screening of the candidates who have applied (ie through a face-to-face interview) so that the most suitable person for the job can be chosen
Ideally, the following information should be included in a job advertisement…
Duties (or link to the job description)
Qualifications, experience needed, skills needed (or link to the person specification)
Salary details
Days and hours of work
Place of work
Closing date and start date
Contact address
How to apply for the job
Methods of recruitment
Local newspapers
National newspapers
Shop window
Own websites
Recruitment agency websites
Word of mouth
Social media
Why is an effective recruitment strategy important to a business
To find the most appropriate pool of candidates
To gain enough candidates to choose from
To save time for the selection process
To ensure only right candidates apply
To ensure the HR department operates within budget
Businesses don’t want to sort through candidates that aren’t suitable
CV (Curriculum Vitae)
A document that applicants provide to a business, including details such as personal details and education.
It allows the firm to see if the applicant matches the person specification.
What information should ideally be included in a CV?
Personal details
Education history
Previous employment history
Suitablity and reasons for applying for a job
Names of referees
Advantages of CVs
Using a CV saves time for both the employer and the candidate
CVs can be sent in without any delay
CVs allow candidates to highlight their assets and businesses are able to get an insight into their personality
It can be easier to choose and examine people
Can encourage more people to apply - larger pool of candidates
Disadvantages of CVs
Formats for CVs are looser and more informal than application forms
There may be outside interference with CVs
May take a long time to read through
May be formatted on a different app or computer which may become rearranged
How does an application form differ to a CV?
A CV is a document created by the candidate whereas an application form is designed by the employer to send out to applicants to fill out.
An application form is specific to the vacancy.
Advantages of application forms
Application forms guarantee consistency
Application forms can enable the business to compare candidates evenly and quickly
The business can tailor the questions asked
Disadvantages of application forms
Candidates may see application forms in a negative way as it is not a document that they already have completed to forward on to the employer - smaller pool of candidates
Application forms are time consuming
Letter of application (cover letter)
A document sent with a CV or application form to provide additional information
Reasons that sending a letter of application with a CV or application form may help a candidate to proceed to the next stage of the selection process
It helps the candidate to stand out from other applicants
It helps create a good first impression
Helps to express your interest in the business
It may show that the candidate has good written skills
Makes the application more personal
Work trial
When a candidate comes into the workplace to meet their prospective team and complete an assigned challenge.
This usually occurs after a phone screening or interview and before they are offered a job contract.
Reasons that work trials can be useful for the employer
Verification of skill and cultural fit
Insights into the candidates’ decision-making skills
Gives the employer and candidate a genuine experience of working together
Helps identify whether they have been truthful about their skikls
Why can work trials be useful to the employee?
The candidate is able to see whether they would be a good fit for the role
Why might a candidate not work well in a work trial?
The candidate may not feel prepared for the work trial as they do not know what to expect and do not know if they have been asked to do the trial because they performed well or not in the interview.
They may feel nervous about being under supervision.
Why might work trials not be useful to the employer?
They may not have an experience which truly reflects how the candidate works (unprepared or anxious that they did something bad in the interview)
Difficult to gain a complete understanding of whether the candidate is suitable in just one day
Candidates will be trying hard to impress the employer (may not reflect what they would be like when not under direct supervision)
Reference
A statement from a previous or current employer or other responsible person about the suitability of the applicant for the job.
What is included in a reference?
Basic facts such as employment dates, absence levels and details about the applicant’s skills and abilities.
Why can job references be useful to an employer?
They confirm whether the information that a candidate has given is true.
This can help them to decide whether make a job offer or not.
Which industries have to give a references?
Only certain industries such as those regulated by the Financial Service Authority have to legally give references.
This means that the use of references can be limited as previous or current employers may choose not to give a reference.
What is a character reference?
A reference provided by someone who is in a responsible position in society. These may provide details about the applicant’s character, strengths and weaknesses.
What is a problem with a character reference?
The applicant can choose who gives the reference, so is likely to choose someone who likes them.
Why might an interview be useful for an employer?
Can validate information from application form / CV
Can query information from application form / CV
Can see how candidates perform under pressure
Can find answers to specific questions
Can establish whether the candidate would fit in with the organisation / the team
Can see if the candidate matches up to their CV / application form (ie are they a good communicator?)
Non-verbal aspects can be considered (ie how they dress, punctuality, confidence)
How are interviews useful to candidates?
They can assess the culture of the business (eg company values)
They can meet the other team members and line manager
They can ask questions (eg the company’s growth strategy)
Limitations of interviews
They assess performance in an interview, rather than long term performance in the job
They are only a short period of time, so cannot gain a full overview of the candidate
Candidates can be affected by nerves so may not perform as well
It can be difficult to compare candidates if they are asked different questions
How can testing be useful when selecting the most suitable candidate for a job?
It is testing the candidate’s initiative
It allows the business to see how the candidate works under pressure
What are psychometric tests?
They are often used as part of the selection process to assess capabilities (intelligence), aptitude for the job (skills) and whether your personality fits in with the vision of the organisation you are hoping to join
Why are tests (ie scenario, psychometric, pen/paper) useful?
Can determine what candidates will do in real situations
Can establish if a candidates personality fits with the organisation
Responses are less likely to be impacted by nerves
Why might tests be limited in their usefulness?
Candidates may give the answers that they think the interviewer is looking for - not how they would really respond
Tests can only assess a handful of traits
Impacts of a business having an effective selection process
Helps to find a candidate with the right skills
Helps to find a candidate who is a good fit for the organisation in terms of personality
Saves time and money in the long run re-recruiting positions
Organisational chart
A diagram that shows the hierarchy in a business, usually from top to bottom in terms of seniority
What does an organisational chart show us?
Who each employee reports to
The hierarchy
The most senior and most junior roles
Promotion routes
How communication travels up and down
Horizontal lines of communication
Sown of control
Chain of command
Line relationships
Staff relationships
How are organisational charts useful to people within the organisation?
Employees can know who to report to and where they fit in in the business
Employees can identify those with authority
Span of control
The number of employees (or subordinates) for who a manager is responsible for
Advantage of a narrow span of control
Manager gets to spend more time giving staff clear/direct instructions
Disadvantage of a narrow span of control
Staff may feel ‘watched over’
Advantage of a wide span of control
Independence and less supervision may be more motivating for staff
Disadvantage of a wide span of control
Staff members may perform badly as manager loses control
Chain of command
The order of authority and delegation within a business
Levels of hierarchy
This refers to the number of layers in a business organisation
Line relationship
The vertical relationships (in the organisational hierarchy) between managers and subordinates
Tall / hierarchal structure
An organisation with many levels of hierarchy
Flat structure
An organisation with few levels of hierarchy
Features of a tall structure
Narrow span of control
Long chain of command
More promotion opportunities - more motivating for staff
Communication is more bureaucratic
Features of a flat structure
Wide span of control
Short chain of command
Communication will be quicker
Reasons for tall structures
Employees know who to report to
Managers know who they are responsible for -> clear lines of communication
Leadership and guidance for employees
Reasons for flat structures
More empowering - employees feel greater sense of control
Better sense of teamwork and trust
Ideas are more likely to be shared - quicker improvement
More accurate communication
Leaner - less staff - saving costs
Delayering
A process of reducing the number of levels in an organisational structure
Delegation
Where responsibility for carrying out a task or role is passed on to someone else in the business
Empowerment
Giving employees the power to do their job
(Eg the authority to make decisions, plan their own work, and solve their own problems)
Advantages of delayering
Reduces was costs (long term)
More employee responsibility because of increased delegation
Faster communication and therefore decisions will also be made more quickly
Disadvantages of delayering
Spans of control will widen -> this will mean an investment of time and training possibly to get employees used to working more independently)
Redundancy payments (short term cost)
Damage to staff morale (colleagues leaving and anxieties about further cuts)
Centralised structure
When businesses keep decision-making firmly at the top of the hierarchy (amongst the most senior management)
Benefits of centralisation
Easier to implement common policies and practices for the whole business
Prevents other parts of the business from becoming too independent
Easier to do-ordinate and control from the centre (eg with budgets)
Economies of scale and overhead savings easier to achieve
Quicker decision-making (usually) - easier to show strong leadership
Drawbacks of centralisation
More bureaucratic - often extra layer in the hierarchy (often tall structures)
Local or junior managers are likely to be much closer to customer needs
Lack of authority down the hierarchy may reduce manager motivation
Customer service: lost flexibility and speed of local decision-making (eg dealing with customer complaints and layout of the store)
Decentralised structure
Some (not all) decision-making is spread out to include more junior managers and lower levels of the hierarchy.
It is up to the business how far decisions are spread out
Benefits of decentralised structures
Decisions are made closer to the customer
Better able to respond to local circumstances
Improved level of customer service
Can enable a flatter hierarchy
Good way of training and developing junior ,management
Facilitates empowerment: should improve staff motivation
Drawbacks of decentralised structures
Decision-making not necessarily ‘strategic’
Harder to ensure consistent practices and policies at each location
May be some diseconomies of scale (eg duplication of roles)
Who provides strong leadership when needed? (Eg in a crisis)
Harder to achieve tight financial control - risk of cost-overruns
Organisation by function
The business is arranged into specialist/functional areas.
This means that each function has some input into the output of the business’ product(s)/service(s)
Advantages of organisation by function
Specialists can concentrate on what they do best and share ideas with each other
Less duplication (ie multiple teams/employees are not recruiting staff)
Disadvantages of organisation by function
Conflict may occur over goals, budgets etc
Segregation of functions means that communication about products different different functions are working on is ineffective
It can be difficult to accredit succes and/or blame about product performance
Departments are often doing a lot of work, but can’t really identify the outcome of their work
Organisation by product
The business is organised according to the different products made
Each product becomes a ‘mini company’ with its own finance, marketing, HR departments etc
Advantages of organisation by product
Easy to see which products and ‘profit centres’ are performing well
Each centre has a lot of autonomy (independence), which increases motivation
Teams can see the direct result of their work
Communication barriers are broken down for specialists
Disadvantages of organisation by product
Different products compete for resources (ie finance), which can cause conflict
Duplication of departments (ie HR) can waste resources
Teams may lose sight of overall direction of the business
Matrix structure
Where individuals work across teams and projects as well as within their own department or function.
Each team member can find themselves with two managers - their normal functional manager as well as the team leader of the project
These teams can be temporary or permanent depending on the tasks they are asked to complete.
Advantages of matrix structures
Can help to break down traditional department barriers, improving communication across the entire organisation
Can allow individuals to use particular skills within a variety of contexts
Avoid the need for several functional departments to meet regularly, so reducing costs and improving coordination
Likely to result in greater motivation.amongst the team members
Encourages cross-fertilisation of ideas across departments (eg helping to share good practice and ideas)
A good way of sharing resources across departments - which can make a project more cost-effective
Disadvantages of matrix structure
Members of project teams may have divided loyalties as they report to two line managers
Can put project team members under a heavy pressure of work
Difficult to co-ordinate/communication can be problematic
It takes time for matrix team members to get used to working in this kind of structure and to build relationships with the colleagues that they are working with
Team members may neglect their functional responsibilities
Organisation by division
A large or multinational organisation where there are divisions which can be geographically separated or by the product/service the company produces
Advantages of organisation by division
Each region has a lot of autonomy, which increases motivation
Easy to see which regions are performing well
Have a better understanding of customers in that region
Disadvantages of organisation by division
Regions may lose sight of overall direction of the business
Might be difficult to adapt to different cultures in each region
Conflict for resources
Losing consistency with your brand
Duplication of roles
What can organisation by function also be called?
Organisation by system
Appraisal
A formal assessment of an employee’s performance
What is often included in an appraisal?
Strengths
Development areas
Performance targets
What might the purpose of appraisals be
Helps make the business more efficient and productive
Could make employees feel valued
Could prevent the need to employ more staff
Motivates staff to work towards a reward
Improved relationships with employer and employees
To give staff a focus
To set the standard/expectations
To make pay/training decisions
To record any issues (collect evidence)
Managerial appraisal
A method of appraisal where a manager examines and evaluates an employee’s performance
Advantages of managerial appraisals
Employees receive expert input from manager
Makes subsequent actions such as deciding about promotion, rewards and disciplinary procedures seem fairer
Disadvantages of managerial appraisals
Manager may not work closely with employees to know their strengths and development areas
Input is limited to one point of view (the manager’s)
Self assessment
Employees assess their own performance, often a tick sheet to grade aspects of their work
This can be used as a stand alone method or in advance of a managerial appraisal
Benefit of using self appraisal as a stand alone method
Individuals often feel in the best position to identify their strengths and development areas because a manager may not work closely enough with them
Drawback of using self assessment as a stand alone method
The employee may be biased when completing their assessment due to having a lack of objectivity
Why is a self assessment often used before a managerial appraisal?
The manager can prepare what to say to the employee
The employee can feel less anxious as they know what to expect
360 degree appraisal
Involves an employee receiving feedback from several people in the organisation
This is more appropriate for staff who work in large businesses with multiple teams
Peer assessment
This is when the appraisal is carried out by a work colleague
Advantage of 360° appraisals
A broader picture of performance will be obtained
