people Flashcards
(17 cards)
how to perform well as a business
- train staff well to deal with customers effectively this enables staff to understand expectations of the business and how to deal with customers appropriately
- regularly update staff on product/service developments this can ensure staff appear knowledgeable and assist customers
- ensure selection methods are rigorous this ensures the people employed are suitable to represent the
business
how to ensure customers receive a good service
- the product , eg, a custom made computer
system would go direct from the producer to the
consumer - finance available , the business may not have the
finance to set up e-commerce - reliability of others in the chain , it may be that
it is safer to sell direct to the consumer
how a customer gets the impression of a good business
- premises and vehicles should be modern and clean
- this ensures the customers opinions isn’t ruined.
- settings convey the type of ambiance to match the
product/service, this helps customers feel their
needs are being recognised. - the layout and design of website should be carefully considered , this should convey the type of business it is, consideration should be given to colours, fonts and
images used.
benefits of good employee relations
- reduced staff turnover which will save money on
recruitment and training - staff absenteeism will reduce meaning higher
productivity and more satisfied customers - employees will be more motivated meaning better
quality work
consequences of poor employee relations
- conflict between employees and employer
- less cooperation from employees
- a poor image of the organisation to its customers
how to encourage good employee relations
- financial Incentives such as bonuses or performance-related pay, commission, piece rate or
overtime - fringe benefits , rewards offered to employees
such as company car, discount, gym membership etc. - appraisal where employees good work is recognised
main groups of employee relations
Advisory, Conciliation and Arbitration Service (ACAS)
- Advisory, Conciliation and Arbitration service aims to prevent and resolve disputes, conciliate in actual or potential complaints to industrial tribunals, provide info and advice, promote good practice
- it provides advice to employees, employers and trade unions through a nationwide network of public enquiry points which deal with queries on employment matters
employers association
- businesses in one sector of industry often form
an association to look after the interests of all
businesses in that particular industry ,they try to influence government in the setting
of taxes and the passing of laws - they produce both product and market research
for their members
main groups in employee relations
trade union congress (TUC)
- The TUC represents all trade unions in the same way as Employers Associations represent employers. It provides information and advice to its members.
- It brings unions together to draw up policies
- It lobbies government to implement policies that will benefit employees
- It campaigns on economic and social issues
types of training
induction training
- this is given to new recruits to the organisation and is designed to make them aware of the requirements of the job and to give them information about
the organisation. - it will cover organisational policies and procedures as well as more practical issues such as where everything is in the organisation.
- it also provides an opportunity to put new employees at ease and to introduce them to their colleagues
- it may take a few hours or last a few weeks depending on the job.
types of training
on-the-job training
- this training takes place while employees are actually carrying out their job at their place of work.
- it may involve a worker watching another more
experienced worker doing the job - they may be helped and guided through new work and advised and helped on how to improve.
- sometimes an employee may go round different departments learning what each one does (a process that is often used for new young managers).
types of training
off-the-job training
- this takes place while the employee is not carrying out their job and is usually away from the employee’s place of work.
- it can take several different forms, such as going to college to gain a recognised qualification; attending a special vocational course run by a college, university
or other training provider; or participating in a course run by the organisation itself (known as ‘in-house’ courses).
-it is perceived by employees of being of greater value and employees can return to work and cascade knowledge to colleagues.
benefits of training and development
- flexibility , employees with a wide range of skills are more flexible, so introducing change is likely to be easier.
- promotion of change , training and development may make it easier for an organisation to introduce change.
- upgrading skills , the changing environment faced by many organisations means that workers must regularly update their skills, for example, in ICT.
- improved employee satisfaction , training and development may improve workforce motivation because they will have the chance to make use of a wider range of skills.
- improved image for the organisation , a good training and development programme may help an organisation to attract new members of staff.
- it can also help the organisation gain awards
costs of training and development
- financial cost , the cost of the course itself plus
travel and subsistence costs. - training staff , if the organisation employs people to
operate a training and development service, run training courses, it will have to pay their salaries, provide accommodation for them, etc. - loss of output , when people are away from their job,
for example to attend a training or development activity, they will not be producing any output. - loss of staff , well-qualified and trained staff may
seek employment elsewhere when fully trained. - training that is not planned may be reactive to a
situation and costly
workforce planning
- if an organisation doesn’t have the right number of staff with the right skills and experience, it is unlikely to be successful.
- process of identifying future workforce requirements and putting systems in place, for example training or recruitment, to ensure that staffing needs are met.
- such planning is required because staff leave to work elsewhere and promoted staff will need to be replaced
workforce planning
benefits
- encourages managers to prepare and plan for changes rather than simply react to them.
- gaps in the current staffing levels are identified.
- avoids under staffing & ensures sufficient workers to carry out the different functions of the business.
recruitment process
1 > Job analysis can help to decide whether a vacancy needs to be filled or whether the tasks and duties can be redistributed to other staff. It is used to help write the job description and person specification.
2 > a job description is a document that states the tasks and responsibilities of the job. It contains information on duties, pay, location, hours of work and conditions
3 > a person specification is a document that states the skills and qualifications needed to do the job. These skills and qualities can be listed as either essential or desirable. This will provide a series of measures against which the organisation can judge people who apply for the job.
4 > application forms consist of pre-prepared questions set by the organisation. This allows an organisation to easily compare potential candidates. It also ensures the organisations get all the information they require from the candidate. Application forms are increasingly carried out online.
5 > CV is a summary of the summary of the person’s education, qualifications and previous employment history.
6 > selection is the process of ensuring the best or most suitable candidate is chosen to work for an organisation.
