Communication and Involvement [week 25]
Employee involvement is when employees are included in all issues of their interest. It is therefore both individual, and direct. It includes every other member who is involved in the organisatio. It is led by management with individual employees, getting included and subsumed to achieve some specific goal. It assumes common interest between employees and management. Its main function is to grow employee identification and commitment.
On the other hand, employee participation unlike involvement, is collective. It is an act of sharing in something.It is therefore joining with others in every activity that matters. It involves taking part in something, and is more or less often supported by some rule or, legislation. Where employment rights matter for example, participation is excercised. employees play a central roles in shaping their own lives and lifestyles, with each employee becoming their own representative or being part of a trade union.
Staff should be involved in decision making as this will give their opinion more importance within the organisation. It may be small decision and they may not even be put into practise if they are not possible but employees should still be given the chance to put foward their opinion and ideas. In my experience it can be very de-motivating for higher management to take over in all the decision making process as employees have good valuable ideas that can increase productivity. Also employees who deal with customers on a day to day basis know exactly what the customer required so the knowlede they have on this matter should be treated with more importance.
Im my opinion staff should have a say in opening times, rotas, merchandising, products/ services etc. As they are the ones who get direct customer feedback. They are more likely to know what the customer wants and when they want it.
Social networking
Facebook, MySpace etc are hugely popular with millions of people around the world using them to communicate with friends. But these services offer real opportunities for business looking to grow more successfuly.
There are benefits of social netwoking at work such as:
Staff can get to know each other better and therefore work closer as a team
Staff can share information and learn of each other
Lower Costs- It is cheaper to employ online social networking strategies than to pay for advertising. companies have adopted social networking tools in the need to locate expertise within companies whose employees are dispersed across many locations.
Insight into customers- when you social network, you can prescreen potential customers. You learn what your prospects like and what they don't. That personal relationship you gain when you connect with your potential customer is more valuable than what you would get had you advertised.
A wider range of people can be reached whether it be employees or customers
There are also drawbacks of social networking such as:
Staff knowing too much about each other, could lead to conflict or singling individuals.
Competitors may have access to to much information about the company they could use to compete
If anything negative happens within the company they could get bad press and which may ruin their image
Staff may post negative comments about the company that others will see, this could damage the companies image and other potential candidates may not want to work for a company after reading negative comments.
IBM is an example of an organisation that uses social networking sites to find expertise. They say “It is fundamentally important to us both in terms of our efficiency and our competitive advantage in the marketplace.” They where unable to find people within the organisation so used social netwoking to help them find the right people for their company. It is also a way for them to research a particular person or subject area, the searcher gets a good overview of how someone describes themselves and how they are defined by others, and by their own actions and interests.
References
http://www.cio.co.uk/article/706/social-networking-stands-to-benefit-businesses/?pn=2 By Suw Charman-Anderson Published: 11 August 08
Wednesday, 5 May 2010
Reward [week 24]
There are many different ways to reward staff from frequent recognition of accomplishments to regular communication. Some of the ways in which a company I worked for rewarded their staff where by offering:
Flexible hours- for those who have responsibilities such as children, hobbies, study etc
Making work fun- by having a good team atmosphere
Reward for effort as well as success- if those who try are not rewarded they will stop trying
Bonuses- usually for individual accomplishment only given to management for meeting sales targets.
Chocolates or wine- for those who suggestive sell the most in one week, this is easy to monitor and encourages good competition between co-workers to do better than each other.
Free parking- this will mean staff is not calling in sick because they are worried parking will cost them half the day’s pay.
Membership to gym- This was offered to management as the company felt it would help managers to become more active and aware at work.
Each individual employee prefers different rewards to suit them and their needs, this is what an organisation needs to cater to without spending too much money. From my experience money is defiantly not the biggest motivator, so a company does not have to spend a lot to motivate their staff through reward. Some prefer to have more time off to spend with their family others prefer some recognition to show management is aware and grateful for their efforts. I think the reward system at my job was unfair as the manager decided who worked the hardest and received recognition. For those who didn't get on with her never received any recognition and therefore never tried. The reward system was based on who has the best relationship with the manager rather than who worked the hardest and contributed in achieving targets.
Reward did differ depending on the job role everyone had for example only managers where offered gym membership and bonuses. In my opinion this is completely unfair as it was always a team effort the manager was responsible to leading the team in the right direction however that is why they got paid more than other staff member did. The bonus should be shared between the team otherwise the employees will stop trying as the manager benefits more than staff does.
Employee reward and recognition programs are one method of motivating employees to change work habits and key behaviours to benefit the business. Therefore the reward system has to be fair otherwise it could cause conflict between co- workers and could also lead to some employees not working as hard as they could as they are not getting the recognition they deserve. Therefore employee’s efforts have to be monitored carefully especially if it was a team effort; those who work harder should get the most reward.
A company will have huge benefits from rewarding their staff regularly to keep them motivated, they will:
Improve performance/ sales
Create a fun atmosphere for the team of staff
Get employees engaged
Have more effective management.
All this will lead to a more successful organisation as a whole.
Fairness in the reward process could be insured if:
All employees are eligible for the recognition. The recognition supplies the employer and employee with specific information about what behaviours or actions that are being rewarded and recognised so everyone is clear about it.
Anyone who then performs at the level or standard stated in the criteria should receive the reward.
The recognition should occur as close to the performance of the actions as possible, so the recognition reinforces behaviour the employer wants to encourage.
Should Chief Executives receiving large Bonuses even if the company under performs?
For:Yes to keep them motivated, to keep trying to achieve their targets
Yes for their efforts as they may have tried and not succeeded due to various reason they could not help and should not get punished for e.g. fierce competition.
Yes because they play a very important role within the organisation and are valuable so they should be kept happy for the sake of the organisation. If they are de-motivated it will cost the company a lot to motivate them or even replace them so it may be more beneficial to the company to just give them the bonus.
Against:
No because the bonus is for achieving and performing so if they are given a bonus when the company underperforms the chief executive may not try as hard next time to reach targets.
The importance of trying will lose its worth for all employees because if the chief executive is rewarded when the company under performs, employees will not see the point of trying any harder than they did this time round.
If the chief executive receives the bonus when performance wasn’t good they will not pressurise the employees to work any harder which will further effect the performance.
This money could be used for more important issues such as training staff to perform better.
Reward for teachers
Financial
Fringe Benefits
Perks or items a teacher receives in addition to their normal wage or salary e.g. company car, private health insurance, free meals. Advantages-Encourages loyalty to a school so teachers may stay for longer and Helps meet workers human and social needs. Disadvantages are that it will increase costs sharply.
Performance-related pay - to those teachers who meet certain targets/ grades. The targets can be evaluated and reviewed in regular appraisals with head teacher.
Non- financial rewards
Job enrichment- will give teachers more interesting, challenging and complex tasks. They should be given the opportunity to complete a whole unit of work rather than individual separate tasks. This is motivating because it gives them the chance to test themselves and use their full range of ability
Job enlargement- giving teachers more tasks to do of a similar nature or complexity. This will reduce the repetition involved the job role. Job rotation could be a part of this for teachers and involves having a wider variety of tasks to do e.g. teach a different subject/ students.
Bigger better office so teachers can feel more comfortable and relaxed in the environment
If I was a teacher I would be motivated by the financial rewards as the non financial ones are not that great. I would not want to teach a different subject as I may not know it as well however I would prefer to have a comfortable office to use as I may be spending long hours marking work.
References
Spitzer, D. (1996) Power rewards: Rewards that really motivate employee incentives. [s.n.], [s.l.]
There are many different ways to reward staff from frequent recognition of accomplishments to regular communication. Some of the ways in which a company I worked for rewarded their staff where by offering:
Flexible hours- for those who have responsibilities such as children, hobbies, study etc
Making work fun- by having a good team atmosphere
Reward for effort as well as success- if those who try are not rewarded they will stop trying
Bonuses- usually for individual accomplishment only given to management for meeting sales targets.
Chocolates or wine- for those who suggestive sell the most in one week, this is easy to monitor and encourages good competition between co-workers to do better than each other.
Free parking- this will mean staff is not calling in sick because they are worried parking will cost them half the day’s pay.
Membership to gym- This was offered to management as the company felt it would help managers to become more active and aware at work.
Reward did differ depending on the job role everyone had for example only managers where offered gym membership and bonuses. In my opinion this is completely unfair as it was always a team effort the manager was responsible to leading the team in the right direction however that is why they got paid more than other staff member did. The bonus should be shared between the team otherwise the employees will stop trying as the manager benefits more than staff does.
Employee reward and recognition programs are one method of motivating employees to change work habits and key behaviours to benefit the business. Therefore the reward system has to be fair otherwise it could cause conflict between co- workers and could also lead to some employees not working as hard as they could as they are not getting the recognition they deserve. Therefore employee’s efforts have to be monitored carefully especially if it was a team effort; those who work harder should get the most reward.
A company will have huge benefits from rewarding their staff regularly to keep them motivated, they will:
Improve performance/ sales
Create a fun atmosphere for the team of staff
Get employees engaged
Have more effective management.
All this will lead to a more successful organisation as a whole.
Fairness in the reward process could be insured if:
All employees are eligible for the recognition. The recognition supplies the employer and employee with specific information about what behaviours or actions that are being rewarded and recognised so everyone is clear about it.
Anyone who then performs at the level or standard stated in the criteria should receive the reward.
The recognition should occur as close to the performance of the actions as possible, so the recognition reinforces behaviour the employer wants to encourage.
Should Chief Executives receiving large Bonuses even if the company under performs?
For:Yes to keep them motivated, to keep trying to achieve their targets
Yes for their efforts as they may have tried and not succeeded due to various reason they could not help and should not get punished for e.g. fierce competition.
Yes because they play a very important role within the organisation and are valuable so they should be kept happy for the sake of the organisation. If they are de-motivated it will cost the company a lot to motivate them or even replace them so it may be more beneficial to the company to just give them the bonus.
Against:
No because the bonus is for achieving and performing so if they are given a bonus when the company underperforms the chief executive may not try as hard next time to reach targets.
The importance of trying will lose its worth for all employees because if the chief executive is rewarded when the company under performs, employees will not see the point of trying any harder than they did this time round.
If the chief executive receives the bonus when performance wasn’t good they will not pressurise the employees to work any harder which will further effect the performance.
This money could be used for more important issues such as training staff to perform better.
Reward for teachers
Financial
Fringe Benefits
Perks or items a teacher receives in addition to their normal wage or salary e.g. company car, private health insurance, free meals. Advantages-Encourages loyalty to a school so teachers may stay for longer and Helps meet workers human and social needs. Disadvantages are that it will increase costs sharply.
Performance-related pay - to those teachers who meet certain targets/ grades. The targets can be evaluated and reviewed in regular appraisals with head teacher.
Non- financial rewards
Job enrichment- will give teachers more interesting, challenging and complex tasks. They should be given the opportunity to complete a whole unit of work rather than individual separate tasks. This is motivating because it gives them the chance to test themselves and use their full range of ability
Job enlargement- giving teachers more tasks to do of a similar nature or complexity. This will reduce the repetition involved the job role. Job rotation could be a part of this for teachers and involves having a wider variety of tasks to do e.g. teach a different subject/ students.
Bigger better office so teachers can feel more comfortable and relaxed in the environment
If I was a teacher I would be motivated by the financial rewards as the non financial ones are not that great. I would not want to teach a different subject as I may not know it as well however I would prefer to have a comfortable office to use as I may be spending long hours marking work.
References
Spitzer, D. (1996) Power rewards: Rewards that really motivate employee incentives. [s.n.], [s.l.]
Tuesday, 4 May 2010
Training and Development [week 22-23]
The quality of employees and their development through training and development are major factors in determining long-term profitability of a business. If good employees are hired, it is good policy to invest in the development of their skills, so they can increase their productivity.
Training programme for Graduate entrants to become managers by the end of 2 years
Induction programme
Day 1
On the job- Orientations. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that the majority of all employees who quit do so in the first ten days. Orientation training will include the following topics:
The key members in the department, and how the department helps fulfil the mission of the company.
Personnel rules and regulations.
This will be in a written presentation to keep it interesting for candidates, it is important that the newcomer understand his or her new place of employment.
A starter pack will also be including all the basics about the company e.g. what they are all about, objectives, regulations etc for the candidates to take away with them, so the candidates are aware of what exactly the company does. Followed by a welcome presentation to ease candidates into the organisation by giving them some insight on the organisation as a whole. Also give candidates all essential information such as tour of the premises, health and safety – fire exits, fire extinguishers, first-aid kit, toilets and hand-washing facilities, office equipment, tea/coffee facilities, locker/changing facilities, issue of uniform and identity badge. This basic information will make the candidates feel part of the team and comfortable in the environment they will be working in.
Day2-3
On the job- This would include job introduction where candidates will be shown day to day tasks where they will be shadowing other managers and see how they do the job. They will be shown how to deal with day to day problem solving and managing the team. This will allow them to see and learn realistically in the environment they will be working in and get to know people in the company also likely problems and alternative solutions will be presented for discussion. Product information so managers are able to answer customer queries this will be written form for the candidates to keep.
Day4- Off the job assessment centre role plays to help deal with situations that may occur during work, health and safety e.g. how to put someone in recovery position etc. Training how to use computer systems in a training branch including a trial so any weaknesses are identified and improved upon. Job rotation so candidates are able to learn different skills so they can see the importance of all job roles. At the assessment centre there will be a range of activities designed for both group work, small teams and large teams so candidates become comfortable in dealing with all these situations they will be in during work.
Day5- Assessing training- Including e-learning followed by tests including mathematics as managers deal with figures and money. Leadership training on how to manage a team and deal with employees fairly. Make candidates aware of any policies and regulations regarding staff. Going through results of test to identify any further training required on a one to one basis. This will allow candidates to be aware of what they need to improve on in the future. There will also be a reading of the companies practice, policy and guidelines. To finish the training on a positive there will be an opportunity to discuss working conditions, times, holiday entitlement, sick leave etc. Candidates will also be able to subject any improvements or changes to the training programme so it can be improved for future candidates.
The training will be evaluated through end of course exams, observation, mystery shoppers, attitude surveys, customer feedback and other measures such as productivity, turnover, accidents etc.
Some of the chosen methods of training are costly such as day 2-3 on the job as well as time consuming, others are cost effective such as e-learning, however a combination of methods are essential for someone at management level as they will have a lot of different responsibilities and should know how to deal with them without getting thrown straight into them.
This training programme has specific benefits for the business, it will:
-Increased productivity.
-Reduced employee turnover.
-Increased efficiency resulting in financial gains.
-Decreased need for supervision
Conclusion
There should be ongoing training; there is no point in training candidates for one week and leaving it at that because they will need to have a continuous learning programme to remain effective managers. They will need to learn new things and get trained on any changes within the organisation e.g. new technology would mean managers will need to be sent on a new training course. Only if the process is continuous will the company benefit from the above advantages otherwise they will have bad management and therefore a de-motivated team of employees.
The quality of employees and their development through training and development are major factors in determining long-term profitability of a business. If good employees are hired, it is good policy to invest in the development of their skills, so they can increase their productivity.
Training programme for Graduate entrants to become managers by the end of 2 years
Induction programme
Day 1
On the job- Orientations. The first several days on the job are crucial in the success of new employees. This point is illustrated by the fact that the majority of all employees who quit do so in the first ten days. Orientation training will include the following topics:
The company's history and mission.
The key members in the organisation. The key members in the department, and how the department helps fulfil the mission of the company.
Personnel rules and regulations.
This will be in a written presentation to keep it interesting for candidates, it is important that the newcomer understand his or her new place of employment.
A starter pack will also be including all the basics about the company e.g. what they are all about, objectives, regulations etc for the candidates to take away with them, so the candidates are aware of what exactly the company does. Followed by a welcome presentation to ease candidates into the organisation by giving them some insight on the organisation as a whole. Also give candidates all essential information such as tour of the premises, health and safety – fire exits, fire extinguishers, first-aid kit, toilets and hand-washing facilities, office equipment, tea/coffee facilities, locker/changing facilities, issue of uniform and identity badge. This basic information will make the candidates feel part of the team and comfortable in the environment they will be working in. Day2-3
On the job- This would include job introduction where candidates will be shown day to day tasks where they will be shadowing other managers and see how they do the job. They will be shown how to deal with day to day problem solving and managing the team. This will allow them to see and learn realistically in the environment they will be working in and get to know people in the company also likely problems and alternative solutions will be presented for discussion. Product information so managers are able to answer customer queries this will be written form for the candidates to keep.
Day4- Off the job assessment centre role plays to help deal with situations that may occur during work, health and safety e.g. how to put someone in recovery position etc. Training how to use computer systems in a training branch including a trial so any weaknesses are identified and improved upon. Job rotation so candidates are able to learn different skills so they can see the importance of all job roles. At the assessment centre there will be a range of activities designed for both group work, small teams and large teams so candidates become comfortable in dealing with all these situations they will be in during work.
Day5- Assessing training- Including e-learning followed by tests including mathematics as managers deal with figures and money. Leadership training on how to manage a team and deal with employees fairly. Make candidates aware of any policies and regulations regarding staff. Going through results of test to identify any further training required on a one to one basis. This will allow candidates to be aware of what they need to improve on in the future. There will also be a reading of the companies practice, policy and guidelines. To finish the training on a positive there will be an opportunity to discuss working conditions, times, holiday entitlement, sick leave etc. Candidates will also be able to subject any improvements or changes to the training programme so it can be improved for future candidates.
The training will be evaluated through end of course exams, observation, mystery shoppers, attitude surveys, customer feedback and other measures such as productivity, turnover, accidents etc.
Some of the chosen methods of training are costly such as day 2-3 on the job as well as time consuming, others are cost effective such as e-learning, however a combination of methods are essential for someone at management level as they will have a lot of different responsibilities and should know how to deal with them without getting thrown straight into them.
This training programme has specific benefits for the business, it will:
-Increased productivity.
-Reduced employee turnover.
-Increased efficiency resulting in financial gains.
-Decreased need for supervision
Conclusion
There should be ongoing training; there is no point in training candidates for one week and leaving it at that because they will need to have a continuous learning programme to remain effective managers. They will need to learn new things and get trained on any changes within the organisation e.g. new technology would mean managers will need to be sent on a new training course. Only if the process is continuous will the company benefit from the above advantages otherwise they will have bad management and therefore a de-motivated team of employees.
Performance management [week 21]
There are many indicators of performance within an organisation, these assessment methods can be used in combinations. It is important for a company to choose indicators that align with their organisation’s goals and assessment methods that effectively appraise those indicators. One common method of measuring performance is performance appraisals.
Performance appraisals are for the effective management and evaluation of staff, they help develop individuals, improve organisational performance, and help future business planning. Annual performance appraisals enable management and monitoring of standards, agreeing expectations and objectives, and delegation of responsibilities and tasks. Staff performance appraisals also establish individual training needs and enable the organisation to plan these training needs.
In my performance appraisal at McDonald's with my line manager, we discussed a pay rise, my performance against the set objectives and standards, which where agreed in the previous appraisal, new objectives/ targets for me for example how to improve customer service skills. I was told what I was doing well and what I needed to improve. I was also given a choice to voice my opinion and talk about issues that I wanted to discuss such as grievances. There where benefits for both me and the organisation from these appraisals:
-They helped with my motivation, attitude and behaviour development at work and gave me a sense of direction.
- Recognition for my effect made me want to try harder.
-It communicated and aligned my individual aims with the organisations aims.
-opportunity to gain feedback good and bad
- Identified my training needs
- Identified if the recruitment and selection process was effective
-It encouraged a positive relationship between me and my manager.
-It provided a formal, recorded, regular review of my performance, and a plan for future development, which made it feel like the company cares about my development.
- It was essential for my career and succession planning, for me and for the organisation as a whole.
There are different types of appraisals:
Manager Appraisal: Where a manager appraises the employee’s performance and delivers the appraisal to the employee. This is by nature top-down and does not encourage the employee’s active participation. Therefore doesn't always work, because the employee has no say in its development.
Self-Appraisal: Is when the employee appraises his or her own performance, comparing the self-appraisal to management's review. Self-appraisals can highlight discrepancies between what the employee and management think are important performance factors and provide mutual feedback for adjustment of expectations.
Peer Appraisal: Is when employees in similar positions appraise an employee’s performance. This method is based on the assumption that co-workers are most familiar with an employee’s performance. Peer appraisals are effective at focusing an employee’s attention on undesirable behaviours and motivating change.
Team Appraisal: Are similar to peer appraisal in that members of a team, who may hold different positions, are asked to appraise each other’s work and work styles. This approach assumes that the team’s objectives and each member’s expected contribution have been clearly defined.
360-Degree or “Full-Circle” Appraisal: Is when the employee’s performance is appraised by everyone with who he/ she interacts with, including managers, peers, customers and members of other departments. This is the most expensive way to measure performance, and it is generally used for key employees.
Effective performance management requires:
Deciding and communicating what needs to be done e.g. aims, objectives, priorities and targets, a plan for ensuring that it happens e.g. improvement and action plans. My performance appraisals where effective for the reasons given above, however the effect of an appraisal was short term. After my appraisal the decided plan was neither reviewed nor revised, until the following year at the next appraisal. A continuous cycle of improvement would have been more effective rather than a one to one with a manager I hardly new.
Also the line managers made it obvious that she disliked appraisals and tried to avoid them. To her the appraisals were daunting, time-consuming, an administrative chore and emotionally challenging. As a result the appraisals didn’t have much importance within the organisation which then defeated the whole purpose of them.
Mentor
Mentoring is when one person helps another to achieve something that is important to them. It is about giving help and support in a non-threatening way, in a manner that the mentee will appreciate and value and that will empower them to move forward with confidence towards what they want to achieve. Mentoring is about creating an informal environment in which one person can feel encouraged to discuss their needs and circumstances openly and in confidence with another person who is in a position to be of positive help to them.
After reviewing the article from The Times on mentoring I think a variety of skills are required. A good mentor should
-show a desire and a willingness to give up time to help others
-maintains a positive outlook, yet is able to be realistic and have a strong interest in their own growth and self-development.
-They should believe in the person they are mentoring and therefore encourage positive thinking.
-Should be able to give and receive constructive criticism and know how to challenge the mentee where and when it is appropriate.
-Should have a lot of experience and can use what they have learned when giving advice
- They need to be a good/active listener. This involves tuning in to what the mentee ha to say, giving them complete concentration, and waiting for them to finish, without diving in or making assumptions about what they are likely to say.
-They need to be able to be honest and have the ability to discuss both the mentees good and bad points.
-They need to be able to think of solutions to problems or new ideas if old ones are not working, the mentee will want to look up to them, and so they shouldn't struggle to solve problems.
-They should be able to challenge the mentee, help them learn new things and encourage change.
My Mentor
My biggest mentors are my friends as they are able to give me advise on any aspect of my life, this may be with studies, career, social life etc. They are able to make me aware of things I am doing wrong and are able to tell me better ways to do things. For example when I had a job interview I decided to adjust my CV to make it match the job specification, my friend helped me understand it is better to be truthful and relate what I have already achieved to the job specification. She was able to encourage me without telling me exactly what and how to do it differently. I think it works because we are comfortable with each other’s opinions and don't judge each other when we get things wrong. I am able to look up to them and we learn from each other mistake and improve how I deal with the same situations.
Conclusion
Performance appraisals are a way for a manager and employees to have a face to face meeting and therefore build a closer relationship. If employees have a good relationship with their manager they are more likely to work hard and therefore increase productivity. Both the company and the employees benefit from this experience so both should take it seriously. It helps the company to get the best out of their people and process.
References
Entrepreneurs: a mentor can tune your skills. (2008). [s.n.] Available from
http://business.timesonline.co.uk/tol/business/entrepreneur/article3778514.ece [Accessed 04 May 2010]
There are many indicators of performance within an organisation, these assessment methods can be used in combinations. It is important for a company to choose indicators that align with their organisation’s goals and assessment methods that effectively appraise those indicators. One common method of measuring performance is performance appraisals.
In my performance appraisal at McDonald's with my line manager, we discussed a pay rise, my performance against the set objectives and standards, which where agreed in the previous appraisal, new objectives/ targets for me for example how to improve customer service skills. I was told what I was doing well and what I needed to improve. I was also given a choice to voice my opinion and talk about issues that I wanted to discuss such as grievances. There where benefits for both me and the organisation from these appraisals:
-They helped with my motivation, attitude and behaviour development at work and gave me a sense of direction.
- Recognition for my effect made me want to try harder.
-It communicated and aligned my individual aims with the organisations aims.
-opportunity to gain feedback good and bad
- Identified my training needs
- Identified if the recruitment and selection process was effective
-It encouraged a positive relationship between me and my manager.
-It provided a formal, recorded, regular review of my performance, and a plan for future development, which made it feel like the company cares about my development.
- It was essential for my career and succession planning, for me and for the organisation as a whole.
There are different types of appraisals:
Manager Appraisal: Where a manager appraises the employee’s performance and delivers the appraisal to the employee. This is by nature top-down and does not encourage the employee’s active participation. Therefore doesn't always work, because the employee has no say in its development.
Self-Appraisal: Is when the employee appraises his or her own performance, comparing the self-appraisal to management's review. Self-appraisals can highlight discrepancies between what the employee and management think are important performance factors and provide mutual feedback for adjustment of expectations.
Peer Appraisal: Is when employees in similar positions appraise an employee’s performance. This method is based on the assumption that co-workers are most familiar with an employee’s performance. Peer appraisals are effective at focusing an employee’s attention on undesirable behaviours and motivating change.
Team Appraisal: Are similar to peer appraisal in that members of a team, who may hold different positions, are asked to appraise each other’s work and work styles. This approach assumes that the team’s objectives and each member’s expected contribution have been clearly defined.
360-Degree or “Full-Circle” Appraisal: Is when the employee’s performance is appraised by everyone with who he/ she interacts with, including managers, peers, customers and members of other departments. This is the most expensive way to measure performance, and it is generally used for key employees.
Effective performance management requires:
Deciding and communicating what needs to be done e.g. aims, objectives, priorities and targets, a plan for ensuring that it happens e.g. improvement and action plans. My performance appraisals where effective for the reasons given above, however the effect of an appraisal was short term. After my appraisal the decided plan was neither reviewed nor revised, until the following year at the next appraisal. A continuous cycle of improvement would have been more effective rather than a one to one with a manager I hardly new.
Also the line managers made it obvious that she disliked appraisals and tried to avoid them. To her the appraisals were daunting, time-consuming, an administrative chore and emotionally challenging. As a result the appraisals didn’t have much importance within the organisation which then defeated the whole purpose of them.
Mentor
Mentoring is when one person helps another to achieve something that is important to them. It is about giving help and support in a non-threatening way, in a manner that the mentee will appreciate and value and that will empower them to move forward with confidence towards what they want to achieve. Mentoring is about creating an informal environment in which one person can feel encouraged to discuss their needs and circumstances openly and in confidence with another person who is in a position to be of positive help to them.
After reviewing the article from The Times on mentoring I think a variety of skills are required. A good mentor should
-show a desire and a willingness to give up time to help others
-maintains a positive outlook, yet is able to be realistic and have a strong interest in their own growth and self-development.
-They should believe in the person they are mentoring and therefore encourage positive thinking.
-Should be able to give and receive constructive criticism and know how to challenge the mentee where and when it is appropriate.
-Should have a lot of experience and can use what they have learned when giving advice
- They need to be a good/active listener. This involves tuning in to what the mentee ha to say, giving them complete concentration, and waiting for them to finish, without diving in or making assumptions about what they are likely to say.
-They need to be able to be honest and have the ability to discuss both the mentees good and bad points.
-They need to be able to think of solutions to problems or new ideas if old ones are not working, the mentee will want to look up to them, and so they shouldn't struggle to solve problems.
-They should be able to challenge the mentee, help them learn new things and encourage change.
My Mentor
My biggest mentors are my friends as they are able to give me advise on any aspect of my life, this may be with studies, career, social life etc. They are able to make me aware of things I am doing wrong and are able to tell me better ways to do things. For example when I had a job interview I decided to adjust my CV to make it match the job specification, my friend helped me understand it is better to be truthful and relate what I have already achieved to the job specification. She was able to encourage me without telling me exactly what and how to do it differently. I think it works because we are comfortable with each other’s opinions and don't judge each other when we get things wrong. I am able to look up to them and we learn from each other mistake and improve how I deal with the same situations.
Conclusion
Performance appraisals are a way for a manager and employees to have a face to face meeting and therefore build a closer relationship. If employees have a good relationship with their manager they are more likely to work hard and therefore increase productivity. Both the company and the employees benefit from this experience so both should take it seriously. It helps the company to get the best out of their people and process.
References
Entrepreneurs: a mentor can tune your skills. (2008). [s.n.] Available from
http://business.timesonline.co.uk/tol/business/entrepreneur/article3778514.ece [Accessed 04 May 2010]
Monday, 3 May 2010
Equal opportunities [week 20]
There is a difference between equal opportunities and diversity; the two concepts can be differentiated as follows:
Equal Opportunities:
- Is driven by legislation
- Removes barriers
- Improves numbers
- Focus on under-represented groups
Equality is about treating people fairly and without bias and about creating conditions in the workplace and wider society that encourage and value diversity and promote dignity. ''It is also about redressing past imbalances and ensuring that dealings with clients, customers and suppliers are conducted in a constructive way which does not give rise to unjustified discrimination and supports appropriate inclusion'' [British Council, 2010].
Equality of opportunity states that people should have the same opportunities regardless of different physical features, characteristics, interests, intelligence, talent and strength, work, wealth or reputation, and there should be no special privileges. Consideration, advancement and reward should be based only on an ability to do a certain job or meet specified, agreed criteria.
Diversity:
- Pro-active: driven by organisational need
- Nurturing potential
- Improving the workplace environment
- Focus on the individual
Diversity is a concept concerned with creating an inclusive environment and practices which benefit the organisation and those who work in and with it. It is based on the belief that for good business, moral and legal reasons people should be valued as individuals. It takes account of the fact that people differ from one another in many ways: for example gender, age, race/ethnicity, sexual orientation, physical ability, mental capacity, religion and belief, education, economic status, personality, communication style and approaches to work. These differences can result in varying experiences, values, and ways of thinking, behaving, communicating and working.
''Managing diversity is based on a positive view of difference and a commitment to valuing individuals for business reasons, in addition to social and moral ones. Understanding, valuing and effectively managing these differences can result in greater participation that can be leveraged for success at an individual, team and organisational level'' [British council, 2010]. It can help to combat prejudice, stereotyping, discrimination, harassment and unfair behaviour and support people to give of their best, gain satisfaction in their working lives and to be aware of the impact that actions and words can have on others.
Margaret Mountford stated that women should only be appointed to senior positions on merit. There should be no positive discrimination. Some people may agree with her especially men as she has said that women have to earn their place within a company rather than just get given it to even up numbers of male and female staff. In her opinion men get down to the given task quickly and women dwell on stupid things like the name of the team and therefore waste valuable time. She also mentions that women expect too much from a company and a bigger risk than men.
Arguments for:
-I agree with her that there are women that are as talented as men who choose not to work hard to reach the top because they feel they will be put at the top regardless of if they try hard or not. Therefore women should be made aware of how hard men are working to get to the top and should give it their best shot.
-The people that are most talented whether it be a man or a woman should be at the top even if this means that numbers within an organisation of male and female staff are not equal. Companies should not be put under pressure to be equal if it results to the wrong people being at the top. This should not be the about the image of the organisation, it should be about who has the most talent and who has worked the hardest.
-Women should not expect too much from an organisation, they should accept that the company will think of what benefits them as well as their staff and training a woman to do the job who may then leave to have children and not return to the same role as it is too demanding is expecting too much. Someone else could have been given that opportunity and made the most of the training the company proved so it shouldn’t get wasted. The organisation could train someone that is able to give them 100% commitment so they shouldn't have to train someone who cannot.
Arguments against:
-Women should not be pressurised just because they have to balance family life and work because men have to equally do so, they come with risks such as divorce and could end up having a lot of responsibility for their children. A woman’s talent should not be wasted by the company that they are working for just because the companies feel she is a risk because she may want to have children.
-Women should be allowed flexibility for their childbearing years it is only fair as they are still capable to do the job regardless of any other responsibilities. If they are capable of balancing both fairly then they should be given the chance.
-Men may be given the opportunity of promotion and training/ development but this does not mean they will be as committed as some women will. In my opinion both could be a risk to a company as both men and woman could have reasons to not be committed so woman wanting children should not affect their promotion as men may get the promotion and not do the job as they should.
Age Legislation 2006
The Age Discrimination in Employment Act (ADEA) prohibits any employer from refusing to hire, discharge, or otherwise discriminate against any individual because of age. The act covers compensation, terms, conditions and other privileges of employment including health care benefits [encyclopaedia, 2010]. This act prohibits age-based discrimination against employees who are at least 40 years of age. The purpose of the act is to promote the employment of older persons and to prohibit any arbitrary age discrimination in employment.
Employers had to change things in order to make sure they comply with the new law. The legislation applies to applicants and employees, so selection procedures have to be age neutral. Companies have to make sure: job advertising and job specifications/profiles should be free of direct or indirect age statements. Phrases such as 'mature person', 'young, dynamic team' and '10 years' experience' should be avoided unless justified employers should consider whether information requested that identifies age is necessary, such as dates of qualifications or training undertaken employers should remove the date of birth from the application form.
Seeking and encouraging applicants from under-represented age groups is lawful (a positive action) but should be stated in advertising. Employers must ensure that all age groups are treated fairly throughout the selection process.
Recruiters should be educated and trained effectively so that they are aware of the requirements of the age legislation. Bringing in the right policies and practices in the workplace would be a big step in eliminating age discrimination.
There are few exceptions to these rules, which are monitored. For example, companies are allowed to offer early retirement incentives to older workers without penalty. But the early retirement benefits can only be offered if participation in the plan is voluntary and all other parts of the plan are not discriminatory. A company cannot force its workers to accept an early retirement offer, nor can it offer an early retirement plan that reduces benefits as a worker's age increases. There are also some exemptions regarding which employees are covered. Jobs that involve the public safety, such as police and fire work, are allowed to have age restriction clauses.
From my personal experience I think employers assume that if you are older you are wiser and therefore more reliable, I feel that younger people are not given the same opportunities and therefore older people end up with all the experience as they are being given the training. I think 45year old is more likely to get a doctors job than a 25 year old even if the 25 year old has better qualifications. It is assumed that the 45 year old will have better experience; however this does not mean they have the academic knowledge to support their experience, they may still make more mistakes than the younger more qualified person. Also in many leadership job roles the older person has better chances as companies feel that no one will take someone younger than them seriously and will not look up to them as their leader. However there are certain jobs that are given to younger people for example a role that involves using technology, it is assumed that older people don't know how to work a computer as good as a younger person. Employers assume that if the employee is young they will not take their responsibilities seriously for example they will assume that a young person is more likely to turn up to work late compared to an older employee , therefore they are less likely to get promoted to a higher role.
These attitudes can be changed if managers or the HR department are trained and made aware of the benefits the company will have if they employ different age groups. They should be taught the importance of having new young talent as well as more experienced and mature staff. They should be able to keep a healthy balance so the organisation can benefit if they keep choosing to employ older people then they will not have new ideas in the organisation. Also organisations should give recognition to those of all ages in the company that contribute a lot to achieving goals so people change their opinions about which age group has more potential to be successful. All ages are capable so achievement should be praised so everyone can see the potential of people of all ages. Companies should also change their view that the older you are the more experience you will have to do the job as younger people need to be given the chance to learn so they should be more willing to train and develop younger people to do the job roles that they normally would only employ mature people to do.
Equal opportunities
Innovative practises
In 2006, B&Q was one of only two retailers to make the Top 50 places where women want to work, and has continued this achievement for four consecutive years. They have also earned a reputation for employing older workers, because they want to let their customers tap into their lifetime of knowledge and experience. Having a diverse workforce is important for B&Q. Not just because it's the right thing to do, but because it also makes business sense. They like to employ people from every kind of background. It gives them different perspectives - and a much richer mix of experience. It also means there better equipped to understand the needs and priorities of all their customers.
Tesco
Tesco support both younger and older workers, which lead to them winning the Personnel 2004 Age Positive Award. They have recognised the benefits of a mixed-age workforce; their research showed that older employees are more loyal and less prone to absenteeism. ‘’We were one of the first companies to positively encourage the recruitment of the 50+ age group. We are members of the Employers Forum on Age, and are an Age Positive champion under the scheme run by The Department for Work and Pensions [Tesco, 2005].
In my opinion B&Q is the company that is best at providing equal opportunities not only in terms of age but they also support other important factors such diversity, rewards/benefits, training, new opportunities, work life balance etc. It seems they understand the importance in keeping their staff happy and work on everyone’s individual needs whether it is parents who need time off or it is someone who wants a promotion, they will consider each person’s needs.
Conclusion
It is a important part of every organisation to have equal opportunities not only is this put in place to make employment fair for people, it also benefits organisations. They are able use these laws in order to motivate their staff who will then do a better job which will achieve the organisations overall goals.
References
[Anon.] B&Q (2010) Equal opportunities [s.n.] Available from: http://www.mccarthyrecruitment.com/retail-employers/featured/b-q [Accessed 02 May 2010]
[Anon.] Tesco [2010] careers [online] available at: http://www.tesco-careers.com/home/working [Accessed 02 May 2010]
British council (2010) promoting social justice Available from: http://www.britishcouncil.org/serbia-about_us-who_we_are-eod_new.htm [Accessed 01 May 2010].
Turner, J. (2009) Hang in there, Margaret Mountford of The Apprentice tells women [s.n.]. Available from: http://business.timesonline.co.uk/tol/business
There is a difference between equal opportunities and diversity; the two concepts can be differentiated as follows:
Equal Opportunities:
- Is driven by legislation
- Removes barriers
- Improves numbers
- Focus on under-represented groups
Equality is about treating people fairly and without bias and about creating conditions in the workplace and wider society that encourage and value diversity and promote dignity. ''It is also about redressing past imbalances and ensuring that dealings with clients, customers and suppliers are conducted in a constructive way which does not give rise to unjustified discrimination and supports appropriate inclusion'' [British Council, 2010].
Equality of opportunity states that people should have the same opportunities regardless of different physical features, characteristics, interests, intelligence, talent and strength, work, wealth or reputation, and there should be no special privileges. Consideration, advancement and reward should be based only on an ability to do a certain job or meet specified, agreed criteria.
Diversity:
- Pro-active: driven by organisational need
- Nurturing potential
- Improving the workplace environment
- Focus on the individual
Diversity is a concept concerned with creating an inclusive environment and practices which benefit the organisation and those who work in and with it. It is based on the belief that for good business, moral and legal reasons people should be valued as individuals. It takes account of the fact that people differ from one another in many ways: for example gender, age, race/ethnicity, sexual orientation, physical ability, mental capacity, religion and belief, education, economic status, personality, communication style and approaches to work. These differences can result in varying experiences, values, and ways of thinking, behaving, communicating and working.
''Managing diversity is based on a positive view of difference and a commitment to valuing individuals for business reasons, in addition to social and moral ones. Understanding, valuing and effectively managing these differences can result in greater participation that can be leveraged for success at an individual, team and organisational level'' [British council, 2010]. It can help to combat prejudice, stereotyping, discrimination, harassment and unfair behaviour and support people to give of their best, gain satisfaction in their working lives and to be aware of the impact that actions and words can have on others.
Margaret Mountford stated that women should only be appointed to senior positions on merit. There should be no positive discrimination. Some people may agree with her especially men as she has said that women have to earn their place within a company rather than just get given it to even up numbers of male and female staff. In her opinion men get down to the given task quickly and women dwell on stupid things like the name of the team and therefore waste valuable time. She also mentions that women expect too much from a company and a bigger risk than men.
Arguments for:
-I agree with her that there are women that are as talented as men who choose not to work hard to reach the top because they feel they will be put at the top regardless of if they try hard or not. Therefore women should be made aware of how hard men are working to get to the top and should give it their best shot.
-The people that are most talented whether it be a man or a woman should be at the top even if this means that numbers within an organisation of male and female staff are not equal. Companies should not be put under pressure to be equal if it results to the wrong people being at the top. This should not be the about the image of the organisation, it should be about who has the most talent and who has worked the hardest.
-Women should not expect too much from an organisation, they should accept that the company will think of what benefits them as well as their staff and training a woman to do the job who may then leave to have children and not return to the same role as it is too demanding is expecting too much. Someone else could have been given that opportunity and made the most of the training the company proved so it shouldn’t get wasted. The organisation could train someone that is able to give them 100% commitment so they shouldn't have to train someone who cannot.
Arguments against:
-Women should not be pressurised just because they have to balance family life and work because men have to equally do so, they come with risks such as divorce and could end up having a lot of responsibility for their children. A woman’s talent should not be wasted by the company that they are working for just because the companies feel she is a risk because she may want to have children.
-Women should be allowed flexibility for their childbearing years it is only fair as they are still capable to do the job regardless of any other responsibilities. If they are capable of balancing both fairly then they should be given the chance.
-Men may be given the opportunity of promotion and training/ development but this does not mean they will be as committed as some women will. In my opinion both could be a risk to a company as both men and woman could have reasons to not be committed so woman wanting children should not affect their promotion as men may get the promotion and not do the job as they should.
Age Legislation 2006
The Age Discrimination in Employment Act (ADEA) prohibits any employer from refusing to hire, discharge, or otherwise discriminate against any individual because of age. The act covers compensation, terms, conditions and other privileges of employment including health care benefits [encyclopaedia, 2010]. This act prohibits age-based discrimination against employees who are at least 40 years of age. The purpose of the act is to promote the employment of older persons and to prohibit any arbitrary age discrimination in employment.
Employers had to change things in order to make sure they comply with the new law. The legislation applies to applicants and employees, so selection procedures have to be age neutral. Companies have to make sure: job advertising and job specifications/profiles should be free of direct or indirect age statements. Phrases such as 'mature person', 'young, dynamic team' and '10 years' experience' should be avoided unless justified employers should consider whether information requested that identifies age is necessary, such as dates of qualifications or training undertaken employers should remove the date of birth from the application form.
Seeking and encouraging applicants from under-represented age groups is lawful (a positive action) but should be stated in advertising. Employers must ensure that all age groups are treated fairly throughout the selection process.
Recruiters should be educated and trained effectively so that they are aware of the requirements of the age legislation. Bringing in the right policies and practices in the workplace would be a big step in eliminating age discrimination.
There are few exceptions to these rules, which are monitored. For example, companies are allowed to offer early retirement incentives to older workers without penalty. But the early retirement benefits can only be offered if participation in the plan is voluntary and all other parts of the plan are not discriminatory. A company cannot force its workers to accept an early retirement offer, nor can it offer an early retirement plan that reduces benefits as a worker's age increases. There are also some exemptions regarding which employees are covered. Jobs that involve the public safety, such as police and fire work, are allowed to have age restriction clauses.
From my personal experience I think employers assume that if you are older you are wiser and therefore more reliable, I feel that younger people are not given the same opportunities and therefore older people end up with all the experience as they are being given the training. I think 45year old is more likely to get a doctors job than a 25 year old even if the 25 year old has better qualifications. It is assumed that the 45 year old will have better experience; however this does not mean they have the academic knowledge to support their experience, they may still make more mistakes than the younger more qualified person. Also in many leadership job roles the older person has better chances as companies feel that no one will take someone younger than them seriously and will not look up to them as their leader. However there are certain jobs that are given to younger people for example a role that involves using technology, it is assumed that older people don't know how to work a computer as good as a younger person. Employers assume that if the employee is young they will not take their responsibilities seriously for example they will assume that a young person is more likely to turn up to work late compared to an older employee , therefore they are less likely to get promoted to a higher role.
These attitudes can be changed if managers or the HR department are trained and made aware of the benefits the company will have if they employ different age groups. They should be taught the importance of having new young talent as well as more experienced and mature staff. They should be able to keep a healthy balance so the organisation can benefit if they keep choosing to employ older people then they will not have new ideas in the organisation. Also organisations should give recognition to those of all ages in the company that contribute a lot to achieving goals so people change their opinions about which age group has more potential to be successful. All ages are capable so achievement should be praised so everyone can see the potential of people of all ages. Companies should also change their view that the older you are the more experience you will have to do the job as younger people need to be given the chance to learn so they should be more willing to train and develop younger people to do the job roles that they normally would only employ mature people to do.
Equal opportunities
Innovative practises
In 2006, B&Q was one of only two retailers to make the Top 50 places where women want to work, and has continued this achievement for four consecutive years. They have also earned a reputation for employing older workers, because they want to let their customers tap into their lifetime of knowledge and experience. Having a diverse workforce is important for B&Q. Not just because it's the right thing to do, but because it also makes business sense. They like to employ people from every kind of background. It gives them different perspectives - and a much richer mix of experience. It also means there better equipped to understand the needs and priorities of all their customers.
Tesco
In my opinion B&Q is the company that is best at providing equal opportunities not only in terms of age but they also support other important factors such diversity, rewards/benefits, training, new opportunities, work life balance etc. It seems they understand the importance in keeping their staff happy and work on everyone’s individual needs whether it is parents who need time off or it is someone who wants a promotion, they will consider each person’s needs.
Conclusion
It is a important part of every organisation to have equal opportunities not only is this put in place to make employment fair for people, it also benefits organisations. They are able use these laws in order to motivate their staff who will then do a better job which will achieve the organisations overall goals.
References
[Anon.] B&Q (2010) Equal opportunities [s.n.] Available from: http://www.mccarthyrecruitment.com/retail-employers/featured/b-q [Accessed 02 May 2010]
[Anon.] Tesco [2010] careers [online] available at: http://www.tesco-careers.com/home/working [Accessed 02 May 2010]
British council (2010) promoting social justice Available from: http://www.britishcouncil.org/serbia-about_us-who_we_are-eod_new.htm [Accessed 01 May 2010].
Turner, J. (2009) Hang in there, Margaret Mountford of The Apprentice tells women [s.n.]. Available from: http://business.timesonline.co.uk/tol/business
Saturday, 1 May 2010
Selection [Week 17-18]
This is a process of choosing the person that will best suit the job role. The aim of selection is to predict how likely a person is to succeed in a particular job. This prediction will be more successful if it is based on a systematic approach which is fair, unbiased and objective, rather than on a hunch or "gut feeling". A good selection process provides the opportunity to ensure that the best candidate is appointed. The objectives of the selection process, which will lead to the fulfilment of the main goal, which are to:
- gather much relevant information as possible
-organise and evaluate the information
-assess each candidate
This process will also forecast performance on the job and give information to applicants so that they can judge whether or not they wish to accept an offer of employment.
Selection methods
Face to face Interviews
I was given an interview when I went through the selection stage for a job at a post office and also for every job that I have had so far. The interview was a conversation between me and the employer. During the interview, the employer wanted to determine whether or not the applicant is suitable for the job, while the applicant tries to learn more about the position while also impressing the employer. A job interview is an important part of the process of applying for a job, and it may range in formality from a casual conversation to a series of serious discussions with an assortment of people working within the company.
There are a number of styles and techniques which are used in a job interview. Some interviews include behavioural questions, questions about hypothetical or actual situations, in an attempt to learn more about a candidate. For example at my interview I was asked, “What was the worst situation at work you have ever had to deal with?” They may also do a “stress interview” which keeps the interviewee on the spot. Typical stress questions include “How do you think this interview is going” or “What makes you think that you would fit in well at this company?” I was asked these sorts of questions at an interview for a job at the Airport.
There are disadvantages of having face to face interviews, for example:
-Factors that are not related to the job may influence the decision such as clothing, colour, ethnic origin, gender, accent, physical features or a disability might be such factors.
-When asked what they would do in a particular situation, candidates give the answer which they feel the interviewer wants to hear so the information gathered may not entirely be correct.
-The interviewer is able to be bias as it is their judgement of the candidate unless there is more than one interviewer.
-The interviewer is likely to identify with people like him/her if they share the same characteristics. These characteristics do not necessarily equate with the ability to perform the job, also the organisation will end up with like minded people rather than a diverse team.
-The interviewee may feel uncomfortable or uneasy therefore may not come across as a strong candidate even if they are capable for the job role
Advantages of face to face interviews:
-the candidate is more likely to provide the interviewer with more information in terms of 'open-ended' questions as they may feel more comfortable/ open speaking just one-on-one.
-The interviewer can pass a clearer/ stronger judgement of the candidate as they are face-to-face.
-The most use full advantage of face to face interview is that the interviewer can judge the non verbal expression of the interviewee by the gesture and the body language of the applicant.
-The interviewer may make assumptions by imposing their view on how one should act in another person’s personal circumstances e.g. they may assume that a woman is less likely than a man to move her family for a new job.
From my personal experiences I can say that all of the jobs I have applied for, I was asked to have a face to face interview for. This may be because employers are reluctant to employ someone without seeing them and making that initial judgement. Interviewing is the most popular method of selection, however as CIPD points out, there are limitations on the validity of the interview which mainly stem from the behaviours of inexpert interviewers who make mistakes by making snap decisions, stereotype, gather insufficient/ irrelevant information etc.
Psychometric testing:
Psychometric testing usually falls into three specific categories. Ability testing measures a person’s potential to learn new skills or to cope with the pressures of a specific job. Aptitude testing is also job related, but focuses on specific job areas and how the test taker would perform in a defined role. Personality testing covers how a person acts in the workplace in relation to different personality types. It can determine how the test taker would deal with someone of the direct opposite personality type, and suggest to management how to get the best results from someone with a certain personality type.
With psychometric testing, there is no pass or fail. Different test companies have their own methods of testing. Usually, there are multiple sets of questions relating to personality type, how the test taker would handle aspects of work and home life, what his or her goals are for the future and his or her strengths and weaknesses. If the test taker is truthful, then results should be fairly accurate. There are many, many different types of psychometric test. A common misconception is that psychometric tests only measure personality, but that is not the case.
Some measure your ability to understand the written word, or to reason with numbers. Others measure ones ability to solve mechanical problems, or follow instructions accurately, or be able to understand data which is presented in a variety of ways. There are the personality tests, assessing everything from motivation to working preferences, intelligence, interests, ability etc.
But psychometric tests cannot measure everything. For example, they can't really measure enthusiasm. Personally, I think that getting in on time every day and making an effort to do your best are to a large extent, determined by how much you enjoy the actual work, how well you get on with your colleagues, and how decent your boss is, all or which cannot be tested in the selection process.
I did a personality test and felt that the repetition of the questions in the test confused me and therefore make my answers incorrect or not valid. I also think that some of the questions where stupid for example what would you do in the following situation with a customer, in my opinion this cannot be honestly answered unless you are actually in that situation. The way one reacts will depend on who the customer is and their behaviour towards you. So I marked all the obvious answers that I knew the employer wanted me to mark. There are so many different tests that it would be hard for an organisation to match which test is best for certain roles, they will have to identify exactly what they wish to test and then find the right test. I think a personality test should never be the sole means of assessing candidates but is not all bad if used as part of a wider process.
Assessment Centres
''An assessment centre approach means that a number of people are assessed together by a number of assessors, using a variety of selection techniques'' [Farmer,M and Yellowley,W 2008]. It is an approach to selection where a number of tests and exercises are given to a person or a group of people across a number of hours (usually within a single day). It enables the collection of a range of information and observation and evaluation of how the individuals interact with other people.
Assessment centres are particularly useful where:
Required skills are complex and cannot easily be assessed with interview or simple tests.
Required skills include significant interpersonal elements (e.g. management roles).
Multiple candidates are available and it is acceptable for them to interact with one another.
My manager was sent to one after she was employed and found it very useful and felt like it was a training exercise which made her aware of her weaknesses and gave her an idea on how to improve. She was assessed in different ways first individually, then in a one on one situation and then as part of a team. She found this useful as she then became aware of her strengths and weaknesses in all these situations which she would also be in at work, therefore the exercises where relevant. An employee can be sent after they are employed as a learning exercise or a candidate can be sent in the selection process to help the organisation determine whether they are the right match for the job role and the company.
My interview
I had an interview for a job at McDonalds although it was a very unprofessional interview it worked for me as I felt relaxed. I didn't feel like I was being judged and therefore was able to be myself. The interviewer was unprofessional as I waited half an hour for him; the interview took place in the restaurant where we stood amongst the customers. There was no set or prepared questions it was more like a general conversation where I was asked questions like what I study and how far I live rather than what experience/ training I have and about my availability. The interviewer did not take away a lot of useful information about me and gave me the job straight away. This made me feel like it was not a very important role and the management did not really care who they had working for them as long as they have someone to cover the shortage it didn’t matter what skills or qualities that person held. This may have been because the job role that I applied for wasn't a very skilled one; however the interview should have been more professional because if they have candidates with better potential they will not know also the candidate will give the job more importance if the management do.
I was not able to take this job role seriously as the interviewer gave me the impression that anyone is perfectly capable. If all the people that applied for the job where interviewed this way they would have a high staff turnover as a result of not showing enough interest in the people they employ. It was obvious that the management was not trained to conduct a proper interview and had a huge amount of responsibilities; they were just expected to do so and therefore have the wrong approach. With everything else they had to do they gave the interview little importance. This type of interview worked for me as I can be comfortable in this situation however others may not want to work for a company that shows little or no interest in their people.
Personality test interview
My friend has recently had a personality test as part of the selection process and is still waiting to hear if she got the job. She felt that most of the questions where irrelevant such as what would you do if? She felt they should have expanded on the question and said what type of customer she was dealing with etc. This would have meant she can more accurately answer the question. She also says that she thinks companies put too much emphasis on if the person’s personality will fit the organisation and the colleagues rather than concentrating on the skills/ capability and training the person has to do the job role effectively. Her interview lasted half the time that the personality test took, she felt that an on the job trial would have been a better idea, although I think if would be hard for the employer to observe and measure the candidates ability unless it was over a longer period of time [a couple of weeks]. She thought it was beneficial for her to find out the results even if she doesn’t get the job so that she knows what sort of company she will fit best in and therefore concentrate on finding the right working environment for her personality.
She thinks if done honestly the personality test is good for both the candidate and the employer, as the candidate does not want to end up in an organisation where they do not fit in and the company does not want to employ people that are not comfortable with the organisations environment. She thinks that it would not help the organisation to reduce conflict as it means colleagues are not all on the same wave length and therefore there will more personality clashes and disagreement. This will therefore lead to un-friendly team of people who are un-able to understand and work together effectively.
Improvements in selection process
In my current job which I have been working at for 2 weeks I think the selection process could have improved. After being called for a first interview and getting through I was called back for a second one, which in my opinion was a waste of the managers time as she just confirmed all the details I have already gone over in the first interview. I was also had to watch a video which was completely irrelevant to the job role I was applying for; it may have been good for management to watch but pointless for me. When I was selected I was just told and wasn't given any feedback on any negative points, this would have kept me motivated to keep trying and improving even after I got the job. Again it was apparent that the manager was no expert at recruiting and selecting staff which made it feel like the job was easy to get and I didn't need to try as hard to impress. Therefore I think it is the most important factor of recruiting and selecting staff that the management are trained before they are given this responsibility otherwise they will always end up with the wrong staff.
Conclusion
Companies are aware of the impact of a poor recruitment/ selection decisions. By employing someone who is inappropriate for a vacancy, faculties, departments and divisions incur considerable costs in time, money and effort to bring the individual up to standard. If this cannot be done, the person’s probation is not confirmed, or he or she leaves voluntarily. In both instances, this is likely to lead to team disruption and extra cost in selecting, inducting and training someone new. This is why it is vital for the organisation to get the selection right the first time round, most are using a number of different process to help get a better insight of each candidate like the psychometric tests that are very popular now.
References
Falmer, M and Yellowley,W. (2009) People and organisations: Selection. London: Pearson Education Limited.
Toplis, J and Dulewicz, V. ( 2009) Psychological testing. Available from: http://www.cipd.co.uk/subjects/recruitmen/selectn/psytest.htm? [Accessed 01 May 2010]
This is a process of choosing the person that will best suit the job role. The aim of selection is to predict how likely a person is to succeed in a particular job. This prediction will be more successful if it is based on a systematic approach which is fair, unbiased and objective, rather than on a hunch or "gut feeling". A good selection process provides the opportunity to ensure that the best candidate is appointed. The objectives of the selection process, which will lead to the fulfilment of the main goal, which are to:
- gather much relevant information as possible
-organise and evaluate the information
-assess each candidate
This process will also forecast performance on the job and give information to applicants so that they can judge whether or not they wish to accept an offer of employment.
Selection methods
Face to face Interviews
I was given an interview when I went through the selection stage for a job at a post office and also for every job that I have had so far. The interview was a conversation between me and the employer. During the interview, the employer wanted to determine whether or not the applicant is suitable for the job, while the applicant tries to learn more about the position while also impressing the employer. A job interview is an important part of the process of applying for a job, and it may range in formality from a casual conversation to a series of serious discussions with an assortment of people working within the company.
There are a number of styles and techniques which are used in a job interview. Some interviews include behavioural questions, questions about hypothetical or actual situations, in an attempt to learn more about a candidate. For example at my interview I was asked, “What was the worst situation at work you have ever had to deal with?” They may also do a “stress interview” which keeps the interviewee on the spot. Typical stress questions include “How do you think this interview is going” or “What makes you think that you would fit in well at this company?” I was asked these sorts of questions at an interview for a job at the Airport.
There are disadvantages of having face to face interviews, for example:
-Factors that are not related to the job may influence the decision such as clothing, colour, ethnic origin, gender, accent, physical features or a disability might be such factors.
-When asked what they would do in a particular situation, candidates give the answer which they feel the interviewer wants to hear so the information gathered may not entirely be correct.
-The interviewer is able to be bias as it is their judgement of the candidate unless there is more than one interviewer.
-The interviewer is likely to identify with people like him/her if they share the same characteristics. These characteristics do not necessarily equate with the ability to perform the job, also the organisation will end up with like minded people rather than a diverse team.
-The interviewee may feel uncomfortable or uneasy therefore may not come across as a strong candidate even if they are capable for the job role
Advantages of face to face interviews:
-the candidate is more likely to provide the interviewer with more information in terms of 'open-ended' questions as they may feel more comfortable/ open speaking just one-on-one.
-The interviewer can pass a clearer/ stronger judgement of the candidate as they are face-to-face.
-The most use full advantage of face to face interview is that the interviewer can judge the non verbal expression of the interviewee by the gesture and the body language of the applicant.
-The interviewer may make assumptions by imposing their view on how one should act in another person’s personal circumstances e.g. they may assume that a woman is less likely than a man to move her family for a new job.
From my personal experiences I can say that all of the jobs I have applied for, I was asked to have a face to face interview for. This may be because employers are reluctant to employ someone without seeing them and making that initial judgement. Interviewing is the most popular method of selection, however as CIPD points out, there are limitations on the validity of the interview which mainly stem from the behaviours of inexpert interviewers who make mistakes by making snap decisions, stereotype, gather insufficient/ irrelevant information etc.
Psychometric testing:
With psychometric testing, there is no pass or fail. Different test companies have their own methods of testing. Usually, there are multiple sets of questions relating to personality type, how the test taker would handle aspects of work and home life, what his or her goals are for the future and his or her strengths and weaknesses. If the test taker is truthful, then results should be fairly accurate. There are many, many different types of psychometric test. A common misconception is that psychometric tests only measure personality, but that is not the case.
Some measure your ability to understand the written word, or to reason with numbers. Others measure ones ability to solve mechanical problems, or follow instructions accurately, or be able to understand data which is presented in a variety of ways. There are the personality tests, assessing everything from motivation to working preferences, intelligence, interests, ability etc.
But psychometric tests cannot measure everything. For example, they can't really measure enthusiasm. Personally, I think that getting in on time every day and making an effort to do your best are to a large extent, determined by how much you enjoy the actual work, how well you get on with your colleagues, and how decent your boss is, all or which cannot be tested in the selection process.
I did a personality test and felt that the repetition of the questions in the test confused me and therefore make my answers incorrect or not valid. I also think that some of the questions where stupid for example what would you do in the following situation with a customer, in my opinion this cannot be honestly answered unless you are actually in that situation. The way one reacts will depend on who the customer is and their behaviour towards you. So I marked all the obvious answers that I knew the employer wanted me to mark. There are so many different tests that it would be hard for an organisation to match which test is best for certain roles, they will have to identify exactly what they wish to test and then find the right test. I think a personality test should never be the sole means of assessing candidates but is not all bad if used as part of a wider process.
Assessment Centres
Assessment centres are particularly useful where:
Required skills are complex and cannot easily be assessed with interview or simple tests.
Required skills include significant interpersonal elements (e.g. management roles).
Multiple candidates are available and it is acceptable for them to interact with one another.
My manager was sent to one after she was employed and found it very useful and felt like it was a training exercise which made her aware of her weaknesses and gave her an idea on how to improve. She was assessed in different ways first individually, then in a one on one situation and then as part of a team. She found this useful as she then became aware of her strengths and weaknesses in all these situations which she would also be in at work, therefore the exercises where relevant. An employee can be sent after they are employed as a learning exercise or a candidate can be sent in the selection process to help the organisation determine whether they are the right match for the job role and the company.
My interview
I had an interview for a job at McDonalds although it was a very unprofessional interview it worked for me as I felt relaxed. I didn't feel like I was being judged and therefore was able to be myself. The interviewer was unprofessional as I waited half an hour for him; the interview took place in the restaurant where we stood amongst the customers. There was no set or prepared questions it was more like a general conversation where I was asked questions like what I study and how far I live rather than what experience/ training I have and about my availability. The interviewer did not take away a lot of useful information about me and gave me the job straight away. This made me feel like it was not a very important role and the management did not really care who they had working for them as long as they have someone to cover the shortage it didn’t matter what skills or qualities that person held. This may have been because the job role that I applied for wasn't a very skilled one; however the interview should have been more professional because if they have candidates with better potential they will not know also the candidate will give the job more importance if the management do.
I was not able to take this job role seriously as the interviewer gave me the impression that anyone is perfectly capable. If all the people that applied for the job where interviewed this way they would have a high staff turnover as a result of not showing enough interest in the people they employ. It was obvious that the management was not trained to conduct a proper interview and had a huge amount of responsibilities; they were just expected to do so and therefore have the wrong approach. With everything else they had to do they gave the interview little importance. This type of interview worked for me as I can be comfortable in this situation however others may not want to work for a company that shows little or no interest in their people.
Personality test interview
My friend has recently had a personality test as part of the selection process and is still waiting to hear if she got the job. She felt that most of the questions where irrelevant such as what would you do if? She felt they should have expanded on the question and said what type of customer she was dealing with etc. This would have meant she can more accurately answer the question. She also says that she thinks companies put too much emphasis on if the person’s personality will fit the organisation and the colleagues rather than concentrating on the skills/ capability and training the person has to do the job role effectively. Her interview lasted half the time that the personality test took, she felt that an on the job trial would have been a better idea, although I think if would be hard for the employer to observe and measure the candidates ability unless it was over a longer period of time [a couple of weeks]. She thought it was beneficial for her to find out the results even if she doesn’t get the job so that she knows what sort of company she will fit best in and therefore concentrate on finding the right working environment for her personality.
She thinks if done honestly the personality test is good for both the candidate and the employer, as the candidate does not want to end up in an organisation where they do not fit in and the company does not want to employ people that are not comfortable with the organisations environment. She thinks that it would not help the organisation to reduce conflict as it means colleagues are not all on the same wave length and therefore there will more personality clashes and disagreement. This will therefore lead to un-friendly team of people who are un-able to understand and work together effectively.
Improvements in selection process
In my current job which I have been working at for 2 weeks I think the selection process could have improved. After being called for a first interview and getting through I was called back for a second one, which in my opinion was a waste of the managers time as she just confirmed all the details I have already gone over in the first interview. I was also had to watch a video which was completely irrelevant to the job role I was applying for; it may have been good for management to watch but pointless for me. When I was selected I was just told and wasn't given any feedback on any negative points, this would have kept me motivated to keep trying and improving even after I got the job. Again it was apparent that the manager was no expert at recruiting and selecting staff which made it feel like the job was easy to get and I didn't need to try as hard to impress. Therefore I think it is the most important factor of recruiting and selecting staff that the management are trained before they are given this responsibility otherwise they will always end up with the wrong staff.
Conclusion
Companies are aware of the impact of a poor recruitment/ selection decisions. By employing someone who is inappropriate for a vacancy, faculties, departments and divisions incur considerable costs in time, money and effort to bring the individual up to standard. If this cannot be done, the person’s probation is not confirmed, or he or she leaves voluntarily. In both instances, this is likely to lead to team disruption and extra cost in selecting, inducting and training someone new. This is why it is vital for the organisation to get the selection right the first time round, most are using a number of different process to help get a better insight of each candidate like the psychometric tests that are very popular now.
References
Falmer, M and Yellowley,W. (2009) People and organisations: Selection. London: Pearson Education Limited.
Toplis, J and Dulewicz, V. ( 2009) Psychological testing. Available from: http://www.cipd.co.uk/subjects/recruitmen/selectn/psytest.htm? [Accessed 01 May 2010]
Thursday, 29 April 2010
Recruitment [week 16]
Recruitment is the process of attracting, screening, and selecting the right people for the available job. The aims of recruitment are to:
-obtain a pool of suitable candidates for vacant posts
-use a fair process and demonstrate that it is fair
-ensure that recruitment activities contribute to the companies goals and the desired organisational image
-conduct recruitment activities in an efficient and cost effective manner
[Farmer,M. and Yellowley, W, 2008]
Online recruitment site Fish for jobs
The use of the internet to advertise posts and apply for jobs has become well established. Fish for jobs is a recruitment agency where jobseekers can job search, it is a recruitment services site for employers and jobseekers. Employers are able to post jobs and receive response from jobseekers. They are also able to search millions of CVs to match the right staff to the job they have available.
Using web recruitment systems like fish for jobs plays a role in simplifying the recruitment process, as they have facilities where prospective candidates can upload their CVs and apply for jobs suited to them. It makes it possible for recruiters and companies to post their staffing requirements and view profiles of interested candidates. Both the candidate and employer have the following options available to them on
Fish for jobs:
A candidate is able to:
Login/logout of their own personal account, view task panel, view/edit profile, upload CV/cover letter, search job listings (Quick search & advanced search), save search & receive alerts, view Job Listing Detail, view contact details of employer, apply for jobs, read/reply to post messages etc.
A company user is able to:
Login/logout, view task panel, view/edit company profile and contact details, list jobs, add/edit/delete job, list applicants, view applicant profile/ details etc..
There is a huge amount of information available online to both the candidate and the employer. This allows the candidates to easily access/apply for job vacancies and employers to receive details of thousand of jobseekers. The layout of Fish for jobs website is straight forward and easy to use. There are a few essential choices to make for the candidate such as the location they wish to apply, the job title and how far they can travel for work. When they enter these details all the suitable jobs that meet their criteria are found. They can also choose the option of an advanced search which allows them to be specific and enter other details such as part-time/ full-time, temp/ permanent etc. This will ensure they can meet their requirements. They are also able to view more details about the job such as the job description/ specification/ hours/ location/ company etc. This will help the candidate to decide if the job is suitable for them and if it is they have the option to apply by simply uploading their C.V and cover letter. It is a simple and quick website to use and it guides the candidate through the process step by step until the application is put forward. They are then able to track their application and contact the company they applied to work for.
Advantages of recruiting on-line-
-There is a range of posts listed therefore more variety of jobs are available to candidates, so they are more likely to find something that suits them.
-It is free for jobseekers whereas buying a jobs paper would cost money
-Candidates can find jobs not local to them so if they are moving to a new area they can already apply for jobs closer to their new residence.
-It reduces cost of advertising for companies that are looking for applicants.
-It speeds up the completion process of recruitment and selection for both the candidate and applicant, there is no waiting around to receive an application form or C.V. through the post.
-It provides access to a large number of applicants so the recruiters have more variety of skills and qualities from applicants to choose from.
-There is a better chance of success as a vacancy that is advertised on-line is there 24 hours a day 7 days a week for as long as the company wants it to be.
Dis-advantages of recruiting on-line
-With so many applicants it could lead to a large number of unsuitable candidates, which will take the company a lot of time weeding through applications of people not qualified for the position. One way companies can combat this is to make the job description as specific and detailed as possible to discourage the unqualified from applying. For example fish for jobs has 4 essential criteria for some jobs e.g. must have an A1 certificate; it tells the candidate if they do not meet those criteria they should not apply.
-Recruitment is limited to only those applicants who prefer to use the internet to search for jobs, despite the prevalence of the Internet, some candidates prefer more traditional methods of job hunting, such as networking or using employment agencies. If a company relies solely on online recruiting, it could miss out on some of the top candidates
-Online recruitment websites can be helpful to find candidates that are very actively looking for work and post their resumes online, but they do not attract the "passive" candidates who might respond favourably to an opportunity that is presented to them through other means.
-Some candidates who are looking to change jobs are hesitant to put their application on-line, for fear that their current companies, co-workers, customers or others might see their application.
-Some jobs require specific skills that an employer might not be able to reach qualified candidates through internet job posts. They will require a more proactive approach such as the use of head hunters.
-There is less face-to-face contact because of the distance involved; there might be a tendency to perform interviews by telephone instead of in person. While this might be better than relying on only a CV, the employer still may not get a good read on the candidate's personality or attitude without one-on-one interaction.
Recruitment campaign
A recruitment campaign that interested me was River Islands when there was a new store in Maidenhead high street. The initial reason that I was interested was because for a change I did not go out looking for a job I was approached by the employers in the high street. I was also interested because they needed 15 new staff so I felt like I had more of a chance of getting the job than I would if they needed 1 staff member. The first meeting seemed like a casual group meeting which involved an informal chat and questions, so I went as I felt I would be comfortable in this situation compared to having a one to one session with an interviewer. The campaign also meant that the questions where both ways rather than the employer asking the employee questions, I was given the opportunity to ask any questions about the job role and the company. A lot of information was already provided like the process of the application etc, which made me feel comfortable to take the next step as I knew what was next. I was given a leaflet explaining the training that would be available which made me want the opportunity as I wanted to develop my skills. The campaign welcomed people with hardly any experience and was offering us the chance to learn which was the main reason why it was eye catching for me.
CIPD The physical contract
A physical contact is one that is not verbally agreed or written it is the expectations of the employee from the employer and vice versa. It has been defined as '…the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other' [CIPD, 2010]. It is general expectations rather than a written contract, it may be certain tasks that are not written in the job description but the employee knows they are still expected to do those tasks to gain trust or gain opportunity for more benefits such as promotion from the management. If an employer and employee have a physical contract between them and one party goes against it for example if an employer tells an employee to open a shop one morning without any notice the employee agrees and then doesn’t do so or even doesn't inform the employer that they will not do so, the employer is not able to take them to court over this matter as it was a favour the employee was meant to do for the employer not a written and agreed contract. It is mutual trust and confidence in taking each other’s word for what they both agree on.
If the employer breaks their promise or goes back on their word it will have a negative effect on the employee. They will not have the same trusting relationship with the employer and therefore feel de-motivated at work. I was in this situation when I was told by my manager that I will get a pay rise at my next appraisal but never did and was promised one the next time I had an appraisal. Eventually I gave in and stopped working as hard as I did because the management where not keeping their end of the promise. A physical contract also makes the employee feel more valued as they are given more responsibility due to the trust they are able to build with the management. It shows that both parties have a good level of communication and understanding of each other’s needs/ goals.
References:
CIPD (2010) The phychologicatical contract [online]. Available from: websitehttp://www.cipd.co.uk/subjects/e mpreltns/psycntrct/psycontr.htm [Accessed 30 April 2010]
Farmer,M and Yellowley,W. (2008) People and organisations: Recruitment, 2nd ed. London: Pearson Education Limited.
Recruitment is the process of attracting, screening, and selecting the right people for the available job. The aims of recruitment are to:
-obtain a pool of suitable candidates for vacant posts
-use a fair process and demonstrate that it is fair
-ensure that recruitment activities contribute to the companies goals and the desired organisational image
-conduct recruitment activities in an efficient and cost effective manner
[Farmer,M. and Yellowley, W, 2008]
Online recruitment site Fish for jobs
The use of the internet to advertise posts and apply for jobs has become well established. Fish for jobs is a recruitment agency where jobseekers can job search, it is a recruitment services site for employers and jobseekers. Employers are able to post jobs and receive response from jobseekers. They are also able to search millions of CVs to match the right staff to the job they have available.
Fish for jobs:
A candidate is able to:
Login/logout of their own personal account, view task panel, view/edit profile, upload CV/cover letter, search job listings (Quick search & advanced search), save search & receive alerts, view Job Listing Detail, view contact details of employer, apply for jobs, read/reply to post messages etc.
A company user is able to:
Login/logout, view task panel, view/edit company profile and contact details, list jobs, add/edit/delete job, list applicants, view applicant profile/ details etc..
There is a huge amount of information available online to both the candidate and the employer. This allows the candidates to easily access/apply for job vacancies and employers to receive details of thousand of jobseekers. The layout of Fish for jobs website is straight forward and easy to use. There are a few essential choices to make for the candidate such as the location they wish to apply, the job title and how far they can travel for work. When they enter these details all the suitable jobs that meet their criteria are found. They can also choose the option of an advanced search which allows them to be specific and enter other details such as part-time/ full-time, temp/ permanent etc. This will ensure they can meet their requirements. They are also able to view more details about the job such as the job description/ specification/ hours/ location/ company etc. This will help the candidate to decide if the job is suitable for them and if it is they have the option to apply by simply uploading their C.V and cover letter. It is a simple and quick website to use and it guides the candidate through the process step by step until the application is put forward. They are then able to track their application and contact the company they applied to work for.
Advantages of recruiting on-line-
-There is a range of posts listed therefore more variety of jobs are available to candidates, so they are more likely to find something that suits them.
-It is free for jobseekers whereas buying a jobs paper would cost money
-Candidates can find jobs not local to them so if they are moving to a new area they can already apply for jobs closer to their new residence.
-It reduces cost of advertising for companies that are looking for applicants.
-It speeds up the completion process of recruitment and selection for both the candidate and applicant, there is no waiting around to receive an application form or C.V. through the post.
-It provides access to a large number of applicants so the recruiters have more variety of skills and qualities from applicants to choose from.
-There is a better chance of success as a vacancy that is advertised on-line is there 24 hours a day 7 days a week for as long as the company wants it to be.
Dis-advantages of recruiting on-line-With so many applicants it could lead to a large number of unsuitable candidates, which will take the company a lot of time weeding through applications of people not qualified for the position. One way companies can combat this is to make the job description as specific and detailed as possible to discourage the unqualified from applying. For example fish for jobs has 4 essential criteria for some jobs e.g. must have an A1 certificate; it tells the candidate if they do not meet those criteria they should not apply.
-Recruitment is limited to only those applicants who prefer to use the internet to search for jobs, despite the prevalence of the Internet, some candidates prefer more traditional methods of job hunting, such as networking or using employment agencies. If a company relies solely on online recruiting, it could miss out on some of the top candidates
-Online recruitment websites can be helpful to find candidates that are very actively looking for work and post their resumes online, but they do not attract the "passive" candidates who might respond favourably to an opportunity that is presented to them through other means.
-Some candidates who are looking to change jobs are hesitant to put their application on-line, for fear that their current companies, co-workers, customers or others might see their application.
-Some jobs require specific skills that an employer might not be able to reach qualified candidates through internet job posts. They will require a more proactive approach such as the use of head hunters.
-There is less face-to-face contact because of the distance involved; there might be a tendency to perform interviews by telephone instead of in person. While this might be better than relying on only a CV, the employer still may not get a good read on the candidate's personality or attitude without one-on-one interaction.
Recruitment campaign
A recruitment campaign that interested me was River Islands when there was a new store in Maidenhead high street. The initial reason that I was interested was because for a change I did not go out looking for a job I was approached by the employers in the high street. I was also interested because they needed 15 new staff so I felt like I had more of a chance of getting the job than I would if they needed 1 staff member. The first meeting seemed like a casual group meeting which involved an informal chat and questions, so I went as I felt I would be comfortable in this situation compared to having a one to one session with an interviewer. The campaign also meant that the questions where both ways rather than the employer asking the employee questions, I was given the opportunity to ask any questions about the job role and the company. A lot of information was already provided like the process of the application etc, which made me feel comfortable to take the next step as I knew what was next. I was given a leaflet explaining the training that would be available which made me want the opportunity as I wanted to develop my skills. The campaign welcomed people with hardly any experience and was offering us the chance to learn which was the main reason why it was eye catching for me.
CIPD The physical contract
A physical contact is one that is not verbally agreed or written it is the expectations of the employee from the employer and vice versa. It has been defined as '…the perceptions of the two parties, employee and employer, of what their mutual obligations are towards each other' [CIPD, 2010]. It is general expectations rather than a written contract, it may be certain tasks that are not written in the job description but the employee knows they are still expected to do those tasks to gain trust or gain opportunity for more benefits such as promotion from the management. If an employer and employee have a physical contract between them and one party goes against it for example if an employer tells an employee to open a shop one morning without any notice the employee agrees and then doesn’t do so or even doesn't inform the employer that they will not do so, the employer is not able to take them to court over this matter as it was a favour the employee was meant to do for the employer not a written and agreed contract. It is mutual trust and confidence in taking each other’s word for what they both agree on.
If the employer breaks their promise or goes back on their word it will have a negative effect on the employee. They will not have the same trusting relationship with the employer and therefore feel de-motivated at work. I was in this situation when I was told by my manager that I will get a pay rise at my next appraisal but never did and was promised one the next time I had an appraisal. Eventually I gave in and stopped working as hard as I did because the management where not keeping their end of the promise. A physical contract also makes the employee feel more valued as they are given more responsibility due to the trust they are able to build with the management. It shows that both parties have a good level of communication and understanding of each other’s needs/ goals.
References:
CIPD (2010) The phychologicatical contract [online]. Available from: websitehttp://www.cipd.co.uk/subjects/e mpreltns/psycntrct/psycontr.htm [Accessed 30 April 2010]
Farmer,M and Yellowley,W. (2008) People and organisations: Recruitment, 2nd ed. London: Pearson Education Limited.
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