Strategic Workforce Planning and Employment Decisions

Strategic Workforce Planning and Employment Decisions Strategic Workforce Planning involves analyzing and forecasting the talent that companies need to execute their business strategy, proactively rather than reactively, it is a critical strategic activity, enabling the organization to identify, develop and sustain the workforce skills it needs to successfully accomplish its strategic intent whilst balancing career and lifestyle goals of its employees. Strategic Workforce Planning is a relatively new management process that is being used increasingly to help control labour costs, assess talent needs, make informed business decisions, and assess talent market risks as part of overall enterprise risk management. Strategic workforce planning is aimed at helping companies make sure they have the right people in the right place at the right time and at the right price Through Strategic Workforce Planning organizations gain insight into what people the organization will need, and what people will be available to meet those needs. In creating this understanding of the gaps between an organizations demand and the available workforce supply, organizations will be able to create and target programmes, approaches and develop strategies to close the gaps. Steps in Workforce Planning 1. Environment Scan ENVIRONMENT ÂÂ  SCANNING ÂÂ  is a form of business intelligence. In the context of Workforce Planning it is used to identify the set of facts or circumstances that surround a workforce situation or event. 2. Current Workforce Profile Current State is a profile of the demand and supply factors both internally and externally of the workforce the organization has today. 3. Future Workforce View View is determining the organizations needs considering the emerging trends and issues identified during the Environment Scanning. Future View is often where the different approaches identified above are applied: Quantitative futuring: understanding the future you are currently tracking to by forecasting; Qualitative futuring: scenario planning potential alternative futures in terms of capabilities and demographics to deliver the business strategy. 4. Analysis and Targeted Future Qualitative and quantitative futuring creates the content for an organizational unit to analyse and identify critical elements. As the critical elements are identified the Targeted Future begins to take form. The targeted future is the future that the organization is going to target as being the best fit in terms of business strategy and is achievable given the surrounding factors (internal/external, supply/demand). 5. Closing the Gaps Closing the gaps is about the people management (human resources) programs and practices that deliver the workforce needed for today and tomorrow. The process is about determining appropriate actions to close the gaps and therefore deliver the targeted future. There are 8 key areas that Closing the Gaps needs to focus on Resourcing, Learning and Development, Remuneration, Industrial Relations, Recruitment, Retention, Knowledge Management, Job design. Strategy Development Develop strategies for workforce transition. Basic Information to Include in the Workforce Plan: List specific goals to address workforce competency gaps or surpluses (may include the following): Changes in organizational structure Succession planning Retention programs Recruitment plans Career development programs Leadership development Organizational training and employee development Understand how the legal and organisational frameworks for employment of staff Evaluate the current legal requirements influencing a HR plan Describe a process for recruitment and selection of new staff (external candidates) that complies with current legislation and organisational requirements Ans2 Human resources are the participants as also the beneficiaries of economic development process. In that, human resources figure on the demand as well as the supply side of production of goods and services in the economy. On the demand side, goods and services produced are used by the human beings to alleviate poverty, improve health, generate better living conditions, enhance general educational levels and provide better facilities for training. Utilisation of goods and services thus leads to an improvement of quality of human resources. On the supply side, human resources and capital form essential ingredients of production systems which transform natural and physical resources into goods and services. Complementarily between human resources and capital is so close that optimal increases in output and hence optimal economic growth is not possible through increases in one of them either human resources or capital at the cost of the other. ÂÂ  Some growth of course can be had from the increase in more conventional capital even though the labour that is available is lacking both in skill and knowledge. But the rate of growth will be seriously limited. It simply is not possible to have the fruits of modern agriculture and the abundance of modern industry without making large investments in human beings. There is an optimal ratio of human resources to capital which has to be maintained to reach the attainable rate of economic growth. Given the endowment of capital and other material resources, human resources could accelerate the production process and hence economic growth. At the same time, unprecedented growth in human resources, disproportionate to the pattern of accumulation of capital and other material resources could hinder development. Rate of growth in human resources, in turn, is determined by the two dimensions of human resources: Quantity and Quality. Quantity of human resources is determined by variables such as: population policy, population structure, migration, and labour force participation. Quality of human resources, on the other hand, is influenced by the status of variables like: education and training health and nutrition, and equality of opportunity. In this Unit we will take into account the two dimensions of human resources: Quantity and Quality in context of HRP in general and also in tourism. 1. QUANTITATIVE DIMENSIONS OF HUMAN RESOURCE PLANNING Human resources viewed as the productive power of human beings constitute only one of the two parts of population of any economy. The other being the human beings without any productive power. Population Population of a country, in a generic sense, is taken as constituting the totality of all human beings of the country. The concept of population, viewed in this manner, appears to be very simple. However, in reality, the definitions used vary not only from country to country but even within a country depending on the purpose of enquiry. Broadly, the definitions of population used may be categorised into de facto and de jure. A de facto (or present-in-area) concept involves complete count of all persons residents and non-residents alike physically present in the country at the time of enumeration. A de jure concept necessitates complete count of all persons considered to be normal residents of the country, irrespective of where each person is located, at the time of the census. Strict conformity to either of these concepts is not possible because of difficulties in enumeration like: nationals living abroad, nomadic population, inhabitants in extremely remote areas, and population in disturbed areas. Added to this, are the administrative difficulties logistic, financial and human of recording everyone at the same time. There is thus a degree of inaccuracy in the census of population of any country. The greater the number to be counted and/or the larger the area to be covered the larger is the degree of inaccuracy. Human resources being an integral part of population, growth of human resources is naturally dependent on the growth of population. Population growth, in turn, is determined by three factors: Population policies, population structure and migration. a) Population Policies In terms of State intervention in population planning, it is useful to distinguish between population influencing policies and population responsive policies. The former are anticipatory in nature and operate through the demographic sub-system by influencing factors primarily responsible for population growth such as fertility, marriage and mortality. The latter are essentially reactive in character which are often implemented through the socio-economic sub-system to accommodate or adjust to observed demographic trends with the help of programmes like health, nutrition, education, housing, transport network expansion and employment promotion. In an over-populated economy, sufficiently robust population influencing policies along with appropriate population responsive policies (complementary in nature) might be the optimal population policy framework. In any case, understanding the structure and pattern of growth of population is essential for evolving an appropriate combination of population influencing and population responsive policies towards achieving an optimal population policy framework. b) Population Structure Population is a dynamic concept. Consequently, structure or composition of population at any point of time reveals two things: First, it is the result of interaction in the past among factors causing population growth. Second, it reveals the potential for future growth in population. In so far as population growth is concerned, there are two aspects of population composition which are most important: Sex composition and age composition: i) Sex Composition The principal measure of sex composition is the sex ratio defined as the number males per 100 females. In other words: Number of males in the population Sex ratio = ÃÆ'- 100 Number of females in the population One hundred is the point of balance between males and females. A sex rate above 100 denotes an excess of males. Likewise, a sex ratio below 100 indicates an excess of females. In general sex ratios tend to range between 95 to 102. Heavy war losses, heavy migration and local social considerations such as female infanticide may upset the sex ratio. In any case a sex ratio outside the range of 90 to105 is to be viewed with suspicion. Starting point for all population projections is the projection of female population on whom crucially the number of births will depend. Higher the female population, higher will be the number of births and hence the higher will be the population growth. Sex composition thus indicates the potential future growth in population. ii) Age Composition Age composition is the distribution of population by age groups usually five year age groups. Age composition at any given point of time is the result of past trends in fertility and mortality and is also the basis for establishing future trends. In the computation rate of growth of population, future births are usually computed by applying five year age specific fertility rates to the women of child bearing age (10 to 49 years) at the midpoint of each five-years time interval. Data on age composition is also useful in the computation and analysis of labour supply. Economically active age-group is considered to be 15 to 65 years. Population in the age group crucially determines the extent and composition of labour force. c) Migration Age and sex composition are indicative of only the natural growth in population. Another factor which causes changes in population is the net migration. If the net migration is positive, the population grows at a rate faster than that indicated by natural growth. On the contrary, if the net migration is negative it causes decline in the rate of growth indicated by the natural growth. Movements from and to other regions within the country are termed as out-migration and in-migration, respectively, and these movements together are known as internal migration. Data on internal migration are useful, when it is intended to analyse population changes at provincial level or some other administrative level. Internal migration is a function of the inter-regional and inter-sectoral rates of growth and wage differentials. Movement across national boundaries causes changes in the population at the national level. The effect of international migration on the national population is measured by the rate of net-migration defined as: Total immigrants Total emigrants Rate of net migration = ÃÆ'- 1000 Mid-year population Rate of population increase at any point of time equals the rate of natural increase plus the rate of net migration. Labour Force Participation Population change as such do not cause changes in human resources. Rather it is the change in the economically active component of population which affects growth in the human resources. In terms of economic activity classification, population may be divided into workers and non-workers. Worker is defined as a person whose main activity is participation in economically productive work by his or her mental or physical presence. Work involves not only actual work but also effective supervision and direction. Workers thus defined, others in the population are considered as non-workers. For the purpose of elaboration non-workers may be categorised as: full-time students, persons engaged in household duties, infants and dependents doing no work, retired persons and renters living on rent on an agricultural or non-agricultural royalty, beggars, vagrants and others with unspecified sources of income, inmates of penal, charitable and metal institutions, unemployed but available for work, and others. Labour force or economically active population is that segment of the population whose function is to produce goods and services demanded by the whole population. Usually, those aged 15-64 years are considered to be in the productive age-group. However, not everyone in the productive age-group is effectively in the labour force. According to the accepted definition, labour force comprises all persons of either sex who furnish the supply of labour available for the production of economic goods and services including: employers, employees, self-employed persons, and those engaged in family enterprises without pay. In other words, labour-force may be defined as comprising workers and non-workers in the productive age-group who are unemployed but available for work. Labour-force participation rate is then defined as Labour force Labour force participation rate = ÃÆ'- 100 Total population Tourism In the case of international or domestic tourism it is not just the labour force that participates in the production of goods and services but the entire host population of the destination has a role to play. This is because besides the economic activity, attitudes of the host population matter a lot in creating an environment which is tourist and tourism friendly. There are destinations where the population plays host to tourists numbering four times more than its own numbers and each and every member of the population has some role in this regard a friendly smile too has a role. Many countries and destinations have earned a brand image in hospitality. Hence, human resource planners lay stress on creating tourism awareness including dos and donts vis-Ã  -vis tourists for the entire host population. Moreover, there are destinations where, quantitatively speaking, the whole population is involved in tourism both, directly as well as through indirect employment. But beyond a point, i t is the qualitative dimension that matters and converting quantity into quality is the real challenge in HRD. While the quantitative dimensions assist in the analysis of human resources in terms of numbers, qualitative dimensions facilitate assessment and analysis of the productive power in human resources. For example, four hundred drivers may be available to a tourist transport operator but he may find only 20 out of these which meet the quality standards in relation to driving skills required for handling tourist coaches. i) Education and Training Education and training are the most dominant dimensions affecting quality of human resources in terms of knowledge and skills. Education and training serve both individual and social ends. To an individual, it has both vocational and cultural significance in achieving economic emancipation and social up gradation. To the society, education and training are means which make possible to take advantage of technological changes as well as furthering technological progress. Depending on the methods of imparting knowledge and skills, education and training may be classified into two types: Formal and Informal. Formal education and training, which is imparted through schools and colleges, emphasises transfer of knowledge. Informal education and training such as on-the-job training and hereditary training lays stress on transfer of skills, i.e., practical application of knowledge. Education and training as a means of human resources planning involve critical choices, as no country can have all education and training. Rather, it is essential to identify priorities in education and training, emphasise programmes which have high priority and tone down or even discard programmes with a low priority. As far as development of education and training is concerned there are six choice areas which are critical: Choice between levels of education such as primary, secondary and higher education. Choice between quality and quantity in education and training. Choice between science and technology on the one hand, and humanities and liberal arts on the other hand. Choice between market forces and incentives to attract people into some occupations. Choice between the aspirations of individuals and needs of the society. ii) Health and Nutrition Health and nutrition status constitutes one of the most important indicators of quality of human resource, as they contribute significantly to building and maintaining a productive human resource as well as improving average expectation of life and quality of life. There are three determinants of health status: Purchasing power of people. Public sanitation, climate and availability of medical facilities. Peoples knowledge and understanding of health hygiene and nutrition. Education, health and nutrition are inter-linked and they complement each other in the process of human resources development. iii) Equality of Opportunity Investments in human resources development do not always ensure proportionate development of all sections of population. In the absence of deliberate policy intervention, there are bound to be discriminations. We can say that there are three distinct forms of discriminations which are relevant to developing nations: Social discrimination may take either the form of sex discrimination or discrimination among different social groups or both. For example, a few years back the air hostesses of a particular airlines petitioned in the court because their retirement age was earlier than of their male counterparts. The court upheld their petition and now the retirement age of both male and female air hostesses is same. Economic discrimination takes place largely among groups of population belonging to different economic strata classified in terms of either income generating assets. Regional discrimination can be in the form of either discrimination between rural and urban population or discrimination among population belonging to different regions. These three forms of discriminations individually and/or jointly lead to inequality of opportunities of varying degree among different sections of population. Discrimination of any form causes differential access to education and training, and health and nutrition. This in turn leads to differences in quality and productivity of human resources belonging to different segments of the population with the privileged benefiting the most and under privileged being deprived of their due share in the development process. Opportunity costs of discrimination are very high, as it leads to many social and economic evils apart from retarding the pace of economic development. It has been demonstrated that the national output can be further expanded by improving the average level of productivity of each individual through appropriate social and economic policies directed towards equality to opportunity in the fields of education and health. Tourism has long been recognised as a tool for economic growth and development. However, it can be beneficial to the host economies when it creates jobs for the locals. Here qualitative dimensions of HRD become an important factor for education and training of local population as per the requirements of responsible tourism development. The dimensions, attributes and distribution of population the product of whose labour adds to national wealth constitute human resources. They are thus, the participants and beneficiaries of economic development. The demographic profile, migration and mobility and participation patterns in economic activity determine the quantitative aspects of actual and potential human resources. Investments in education and training, health and nutrition, and social welfare and quality promote quality of human resources through enhanced labour productivity. While quantitative and qualitative dimensions only regulate supply of human resources, the other aspect of human resources planning namely the demand for human resources crucially depends on the functioning and flexibility of labour markets. Labour market analysis is a principal instrument of human resources planning, as it helps identify skill shortages and also enables a diagnosis of market failure to match labour supply with demand. To facilitate labour market analysis, there is a need for a comprehensive and regularly updated labour market information system. 1) The variables for determining the quantitative and qualitative dimension of human resource planning are: Quantitative Population policy, Population structure, Migration, and Labour force participation. Qualitative Education and training, Health and nutrition, and Equality of opportunity Understand the effect of the organisation environment on staff Discuss Assess work life balance issues and the changing patter of work practices Importance of HR PLANNING in ÂÂ  organizations. Each Organisation needs personnel with necessary qualifications, skills, knowledge, experience aptitude . Need for Replacement of Personnel ÂÂ  Replacing old, retired or disabled personnel. Meet manpower shortages due to labour turnover Meet needs of expansion / downsizing programmes Cater to Future Personnel Needs Nature of present workforce in relation with Changing Environment helps to cope with changes in competitive forces, markets, technology, products and government regulations. Shift in demand from ERP to internet programming has increased internet programmers i) quantify job for producing product / service ii) quantify people positions required ii) determine future staff-mix iii) assess staffing levels to avoid unnecessary costs iv) reduce delays in procuring staff v) prevent shortage / excess of staff vi) comply with legal requirements In organisational development, succession planning is the process of identifying and preparing suitable employees, through mentoring, training and job rotation, to replace key personnel within an organisation if they leave. All employers need to consider the issue of succession planning to ensure that no part of the business is at risk should a particular member of staff leave the organisation. With good succession planning, employees are ready for new leadership roles as the need arises. Moreover, when someone leaves, a current employee is ready to step up to the plate. In addition, succession planning can help develop a diverse workforce, allowing decision makers to look at the future make-up of the organisation as a whole. Develop a succession plan for internal replacements, and if you will need to hire, think about the type of person or skills you will need so that if the situation arises you have already done some of the groundwork. In your succession plan you may wish to consider: staff interchange where employees swap jobs within the organisation in order to have experience in multiple positions; formal or informal mentoring ÂÂ  arrangements; coaching of staff; identification of suitable professional development activities for high-performing staff; making agreements to introduce flexible working arrangements; creating forward-thinking internal promotion policies; supporting staff to take increased responsibility; the allocation of higher-grade duties or assignments. Understand the grievance, discipline and dismissal process Identify the process to be followed in a grievance situation Describe the stages of a discipline issue that results in dismissal Explain the role of ACAS, Employment tribunals and other external agencies that could be involved in grievance, discipline and dismissal processes Process Steps There are four main grievance process steps: discovery, conciliation, internal review and arbitration. A summary of what happens at each of these step appears below. Click on a link here, or at the bottom of the page, to see a full discussion of what happens at that step in the grievance process. Discovery The date when the grieving faculty member (grievant) discovered, or reasonably could have discovered, the circumstances leading to the grievance. Conciliation The informal, confidential effort to resolve the grievance between the faculty member and the Board at the lowest possible administrative level before a formal grievance can be filed. This effort is normally assisted by a FA-appointed campus conciliator. Internal Review Hearing An informal meeting scheduled by the college president, or the presidents designee. The president listens to the grievant, the responding administrator and their representatives as they address the allegations contained in a timely Notice of Grievance that has been filed with the District. The president writes an Internal Review Hearing decision regarding the Notice of Grievance allegations. Arbitration Hearing A formal hearing before an arbitrator chosen from a list of seven possible candidates supplied by the State Conciliation Service. Legal counsel represents both parties and all testimony by witnesses is under oath. After reviewing evidence, testimony and argument briefs from both parties, the arbitrator renders a written decision that is binding on both parties. Disciplinary and grievance procedures provide a clear and transparent framework to deal with difficulties which may arise as part of their working relationship from either the employers or employees perspective. They are necessary to ensure that everybody is treated in the same way in similar circumstances, to ensure issues are dealt with fairly and reasonably, and that employers are compliant with current legislation and follow the Acas Code of Practice for handling disciplinary and grievance issues. Disciplinary procedures are needed: So employees know what is expected of them in terms of standards of performance or conduct (and the likely consequences of continued failure to meet these standards). To identify obstacles to individuals achieving the required standards (for example training needs, lack of clarity of job requirements, additional support needed) and take appropriate action. As an opportunity to agree suitable goals and timescales for improvement in an individuals performance or conduct. To try to resolve matters without recourse to an employment tribunal. As a point of reference for an employment tribunal should someone make a complaint about the way they have been dismissed. Grievance procedures are needed: To provide individuals with a course of action should they have a complaint (which they are unable to resolve through regular communication with their line manager). To provide points of contact and timescales to resolve issues of concern. To try to resolve matters without recourse to an employment tribunal. The legal position The statutory procedures for handling discipline and grievance issues introduced in October 2004 were widely criticised andÂÂ  were repealed in their entirety with effect from 6 April 2009. (Those in Northern Ireland should note that the Employment Act 2008, which repealed th statutory procedures, is not applicable there the Department for Employment and Learning has published detailed guidance From 6 April 2009 the important provisions governing discipline and grievances at work are to be found in: The Employment Act 2008 The Employment Tribunals (Constitution and Rules of Procedure) (Amendment) Regulations 2008. Numerous other pieces of legislation cross refer to discipline and grievance issues. Some important examples include the: The Employment Rights Act 1996 as amended The Employment Rights Dispute Resolution Act 1998 The Employment Relations Act 1999 The Employment Rights Act 2004. Employers own disciplinary, grievance and dismissal procedures and the Acas Code of PracticeÂÂ  are essential to ensure that good dispute handling behaviour is adopted. The role of the Acas Code of Practice The Acas Code of Practice Disciplinary and Grievance Procedures was revised to reflect the removal of the statutory procedures andÂÂ  a new version1 came into force on 6 April 2009. CIPD endorses the Code. Following it is crucially important for employers: an employment tribunal will consider whether the employer has followed the Code and, if they have not, then the tribunal may adjust any awards made by up to 25% for unreasonable failure to comply. In situations where the trigger event occurs on or after 6 April 2009, an employment tribunal will considerÂÂ  whether the employer has followed the Acas Code and, if they have not, then the tribunal may adjust any awards made by up to 25% for unreasonable failure to comply. CIPD members can find out more on the content of the Code, the legal aspects of this topic and likely future developments from our FAQ on Discipline and grievances procedures in the Employment Law at Work area of our websi

Chile Essay -- essays research papers fc

Introduction Chile is a republic located in southwestern South America. On the north side of Chile lies Peru, to the east is Bolivia and Argentina, and on the south Peru is bounded by the Pacific Ocean. The Archipelagoes Islands extend along the southern coast of Chile from Chiloà © Island to Cape Horn. Among these islands are the Chonos Archipelago, Wellington Island, and the western portion of Tierra del Fuego. Some other islands that belong to Chile include the Juan Fernà ¡ndez Islands, Easter Island, and Sala y Gà ³mez. All of these islands lie in the South Pacific. Chile also happens to claim a section of Antarctica. The capital and largest city of Chile is Santiago. Land and Resources The most dominant physical feature in Chile are the Andes Mountains, which extend the entire length of the country, from the Bolivian plateau in the north to Tierra del Fuego in the south. PHYSICAL REGIONS Chile can be divided in to three topographic zones: the lofty Andean cordillera on the east; the low coastal mountains on the west; and the plateau area, which includes the Central Valley, between these ranges. Three major geographical and climatological regions can be distinguished: the northern (arid), central (Mediterranean), and southern (temperate marine) regions. The ranges of the Andes are the widest in the northern region. This forms broad plateaus that contain the country’s highest peak, Ojos del Salado, which is located on the border with Argentina. The plateau area is occupied by the great Atacama Desert, which contains vast nitrate fields and rich mineral deposits. In the central region the plateau gives way to a valley, known as the Central valley. The valley, which ranges form 40 to 80 km (25 to 50 mi) in width, is the most heavily populated area of the country. The fertile area between the Aconcagua and Biobà ­o rivers forms the agricultural heartland of Chile. The central Andes are narrower in width and have lower elevation that those in the north. The most important passes in the Andes are located here. The country’s finest natural harbors are located in this region. The southern region is without an interior valley; it disappears below the sea at Puerto Montt. Peaks of the submerged coastal mountains form the long chains of islands along the coast. Chile lies in a zone of geologic instability and is subject to earthquakes and volcanic activity. ... ...hydroelectric power. Major efforts have been made to harness this potential, and by 1998 about 52 percent of Chile’s energy was generated from waterpower. TRANSPORTATION Chile has a network of about 49,000 miles of roads. Only 14 percent are paved. Railroad lines total over 1500 miles in length and are confined to the northern two-thirds of the country. Spur lines to important coastal towns connect the main north-south system. Because of the difficult terrain, many coastal cities rely on water transportation from various ports including Valparaà ­so, Antofagasta, and Punta Arenas. There are also important international airports located near Santiago, and Arica. Conclusion Chile is a country that is developing very quickly and therefore is in demand when exporting the goods that are produced here are taken into account. All of the factors presented have the same developing relationship. The increase in skills, knowledge, communication, and population are what make this economy grow. Works Cited Fellmann, Getis, and Getis. Human Geography, Sixth Edition, Updated Edition. McGraw Hill. New York, 2001. Hudson, Espendhade. Goode’s World Atlas, 20th Edition. Rand McNally, 2000. Chile Essay -- essays research papers fc Introduction Chile is a republic located in southwestern South America. On the north side of Chile lies Peru, to the east is Bolivia and Argentina, and on the south Peru is bounded by the Pacific Ocean. The Archipelagoes Islands extend along the southern coast of Chile from Chiloà © Island to Cape Horn. Among these islands are the Chonos Archipelago, Wellington Island, and the western portion of Tierra del Fuego. Some other islands that belong to Chile include the Juan Fernà ¡ndez Islands, Easter Island, and Sala y Gà ³mez. All of these islands lie in the South Pacific. Chile also happens to claim a section of Antarctica. The capital and largest city of Chile is Santiago. Land and Resources The most dominant physical feature in Chile are the Andes Mountains, which extend the entire length of the country, from the Bolivian plateau in the north to Tierra del Fuego in the south. PHYSICAL REGIONS Chile can be divided in to three topographic zones: the lofty Andean cordillera on the east; the low coastal mountains on the west; and the plateau area, which includes the Central Valley, between these ranges. Three major geographical and climatological regions can be distinguished: the northern (arid), central (Mediterranean), and southern (temperate marine) regions. The ranges of the Andes are the widest in the northern region. This forms broad plateaus that contain the country’s highest peak, Ojos del Salado, which is located on the border with Argentina. The plateau area is occupied by the great Atacama Desert, which contains vast nitrate fields and rich mineral deposits. In the central region the plateau gives way to a valley, known as the Central valley. The valley, which ranges form 40 to 80 km (25 to 50 mi) in width, is the most heavily populated area of the country. The fertile area between the Aconcagua and Biobà ­o rivers forms the agricultural heartland of Chile. The central Andes are narrower in width and have lower elevation that those in the north. The most important passes in the Andes are located here. The country’s finest natural harbors are located in this region. The southern region is without an interior valley; it disappears below the sea at Puerto Montt. Peaks of the submerged coastal mountains form the long chains of islands along the coast. Chile lies in a zone of geologic instability and is subject to earthquakes and volcanic activity. ... ...hydroelectric power. Major efforts have been made to harness this potential, and by 1998 about 52 percent of Chile’s energy was generated from waterpower. TRANSPORTATION Chile has a network of about 49,000 miles of roads. Only 14 percent are paved. Railroad lines total over 1500 miles in length and are confined to the northern two-thirds of the country. Spur lines to important coastal towns connect the main north-south system. Because of the difficult terrain, many coastal cities rely on water transportation from various ports including Valparaà ­so, Antofagasta, and Punta Arenas. There are also important international airports located near Santiago, and Arica. Conclusion Chile is a country that is developing very quickly and therefore is in demand when exporting the goods that are produced here are taken into account. All of the factors presented have the same developing relationship. The increase in skills, knowledge, communication, and population are what make this economy grow. Works Cited Fellmann, Getis, and Getis. Human Geography, Sixth Edition, Updated Edition. McGraw Hill. New York, 2001. Hudson, Espendhade. Goode’s World Atlas, 20th Edition. Rand McNally, 2000.

Media coursework

The age 14–25 is an appropriate target audience for the story line I have chosen. My comic book is also aimed at boys which is stereotypical but I found that during my research cost boys buy darker, gorier comic books so this helped me pick the colors for my horror comic book front cover.My comic book also represents the social group of people who Like dark, gothic, horror comics. I have achieved this through the use of dark colors. By using the Image of a superhero standing tall on the front of the page, this brings In the serious feel to horror. This can then be seen as the person In the image not wanting to mess about, linking to the horror theme again-I researched lots f gothic comic books before so had a very good knowledge of what a typical horror comic book front cover looked like.In this image I decided to make the moon brighter to show the amount of light against the dark colors. Also, this made the comic book front cover stand out more to my audience. Using photos I also cut around the circle to there was no black to make the moon be more clear to the audience against the dark background. Through the process of constructing my product I have become much more advanced at using photos than I was before.It gave me a chance to use a lot of the features which I had not used before such as: the lasso tool which I found extremely helpful when transferring images onto my front cover. I used photos to edit my photos to make them look darker. If I was going to repeat this assignment I would of liked to of chosen a different purely because I am a girl so I am not very interested it that theme. Also, I would of liked to of chosen a different layout for my product because I feel like my comic book was not very original or creative.

Recruitment and selection process of the fast food industry - Free Essay Example

Sample details Pages: 17 Words: 5013 Downloads: 1 Date added: 2017/06/26 Category Management Essay Type Research paper Did you like this example? This dissertation will discuss the recruitment and selection process of the fast food industry in London and case study about particular company. The practise of HRM in recruitment and selection process will also be discussed in this dissertation. In this chapter the background and motivation of this study is discussed along with the aims and objective. Moreover the research questions and the structure of this dissertation are discussed in this chapter. 1.2. Background and motivation In the past two decades the manner in which organization recruit people for their business has changed into a different level. The practise of human resource management in recruiting people has made a significant changed in the food industry across Greater London. Peoples food habit and ass well as recreational activities has also changed. And for changing those activities fast food played a very vital role in society. The competition among the competitors become intense as this is a very profit oriented business. As the competition gets intense and moves into higher value added work, strategic recruitment and selection is vital for organizations success. The trend of fast food can be tracked from the very early stage of the civilization and in UK from the beginning of the twentieth first century first food is growing as a lucrative business. Fast food gain popularity as peoples life gets busy and subsequently more and more things added in their life. The chain fast food shop st art arriving in UK from the late 60s and KFC was the first to introduce followed by Pizza Hut and Mc Donalds. The practise of HRM into the fast food industry was present from the beginning but in many cases in was written or not classified as a necessary step. But in recent years the fast food chains bring themselves under very strict rules and policies. Trained staff always brings more profit to the business. And also for the past decades the kind of people interested in getting those job has changed significantly. Mostly students are seen in these jobs as it gives them the flexibility of working according to their college time table and also they can support their study while their working part time. The main principal for any job is the right person for the right job. Organizations always give importance for its manpower as they are their representative and profit maker of the organization. The operative manpower is equally important as managers working for the enterprise. All business organisations need different people to operate different activities inside their organization and it is equally important to select and recruit suitable candidate for that job. The practise of Human Resource Management in an organization is not possible if suitable candidate is not recruited in the organization. Don’t waste time! Our writers will create an original "Recruitment and selection process of the fast food industry" essay for you Create order 1.3. HRM practise in the Travel Food industry in London In late 1990s, the HRM was significantly recognised as an integral component of business success by academic researchers and business practitioners (Kalleberg and Moody, 1994; Paul and Anantharaman, 2003; Hislop, 2005). Different arguments and concepts were presented by these researchers particularly how HR practices could affect organisation performance; how economic and social context shapes HR strategies and practices of organisations; the new organisational forms and relationships; and the importance of knowledge management and learning in the workplace. Every organization understands the need of HRM practise in selection and recruitment process. By doing so they prepared particular recruitment and selection plan according to the need of their own organization. Mc Donalds and SSP Ltd collaborated with different university to train up their manager according to their need. Most of the big franchises are tied up with different universities to train their staff in hospitality a nd Human Resource Management. And if we consider the practise of HRM most food franchise company nowadays has made their own prospectus and procedures about recruiting people. Selection and recruitment are two very interrelated process where one process ends another process starts. They are very important procedure of the organization and different from each other. 3.1 Bright Features SSP is promoting itself as food and travel expert, so giving the best possible service to customer is at the heart of SSP strategy. As a result it is important for the company to maintain cutomer satisfaction. So to maintained customer satisfaction employee job satisfaction is vital as dissatisfied worker may not provide good service to the customers. One who is happy at work place is more likely to influence other in a positive manner to make other happy. Therefore, to increase the satisfaction of customer it is important that employees at different level working for SSP are satisfied. Both at management level as well as ground level were actual customer service is being delivered. Company have a good mix of employees of different backgrounds which makes it even more capable to provide international quality service to its customers. Further, organisation also carry out research for understanding customer need during travelling, as it operates worldwide in 32 country to meet the de mands of travelling customers. On the basis of customer demands of each location and information gathered through research, company have always tried to provide customers a good mix of food verity that meets their appetite. 1.4. HRM practise in SSP UK Ltd (Camden Food) The concept that people are the organisations key source of sustained competitive advantage continues to be an overriding theme in the research literature and a lever for Human Recourse practitioners Grattan, (2000); Pfeffer, (1994); Barney, (1995). It is not surprising, therefore, that the link between HRM practices and employee and organisational performance has attracted considerable attention over the past decade both in the US Huselid, (1995); Pfeffer, (1998) and the UK Guest, (1997); Wood and deMenzes, (1998). 1.4. Aims and objective The aim of this research is to help industry expert and employee to understand the importance of HRM in recruitment and selection process and the give an overall idea how effective HRM practise can change the recruitment process. The purpose of this study is to give a clear understanding what are the HRM practises used by the employer to select and recruit employee at present. Also suggest employer how the selection and recruitment process can be made more effective. The primary research question are listed as below 1. What procedures are used in recruiting and selecting employee in the industry and how the practise of HRM is ensured in that process? The dissertation will try to find out different process of selecting and recruitment process undertaken by different player in the industry. The reason why these methods are preferred? 2. How selection and recruitment process can be more effective and how it can contribute performance of the employee. 1.5. Limitation of the study Limitation in any study is not an unusual matter. Every research encountered by limitation. The study is undertaken in a small sample group from the hospitality industry and fast food industry. There are many organizations in the industry and many more way of selecting and recruiting people. This is a major limitation of the study as the finding only concentrates a particular organization. A larger sample size would give the chance to go through more data and also the application of both personal and HR functions. It can also be possible to investigate variety of examples of organizational practise if the sample size is larger. It would be better to investigate more than two organizations recruitment and selection process, but due to time constraint this could not be achieved. The researcher selected two group of people one pass through the selection process and get recruited and the other group who is looking for job or attempted but failed to pass the recruitment process. Some da ta were confidential enough not to pass to the researcher. As the topic of the dissertation covers a very wide area, researcher tried to cover as many areas as possible. 1.6. Contribution of the study The analysis of the study reveals the aims and objective of the research. Among the contributions are the literature for the researchers in future in relation to the HRM practice for the other industry. Analyzing the function of modern human resource management is another contribution in the perspective of academic study. Secondly, HR manager of travel food industry and more specifically SSP UK Ltd can evaluate their existing recruitment and training program. The study will help understand the standard recruitment and selection procedure and thus compare it with their own recruitment and selection procedure. 1.7. Research structure This study will follow a certain structure. The structure followed is given below Chapter 1: The introduction part will discuss the purpose of the study and also the aim and objective of the study. It will also briefly discuss the motivation and background of the study. A short description about the industry and also the history of the industry. Chapter 2: The literature review part will discuss the HRM practise in recruitment and selection process. It will also discuss the related theory about selection and recruitment process. The part will consist the definition of recruitment and selection and the process of respective ones. This part will relate the theoretical analysis and also states the finding of different scholar in this field. Chapter 3: In chapter three general research methodologies are described. It also discuss the method that this research use to complete the study. The data collection method and the difference between secondary data and primary data are al so discussed. The limitations of the data collections are discussed at the end of the research. Chapter 4: Findings of the study and data are discussed in this chapter. Data are gathered from different sources for the study each source has been described with the method used. Chapter 5: At the end of the dissertation a thorough indication and conclusion of the current research have been drawn. Other important part of this chapter is to describe the contribution and benefit of this dissertation. Based on the research results some recommendations have been given followed by limitations of the current study, and future research. 2. Literature review 3250 2.1. Introduction The relevant literature review of this study is discussed in this chapter. The previous chapter has been discussed about introduction of the study which discussed the motivation and background, the aims and objective of the study and also the structure of the study. The chapter starts with a brief discussion about HRM and the role of HRM in recruitment and selection. The relevant theory about recruitment and selection are discussed followed by their process. The factors influencing the recruitment and selection process are also discussed. The historical work of previous researcher are also discussed and used as a guideline for further research. 2.2. The role of HRM The key characteristic of the HRM approach is the involvement of the personal function at a strategic level. The increased globalisation of busyness world and a very competitive market has triggered the emergence pf human resource management. Personnel management is the part of an organization which is concerned with people at work and their relationship with the enterprise. Personnel management aims to achieve both efficiency and justice. It seeks to provide fair terms and conditions of employment, and satisfying work for those employed (Cole, 2002). The modern human resource management has emerged from traditional personal management. Human resource management is defined as a strategic and coherent approach to the management of an organizations most valuable assets the people working there who individually and collectively contribute to the achievement of its objectives (Armstrong 2006). It is the people who always represent the organization in front of the public, so the man agement of people inside the organization is very important. And it is the trained and skilled staffs that generate the profit and give the organization a better position in the market. Organizations now days even compete about their staff that who has the better staff. They even hire independent organization to judge the service between different companies and based on that report they improve their service and organization. The synergy is achieved when the approaches are practiced all together. When practices are implemented together and synergistically then it is called bundles. The concept of bundling has defined strict definition but finds its roots in the concept of internal fit developed in the strategic human resource management literature (Bowen and Ostroff, 2004). The organization can deliver better service if all part of their business is providing a quality service and thus the organization as a whole performs better. If an organization implement couple of high per formance work practise in their workplace that will not make a big difference as they are still lacking in many other part of organization skills. Suppose the organization implement team work as their high performance achievement but the total team performance will depend not only on one colleague but the performance of all colleagues. Different team members can have different issue with organization which might affect their performance so that also make a difference on the collective performance of the team work. Employment motivation is also a very important fact in case of team work. In 1998, British Workforce Relation survey (WERS) conduct a survey among the employer in Britain and found that there are some number of key human resourse management practise among British organisations that includes careful recruitment and selection, performance appraisal, training and team working. The survey also found some evidence of the integration of human resource management practise and survey(Cully et al.1999). There are two different side of the survey which is visible through data, the practice of human resource management in British organization is widespread but the level of strategic integration of these practises is quit low. Cully et al found is his research that only 15 percent of the role of training in 265 workplaces had a majority of the human resource management in place. Studies of high performance work systems have also shown a similar pattern; relatively common adoption of individual practices but little evidence of widespread integration (Appelbaum et al., 2000). 2.3. Recruitment There are few definitions available of recruitment. Recruitment involves actions and activities taken by an organization in order to identify and attract individuals to the organization who have capabilities to help the organization realize its strategic objective. Breaugh gave the following definition of recruitment Employee recruitment involves those organisational activities that 1) influence the number and /or the types of applicants who apply for a position and /or 2)affect whether a job offer is accepted. Edwin Flipo states that recruitment is the process of searching for prospective candidate and stimulating them to apply for the job.(Edwin Flipo, 2001) Recruitment includes the set of activities undertaken by the organisation for the primary purpose of identifying a desirable group of applicant, attracting them into its employee ranks, and retaining them at least for short time. (Taylor Collins, 2000). Recruitment involves actions and activities taken by an organisati on in order to identify and attract individuals to the organisation who can help the organisations achieve their target and goal. Recruitment has emerged as arguably the most critical human resource management functions for organisational survival and success. Many organisations have increased their budget for recruitment. 2.3.1. Principal of recruitment process There are number of important characteristic in recruitment definitions. Firstly the process involves specific actions and activities that are undertaken to achieve particular outcome. Secondly in indicates that the purpose of those activities are to generate a pool of candidate to enhance their interest towards the organisations and eventually to accept a job offer in the organisation. The third important characteristic is that it the number of people attracted towards the process might have the capabilities to be hired but it depends on the selection process where the overqualified and under qualified people will be excluded from the process. Fourthly the recruitment is the process where any post hire process are not discussed because recruitment is the process to influence candidate to apply for the advertise jobs and accept the job offer. 2.3.2. Purpose and importance of recruitment There are some purpose and importance of recruitment which required to be clearly defined in any research. The importance can described as follows 1. Determine the present and the future requirements of the organisation on conjunction with its personnel -planning and job analysis activities. 2. To keep the cost minimum and also attracting maximum candidate. 3. As selection process depends on recruitment process it is the job of the recruitment process to increase the success rate of selection process by reducing the under qualified or overqualified job applicant. 4. It is also the recruitment process where the it is given priority that the recruited candidate stays inside the organisation for maximum number of year. 5. Organisations legal and social obligation about the ratio of recruited people whether ethnic, local or gender in its workforce is also served through recruitment. 6. Recruitment is the first step where the potential job applicants are identified. 7. By practising the daily job the effectiveness of different recruiting techniques and sources of all types of job applicants are explored. 2.3.3. Recruitment process In recruitment process identifying and attracting qualified candidate is the most important aspect. There are five interrelated steps about recruitment process. They are- Planning Strategic development Searching Screening Evaluation and control 2.3.1. Planning Planning is the first stage of the recruitment process. It involves about the vacancy and the duty surrounded by that role. Planning also gave an clear idea about number of candidate and the type of candidate applying for the job. An important part of the planning is to attract more people than the organisation needed so that they can choose the right candidate and also attracting the type of candidate similar to the advertisement. 2.3.2. Strategic development After deciding how many people are required and what qualification required the management concentrate in the strategic development. Different companies have different view about strategic development. The first thing is to decide in strategic development is to decide whether to recruit someone with past experience or whether to recruit someone with fresh knowledge and invest towards the future training of that employee. After deciding the eligibility of the employee the organisations look different medium to advertise the job and which labour market they want to target. All these activities are inside the strategic development of recruitment. 2.3.3. Searching The searching process begins after the planning and strategic development. If the first two processes run well then in searching process the organisation should receive many application because at this stage the medium is activated as the HR manager gives green signal about vacancy inside the organisation. All the application must be screened and after careful screening the candidates who passed should called for interview and the candidates did not pass should sent letter explaining the reason of failure. Another important criteria about searching process is to pass the proper massage through the proper channel. And it is the duty of searching option that maximum attention gets from the candidate by avoiding the undesirables. 2.3.4. Screening The selection process begins after a carefully scrutinizing the candidate at the recruitment process. However good the attraction process it is probable that there will be more candidates than positions to be filled and often the case there that there will candidates than can be realistically taken on to the next stage of more time consuming selection processes such as interviewing and testing. The reason for screening inside the recruitment process is that selection process starts only after candidates are short listed for the next stage. 2.3.4. Sources of recruitment There are two types how recruitment are processed in an organisation. They are internal recruitment and external recruitment. 2.3.4.1. Internal recruitment The advantages of internal recruitment are that: financial costs associated with recruiting can be saved by internal recruiting. It will also save training costs and time as the employee will have insight knowledge of the organization (Wanous, 1992). There are some tools organisation uses for internal recruitment. Promotions and transfers Promotions and transfers are very important role for internal recruitment. Promotions have very positive role inside the organisations as they encourage colleague, built moral attributes among employee. Through this process organisations can build employee by their need and as those employees are serving for a long time for the company they feel for their organisation. Employee referrals When an employee is working for an organisation for a long time they know the need of the organisation and sometime they refer employees according the need of the organisation. This way organisation can sometime get high skilled employee but in a very minimum cost. Another positive side about employee reference is through this employer are fulfilling their social obligation and establishing goodwill. Former employees Another source of internal recruitment is former employee. Former employees sometimes return to the organisation for better career growth and also sometime after in another job they can compare which is better this way they can differentiate which employee is better. 2.3.4.2. External recruitment External recruitment makes is possible interview a wide a range of candidate and chose from that selection. Sometimes employer need to pump some fresh blood inside their organisation to get some new business ideas and also to put some energy inside the organisation. But sometimes company end up with huge cost for hiring external employees but they are not as qualified as their curriculum vita says. Advertisement The most popular method of job recruitment is the advertisement through different medium. Employers describe the job responsibilities and requirement of the job followed by how to apply and by which date they have to apply. The most popular medium of advertisement are the newspaper, company website and different jobsite which post job from different company. Most people apply through this medium and sometimes company also promote themselves through these advertisements. Professional and trade association Professional association for trade and technical bodied are very active in the field of recruitment and selection. They provide employer with people according to their need and those professionals are trained with international standard. Like for accountant and technical jobs are always preferred by the professional bodies. Now days there are some websites like linked in which network among different professional people. Walk in store Another popular method among the employee or ob seeker for different store and food shops are known as walk in store. Company advertise in front of the stores or there is a particular place where companies hired. In Europe and other western countries where the chain stores are established they managed to recruit people from their own recruitment centre. In this process mostly entry level and unskilled employees are hired. Employer sometime announces open day recruitment for hiring people. Through open day recruitment organisation External Forces Supply Demand Unemployment Rate Labour Market Political Legal Image Recruitment Internal Forces Recruitment Policy HR Planning Size of the Firm Growth Expansion 2.4. Selection Selection is the process where employer chooses from a pool of candidate who is best suitable for the organisation. From the beginning of the selection process till the end selecting the right candidate is the only objective and to do that there are different test that employer choose to differentiate among the candidate. Selection is a process of differentiating between applicants in order to identify those with a greater likelihood of a success in a job. (Stone, 1999) Selection is a very constructive process through which right candidates comes out. 2.4.1. Preliminary interview The first step of the selection process is the preliminary interview process which comprises the subject to scrutiny the candidate based on their application and also eliminates the unqualified candidate. For HR managers scrutiny is the process to eliminate candidate based on the information provided on their application. Preliminary interview is the next available step for selection. Preliminary interview helps get that information which is not in the available in the application form. It can be held formally or informally, over the telephone or in a coffee shop. It helps HR manager to get an idea how many applicants can make it through the next stage and eventually will go forward. The interview processes are different in different countries. In UK they are more structured type. In UK they said that the more information you get about a person the reliable the person and the more valid and reliable your judgment is. Tixier in a survey in EU (but excluding France) Sweden, Switze rland and Austria found that structured interview were favoured in the UK, Scandinavia, Germany and Austria. This contrasted with Italy, Portugal, Luxembourg and Switzerland where unstructured were preferred (Tixer, 1996) 2.4.2. Selection test The essential criterion in choosing supplementary method is that they should provide information that is directly related to performance on the job. This should be the guiding principal both in choosing off-the-shelf tests and in designing exercises tailor-made for a particular workplace. In their review of what they call personal testing, Murphy and Davidshofer (2001) stress that better results are obtained the more closely a test, such as work sample test, resembles things that are actually done in the job concerned. A related issue that candidate can easily see the point of a test that requires them to do something they know will be done on the job. Psychological testing The term psychological tests are also known as psychometric test. They are developed to judge people based on their different capability. They are professionally developed and checked for reliability and validity. They are administered and scored in a standardized manner. The results found from these tests can be compared to norms for relevant population. The standardised administration of tests means all applicants answer the same questions in the same condition and objective scoring means that the scores are not open to individual interpretation as is the case with interview responses. Intelligence test Intelligence test is the most widely practised test in the selection process. The ranges of skills cover are verbal, arithmetical and diagrammatical reasoning. Selection team use intelligence test as one of the first tool to judge a candidate. Ability test Ability test are more specific test designed for individual to show their ability towards a particular test. How well a person can perform in a job can also be tested through this. There are two type of ability test one is attainment test and the other is aptitude test. Attainment test assess skills and knowledge that have been acquired through experience and learning, and aptitude test measure individuals potential to develop ability. Work sample test or school exams are examples of attainment test and the use of these would not require the special training. Where as aptitude test measure whether a applicant have the ability to learn something if training is provided. Most of the time aptitude test run when the candidate has no previous experience. It gives the indication that how successfully an individual can engage in a specialized activities. There is different type of aptitude test for all sector of the organization. Test of interest The relationship between interests and motivation and successful performance is not a straightforward one. For this reason these test are not used for selection (Smith and Robertson1993). But interest test can be used in career guidance and counselling. It gives an idea about the likings and disliking of the employee and give a hint sometimes why employee want to change their career. Personality questionnaire Personality questionnaire has been used in preference to personality test. When measuring the personality test there is no right or wrong answer rather than they are indication of habitual performance meaning that they reflect stable traits that are likely to be revealed in typical behaviour. Personality test is very important in case of job application. A person can do well in the entire test but may fall short as they have lack of motivation. It shows the maturity, interpersonal skill and behaviour in terms of difficult situation. 2.4.3. Work sample test When recruiter asks a candidate to perform a task that is related to the work or a element which is part of the job is known as work sample test. A recruiter may ask the employee to perform a lecture or to teach a subject to a group of people as a part of work sample test if the interview is about university lecturer. 2.4.4. Assessment centres An assessment centre is a method rather than a place, although some employer, particularly large organization might have premises dedicated to assessment, especially if they use them for both selection and development purposes. (Woodruffe, 2000) In a assessment centre a number of people are assessed at the same time by a number of assessor judging their numerical skill, interpersonal skill and how they coup with their colleague. This gives the chance to the employer to compare collection of range of information and observation and evaluation the candidate. The task included in an assessment centre test is work simulation where candidate were given a real life task usually performed in job. A based on their performance it is easier for a recruiter to distinguish the potential candidate. Group exercise is another tool used in assessment centre. Different employer use different tailor made tests or exercises. 2.4.5. Interview The next step of the process is interview. This is the most important part of the selection process. An interviewer matches the performance of previous results taken from different test and compares them with resume and asks question if they feel. Interview is a oral examination of the candidate. Employer try to get more information about candidate through interview and they also discuss about the role featured and about the company. There are different type of interview through which employer can judge a candidate. Among them the most popular are formal interview where employer will fixed a time in the office and a panel of interviewer or a person taking the interview. Interviews some time are very structured and sometimes it is unstructured giving the interviewer the chance to talk about himself and interact based on his conversation. When going for managerial or supervisory position a panel of interviewer take the interview and use different technique to judge the mentalit y of the candidate. Interviews are also arranged in a dinner table at some restaurant or over the phone. All these interviews are one reason that is to find out if the candidate is suitable enough for the position he is applied for.