219506_593672457_leahwwlp1new1

WORKING WITH AND LEADING PEOPLEST –PATRICK’S INTERNATIONAL COLLEGE

STUDENT NAME : NAME: LEAH WAMBUI MUIGAI

STUDENT ID: P1001295

QUALIFICATION: HND BUSINESS MANAGEMENT

Working with and Leading People 2

TABLE OF CONTENT

Table of Contents1.1: Job Description and Person Specification Documents..........................................................................6

TASK 1..........................................................................................................................................................8

AC 1.2 The Impact of Legal, Regulatory and Ethical Considerations to the Recruitment and Selection Process........................................................................................................................................................8

1.3: My Role in the selection process........................................................................................................11

1.4: Evaluation of the contribution made in the Process as the HR Personnel..........................................11

TASK 2........................................................................................................................................................13

2.1: The Skills and Attributes Needed For Leadership...............................................................................13

2.2: Explain the Differences between Leadership and Management........................................................14

2.3: Comparison of Leadership Styles for Different Situations..................................................................15

2.4: Ways to Motivate Staff at Delta Plc to Achieve Objectives.................................................................17

TASK 3........................................................................................................................................................18

3.1: The benefits of team working for an organization..............................................................................18

3.3: Review of the Effectiveness of the Team in Achieving the Goals........................................................19

TASK 4........................................................................................................................................................21

4.1: Factors Involved in Planning the Monitoring and Assessment of Work Performance........................21

4.2: Plan of Assessment of Development Needs of Individuals.................................................................22

4.3: Evaluating the Success of the Assessment Process............................................................................27


Working with and Leading People

Executive Summary

This report explores the significance of human resource management, leadership, teams,

and personal development in the success of modern day organizations. Human resource practices


have always been a major component of the strategic vision of organizations since the discipline

emerged a few decades ago (Sims, 2007). However, human resource management has developed

over the years to become more indispensable for organizational management today. This study

seeks to analyze the influence of human resource practices such as recruitment, selection, and

retention on organizational success. Similarly, developments in leadership in terms of the new

approaches and styles of leadership have also been influential in shaping the destiny of

organizations.

Therefore, this report will also assess the impact of leadership on organizations. Another

crucial concept in organizational management is team work. Teams provide the organization

with a different perspective of utilizing the talent available within its human resource. However,

the challenge rests in how the organization manages its teams and groups to ensure the right

outcomes are attained (Sims, 2007). Finally, this essay will also assess various needs of

individuals such as professional and personal development in order to be in a better position to

maximize their potential.

Introduction

The concept of working with and leading people is one of the most significant issues in

contemporary management and leadership. This is because leaders play a critical role in driving

their organizations towards success or failure. Therefore, good leaders ought to acknowledge the

enormity of the leadership task and work effectively with those around them to steer the

organizations in the right direction. Working with, and leading people is also one of the major

issues in human resource management today (Torrington, 2008). Human resource managers have

the responsibility of ensuring they maximize the potential of the available labor force in the


organization. Hence, it is important for an organization to have highly skilled, experienced and

qualified individuals as party of its human resource, if it desires to achieve greater heights.

Accordingly, this implies that organizations have to restructure their recruitment and

selection policies to attract the best qualified individuals to take up vacant positions (Price,

2000). Similarly, there need to be in place an elaborate strategy for maintain or retaining these

people once they join in. this entails creating a perfect environment for people within the

organization to flourish, both personally and professionally (Noe, 2013). Consequently, it is the

responsibility of the organizational leaders to balance between the individual skills and talents

among its human resource, the team tasks, and the organizational objectives in order to attain the

best outcomes.

Leadership is also critical in ensuring sustained development and success in an

organization. The contemporary business environment is coupled up with numerous challenges

such as rapid changes and uncertainty. Subsequently, leaders must possess the necessary skills

such as effective communication, team management, decision making, and conflict resolution in

order to manage the people within the organization effectively (Torrington, 2008). Success of

any organization depends on its human resource, or the people working in it. This is what lays

the foundation for better recruitment and retention policies and employee motivation. Increased

competition in the labor market today has made it necessary for organizations to organize and

restructure their human resource management policies in order to gain the necessary competitive

edge.


LO1: Be Able To Use Recruitment, Selection and Retention Procedures

1.1: Job Description and Person Specification Documents

Recruitment process entails several steps in the process of attracting, selecting, and

retaining individuals within an organization. This may either be on a permanent basis or

temporarily. The main steps in the recruitment process are job analysis, person specification, job

advertisement, interviews and selection (Price, 2000). Job analysis entails identifying and

determining the details of the vacant position in terms of the specific duties that ought to be

performed and the main requirements of the individuals best suited to fill the position. This

process also involves examining the relative significance given for to the job (Torrington, 2008).

The human resource personnel gather relevant data about the job and make the necessary

decisions that will initiate the next step, person specification. This involves drafting a detailed

profile of the prospective individuals to fill in the vacancy. For instance, issues such as academic

qualifications, level of skills, and experience among other attributes that the prospective

candidates must possess. This process uses the data gathered in job analysis to draft the profile of

an individual who will fit in the defined job.

The third step, job advertising, focuses on attracting the right people to apply or submit

their interest in the available job. This refers to a formal or informal announcement that there is a

vacant position to be filled by the people who fit in the stipulated criteria (Armstrong, 2003).

Basically, this is the process of informing job seekers that there is an opening in the organization

for them to express their interests.


Finally, the individuals who apply for the job will be shortlisted based on the job

description and the profile of the prospective candidates. The shortlisted individuals are then

invited for an interview process to determine and assess their suitability (Schultz, and Schultz,

2010). The best or most suited individual will be given the chance to fill in the position and

contribute to the success of the organization. However, the human resource management team

continues to execute various practices that are aimed at motivating and empowering the

employees to perform better, even after the recruitment process (Torrington, 2008). For instance,

issues such as employee training, motivation, engagement, and team work will remain critical in

the success of the organization and in the strategy of the organization long after the recruitment

process. Therefore, recruitment is only the beginning of the process of human resource

management.

Job description or assessment is the first and most crucial step in the recruitment process.

It involves conducting research and gathering data about the job and aligning the job description

to the goals of the organization as well as relating it to other positions or jobs in the company.

The main objective of conducting job analysis, especially for newly created positions, is to come

up with a detailed documentation outlining the skills, knowledge, ability and experience relating

to the job (Schultz, and Schultz, 2010).

This will culminate in drafting documents such as job specifications and job descriptions,

which will outline the main roles and tasks the job entails. In cases of subsequent job

descriptions, the already drafted job descriptions will be reviewed, updated, and aligned to new

strategic goals of the company in order to remain relevant (Hersey, Blanchard and Johnson,

2008).This information is necessary in initiating the recruitment process at Delta bank Plc.

because it provides a necessary background to the key issues such as job specification.


As the human personnel in charge of conducting the job description for the new position

of customer service advisor, this information lays a foundation for my role in the recruitment

process. Therefore, after conducting the necessary research and gathering data related to the job,

I developed the following job description document that outlines the key roles and tasks that the

job entails in line with the objectives of the bank.

[The job description document is attached in Appendix A]

After the job specification or description process, the person specification stage begins.

This involves drafting the profile of an individual who will fit into the job description provided

above. The main objective of the person specification document is to help the organization find

the right people to fill in the vacant position (Schultz, and Schultz, 2010). The document contains

information such as the level of education required, previous experience, specialized skills,

personality, general intelligence, interests and other physical requirements that can help the

individual to execute the role effectively. The job specification document for the above position

is as follows;

[See Appendix B]


TASK 1

AC 1.2 The Impact of Legal, Regulatory and Ethical Considerations to the Recruitment and Selection Process

The process of recruiting new employees is very complex and often extends beyond the

usual human resource practices in recruitment. For instance, the entire process is bound by

various laws that can significantly affect the organization’s progress in recruitment.

Nevertheless, these laws are aimed at helping the organizations by making the recruitment

process fair and equal for all prospective employees, eliminating discrimination on any basis,

and ensuring that the right of individuals to work within the UK is respected (Price, 2000). The

legal framework covering recruitment affects all the stages or steps in the recruitment and

employment process as well as guiding the organization in managing the employees after hiring

them. Apart from the legal and regulatory issues in recruitment, there are also various ethical

considerations that need to be brought to mind whenever recruiting people in an organization.

These ethical values can affect the company’s image if ignored completely.

Some of the most prominent laws and regulations governing the recruitment process include

Sex Discrimination Act, Racial Relations Act, Employment Equality Regulations, and Disability

Discrimination Act (Hersey, Blanchard and Johnson, 2008). These laws cover a broad area of

issues in recruitment, including maters to do with payment or compensation for employees, the

messages passed over in job adverts, the methods used in the selection process, and the sources

of recruitment. In this regard, the law aims to step out discrimination of people on any basis

including sex, religion or race. Therefore, throughout the recruitment process, the organization

has to ensure that there is not any form of discrimination, either through discriminatory adverts

or dubious selection methods that undermine other people who may be equally qualified.


Given this scenario, the laws and regulatory frameworks covering recruitment are both

advantageous and disadvantageous. For instance, the legal framework ensures that each person

has an equal chance in being selected and hired. It also ensures that both men and women or any

other minority cohorts have a fair chance of getting employment. Furthermore, the laws help to

address historical injustices to marginalized groups such as women by stipulating that there

should be equal pay for equal work amount done (Schultz, and Schultz, 2010). The law also

ensures that organizations take the recruitment process seriously by maintaining high moral and

ethical standards throughout the process. However, these sets of laws have their downside. For

example, they make the recruitment process complicated and intricate for most organizations.

Secondly, the laws slow down the recruitment process since they require companies to observe

several issues before settling on the right candidates.

For Delta Bank Plc., the most important legislations covering recruitment of employees

are the Sex Discrimination Act, and Racial Discrimination Act. These sets of laws are

particularly significant for the organization because prevalence of matters of sexism and racism

in the society today. These laws cover a broad area of issues in recruitment, including maters to

do with payment advertised, the messages passed over in job adverts, the methods used in the

selection process, and the sources of recruitment. In this regard, the law aims to step out

discrimination of people on any basis including sex, religion or race (Sims, 2007). Therefore,

throughout the recruitment process, the organization has to ensure that there is not any form of

discrimination, either through discriminatory adverts or dubious selection methods that

undermine other people who may be equally qualified.

These issues remain a challenge in many societies as organizations try to overcome the

challenges of racial and sex discrimination. Delta Bank aspires to be one of the leading banks


globally, hence the need to focus on eliminating the issues of racism and sexism from the

company’s organizational culture. In the process of appointing a new Customer Service Advisor

at the bank, these regulations have been taken into account. For instance, the process used a non-

discriminatory approach, since it’s based on merit. The best candidate will be selected regardless

of the sex, religion, or cultural background.

1.3: My Role in the selection processThe recruitment process in my organization is very intensive and often takes several days

to reach completion. The process entails five critical steps namely, job description and

specification, job advertisement, interview and selection process, hiring, and the induction

period. Given that the organization has been in existence for a long time, there are already

written documents describing the various jobs and people suitable for them. However, each time

a vacancy arises; these documents are retrieved, reviewed and updated with necessary

information (Torrington, 2008). For instance, as one of the Human Resource Personnel, there are

several contributions that were put in the recruitment process for a new Customer Service

Advisor. One of the most critical contributions was taking part in the interview panel that

consisted of other representative from other related departments in the company. The process

took about five months to complete. The entire process involved describing the job position,

profiling the individuals, advertising the position, scrutinizing the applicant’s resumes and

shortlisting successful candidates, contacting the shortlisted candidates and inviting them for

interviews, the interview process, and final selection and appointment.


1.4: Evaluation of the contribution made in the Process as the HR Personnel

Apart from the steps of the recruitment process stated above, the organization also

engages in various other related processes so as to ensure the recruitment process meets the legal

requirements as well as thigh ethical standards set by the board. For instance, the human resource

department conducts several committee-like meetings to discuss the different dimensions of the

process. This often entails contacting the legal department and other affected departments to

ensure that the entire process is consultative.

In order to maintain transparency throughout the process, as the HR manager it was

ensured that the whole process is guided by values of transparency, equality, objectivity, and

accountability (Montana, and Bruce, 2008). These values featured prominently in the process.

For instance, the job description process used a unifying message to explain the role of the

position in a manner that elicited interest from men and women as well as encouraging other

disadvantaged groups. Furthermore, the adverts for the position were placed in the public for

about a month through several mediums including both online, print and radio in order to reach

out to the most people (Tyson, 2006).

The selection method was interviews, where, as the HR manager a significant role was

played in assessing the suitability of the shortlisted candidates. The interview was very objective

and transparent, such that every candidate was informed whether they has met the cut or not as

well as the reasons for the decisions (Gunnigle, 2006). Finally, the selected person was hired and

given a three months’ probation or induction period, after which he would be given his letter of

engagement and be fully integrated in the team. Delta Plc. Preferred using interviews for various

reasons. First, interviews are more objective because there is a specific panel that assesses the

candidates based on their merit. Secondly, interviews create an opportunity for the recruitment


team to meet the candidates face to face not only to assess their suitability, but also to assess

their communication and relationship skills (Mathis, & Jackson, 2009). On the other hand, the

interview process is more time consuming as well as it takes up a lot of resources for the

company. Nevertheless, it often results in identifying the best candidates.

LO2 Understand the Styles and Impact of Leadership

TASK 2

2.1: The Skills and Attributes Needed For Leadership

Organizational leaders today must portray a wide range of skills and attributes in order to

be successful in driving their organizations to success. For instance, among the most significant

skills and traits that leaders need to have include, communication skills, team management

skills,decision making, and conflict resolution in order to manage the people within the

organization effectively (Montana, and Bruce, 2008). These skills will enable the managers and

organizational leaders in Delta Plc. Bank to be astute in their management and overcome

emerging and existing challenges for their organizations.

For instance, communication skills will enable the leaders in the bank to bring their

interpersonal skills into use when relating with different people and creating a common

understanding among key stakeholders in their organizations. Decision making and conflict

resolution will help the bank’s managers resolve any emerging challenges and conflicts by

making appropriate decisions that ensure the organization remains on course to achieve its

objectives.

According to Gordon Allport’s Traits theory, individuals have certain consistent forms of

behavior that often define their general personality. These traits influence how people behave


and are different from one person to another. The theory is based on the principle that some of

the traits are consistent and stable over time and often affect how people think, and show their

emotions. The theory goes further to state that these traits are inborn and often determine if an

individual will be a leader or not. This is because there are certain traits that predispose

individuals towards being great leaders naturally.

Therefore, if one is does not have these traits, the chances of them being leaders are

limited (Dale, 2004). This theory is particularly significant for leaders because it lays greater

emphasis on the skills and traits that leaders must portray. However, in as much as there may not

be consensus as to whether these traits and skills are inborn or they can be nurtured, it remains an

important element in leadership.

2.2: Explain the Differences between Leadership and Management

In as much as management and leadership both involve managing guiding a group of

individuals towards a certain objective, the two are very different concepts. However, both

concepts are complimentary to each other and often work hand in hand with each other.

Management refers to ‘a set of processes that keep an organization functioning (Montana, and

Bruce, 2008).’ The processes are about planning, budgeting, staffing, clarifying jobs, measuring

performance, and problem-solving when results did not go to plan (Tyson, 2006). On the other

hand, leadership refers to the process of ‘aligning people to the vision; that means, buy-in and

communication, motivation and inspiration (Montana, and Bruce, 2008).’


The two processes or concepts are characteristically different from each other. For

instance, managers have subordinate staff who work under them. Their authority comes from the

company’s constitution and by-laws that make up the organizations structure. Therefore, the

junior staff has no other option, but to obey and trust the managers. Managers also have limited

time and resources to handle all the work that is available to them, therefore, they hand over

most of the responsibilities to their subordinates so that they focus on other matters. Finally,

managers often tend to be well learned people with vast experience in business and

organizational matters.

On the other hand, leaders have followers, but not subordinates. They also focus on

inspiring people to achieve their objectives through charismatic and transformational styles.

They also focus on helping and empowering individuals. Most of the leaders have humble

backgrounds, but with plenty of wisdom and courage to take risks.

While managers focus on maintaining stability and managing work and organizational

tasks, leaders focus on initiating change and leading people. The authority of the manager comes

from formal authority while that of the leader comes from personal charisma. Nevertheless, the

two concepts have a lot in common and are often viewed as complimentary. They both involve

helping people achieve greater objectives, efficient management of available resources, and

working towards desired objectives.

Delta Plc has both powerful individuals playing the roles of leaders and managers. For

instance, the managers execute the company’s strategic goals at higher levels of the organization.

They focus on guiding subordinate employees towards helping the bank achieve its goals. On the

other hand, leaders within the organization consist of different charismatic individuals in charge


of various projects in the company or team leaders. These leaders play a vital role in the

organization as they use their leadership skills to inspire others under them to achieve more.

2.3: Comparison of Leadership Styles for Different Situations

The recruitment process at Delta Plc faced a lot of challenges, like in most other

companies of this nature. This called for great leadership to take charge of different situations

that arose at different times and stages of the recruitment process to ensure all the objectives

were met. Some of the challenges encountered during the process include conflicts between

members of the recruitment team, differences in setting key objectives of the process,

competition among the individuals in the recruitment team, and challenges in assigning roles and

making critical decisions to move the process forward. These challenges represent different

phases during the recruitment process, which required good leadership.

In the first instance when setting objectives for the recruitment process, members failed

to agree on the specific issues. However, it was discovered that the differences in opinions case

as a result of differences in experience, knowledge, and skills of conducting the recruitment

process since the team consisted of both first time members and experienced individuals. Since

this was a crucial stage in the process, it required an experienced individual with sufficient

knowledge of the intricacies in the selection process. Therefore, the most appropriate leadership

style in this situation was a visionary leadership so as to clearly set the desired goals for the

entire process.

Conflicts and disagreements also featured prominently in the process. For instance, when

people expressed different opinions on different candidates as well as in the decision making


process. Therefore, the most appropriate form of leadership was democratic leadership which

ensured that each member contributed sufficiently in the recruitment process.

3.2: Working in a Team as a Leader and Member towards Specific Goals, Dealing With Any Conflicts or Difficult Situations

Working as a team leader in an organization can be a daunting task or role to play. For a

big organization such as Delta Plc, team leaders play a vital role in ensuring all projects are

completed in time as well as execution of various other mandates related to the company’s

strategic goals. Being a leader and a member of the recruitment team in the company was a very

challenging task. The HR personnel was in charge of leading the interview and selection process,

while also making significant contributions in other steps in the recruitment process, including

the job description process, profiling, and job advertising. Therefore, as the HR manager played

both roles of a leader and a member of the recruitment team.

The role played as the leader of the team entailed leading team meetings, organizing and

scheduling projects within the team, allocating duties and responsibilities to team members, and

ensuring that the teams achieve their objectives within the time required. The team leader also

has to ensure that each individual in the team plays a role in the final decisions and processes

within the team. Therefore, the success of the team will depend on the leadership qualities that

the team leader brings to the table (Raymond, 2004). The leader has to be strong enough to make

appropriate decisions to drive the team forward as well as responding to and resolving emerging

conflicts within the team in order to maintain harmony and unity among team members.

On the other hand, participating in the team as a member involved contributing

significantly towards attaining the common goals and objectives for the team. Members are

expected to oblige by the team rules, use their skills and knowledge to enhance the team, and


learn from other teammates on various matters as well as building stronger social professional

ties due to the closeness of people in the team.

2.4: Ways to Motivate Staff at Delta Plc to Achieve Objectives

Employee motivation is critical for success of any organization. Several strategies and

theoretical models can be used to motivate employees. Delta Plc uses three main theoretical

models to motivate the organization’s employees. These are Herzberg's two-factor theory,

Vroom's expectancy theory, and Locke's goal theory. According to Herzberg's two-factor theory,

there are two factors associated with employee motivation; satisfiers and dissatisfies. Satisfiers

are those factors that contribute to motivation through job satisfaction while dissatisfies ate

factors associated with maintenance and hygiene in the workplace. Managers at Delta Plc can

use satisfier factors such as employee recognition for better performance, employee training and

better compensation packages. The organization can also use ensure motivation by looking into

dissatisfaction factors like good working conditions, policies such as health and safety measures,

insurance policies among other factors.

Vroom's expectancy theory, on the other hand, is based on the idea that people can be

motivated based on the desired outcomes they expect from an activity or a process. The theory is

based on three concepts of valence, expectancy and force. Valence relates to attractiveness of

expected rewards. Expectancy refers to the belief that one can or cannot achieve the desired

outcomes. Force is the actual motivation to perform better. Using these ideas, Delta Plc can also

set up relevant structures to reward employees periodically. The company’s managers can set

achievable targets for employees, and creates necessary and sufficient conditions for them to

perform better.


Locke's goal theory is based on the fact that there is need to create specific achievable

goals to encourage employees to increase their performance, or setting difficult goals that will

challenge employees to work harder. Either way, employees will be motivated. Delta Plc uses

this theoretical model to formulate SMART goals and objectives that employees can easily

achieve.

LO3 Be Able To Work Effectively In a Team

TASK 3

3.1: The benefits of team working for an organization

Teamwork refers to a combined effort of a group of individuals with a common purpose

or objective. This is an important element in organization performance in modern times;

especially since contemporary organization continue to face complicated tasks (Tyson, 2006).

For Delta Plc, team work is central to the success of the organization. Most of the work in the

organization is completed through teams in different departments consisting of individuals with

different capabilities in terms of their skills, knowledge, and experience. Delta Plc enjoys many

benefits resulting from efficient team work.

Team working has numerous advantages for Delta Plc Bank. For instance, it enables the

organization to handle complex projects by bringing great minds within its human resource pool

to reflect on the incoming projects. For example, then bank may handle projects such as

introduction of new forms of technology. This will require input from people with different

levels of skills beyond the IT department. This is because of issues such as the paper work


involved, leadership required to oversee the project to completion. A good team would have

people with varied skills to contribute effectively in handling the project.

Secondly, team work ensures that the organization is able to maximize the potential of its

employees as each one will have to bring their best skills and knowledge to the team. The bank

has employees with different skills and abilities which may not be effectively utilized at the

individual level. For instance, some employees may be good with relationship skills,

communication skills and leadership skill. However, these skills will be underutilized if the

employees do not get the opportunity to express themselves in groups or teams.

Thirdly team work will help the employees in the organization to build stronger personal

and professional ties, hence remain highly motivated. Employees can interact with each other

and build stronger ties through team activities. This will make them more engage and involved in

their tasks

3.3: Review of the Effectiveness of the Team in Achieving the GoalsEffectiveness of the team to achieving the goal

There are several methods for evaluating the effectiveness of teams in an organization.

Some of the methods that Delta Plc uses to evaluate team performance This assesses factors such

as, team design , team size , team composition, team process and team effectiveness.

Team design –this model will help the company know what kind of work the team is

doing and how many people are required in a team to meet the the required criteria , while in

Team size this will help the company get the actual no of people to fit as a team ,which will be

more effective for solving any solution than an individual. In team composition it’s the total

number of characteristics of people in a team and tasks given this gives a strong influence on

team process which is the results that are achieved by the team, where all members are the same

.finally team The team effective model provides appropriate guidelines for enhancing the


effectiveness of a team. This focuses on the goals of the team, roles and procedures, relationships

and leadership within the team. An effective team should have clear goals expressed through its

values, mission, vision, and elaborate plans. Similarly, the team needs to have clear procedures

for decision making, resolving conflicts, and evaluating performance. Another important factor is

clear and defined roles and responsibilities of each member in the team in order to encourage

equal participation. Success and effectiveness of the team is also based on factors such as

relationships between the members. The team members must be able to support each other and

treat each other with respect and trust. Finally, leadership in the team is at the pinnacle of

success.

Factors that contribute to team effectiveness in Delta Plc

In order to perform effectively and remain within the realm of team effectiveness

described above, teams have to adhere to specific structural requirements that enhance

effectiveness Delta Plc uses this model of team effectiveness in creating teams of employees to

carry out the projects in the organization. Eg

. Cohesiveness

This factor commitment is needed in members of the team and they are willing to strive

for excellence ., as a team they have to love another , trust and respect another person’s

capabilities and points of view

Communication

For a team member to be able to understand the aim of a goal and agree on how to

achieve the goal , teams hae to communicate among each other. communication can be effective

by willing to put out any opinions , getting engaged in the communication making .

Group think

This is when teams come up with a decision where they analyze the vie points , in this

way it reduces conflict among team memebers.

Role Identity

Members get roles in different areas in this case the manager can identify the ability of

each member and put them in the role best for them .if it doesn’t happen a team cannot do well.


Stability

This factor the memebers are comfortable with one another which builds a stronger

relationship. The teams have improved in communication methods and can easily identify a role .

Team size

By evaluating team size the bigger the number of memebers in a team the more facilities

are available to achieve a goal, when team members become more colflicts aslo increase that

leads to not getting work done done well . mnagers should ensure that teams are working

together to reach their target

Review the effectiveness of team in Delta Plc

Feedback method .

This analyses the efficiency of the team in working together to achieve the common

objectives [Johnson , schuler,werners Jackson ,2009]by giving regular feedback to team and

individual this will help everyone to focus , like open discussions to help in getting good results

. Employee success is by identifying the strengths and weaknesses and be able to give them

opportunities to speak out their concerns through training and monitoring programs .

LO4 Be Able To Assess the Work and Development Needs of Individuals

TASK 4

4.1: Factors Involved in Planning the Monitoring and Assessment of Work Performance

There are several factors that can be considered when planning the monitoring and

assessment of work performance. Among such factors include smart objectives. The objectives

have to be aligned with the organization’s goals in order to have a successful process of

assessing and monitoring the performance.

Business pressures are ever-increasing and organizations are now required to become

even more effective and efficient, execute better on business strategy, and do more with less to

Joy Meme, 02/13/15,

Team effectiveness model can be used in order to review the effectiveness of teams within organisations. The model has got four components …..Composition, Work design, Process, Context etc. Within Delta Plc teams are effective due to the composition- for example teams are based on small numbers. This helps in close supervision. Context- Adequate leadership helps teams within Delta Plc to achieve their objectives. For example, Customer Service team Team effectiveness within Delta Plc are reviewed using feedback method. In addition, team review is done. Team members are interviewed.


remain competitive. This puts focus on the work process and improving efficiency in how it is

carried out.

Organizations are implementing innovative solutions to ensure that work processes

deliver real results and improve business performance.Managers use many assessment tools and

processes to assess, improve and monitor work processes.

Performance assessment is a process that enables managers to assess, evaluate and

measure employees’ efficiency in order to improve and optimize productivity. It is an organized

activity used by managers to obtain valid information about the performance of individuals,

teams and departments and determine the factors that are affecting or may affect their

performances.

4.2: Plan of Assessment of Development Needs of Individuals

Performance management refers to the processes aimed at assessing and evaluating

whether an organization, its departments or employees play their roles I a manner that facilitates

the organization achieving its objectives. Closely related to the concept of performance

management is training and development (T&D) needs. T&D needs encompass a wide spectrum

of issues aimed understanding the factors that help individuals to perform better. These include

issues such as career planning, employee training, and performance appraisal (Gibson, 2010).

These factors are aimed at continuously improving employee competence and strengthening

organizational performance. This section focuses on planning and delivering the assessment of

development needs for the Delta Bank’s accountant. The role of the accountant in the bank is to

prepare financial statements and maintain financial records of the banks business transactions for

reporting to the stakeholders.


One way of understanding the developments needs for the accountant’s position in the

bank is through conducting a SWOT analysis. This will help identify the specific areas of

strength weaknesses, opportunities and threats associated with the position. Accordingly there

will be a focus on the areas of weaknesses and threats in order to eliminate them while also

strengthening the perfect areas ad taking emerging opportunities. The SWOT analysis for the

accountant’s position at Delta Plc is as presented in the table attached in the Appendix.

Among accountant’s strengths include timely financial reporting, prevention and detection of

fraud, and using technology to improve operations, among some of the weakness of the

company’s accountant include poor communication skills, inability to handle complex business

transactions, planning for the future, and lack of abilities to work as part of a team. The

opportunities associated with the accountant’s position include access to relevant technology,

more additional staff to the department to help in the growing workload, further expansion of the

company that creates more room for professional growth, and new professional and personal

development strategies in the company. On the other hand, some of the threats associated with

the accountant include his limited experience, huge salary demands, and increased competition

from other highly qualified people.

Brief Profile:

The accountant of the bank has the responsibility of managing the firm’s financial records. He is

responsible recording all financial transactions, preparing financial statements and financial reporting.

The accountant is also charged with the responsibility of ensuring the bank meets all its financial

objectives throughout the year. Therefore, the accountant has to work alongside other staff members in

planning and advising the bank on its financial management policies.

Strengths Weaknesses

What is the candidate good at? What does the candidate need to improve?


Timely financial reporting

Prevention and detection of fraud

Using technology to improve operations

Communication skills

Ability to handle complex business

transactions

Planning for the future

Team work in collaborating with others in the

department

Opportunities Threats

What resources, advantages does the candidate

have?

Access to relevant technology

Some additional staff to the department to help in

the work

Expansion of the organization with more

opportunities for growth

New professional development strategies

What constraints, disadvantages does the

candidate have?

Increased competition for the same position

from other highly qualified people

Huge salary demands

Limited experience


After identifying the SWOT analysis for the position, it is necessary to develop SMART

objectives to help the accountant to increase his performance. The SMART objectives imply

formulating specific, measurable, attainable, realistic, and time bound goals. This will focus on

enabling the accountant to overcome the threats and weaknesses while taking up the emerging

opportunities. Therefore, the SMART objectives for position are as follows;

To increase productivity of the company in financial management by 20% in the

next financial year

To reduce the number of unaccounted for transactions and other forms of fraud in

the company by 90% in two years.

To be able to work as a key member of a team in the organization


To improve immensely in skills and knowledge through appropriate training.

Personal Development Plan

OBJECTIVES

What does the employee need to be able to do differently (improve skill/ knowledge/ change behaviour)?

ACTION

How could this be done (reading, shadowing, coaching, project, formal training, other)?

SUCCESS CRITERIA

How will you check the development has been successful?

TIME FACTOR

When does the employee need to do it by?

Short Term Objectives

To become more of a

team player

Through engaging in

team activities with

other employees such as

team building in order to

build his team working

abilities.

Evaluating whether the employee can function as a key member and leader of a team

Within the first year of the firms operations

Long Term Objectives

To sharpen his skills and

knowledge

Through formal training and further education

Assessment of the employee’s ability to handle complex tasks

Within the next two

years


short term objectives

Be flexible

Time management Be able to change working time

Within the first month

Long term objectives

Be able to work under pressure

By giving out a project Able to decide quickly what approach will be achieved in a minimum of a short period

Within 4months

Finally, the accountant’s performance will be evaluated based on 360 degree feedback

method to assess whether the objectives were met and determine the areas that need further

development. This method collects data about the employee’s performance from the employee’s

peers, customers, seniors, and superiors or any other people who interact with the employee. The

data will be assessed and evaluated to determine whether the employee performed as expected.

4.3: Evaluating the Success of the Assessment Process

Performance assessment is an essential element of organizational success. The assessment

process evaluates the performance of each employee or department in relation to the set goals

and objectives. This process should be done periodically or at the end of the year in order to

assess whether the organization is on track with its goals or whether it has achieved all the

desired objectives. One of the most critical departments at Delta Plc is the customer relations

office. The customer relations officer plays the role of maintaining strong relations with the


bank’s clients. Therefore, he is directly involved with communication with the clients and

reaching out to new clients for the bank. It is necessary to evaluate the performance of this

position periodically to determine if the bank is in line with its objectives to build stronger ties

with customers.

In assessing the performance of the customer relations officer at the bank, the 360 degree

feedback method was used as well as conducting a SWOT analysis for the position and

formulating SMART objectives related to improving and strengthening the position. These

methods helped the company to determine the specific issues that limited the customer relations

officer from achieving most of the desired expectations (Compton, Morrissey, & Nankervis,

2009). Factors such as the growing number of customers, limited resources, and fewer personnel

in the department came up during the evaluation process. These challenges were discovered

through a SWOT analysis of the position. Similarly, the 360 degree feedback model brought to

the fore information such as the interaction of the customer relations officer with other

stakeholders and departments in the company. It was discovered that there needed to be a lot of

collaborative efforts and teamwork among the various departments in the company in order to

help each department achieve its objectives (Secord and Secord, 2003). Following this

assessment, the company decided to strengthen the position by increasing the personnel in the

department, acquiring more resources such as information technology systems and implementing

teamwork model that would help the position become successful in the future.


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Appendix A: Job Description for the accountant Position

Delta Bank Plc. accountant

Job Description for Position

Job Title: accountant

Job Description:

The accountant will be the first point of contact between the bank and the customers. Therefore,

this job entails talking to with customers, responding to their inquiries, and outlining the

company’s objectives to them. This role is in-bound and pertains to attending to customers’

needs in the banking hall by responding to email, telephone inquiries as well as serving clients

within the banking hall.


The Roles:

Processing cheque, cash and direct debit payments and withdrawals

Setting up and maintaining customers’ accounts

Dealing with enquiries

Promoting and selling financial products and services to customers (if you have approval

to do this)

Using a computerized system to update account details

General administration tasks such as maintaining records, opening post and sending

letters to customers

Operating UK and overseas currency tills

Helping customers with loan and mortgage applications.

Working Hours:

Full-time working hours in high street retail branches are usually between 9am and 6pm,

Monday to Friday, with Saturdays on a rota. Shift work is common in contact centers, which

usually operate six or seven days a week until late in the evening. Part-time work is widely

available.

In a retail branch, you would spend some of your time working at a counter or front office. In a

contact center you would work at a desk with a telephone headset and computer.

Expected Income:

Starting salaries for this position will be between £12,000 and £17,000 per annum. However,

experienced individuals can receive a compensation package ranging between £18,000 and

£30,000 per year, depending on the level of experience and skills. The company also has an

employee bonus and commission scheme for employees who meet certain specified targets.


Furthermore, there are other benefits, which are also associated with this position, such as loans,

insurance, subsidized mortgages, and employee pension.

Appendix B: Person Specification Document

Delta Bank Plc.

Person Specification Document for the Position of Customer Service Advisor

Skills on the job

Excellent communication and 'people' skills

The ability to work as part of a team

Honesty and reliability

Good math skills

Accuracy and attention to detail

The confidence to sell financial products to customers

Good computer skills


A willingness to work flexibly

Discretion, to deal with confidential information.

Knowledge of and for the job

A bachelor’s degree in business or related field with a pass in GCSEs including English and

Mathematics

Length of experience for the job

A minimum of three years’ experience in the banking sector

Attitude for the job

The person should be passionate about delivering excellent customer service

Preferences

Both men and Women and encouraged to apply for the position

Presentability

The selected individuals must be neat and presentable