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Qualification Unit Number and

Title

Managing Human Resources

Level: 5

Student Name Student No.

Module Code: MOD003486

Assessor name:Susan Hughes

Date of Issue Completion date Submitted on

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Declaration

I certify that the work submitted for this assignment is my own and research sources are fullyacknowledged.

Student Signature:

Date:

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Introduction:

Numerous changes have taken place in the last twenty years in our countrys economy, and as aresult enterprises had to maintain the changes in order to exist. The fast changing economic

environment and the predictable influence of the global disaster have demanded continuous

endeavor and willingness to adapt to essential changes. In the part of large companies the

position of the capital-intense foreign-owned companies is greatly important, and these foreigninvestments have brought basic changes not only in our country but all around the world; they

have shaken the relations of property, production and employment structures.The efficiency and continuing survival of our domestic small and medium sized companies

depends indisputably on a suitable and logical human resources strategy. Structural changes and

a new way of thoughts are required to realize this. The object is not only cost-effectiveness and

technological re-orientation. The extensive economic effects of the instable financial situationcan be multiple, and therefore it is worth taking into consideration the consequences of the

events on the labor market and on strategies.

TASK 1:

1.1 Job description and reasons for retaining the HR Officers:

Human resources (HR) officers develop, counsel and apply policies relating to the effective use

of employees within an organisation (Lepak, David P., and Scott A. Snell,1999). Their target is

to ensure that the organisation employs the right balance of staff in terms of skills and

knowledge, and that training and development opportunities are accessible to employees toenhance their performance and achieve the employer's business aims.

HR officers are concerned in a variety of activities requisite by organisations that employ people,

what the size or type of business. These cover areas such as working practices, recruitment, pay,

and conditions of employment, concession with external work-related agencies, and equality and

diversity.

The role of HR is crucially important to the understanding of a sound business strategy that willprotected business success, and in certain cases the very endurance of the company (Shukla, A.

(2010)). A re-evaluation of the following strategic priorities is required when a company changes

and re-defines its HR functions:

working directly with departments, increasingly in a consultancy role, supplementary linemanagers to understand and implement policies and procedures;

promoting equality and diversity as part of the culture of the organisation;

liaising with a wide range of people concerned in policy areas such as staff performance

and health and safety;

recruiting staff - this includes developing job descriptions and person specifications,preparing job adverts, checking application forms, short listing, interviewing and

selecting candidates;

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developing and implementing policies on issues such as effective conditions,

performance management, equivalent opportunities, disciplinary procedures and absence

management;

preparing staff handbooks;

advising on pay and other remuneration issues, including endorsement and benefits;

undertaking regular salary reviews; negotiating with staff and their representatives (for example, trade union officials) on

issues relating to pay and conditions;

administering payroll and maintaining employee records;

interpreting and advising on employment law;

dealing with grievances and implementing disciplinary procedures;

developing with line managers HR planning strategies which consider instant and long-

term staff requirements;

planning, and sometimes delivering, training, including inductions for new staff;

analysing training needs in conjunction with departmental managers.

Strategic manpower-plann ing

HR must be skilled of planning how manpower will be sourced, as well as securing andproviding the manpower when these different scenarios become actual. HR can accomplish thistask only if it aggressively takes part in the process of strategic planning and also in the

succeeding decision-making that determine the business strategy. HR must also receive the

necessary data in a timely manner; analyzing this information gives a continuous feed-back tothe process of strategy making and development.

To secure and increase employees commitment:

Since the employees promise is considerably influenced by business decisions (either as firing,

salary reductions, or changing the basis of performance evaluation), the role of HR is largelylimited to support management decisions and to excite their effects, to show the decisions

influence on the employees commitment and to communicate the decisions. In my view, for

success HR has to build and operate a two-way, open and distortion-free communication

channel, toward both the staff and the managers, through which previous suggestions can beevaluated and followed up, and through which at the same time decisions can be communicated.

Development of manager ial ski ll s:

The achievement of the development of the workforce depends on the capability of HR to findand set up programs recognizing the most vital development priorities that support the business

strategy, that is, to determine who are the managers and leaders, and what kind of skill-

development programs are most serious to carrying out the business strategy: where can the

highest return on such investments be expected?

Change Management:

The crisis made one thing apparent for the company managers. Only change is constant. The

crisis causes a amount of planned and unplanned changes within the company, the tackling ofwhich brings severe problems for many managers, who very often expect HR to find solutions to

the problems originated by the crisis, and to provide methods for the managers to overcome these

difficulties.

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1.2 Redundancy and its Effectiveness:

In tough economic period, many employers will have to make hard choices in attempting to

decrease costs and ensure the survival of their business. The principal single cost to a business is

usually its payroll, so employers may unwillingly decide that is where they must look for savings

by making staff surplus. Even in good times, redundancies are sometimes essential. Technology

alters and businesses evolve and change over time. During this procedure, some jobs will

unavoidably alter or the need for them will disappear altogether. But redundancy is not a cheap

option for employers. The Chartered Institute of Personnel and Development estimated in

January 2009 that the standard straight cost to employers of making one person redundant is

16,375.If mistakes are made in the way the redundancies are handled and the individuals bring

claims, both direct and indirect costs can rise even superiorincluding reimbursement for unfair

dismissal or other types of claims, legal fees, management time and possible reputational injure.

However redundancies are a fact of life in the workplace. But employers can also think

resourcefully and may be able to use other methods to reduce costs and ride out difficult times.

Redundancy can be a fair reason for dismissing an employee, potentially enabling the employer

to finish employment without risk of an unfair discharge claim (Dickens, Linda, 1984). A

redundant employee is also entitled to a statutory redundancy payment. There is a technical

definition of what amounts to redundancy for the purpose of these rights.

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Example

APEX CAR PARTS Ltd has invested in new machinery which will automate work currently

done by hand. The factory will no longer need ten skilled workers to make a particular product

but will instead require two operatives to run the new machines. This will be a redundancy

situation.

1.3 Alternatives to redundancy:

When businesses run into economic difficulties and need to decrease costs, the knee-jerk reaction

is often to consider the scope for job cuts (Briggs, Preston, and Keith D. Cooper (1994)).

Employers should consequently think creatively and look at other alternatives that may better

suit the needs of their business. Below, I summarize some of the options and look at how to

avoid falling foul of the legal procedures and obligations that might come into play.

1.Reduction in Agency StaffReducing or eliminating the use of temporary staff could provide continued employment for

permanent staff at risk of redundancy.

2. Restr icting/Reducing External Recrui tmentif there are existing vacancies then these could either be deleted and the work redistributed

between staff at risk of redundancy or any vacant position could be ring-fenced and offered onlyto those staff.

3. OvertimeA reduction in the salary bill could be achieved by introducing either a reduction or ban onovertime.

4. Change to Working PracticesThere are a number of routes by which an employer might seek to reduce the salary bill through

dissimilar ways of working. For example, employees could be offered the opportunity to:

Volunteer for a reduction in hours/change to part-time working

Job share i.e. split a full-time job between 2 workers and reach agreement as to which

hours they will each work

V-time working (Voluntary reduced working time) i.e. employees agree to a decrease intheir hours for a permanent period with a guaranteed return to full-time work when the

period ends.

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5. Redeployment/Retrain ing

If there are vacancies in one part of the business at a time when redundancies are being measured

in another those vacancies could be ring-fenced and, if suitable, be offered to employees at riskof redundancy. Any redeployed employees will of course need to be given any necessary training

to provide them to perform the new job.

6. SecondmentsOffering employees at risk of redundancy the option to work on either an internal or external

secondment could decrease the salary bill in the areas where redundancies are being measured.An benefit of offering secondments is that they allow employees to develop awareness and/or

new skills which might be of use to the employers business when the employee returns to their

original position.

7. Sabbatical /Career BreakAllowing staff to take a sabbatical or career break will give the employer with a cost saving

(assuming the sabbatical is unpaid) and will provide the employee with the chance to expandnew skills which may be of use to the employer if and when the employee returns to work.

Care should be taken in approving the terms upon which an employee can return from a

sabbatical. It is necessary that the employee understands that when they do want to return toemployment, the employer will do their best to accommodate them in a position which is on

similar terms to that which they left but that no guarantee can be made of this.

8. Earl y Retir ementOffering early retirement could effect in vacancies becoming available which could be filled by

employees who might otherwise be made redundant. Age discrimination legislation means that

employers need to work out great care if exploring this option.

9. Volun tary RedundancyOffering a voluntary redundancy package may mean that it is not necessary to make obligatoryredundancies at all.

10. Make Savings in Other Ar easThe monthly salary bill will often be one of the first places that employers will look to save

costs. Though, there may be other areas in which costs can be condensed which might mean that

one or more jobs could be saved.

1.4 Legal issues that must be ensured

Redundancy is an issue which can influence any business at any time. Employers are obligated to

follow a redundancy process which is typically outlined within the company handbook, created

by the Department of Trade and Industry.

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It is essential that each organisation has an implement redundancy policy to make sure the rightsof employees are not breached and to ensure that redundancies and the selection process is fair.

There are many reasons for why a business may need to reduce its workforce mainly due tofiscal concerns.

Once representatives are in place, the company must give them certain information which willform the basis of the consultation. The information includes:

reasons for the proposals;

numbers and descriptions of employees the employer is proposing to dismiss and total

number of such employees at the workplace;

proposed selection method;

proposed method of carrying out the dismissals; and

proposed method of manipulative any enhanced redundancy payment.

Under the Miscellaneous Provisions Act 2009, if the company accepts liability for a redundancy

payment and makes a satisfactory payment at or soon after the date of dismissal, there is no need

for the employee to present a formal claim. In any other case, if an employee does not make a

written claim for a redundancy payment to the employer or make an request to an industrial

tribunal within a period of six months start with the date of termination of the contract of

employment, then the employer in most cases ceases to have an obligation to make a payment.

If the employer has cash-flow problems so serious that making the redundancy payment wouldput the future of the business at serious risk, arrangements can be made by the Department of

Trade and Industry to pay the employee direct from the Redundancy Fund (Dickens, Linda

(1984)). Employers must notify the Department of Trade and Industry of proposed redundancies

(on Form HRI) at least 30 days preceding to the first dismissal where 20 or more employees are

to be made redundant over a 90 day period, or at least 90 days where 100 employees or more are

exaggerated over a 90 day period.

Task 2:

2.1 Specifications for the post of HR Officer

The selection criteria detail the skills, experience, abilities, and expertise necessary to carry outthe job effectively and enable staffing panels to evaluate and select candidates objectively,

constantly, and transparently to reduce the possibility of unfair discrimination.

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The criteria should flow straight from the duties, be specific to the role, and be

measureable so as to judge and select candidates objectively, and manage future

performance.

Criteria which are skewed and for which small evidence is likely to be obtained through

the selection process must be avoided.

The type of experience applicants are obligatory to have should be specified, howeverstipulating length of experience required should be not be used.

The criteria should be sensible, dont set higher standards than are necessary for the job.

Avoid listing criteria that can be interpreted in many ways e.g. exceptional

communication skills, or good educational background, and be more specific about whatis required

distinguish between essential and desirable criteria. Essential criteria are those that are

required to perform the job successfully. Desirable criteria are those that may facilitate

better or more instant performance in a job.

These are the most important qualifications of the individual selected as the human resource

officer:

Education/ Qualif ications:The candidate will able to show the equal level of knowledge within human resources. Person

must have graduation degree in HR management.

Skills/Knowledge/Experience:

1. A strong track record of personal development in the HR and Business filed.

2. Strong employee relations background (disciplinary, accusation, sickness absence,

performance management, redundancy, TUPE).3. Widespread working knowledge of employment, legislation and the practical

application of this in a working environment.4.

aptitude to work and make decisions both separately and collaboratively, havingfirst evaluated all options, and be able to support decisions with truthful

information.

5. Communicate both verbally and in writing in a clear, brief and business like way

that is appropriate to the recipient and purpose.6. skill to develop strong working relations at all levels.

7. Good interpersonal skills.

8. Effective team player.9. Responds absolutely to change.

10.Ability to listen, discusses, discuss and provide advice on difficult, complex or

sensitive issues, considering the views of all parties.

11.

Ability to there information verbally and in writing with clarity and reliability.12.Good planning and facilitation skills.

13.Ability to ensure that problems are dealt with and solutions found.

14.Excellent computer skillsfamiliarity with IT packages, particularly MicrosoftOffice and the internet.

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General Attr ibutes:

1. Confident, efficient and professional.

2.

Tactful, diplomatic and at ease with people at all levels.3. Ability to incorporate large amounts of information and recognises the significance ofattention to detail.

4. Flexible and committed.

5. practical.

Others:

1. Flexible approach to working hours.

2. Willingness to travel to AMNW sites all through the region where essential.

Task 3:

3.1 Proposed Methods for obtaining and selecting the best candidate:

For selecting the most excellent candidate for the post of HR officer need a number of sequential

and well planned procedures. These are demonstrated below:

Develop selection cr iteri a for the posit ion

I have to develop the criteria that will be used to screen resumes and select the best person for

the job. These should come from the job description for the position and must be measurablewithin the selection process. Having clear and measurable selection criteria will help to avoid

bias so that interviewers are able to objectively evaluate a candidates suitability for the job.

Have to consider the following:

What knowledge, skills, qualifications and knowledge are essential for a new employee

to be able to perform the duties of the position?

What attributes must the new employee have to ensure he/she fits the culture of your

organization?

Do any of your criteria exclude certain groups as prohibited under human rights

legislation?

Are the criteria specific, measurable and job-related?

Choosing methods of recrui tment

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Recruiting for skilled positions is becoming more and more competitive, meaning organizations

need to be increasingly creative in how they go about attracting the right.

Assess where I am most likely to find the ideal candidate

Will they be recent graduates from colleges or universities? Will they come from other nonprofit organizations?

Are they within our volunteer base?

A good recruitment plan includes a mix of recruitment strategies and a variety of communication

processes to inform other organizations and relevant communities of the available position.

Print advertisements

Print advertisements may come into view in national or local newspapers, bulletins, professionaljournals, or magazines.

Potential benefits of this approach:

I can reach a large audience in a specific geographic area;

I can reach a large audience with specialized skills.

I nternet recru iti ng

The opportunity may be posted on an internet job board, on our own website or on professional

association websites. One study has shown that 96% of people looking for jobs use the internet.

Recru itment agencies /Executive search firmsThe private companies will find and screen potential candidates for a fee, characteristically a

percentage of the annual salary. It is significant when using these services that I take the time to

clearly define the position and our prospect of the services to be provided by the agency.

Plan the selection process

Selection is the process of showing applicants to ensure that the most appropriate candidate is

hired.

The first step in the selection process is to review the information (resume, application form)

provided by all job applicants to determine which applicants meet the minimum qualifications as

stated in the job posting. No further deliberation will be given to those who do not meet theminimum qualifications. (In fact, it is a good idea to say in your advertisements that only those

candidates who meet the job requirements will be considered.) Those job applicants who meet

or exceed the minimum job qualifications are then assessed to decide which ones will be short-

listed for a job interview.

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The most common methods of selection for all positions include an interview followed by a

reference check.

Work ing with a selection panel

Engaging other people in a assortment process can be very helpful. I want to include a seniorstaff member, a board member and a potential co-worker, for example. When I invite panel

members to participate, let them know how much time it will take and what their role will be.

Prepare for the in terviews

When I call the job applicants on the short list to set up an interview, I will tell each person the

salary range for the position, if this information was not part of the job posting. Then I will ask

them if they would like to proceed to an interview given the salary you have to offer. This way, I

can avoid interviewing people who later refuse a job offer on the basis of salary.

Conduct the in terviews

I will choose an appropriate environment for the interviews and ensure that I will not be

interrupted. If I am interviewing internal candidates, I consider doing it off-site.

Making sure that I use the same interview format and setting for every candidate, and that

interview appointments are the same length.

The interview will conclude by thanking the candidate and explaining the next steps. Asking for

their permission to contact references.

Check the references of the final candidates

Checking the references carefully and methodically is one way to avoid hiring the wrong person.

It may seem easier to accept letters of advice that address a candidate's abilities and experience.

Reference checks are a last opportunity to verify information the candidate has provided, validate

their personal suitability and explore any areas of concern. Talk to references before I make anoffer.

Making f inal decision and review it

Evaluation of final candidates against each other after I have rated them against the criteria to

identify the best candidate based on skills, worker individuality and organizational fit. I reviewall my notes and write up the decision.

I make sure that my decision is nondiscriminatory, complies with provincial and federal laws andthe hiring policies and is based on sound judgment.

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Making the offer

I will call the candidate to make an offer. I will inform all other final candidates by phone of the

outcome of the recruitment process. Offer to give them constructive feedback on the interview.

Doing the paperwork

I will confirm my offer and the candidate's acceptance in writing. A written contract is the small

amount of prevention that helps to avoid disputes. It spells out my expectations of employees and

the obligations I have to each other. A written contract can take many forms - a letter, a proposal

or a formal agreement, for example. For the convenience, I will prepare a standard contract to

use with all employees and tailor it for specific jobs by filling in blank spaces or attaching pages

that cover the details.

I will ask legal counsel to review your contract letters.

Thoroughly following these steps the company can find the best person for the HR officer post.

Conclusion:

The following main themes are essential to our future success in responding to the modernisationand improvement agenda, the staff survey issues and delivering the business objectives set out in

our corporate plan.

Leadership Resourcing

Performance, attendance and recognition

Building capability Working with partners

e-HR

Each of these themes describes the role for HR. These roles show how HR must develop in the

next.Good leadership is necessary for effective change. Our success will come from the way our

people can expect, adapt and respond to change.

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