Description

Working with and leading people solution

Table of Contents

Introduction. 3

Section 1. 4

1.1 Prepare documentation to select and recruit a new member of staff. 4

1.2 Assess the impact of legal, regulatory and ethical consideration to the recruitment and selection process  5

1.3 Describe your own part in the selection process. 6

1.4 Evaluate your own contribution to the selection process. 7

Section 2. 8

2.1 Explain the skills and attributes needed for leadership. 8

2.2 Explain the difference between leadership and management 8

2.3 Compare leadership style for different situations. 9

2.4 Explain ways to motivate staffs to achieve objectives. 9

Section 3. 11

3.1 Assess the benefits of team working for an organization. 11

3.2 Demonstrate working in a team as a leader and member towards specific goals, dealing with any conflict or difficult situations. 11

3.3 Review the effectiveness of the team in achieving the goals. 12

Section 4. 13

4.1 explain the factors involved in planning the monitoring and assessment of the work performance  13

4.2 Plan and deliver the assessment of the development needs of individuals. 13

4.3 Evaluate the success of the assessment process. 14

Conclusion. 16

References. 17 

Introduction

In this era of the highly competitive business environment, the success of the business concerns is solely influenced by the people engaged and working in it. The recruitment of the right people is considered as the major factors inefficient workforce of the organization. The organizations with effective recruitment and selection processes and actions are more inclined towards making successful staffing appointment.

This study is commissioned to provide detailed comprehension regarding developing the skills and knowledge required for working with and leading others with the help of comprehending the significance of recruiting the right people for the job. This study has also highlighted the use of recruitment, selection and retention procedures, various styles and impact of leadership, teamwork and assessing the work and developmental needs of individuals.

HND Assignments

Section 1

1.1 Prepare documentation to select and recruit a new member of staff

The job description and person specification are considered as the major elements in the processes of recruitment and selection in an organization. Both the processes assist in avoiding unlawful discrimination and provide the basis for the advertisement. It assists in structuring the interview and final selection of the appropriate candidate.

Job Description for HR Administrator:  

Job Title: Human Resources Administrative

Department: HR

Preferable Age: 25 to 40 years

Job Purpose: The job purpose of HR administrator is to assist the HR department for screening and interviewing applicants, preparing payrolls, orienting new employees and employee benefit programs

Job Responsibility: The job responsibilities of the HR administrator are as follows:

• Developing professional job adverts
• Assuring that the jobs are reflected clearly as mentioned in the adverts
• Explaining the role and describing the environment so that the candidates can decide if they can meet those criteria (Mader-Clark, 2013)
• New posts must be job evaluated as per Higher Education Role Analysis (HERA) prior to recruitment
• Following the statement of departmental policies along with Equal Opportunities policies (Mader-Clark, 2013)

Job Duties: The job duties of HR administrator includes the following

• Documenting the actions of human resources through completing forms, reports, and logs
• Updating the records of human resources with the help of recording new hires, transfers, increasing payments, absence, terminations, sick leaves, vacations, personal time, etc (Jaques, 2013).
• Computing pays, distributing checks and maintaining records
• Giving professional advisory assistance to company employees
• Looking into the phone calls, checking emails, letter and personal visits (Jaques, 2013)

UEL Moodle

Person Specification for HR administrator:

Physical attributes:

• Must possess a good health
• Must fall in the age bracket of 25 to 40 years

Attainments:

• Must possess a minimum of 4 GCSC education or equivalent
• Must hold a Degree in Human Resource and have 2-year experience (Roebuck, 2012)

Intelligence:

• Presentable experience of utilizing Human Resources
• Knowledge of general applications and IT systems
• Experience of maintaining vital records

Aptitude:

• Capability to communicate efficiently at all levels of the organization
• Admirable customer service attributes
• Capability to deal with confidential information and records (Roebuck, 2012)

RHUL moodle

1.2 Assess the impact of legal, regulatory and ethical consideration to the recruitment and selection process

There is a great impact of legal, regulatory and ethical consideration on the recruitment and selection process. The legal, regulatory and ethical consideration is done so as to inculcate equal and fair recruitment process, to avoid discrimination on various grounds, enabling the rights to the employees working in the UK. There are various legislations such as Sex Discriminatory Act, which restrict the employers to discriminate against an applicants for a job on the basis of sex, gender, ethnicity, etc in various processes such as in determining who should be offered employment, which employment is offered to whom, refusing or intentionally omitting to provide employment (Hancock, 2002). Similarly, there is a huge impact of Equality Regulations as the provisions of this legislation compels the employers to provide same benefits to young as well as an old citizen while recruitment and selection process. If the HR managers provide certain special privilege to a particular individual or group then it is considered as unlawful in the eyes of law. The Disability Discrimination Act has also a significant impact on preventing discrimination within the organization such as specifying the job, advertising the job and the whole process of recruitment and selection (Hancock, 2002). Subsequently, the Race Relation Act also has a huge influence on the recruitment and selection process. According to the provision of this legislation, no job advertisement are done pointing towards a specific race or nationality because any person who is authorized and eligible to work legally in the United Kingdom is qualified for the job irrespective of his or her nationality or race (Hancock, 2002).

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1.3 Describe your own part in the selection process

As an HR manager, I will have to take on the different responsibility to assure an appropriate selection for the suitable candidate. The major need of the selection process is the nature of the process which should be detailed and fair (Click and Duening, 2005). This comprises of certain major elements:

• The method of selection must be outlined in a systematic manner for the candidates.
• The selection procedures must not be influenced by any instance of discrimination on different backgrounds such as age, sex, disability, religion, etc (Click and Duening, 2005).
• There must be fixed process of selection that is fair in nature for every candidate on the basis of job and person specification (Click and Duening, 2005).
• It is one of the prior duties to maintain the confidentiality while formatting the application’s information.
• The job prospects and conditions of employment stated in the advertisement must be honestly exercised (Click and Duening, 2005).

1.4 Evaluate your own contribution to the selection process

The selection process is comprised of various activities so as to get the best candidate for the required job. In the selection process, I must confirm that every candidate must fulfill the essential criteria which are needed to carry out the post. I must ensure that those candidates who do have all the required criteria must not get shortlisted. The person specifications have a huge role in the entire selection process as it represents all the necessary criteria which are needed for the specified post. In simpler terms, person specification portrays the requirements a job holder needs to be able to conduct the job satisfactorily (Compton, Morrissey and Nankervis, 2009). Therefore, I utilized the person specification as a base for selection decision at shortlisting since selection criteria must be specific rather than general. The accomplishment of criteria assures skills, qualification and experience met exactly as the job is advertised. The elements which are mentioned in the person specification such as personal qualities, intelligence, and increasing competencies have a similar purpose of to state the minimum requirements which are essential for the candidates for applying the job vacancy. In that context, I have discussed the cultural intelligence along with leadership qualities an HR manager must possess so as to become a future team leader (Compton, Morrissey and Nankervis, 2009).

Section 2

2.1 Explain the skills and attributes needed for leadership

Leadership can be described as a process of knowing yourself with a vision which is well communicated, developing trust among teammates and undertaking active initiatives to recognize your own potential. There are various skills and attributes which are required for effective leadership. The interpersonal and communication skills must possess by the HR administrator so as to communicate, manage and interact with the teammates, staffs or employees efficiently (Northouse, 2012). Similarly, the problem-solving skills will help the HR administrator to critically analyze a particular situation and develop a strategy accordingly to resolve the problems. The emotional intelligence also enables the HR administrator to motivate people and himself so as to manage the efficiency level of the team. It has a huge role in provide maturity and self-control within the team. Moreover, the professional knowledge is one of the major traits which must be possessed by the HR administrator as in-depth and most recent knowledge regarding the profession helps the HR administrator in performing well (Northouse, 2012).

2.2 Explain the difference between leadership and management

The leadership and management are two different concepts. Although they have various similarities but they have also a wide range of differences. The differences between leadership and management are presented in a tabular form:

Management	Leadership
The managers administer its subordinates.	The leader innovates
The manager is a replica of higher level managers	The leaders is original in its own way
The managers maintain (Bush, 2005)	The leaders develops and builds
The managers concentrates on organizational structure and systems	The leaders concentrates on people and their capabilities (Bush, 2005)
Generally, managers relies on control	The leaders inspires trust
The managers have short-range view	The leaders have long-range perspective
The manager ask how and when (Bush, 2005)	The leaders asks what and why
The managers generally imitates	The leaders mainly originates
The managers does things right	The leaders does right things (Bush, 2005)

 

2.3 Compare leadership style for different situations

The discussions of leadership style for two different situations are mentioned below:

• When staff morale is low
• When there is a conflict between internal teams

In the first situation, the democratic leadership style plays a significant role in dealing effectively. The low level of employees’ morale has an adverse impact on the organizational efficiency as a whole. It is very essential to address this particular situation efficiently so as to maintain the organizational performance (Glanz, 2004). Democratic leadership style by the managers enables the employees to take active participation in the decision-making process of the organization. In such leadership, style managers give value to the views, thoughts, and ideas of its team members while framing any decision. It directly influences the motivational level of the employee as they feel a major part of the organization and it ultimately results in high level of organizational performance (Glanz, 2004).

In the next situation, where there is a conflict among the internal teams, the autocratic leadership will be considered as most effective. In autocratic leadership style, each employee is assigned to the role of their specific jobs along with proper guidance (Glanz, 2004). Every employee are provided with clear instruction, authority, and responsibility that helps in reducing the confusion which ultimately leads to lower level of conflicts among the team members. Thus, autocratic leadership style will be most effective as those leaders are generally strict and do not entertain the freedom of their subordinates (Glanz, 2004).

2.4 Explain ways to motivate staffs to achieve objectives

It is essential to motivate the employees so as to achieve the desired objectives of the organization. There are various ways to which employees and staffs can be motivated. Some of them are mentioned below:

1. Financial and Non-financial rewards: A good reward strategy has extensive role in boosting the motivational level within the employees. It enables the employees to enhance their efficiency and contribute more in their job role. The financial rewards include increment in salary, bonus, etc whereas non-financial rewards comprise of promotion, vacation/trip, job appraisal, job recognition, etc (Reeves, 2007).
2. Training: Training also influences the motivational level of employees as it helps in developing a sense of confidence towards their job as they get familiar with their job and the way to perform the same. If the management successfully develops certain effective training programs for its employees, the motivational level among the employees is enhanced significantly (Reeves, 2007).
3. Encouragement: It is essential for the higher level managers to encourage their subordinates in the organization so as to accomplish the desired goals. Employee encouragement includes various elements such as allowing the employees to take active participation in the decision-making, giving importance to their valuable suggestions, ideas, views, etc. Developing such environment within the organization significantly boost the level of motivation among employees (Reeves, 2007).

Section 3

3.1 Assess the benefits of team working for an organization

Team working has a huge influence in modern business concerns. There are various benefits of team working that are explained below:

1. Fosters Creativity and Learning: Teamwork leads to high level of creativity and learning. The views, ideas, and concepts of various members of the team lead to brainstorming and innovative ways to perform the assigned task and ultimately achieving the desired objectives (Frazer and Oswald, 2009).
2. Blends Complementary Strengths: The process of working jointly enables the employees to build on the talents of their teammates. Generally, the team performs significantly as team members rely on each other so as to develop individual talents to the table (Frazer and Oswald, 2009).
3. Developing Trust: Teamwork has a huge role in developing trust among the team members. Each member relies on each other’s strength towards successful completion of assigned job. Trusting every team members also helps in developing a sense of safety which permits ideas to emerge that ultimately assist the employees to open up and encourage each other (Frazer and Oswald, 2009).
4. Teaches Conflict Resolution Skills: Teamwork helps in learning conflict resolution skills among the employees. As team comprises of different kind of employees and their perception may also vary and this may lead to conflicts. But working together in a team forces them to resolve those conflicts mutually (Frazer and Oswald, 2009).

3.2 Demonstrate working in a team as a leader and member towards specific goals, dealing with any conflict or difficult situations

Conflicts refer to the perception of the difference of interest among people which ultimately leads to unfavorable conditions. It is essential for every leader to have conflict management or problem-solving skills as it helps in identifying the root cause of the conflicts and accordingly taking initiates in order to eliminate those conflicts. It is highly beneficial for the organizations to utilize “Interest-Based Relational Approach” for conflict management. Originations must consider that developing and maintaining good relationships are their first priority. All the parties in the conflicts must be courteous and calm and must endeavor to be constructive while eliminating the conflicts (Frazer and Oswald, 2009).

While resolving conflicts, it is essential to not to consider the personal issues and it significantly helps in dealing with the real issues without hampering the working relationships within the organization. The process of conflict management includes paying attention to the interest of all the parties engaged in the conflicts, listen carefully to all the parties, setting out the facts with proofs and lastly exploring options together so as to come to a valid resolution of the conflicts (Frazer and Oswald, 2009).

 

3.3 Review the effectiveness of the team in achieving the goals

The effectiveness of the team can be considered as for how efficient the team is in terms of accomplishing their assigned goals and objectives. The effectiveness of the team is highly influenced by two major factors.

• The skills and ability of team members
• The size of the team, if the number of the team member is more the results of the team will be effective but it may also degrade the communication (Katz and Miller, 2013).

An effective team comprises of more proactive and self-sufficient members. The employee empowerment also contributes in enhancing the team effectiveness.   In order to achieve the goals and objectives of the teams, the business organizations must adopt various ways to enhance the effectiveness of the team. The business organizations must set clear goals in the beginning and the same must be communicated to every team members. It is essential for the team leaders to perform project meeting periodically so as to assess the effectiveness of the team (Katz and Miller, 2013).

Section 4

4.1 explain the factors involved in planning the monitoring and assessment of the work performance

There are various factors which are involved in the planning, monitoring, and assessment of the work performance such as internal audit processes, appraisal systems, effective team leadership, feedback, etc. The explanation of these factors is stated below:

1. Internal audit processes: The internal audit process has an immense role in gauging the level of work performance. It enables the originations to identify the major areas of strengths and loopholes in regards to the work performance. Without an effective internal audit process, it is very difficult to manage and assess the work performance of the organization (Verschoor, 2008).
2. Appraisal: For attaining the most out of the employees, an effective appraisals technique is essential as it comprises of listening, observing, providing constructive feedback and recognition. It is a vital factor not only for the employees but also for the organization as a whole. Appraisal systems help in providing feedback regarding what the employees has effectively learned and what are the elements in which they still need learning(Falcone, Sachs and Sachs, 2007).
3. Feedback: Feedback regarding the performance enables the organization to gauge their productivity. Feedbacks also assist the employees to comprehend the organization’s expectation towards its goals and objectives. A detailed feedback helps in providing information to the employees for enhancing their job performance after recognizing the areas of improvements(Falcone, Sachs and Sachs, 2007).

4.2 Plan and deliver the assessment of the development needs of individuals

The assessment of developmental needs is very essential for retaining the employees and achieving a high level of their satisfaction. Every employee look towards their personal and professional development while working within the organization. The plan for assessment of development needs is presented in the tabular form:

Names	Identified needs	Strategies to address those needs	Resources needed to assist the managers	Target dates for review and completion
Mr. George Customer Service	Language (English)	Training along with time flexibility	Flexibility of time	Thrice a week for ten weeks
Mr. James Customer Service	Excel	Training along with time flexibility	On the job practice facility along with time flexibility	Once a week for 15 weeks
Mr. David Semi Skilled worker	Weightlifting training	Training along with time flexibility	On the job training facility	One hour a day for 6 days
Mr. Johnson Data operator	IT training	Training along with time flexibility	Practice while performing the job	3 days a week for 12 week

 

4.3 Evaluate the success of the assessment process

The evaluation of the assessment process helps in establishing clear objectives through documentation of the results. The performance management is considered as an on-going organizational process which is performed to enhance the productivity of employees along with enhancing the efficiency of the organization.   The above-mentioned assessment process is high emphasized on performance management as it is a goal-oriented method for assuring that organizational processes subsist to enhance the productivity of the employees, team, and organization as a whole (McLean, 2006). The assessment process comprises of identifying needs of every employee so that it can be addressed systematically. Identifying the developmental needs and enhancing the same with a specific time frame helps the employees to improve their efficiency in attaining organizational goals and objectives. The way assessment is designed and managed, it helps in encouraging the employee’s confident and commitment towards a belief that learning is achievable (McLean, 2006).

Conclusion

From the above-mentioned, it can be concluded that recruitment and selection process is one of the vital elements in the growth and development of the organization. In that context, this particular study is successful in presenting all the important aspects of the assignment. This study has successfully concentrated on presenting comprehension regarding recruitment, selection and retention procedures, various styles and impact of leadership, teamwork and assessing the work and developmental needs of individuals.

References

Bush, T. (2005). Editorial: Educational Leadership and Management. Educational Management Administration & Leadership, 33(1), pp.5-7.

Click, R. and Duening, T. (2005). Business process outsourcing. 1st ed. Hoboken, N.J.: John Wiley & Sons.

Compton, R., Morrissey, W. and Nankervis, A. (2009). Effective recruitment & selection practices. 1st ed. North Ryde, N.S.W.: CCH Australia.

Falcone, P., Sachs, R. and Sachs, R. (2007). Productive performance appraisals. 1st ed. New York: AMACOM, American Management Association.

Frazer, R. and Oswald, P. (2009). Teamwork!. 1st ed. New York: Simon Spotlight.

Glanz, J. (2004). Finding your leadership style. 1st ed. Moorabbin, Vic.: Hawker Brownlow Education.

Hancock, C. (2002). Effective Recruitment and Selection. Legal Information Management, 2(02).

Jaques, E. (2013). Measurement of responsibility. 1st ed. Hoboken: Taylor and Francis.

Katz, J. and Miller, F. (2013). Opening doors to teamwork and collaboration. 1st ed. San Francisco: Barrett-Koehler Publishers, Inc.

Mader-Clark, M. (2013). The job description handbook. 1st ed. Berkeley, CA: Nolo.

McLean, G. (2006). Organization development. 1st ed. San Francisco: Berrett-Koehler Publishers.

Northouse, P. (2012). Introduction to Leadership. 1st ed. Thousand Oaks, Calif.: SAGE.

Reeves, D. (2007). The daily disciplines of leadership. 1st ed. San Francisco, Calif.: Jossey-Bass.

Roebuck, K. (2012). Human Resource Management System (HRMS). 1st ed. Dayboro: Emereo Pub.

Verschoor, C. (2008). Audit committee essentials. 1st ed. Hoboken, N.J.: John Wiley & Sons.