People Management Assignment Help

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Qualification - OTHM Level 5 Diploma in Accounting and Business

Unit Name - People Management

Unit Level - Level 5

Unit Reference Number - D/617/3294

Assignment Title - People Management

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Unit Credit - 20

Learning outcome 1: Understand the processes of recruitment in organisations.

Answer: The recruitment process in organizations is a systematic approach to identifying, attracting, screening, selecting, and onboarding qualified individuals to fill vacant positions. It typically begins with identifying a clear hiring need, which involves analyzing existing skill gaps or new roles required for business growth. This leads to the creation of a detailed job description outlining responsibilities, required skills, qualifications, and company culture. Next, talent sourcing commences, utilizing various channels such as internal promotions/referrals, job boards, social media, recruitment agencies, and career fairs to reach potential candidates. Once applications are received, a thorough screening process, often involving resume review and initial phone screenings, helps to shortlist suitable candidates. The selection phase then involves in-depth interviews (structured, behavioral, panel), and sometimes assessments (skills tests, psychometric evaluations) to gauge a candidate's fit for the role and the organization's culture. Finally, after background and reference checks, a job offer is extended. The process culminates with onboarding, where the new hire is integrated into the company, introduced to their team, and provided with the necessary resources and training to ensure a smooth transition and long-term retention. Throughout these stages, maintaining a positive candidate experience and leveraging technology like Applicant Tracking Systems (ATS) are crucial for efficiency and attracting top talent.

Learning outcome 2: Understand the principles and practice of people management.

Answer: People management encompasses the holistic approach to optimizing the human capital within an organization, focusing on the well-being, development, and productivity of employees to achieve organizational goals. Its core principles revolve around effective communication, fostering a positive work environment, clear goal setting, and continuous feedback. In practice, this means managers actively listen to their teams, provide regular and constructive feedback, offer opportunities for training and professional development, and delegate tasks to empower employees. It also involves building trust, recognizing and rewarding hard work, promoting diversity and inclusion, and skillfully resolving conflicts. Ultimately, effective people management aims to create a culture where employees feel valued, motivated, and engaged, leading to higher productivity, improved retention, and overall business success.

Learning outcome 3: Understand the role of reward and recognition in organisations.

Answer: The role of reward and recognition in organizations is multifaceted and crucial for fostering a thriving and productive workforce. Rewards, which can be monetary (e.g., bonuses, salary increases) or non-monetary (e.g., flexible work arrangements, professional development opportunities), serve as tangible incentives that motivate employees to achieve specific performance outcomes and align their efforts with organizational goals. Recognition, on the other hand, focuses on acknowledging and appreciating employees' efforts, contributions, and achievements through both formal (e.g., awards, public praise) and informal (e.g., verbal thank you, personalized notes) means. Together, rewards and recognition significantly impact employee motivation, engagement, job satisfaction, and retention. When employees feel valued and appreciated for their hard work, their morale is boosted, leading to increased productivity, improved performance, and a stronger commitment to the organization. This, in turn, contributes to a positive company culture, reduced turnover rates, and ultimately, enhanced organizational success and competitive advantage.

Learning outcome 4: Understand the principles of training and developing staff.

Answer: The principles of training and developing staff are fundamental to building a skilled, motivated, and adaptable workforce. At its core, training and development should always be aligned with the organization's strategic business objectives, ensuring that learning initiatives contribute directly to achieving company goals. A key principle is recognizing that employees have diverse learning styles and prior experiences; thus, training programs should be customized and adaptable, offering a blend of methodologies like hands-on practice, e-learning, workshops, and mentorship. Continuous learning is paramount, fostering a culture where employees are always seeking to acquire new knowledge and skills to stay relevant in an ever-changing environment. Effective training also relies on clear goal setting, so employees understand what they are expected to learn and how it will benefit their roles and career progression. Crucially, providing consistent and constructive feedback throughout the learning process is vital for reinforcing new behaviors and identifying areas for improvement. Finally, the success of training and development must be measured and evaluated against established objectives to ensure its effectiveness and demonstrate its value to the organization.

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Aim: The aim of this unit is to develop learners' understanding of people management in organisations, from recruitment, through to HR processes, managing job performance, reward and recognition, and training and development.

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LO1

Importance of recruitment: finding employees with right skills, to meet organisational needs, good fit to organisation; keeping staff turnover low; equality and diversity; recruitment strategy; retention; importance for continuance of organisation.

Recruitment processes: identifying requirements; writing job descriptions/people specifications; advertising (how, where, legal implications); managing applications; screening applications; interviews (face-to-face, phone, Skype etc.); purpose of interview; interview questions; assessment (testing, observing, tools and tests); selection of candidates; appointment of candidate; offers of employment; terms of employment; employment contracts; roles in recruitment and selection i.e. HR departments/functional managers.

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LO2

Role of people management: performance management; motivation; retention of staff; training and development; achievement of organisational goals.

Human Resource (HR) function: personnel management and human resource management: development of personnel management; ‘soft' and ‘hard' human resource management, models of Guest and Storey; differences between HRM and IR approaches and personnel practices; strategic approaches to HRM; change in contexts leading to human resource management tasks (selection, recruitment, payroll administration, employee motivation, reward management, employment termination); training and development; performance management (planning, monitoring, recording) employee relations; working in partnership with functional areas; involvement of line managers.

Relevant legislation: Employment Rights Act 1996; Equality Act 2010; Rehabilitation of Offenders 1974; Safeguarding Vulnerable Groups Act 2006; Immigration, Asylum and Nationality Act 2006; The Flexible Working Regulations 2014; Employment Act 2002; Trade Union and Labour Relations (Consolidation) Act 1992; The Transfer of Undertakings (Protection of Employment) regulations 2006; The Collective Redundancies and the Transfer of Undertakings (Protection of Employment) (Amendment) Regulations 1999; For each Act - key areas, application, impact.

Appraisals: purpose (feedback, improvement, assessment); methods (e.g. standards, discussions, observations, 360 degree feedback); best practice; effectiveness; ACAS guidance.

Disciplinary and grievance: purpose; use; procedures; best practice; legal issues.

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LO3

Motivation and reward: motivation theories and different practical approaches to motivation; theories of motivation (e.g. F Taylor, E Mayo, A Maslow, F Herzberg, D McGregor, D McClelland, V Vroom); relationship between motivation theories and reward; employee involvement techniques; membership of work groups board, works councils, quality circles, intra-organisational groups.

Reward schemes: intrinsic and extrinsic rewards; job evaluation; factors determining pay; benefits; performance related pay; pension schemes; profit sharing; employee share options; cash bonuses; retention bonuses; training; employee recognition programmes; perks and prizes.

Performance management systems: incorporated into work activities; transparency to employees; clear objectives and responsibilities; clear standards; individual and team responsibilities connected to system; regular monitoring; regular feedback; recognise and develop potential; motivate individual development and career planning; identify and reward valued and improved performance; identify and deal with poor performance.

Evaluation of performance recognition: benefits and disadvantages of different means of remuneration (piecework, time-based wage, salary, commission, profit sharing, share ownership, fringe benefits).

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LO4

Training and development methods: external/internal training programmes; on- the-job-training; technology-based training (web or PC based, interactive video, interactive multimedia); simulators where appropriate (airlines, driving etc.); simulation/role play; coaching; mentoring; discussions; management games; case studies; planned reading.

Continuous professional development (CPD): definition; purpose; importance; requirements of professional bodies; benefits.

Performance development planning (PDP): definition; purpose; contents of plan; benefits of plan; development of plans; importance of review; timeliness of reviews; purpose and outcome of reviews.

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