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Solution
Table of Contents
1.1 Employee lifecycle explanation. 2
1.2 Job description and person specification. 3
1.3 Recruitment methods appropriate. 4
Internal and external advertisements. 4
1.4 Content of copy in recruitment methods. 4
2.5 Letter of appointment and non-appointment. 7
Task 2: Simulated Interview.. 9
2.2 Selection criteria Evaluation. 9
Justification of Selection Decision. 13
3.1 Work-life balance importance. 13
3.2 Wellbeing in the workplace. 14
3.3 Discrimination legislation. 15
3.4 Diversity and inclusion meaning. 16
3.5 Fair and unfair dismissal 16
4.1 Purpose and components of performance management 17
4.2 Managing performance factors. 18
4.3 Performance review methods. 19
5.1 Financial and non-financial components. 20
5.2 Reward and performance relationship. 20
5.3 Treating employee fairly. 21
6.1 Benefit of learning and development activities. 21
6.2 Types of learning needs and reasons. 22
6.3 Face-to-face and blended learning. 23
6.4 Design and delivery of L&D.. 25
6.5 Methods of evaluating L&D. 25
Task 1- Written Advice
1.1 Employee lifecycle explanation
A total of 6 phases are included in the employee lifecycle in an organisation. Their summary and role of people practice professionals are;
Attraction- Attraction involve putting an organisation out there for potential qualified employees. This is by portraying the organisation brand and being an employee of choice and value proposition (Gladka et al., 2022). The attraction process target employees with relevant qualifications internally and externally.
In Clean Quarter for example, People Professionals roles would include development of an appropriate employer brand. By involving Jaspreet and Caroline, it would be possible initiating career fairs, seminars and conferences to attract graduates and qualified employees. Also, an appropriate culture of employer of choice by appropriate communication would be facilitated by people professionals.
Recruitment– Involve identifying and engaging the qualified employee from a pool of applicant after attraction. According to Nagendra (2014), recruitment is informed by pursued workplace planning for an improved recruitment process.
For people practice professionals, their role is to enhance use of different recruitment approaches. For example, in Clean Quarter, for Sales Assistants role, they would prioritise on application of succession planning and referrals. This is informed by technical feature of various job roles.
Onboarding– After successful recruitment and selection, an employee has to align themselves with their new working environment (Sokkar, 2018). This is an appropriate approach for managing the employees turnover levels, absenteeism occurring and employer brand achieved.
People practice professionals entail putting in place the activities to be implemented in the 12 days of onboarding. In Clean Quarter case, people professionals would highlight on the organisation objectives and employee goals, capability and requirements alignment at onboarding of sales assistants.
Development– This is achieved by application of capacity development approaches for employees groups. The rationale of this is ensuring that the employees acquire appropriate skills for their performance.
People practice professionals roles is to ensure they partner with different learning organisations for enhancing development practices. This is identified in Pinnington et al. (2022) to be appropriate for aligning the expected employees performance with different L&D opportunities.
Retention– This stage of employee cycle include managing dysfunctional turnover. According to Cloutier et al. (2015), this is by identifying the will of the employees to stay in a substantial period in an entity.
People practice professionals roles in this case entail aligning their support with employee best performance. For retention, in Clean Quarter, retention entail implementing best resourcing strategy, total rewards and feedback based on Sprigg continuous and 360-degree strategy (Adeniyi et al., 2024).
Exit– After completion of their job functions, the employees terminate their relationship with an organisation. According to exit can be at will or unwilling.
People professionals roles for example in Clean Quarter include making sure they offer an opportunity for exit interviews (König et al., 2022). These help diagnose rationale for leaving and put in place appropriate strategies to manage future exit.
1.2 Job description and person specification
Job Description
Here, information detail on title of a job, purpose, duty and function. Also, according to Vernau et al. (2021), job description is inclusive of essential and desired staff qualification as part of work expectation. For Clean Quarter, this entail the ability to evidence on pay categories provided and perks offered in an organisation for rewarding and motivating employees.
Person Specifications
This detail on technical-based, creativity and capacity demanded from the best employees or candidates (Abd Rahman Ahmad et al., 2019). The advantage of person specification is informed by the ability to note on all qualifications or qualifications for a specific job role. In clean quarter case, this can include prioritising on sales assistants experience and possessed knowledge to execute their functions.
Job Analysis
As part of preparing information for this role, this process is important for preparing information pertaining to the role. According to Peterson and Jeanneret (2016), job analysis is important to note on all activities and responsibilities for all employees in different job roles. For Clean Quarter case, the priority is given on importance of the job positions, how they are qualified for specific roles and requirements to implement their functions.
Through the application of questionnaire, job analysis is important to get requirements of leveraging on a specific job roles and recommend learning development (Vernau et al., 2021).
Further, for Clean Quarter case, job analysis process include getting data directly from the employees to understand the job function features.
1.3 Recruitment methods appropriate
Database
There exist various database appropriate for storage of CVs and different categories of information for different workplace candidates possessing relevant qualification. In Clean Quarter for example, database can be used to recruit for job role which are technical, sales assistants and finance experts.
The appropriateness of this method is when there is a need to develop an appropriate recruitment database essential for building a substantial recruitment pipeline. For Clean Quarter, database are appropriate to ensure they have searchable database as they grow.
Internal and external advertisements
Advertisements are effective to fill different job roles as it facilitate an in-depth resourcing strategy. In Cloutier et al. (2015) the advertisements are provided in an internal approach for succession planning and referrals. Also, external adverts entail, application of social media and general media.
This method is most appropriate to save time and also the resources available for disposal of Jaspreet and Caroline. By using this method, they would ensure that they manage diversity and inclusion which is different from an internal implementation. The outcome of this is the organisation being regarded as employer of choice.
1.4 Content of copy in recruitment methods
Decision on amount of information to provide– Considering employees database as the recruitment process, the potential qualified employees are required to offer details on their qualifications to be included in the database. For Clean Quarter, all the details which are provided would be part of their database. The copy content applied entail new staff record which would be in alignment with the employees unique data. According to Nagendra (2014), the application of this copy lead to time savings, increased accuracy by eliminating need to re-enter required data manually. Failing in prioritising on this content of copy would imply lack of sufficient information hence failure to attract most qualified sales assistant.
Corporate Image and Branding– For this copy, it include the use of attractive image and brand as part of the advertisement. By use of the internal and external advertisements contribute to an attraction of many employees. Majority of the individuals adopt corporate image and branding to develop an appropriate image of the organisation. According to Peterson and Jeanneret (2016), in Clean Quarter organisation case, Caroline and Jaspreet would ensure the advertisements recruitment approach would have good image and brand being used to identify on most appropriate practice. Collaboratively, this offer an understanding to employees on how it is like working for Clean Quarter.
2.1 Selection methods
Competency Based Interviews– By using a set of questions, they measure the employees competency to execute their functions. It is a skills-based practice which determine how an employee would succeed in their assigned functions (Sokkar, 2018). The competencies evaluated are in areas of behaviours and situations in place.
The appropriateness of using competency based interviews is for Jaspreet and Caroline to implement succession planning for Sales Assistant job function. Also, it is important to select the employees in the internal business environment possessing appropriate competency. For Clean Quarter, sales assistant is a critical job role and appropriate to select the best employees. The organisation would benefit from having highly qualified employees and effectively making decisions.
Interviews (Face-to-Face)– This is a selection approach where one-on-one interviews are pursued. The questions are intended to identify how the employees are qualified to take/assume their job roles (Michelotti et al., 2024). With the interviews being in-depth, they both evaluate the appropriateness of the employees both verbally and non-verbally based on how they express themselves.
The appropriateness of this method for Clean Quarter is for their sales assistants to execute organisation objectives. Hence, this method is appropriate to recruit highly qualified employees who could also be able to communicate well as it is one of the job description for sales assistant. Also, this method mitigates any potential of bias in selection.
2.4 Selection records
Short-listing decision notes– These notes are maintained for a substantial period of time and acts as a validation for selection process. According to Pinnington et al. (2022), through the application of GDPR 2018 legislation, notes are maintained for a long period of time for ensuring qualified employees are involved and shortlisted. For Clean Quarter using the different notes, the law stipulate need to maintain them for 6 months since the time of selection.
Interview Notes– For this form of notes, they are obtained from the selection process of every employee. The rationale of this is to compare how different employees performed in the interview. In line with Equal Employment Opportunity Commission Act 2021 (Woodward, 2023), this data is supposed to be retained in a timeline of 8 months. For different employees, data would be maintained with confidentiality for solving biasness.
Assessment criteria scores– This copy is comprised of entire information used for guiding how the employees score in the selection process. To manage the records, GDPR 2018 Act is used which evidence need to store the data for a period of 8 months with third parties required not to access it. For Clean Quarter, consistency is supposed to be harnessed for different job roles.
2.5 Letter of appointment and non-appointment
Appointment Letter
Letter of Non-Appointment
Task 2: Simulated Interview
2.2 Selection criteria Evaluation
Selection Criteria
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