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5RST ASSESSMENT

Category: Business Paper Type: Online Exam | Quiz | Test Reference: APA Words: 4598

  

 

 

 

 

 

 

 

Mohamad Rasheed AlMesher

5RST

Cohort: Jan 2020

Tutor: Stephen Littler

Child Protection and Safeguarding - Bridgewater Community Healthcare NHS  Foundation TrustWords count; 4000


5RST Assessment

1.1 Compare (identify and explain similarities and differences) different labour market trends (changes over time) in the UK and another country

 

Employment Rate

Work. Population

Comparison

UK

75.6 percent

26 Million

UK has a higher employment rate and large working population

Saudi Arabia

66 percent

14 Million

Saudi Arabia has a lower employment rate and a lower working population than the UK

 

It is important to note that the GDP of the UK is 2.885 trillion USD while the GDP of KSA is 786.5 billion USD. When it comes to the working population, it is important to note that in comparison with KSA, the UK has a larger number of women working while the KSA has a larger number of elder employed people.

Employed Women

            As of 2020, there are more than 15.61 million women who are employed and are recognised as quite talented and qualified to be recruited and employed in organisations. In comparison with the UK, the number of women employed in Saudi Arabia is significantly lower. As of 2020, this number is only 596,700 which is significantly lower than the number of women employed in the UK.

Average Wage Levels

            When it comes to the average wage levels in the UK, average full-time salary is 36,611 pounds. It is important to note that this wage level is quite significant. Meanwhile, when it comes to KSA, the average wage levels or salary is 243,956 SAR.         This wage level is significantly higher than the one that is maintained in the UK(Antoniu, 2010).

1.2 Explain how organisations position themselves strategically in competitive labour markets.

When it comes to retaining employees, there are a number of ways in which organisations position themselves strategically. For instance, they become employer of choice, practice employer branding, and employer value proposition. It is quite important to note that in a competitive labour market, it is quite difficult to attract and retain talent because there are several firms and organisations that are offering their own packages that might be more competitive than what a firm is offering. In such a case, it is quite important to note that an organisation can consider a number of solutions. For instance, it can become employer of choice and offer benefits to employees that they truly need or practice employer branding and create an image of a desirable employer.

Employer of Choice:In general, employer of choice is a type of employer that is actually preferred by employees for offering incredible workplace environment and providing better benefits packages. It is important to note that such an employer tends to ensure the happiness and wellbeing of employees. Google is an employer of choice because it provides competitive packages to employees. A company can effectively become an employer of choice by being attractive in terms of its packages and all the benefits that it offers to its employees. In this manner, it can serve to attract a large number of people and can also retain employees in the competitive labour market.

Characteristics: In competitive markets, organisations can offer better benefit packages and higher wages to employees and a large pool of talent for increasing their interest and attracting them. Considering the fact that employees leave their current jobs to obtain a higher wage, this can be utilised by a firm to their advantage. By offering higher wages and attractive packages to applicants, a firm can not only retain its employees but can also attract talented applicants.

Benefits of being Employer of Choice In general, becoming an employer of position can prove to be quite helpful and can improve labour market position. Being an employer of choice helps in retaining dedicated employees and top talent, improves workforce efficiency, and enables the organisation to achieve effectiveness(Armstrong & Taylor, 2020).

1.3 Explain the significance of tight and loose labour market conditions

A tight labour market is the one in which the rate of unemployment is very low and although there is a large number of vacancies available, there are not many applicants who can be recruited to fill in those vacancies. Meanwhile, a loose labour market is the one in which the rate of unemployment is quite high and there are not many vacancies. Even though there is a large number of applicants available, there are not many vacancies available which can be filled in with all the applicants. It means that in such a market, unemployment is high(Bamberger, et al., 2014).

            As explained above, tight labour markets indicate that the rate of unemployment is quite low, which is a sign of a prosper economy. Even though organisations are recruiting, there are not many applicants from which a firm can choose and recruit. In such a market, it becomes quite difficult for a firm to recruit because there are not many people to choose from. Therefore, firms have to attract applicants by offering high wages and compelling benefit packages. Meanwhile, a loose labour market is the one in which the rate of unemployment is quite high and there are many people or applicants to choose from. The rate of vacancies is quite low while the number of applicants willing to do the job is quite high. In such a market, firms can recruit talented people even by paying relatively low wages. A relatively tight labour market is in Engineering field while a relatively loose labour market is of workers.

            In accordance with Stephen Taylor, organisations need to implement initiatives for recruitment, development, and retention. Meanwhile, firms which are competing in loose markets need to manage administration and cost. In this manner, they can stay competitive in the market(Boxall & Purcell, 2011).

Question 2 Give a brief description of the role of government, employers and trade unions in ensuring future skills needs are met.  (1.4)

Role of Government

            An important way in which government ensures that future needs for skills are met is by funding for apprenticeships and recognizing the significance of different apprenticeship levels. In general, people do not have sufficient qualifications and there could be a firm which might require some specific skills. In order to ensure that these skills are developed among people, government offers some apprenticeships which aim to develop these skills among people.

In addition to it, government offers a stable policy environment for engineering firms. Funding stability and policy environment with the aid of government takes quite an important role for every engineering firm. In this manner, the desired skills are developed. The last way in which government ensures the development of future skills is by funding training and helping employer control. For developing the necessary skills, purchasing power is given to the employer by the government which is important for the procurement of training services.

Role of Employers

            In meeting the future needs for skills, employers enforce different professional standards while creating a standard procedure for operations. They serve to offer guidelines and instructions about skills to employees. Another way in which employers develop skills is concerned with the reinvestment on the existing or current workforce. In a firm, employers implement different training programmers and strategies which utilize different methods and techniques.

Role of Trade Unions

In general, an important role is played by trade unions in meeting future needs. For instance, technicians are supported by trade unions in improving the quality of opportunities and learning environment. The learning representatives of trade unions can analyze the needs of training, arrange different programmers, and support the learning of workers and employees. The requirements of skill can be met by considering the assistance of Trade Unions representative. Therefore, the training needs for each employee can be considered by them and a learning event can be arranged them. In this manner, they can support learning and develop the skills of workers (Armstrong & Taylor, 2020).

Question 3 Briefly describe the main principles of effective workforce planning and give some examples of any tools that may be used for this. (2.1)

It has become a necessity for organizations in the digital era to plan workforce in an effective manner to stay competitive. Generally, workforce planning is related to the maintenance and planning of workforce talent in the organization. Meeting the requirements of staff and making sure that excess cost is not incurred are also involved in the management and maintenance of the workforce. All of these processes are involved in the management and controlling of workforce. For workforce planning, setting some specific strategies is considered quite important. In fact, most HR managers set a strategy which is aligned with the organizational objective which they follow and manage the workforce according to it.

            Another important principle which is incorporated in workforce planning is determining the key skills of employees. Every firm has some organizational workforce needs. These needs are determined and then it is analysed by managers which employees have the necessary skills for meeting these needs. It would not be wrong to say this is quite an important principle and without it, projects cannot be completed effectively. Gap analysis is performed for determining the issues and gaps existing between the current workforce and what is required by the organisation. Once this gap is determined, effective measures can be taken by the manager to ensure that this gap is filled and the needs of workforce are met.

Benchmarking and KPIs

            Benchmarking and Key Performance Indicators are the two tools that are most commonly considered and utilised for ensuring that performance is measured, strategy is measured, and the desired results are achieved in an effective manner. It is quite important to note that in benchmarking, some specific standards considered by other organisations are recognised and against them, performance and strategy are evaluated. Meanwhile, when it comes to key performance indicators, a number of standards are defined against which performance and strategy are effectively tracked and evaluated. In this manner, it is also determined whether the required results and outcomes are being developed or not. In case the desired results are not achieved, changes are made.

Question 4 Give a brief account of HR’s role in each of the following:

2.2  Developing basic succession and career development plans

Human resources are most effective as well as very valuable field that plays a major role in the basic succession and the career development plans. The main and primary aim of making the succession as well as the career development plans is to ensure that the company will have an effective leader always. The assurance of having the right leaders in the company is essential because it is only the thing which can give company and opportunity to make effective plans for the company and its business. Furthermore, the company will not have the second chance to take an effective and strategic stand in the market if the management will not adopt change timely because it can be harmful for the company if the existing company leader leaves or resign from the company. In this condition, the company has to face many troubles which can affect the progress of the company. That’s why, every company in the world needs to the make an effective plan for the human resource succession and the career development. The given matrix is providing the information about the success plan for the company’s leaders because the plan will give company options for making new replacements in any critical condition (Adewale, et al., 2011).

 

Name

Position

Qualifications

Current time in role

Experience in sector

Planned Successor

A Jones

HR Director

 

 

Ph.D. in Human Resource Planning

 

Four Months

 

 

Ten Years

B Smith

B Smith

HR Manager

 

 

Master’s in Business Administration

 

 

Two months

 

 

Seven Years

C Brown

 

C Brown

HR Advisor

 

 

Master’s in Business Administration

 

 

1 month

 

 

Five Years

D Williams

D Williams

HR Assistant

 

 

Master’s in Business Administration

 

 

1 Month

 

 

Two Years

TBC

 

Table 1: Succession Plan

Training Required

By Whom

Benefit

Cost and Time Required

Review Period

 

HR Training

B Smith

 

 

 

 

 

Through training, the lacking areas will be developed and the possibility of issues and mistakes will be decreased.

 

Four Months and $5,000

Weekly Review

 

HR Training

C Brown

Knowledge about human resources will be gained and practice will be perfected. In addition, more effective HR skills will be developed.

 

 

Four months and $3,000

 

 

Weekly Review

 

 

Table 2: Career Development Plan

2.3 Contributing to plans for downsizing an organization

Communicating: The very first stage of downsizing is ensuring that the objectives of downsizing are effectively communicated with all the employees and all the associated people. It is quite important to note that at this stage, the HR can facilitate the process of communication and can ensure that resistance from all the employees and concerned people is eliminated or prevented.

Educating Wider Stakeholders, Employees, and Line Managers:

            The second step in the process of downsizing is the education of wider stakeholders, employees, and line managers. All of them are important because they have important roles to play in the organisation. For instance, stakeholders have to be educated that such a change is not going to adversely influence the efficiency of the firm and the firm will continue to perform effectively and successfully in the market. In this step, the HR can consult all the important and necessary stakeholders, and convey the objectives of downsizing and how it will prove to be beneficial (Aguinis, et al., 2019).

Implementation:

            Once employees are adjusted into their specific positions, they will be managed by the HR manager and the line manager. Both of them will serve to guide and help employees as they face issues and problems(Bratton & Gold, 2017). For instance, if employees are experiencing difficulty in understanding their tasks and responsibilities, line managers and HR managers can help them in understanding their roles and completing their work in an effective manner. In fact, when it comes to the implementation of strategies and plans, the HR can offer leadership to employees and other managers or ensuring that all the processes are smooth(Murphy, 2011).

2.4

Contributing to the development of job descriptions, person specifications and competency frameworks

 

Job Description

 

Department:

 

Human Resources

 

Post Title:

HR Assistant

Level/Salary Range

 

 

 

 

 

 

Experience of 3 Years – 38,000 USD

Experience of 4 Years – 50,000 USD

Experience of 5 Years – 55,000 USD

 

Experience of 6 Years – 60,000 USD

 

Posts Responsible to:

 

HR Manager and HR Director

Posts Responsible for:

 

HR Assistant

 

Job Purpose: The purpose of job is to perform all basic HR tasks and all those processes or tasks which are assigned by either HR manager or HR director. This will involve conveying instructions to the employees and any type of feedback from employees to the manager or the director. The candidate must have exceptional communication and management skills.

 

 

 

Key Accountabilities/Primary Responsibilities:

 

The primary responsibilities of the HR assistance include completing all the fundamental and basic HR tasks and processes such as interpreting HR data, conveying instructions to employees, reporting to the manager, and ensuring that communication is documented in an effective manner.

 

Person Specification (HR Assistant)

 

Criteria

 

Essential

 

Desirable

 

How to be assessed

 

Qualifications, Knowledge and Experience:

 

 

 

Master’s in Business Administration with 3 Years of Relevant Experience

 

 

Master’s in Business Administration with 3 Years of Relevant Experience

 

 

A Practical Test will be Performed for Assessing the Applicant.

 

Planning and Organising:

 

 

 

Exceptional planning and organising skills.

 

Exceptional planning and organising skills.

 

 

A Practical Test will be Performed for Assessing the Applicant.

 

Problem Solving and Initiative:

 

 

 

 

Exceptional problem-solving skills

 

Exceptional problem-solving skills

 

 

A Practical Test will be Performed for Assessing the Applicant.

 

Management and Teamwork:

 

 

 

Exceptional management and teamwork skills

 

Exceptional management and teamwork skills

 

 

A Practical Test will be Performed for Assessing the Applicant.

 

Communicating and Influencing:

 

 

 

Exceptional influencing power and communication skills

 

Exceptional influencing power and communication skills

 

 

A Practical Test will be Performed for Assessing the Applicant.

 

Other Skills and Behaviours:

 

 

 

 

Must have good behaviour and skills

 

Must have good behaviour and skills

 

 

A Practical Test will be Performed for Assessing the Applicant.

 

Behavioural Competencies (HR Assistant)

Customer Focus

The focus of the HR assistant needs to be directed at optimising customer experience.

Accountability

HR assistant must be accountable for all of his tasks and responsibilities.

Communication & Influencing

The candidate needs to possess exceptional communication skills.

Team work/

Collaboration

The candidate has to be effective in terms of achieving and promoting teamwork and collaboration.

Seeks Excellence

The HR assistant needs to seek excellence in all the processes.

Professional  Development

The candidate must aim to promote and encourage professional development.

Judgement/ Problem Solving

The candidate must have effective problem-solving skills.

 

2.5

When it comes to recruitment and selection, there are a number of laws and legislations that seem to govern the process.

Equality Act (2010)

            This act determines and explains that every single person or candidate should be treated on fair basis. In addition to it, this act identifies that an employer should not consider and practice discrimination against the applicants. On the basis of their caste, religion, or gender, discrimination should not be considered. In addition to it, it also explains that within the organisation, employees are all equal and discrimination must not be practiced. For instance, if an employee is black then he should not be discriminated.

Data Protection Act (1998)

            This act determines that when employers obtain the information about applicants, they should not utilise this information for ulterior objectives and purposes. They should only use the information for contacting them and for recruitment purposes. For instance, the phone number of an applicant should not be considered for any other purpose other than contacting the employee(Lievens & Chapman, 2010).

 2.6

Diversity and Participation Organizations have been able to outsource other positions typically played by diversity over time so that they can concentrate on strategic issues such as beating competition. Organizations work to provide their clientele with goods and services.

Organizations will start spreading to an international market in some cases. Since it is much more difficult, it is important to remember that going international is a completely different game. This is the key reason why businesses have taken up the task of integrating tactics into their conventional diversity. Changing organisational actions over the years can only be challenged by incorporating diversity initiatives, including diversified workforces, bridging gender differences, and growing employee opportunities to develop their skills and careers in general. While diversity may work in the organisation as an individual department, the strategic aspect of the setting needs to be integrated in the entire organisation.

In the role it plays in organisations, organisational diversity has progressed and made them even better because it caters to workers and their needs as well as providing measured solutions to the organization's daily problems. Strategic diversity developed from existing models of diversity that were only able to meet employee needs. Human resources, as the name implies, is all about what the workers needed in terms of the resource they provide, which is labour. However, companies are in a position to outsource resources such as hiring and training staff due to systemic shifts, which have been achieved by conventional diversity so that they can concentrate on the organization's driving strategies.

Strategic diversity in this regard has become part of the vision that every company needs to thrive and meet the objectives and goals set. Around the same time, diversity has placed in place policies to ensure that companies give maximum input to achieve the same amount of production. What this means is that workers have become more involved in the company and responsibilities have changed dramatically through strategic diversity. More workers are getting into training and finding ways in which rivalry can be defeated.

In doing so with all staff being empowered to become actively involved in multiple decision-making processes, strategic diversity is fully improved. In doing so, the ability to become inventive and pursue ideas in real-time is given to workers, which is a benefit to them and their organisations. On the other hand, on the basis of the fact that many skilled and experienced workers are needed, strategic diversity can be complex to enforce. There is a need to provide an equally trained employee task force in the introduction of strategic diversity that would be able to help the company meet its defined goals and objectives. Consequently, they overlook that a healthy workforce can dictate how progress is embraced and enforced while the company focuses on change management. The emphasis of this paper will focus on aspects of the management, roles, and development of strategic human resources over time.

It is clear that diversity has developed from conventional diversity on the basis of the evidence examined for this paper and tends to concentrate on broader positions in the company rather than only meeting employee needs. Diversity is also about making workers better and more creative in their work, as they are more interested in the organization's positions. However it takes workers to be well versed with these changes to effectively incorporate diversity and they need to be prepared to embrace change.

3.1

The requirements and effective structure established by the government to manage its main process should be followed by each company, etc. There are several quality management systems for the Schwartz Community that will allow it to develop its quality management system. The Schwartz Community should use the business model of diversity to boost its efficiency and to reduce performance problems. This business model for diversity is known as the European Foundation. For quality control and helping to gain a competitive edge for the company.

The Schwartz Group targeted for its goods the young generation and leadership class individuals. The company sells its goods at high prices to customers, which has led the company to produce a huge amount of revenue. Schwartz Group has some quality problems, but Schwartz Group has become more popular among Young Generation due to its differentiated products and strategy to target lead lass people. It seemed like the implementation of insurance plans was efficient and effective for the company to gain a competitive advantage. The Schwartz Group is developing its products and attempting to implement new technology and creative products to its leading customers.

 

Moreover, after some time, associations had the option of redistributing various jobs that were normally done by decent variety with the objective of having the option of concentrating on vital issues, such as beating rivalry, for instance. Associations work to transmit their population to goods and administrations. With the expectation of spreading to a global market, partnerships will start up now and again. It is important to realise that travelling around the world is an extraordinary game, as it is all the more challenging. It is the fundamental impetus behind the response of associations to the call to join processes in their normal assorted variety.

 

3.2 I am very sorry, but this section doesn't read correctly or properly. I cannot really follow what is being said - it is asking for various retention methods and I cannot see any methods being discussed. REFER (teacher comments)

Evolving authoritative actions over the years must be checked by implementing structures in a number of ways, including increased workforces, crossing sex holes and opening open doors for members to develop their expertise and occupations in general. It is necessary for the essential part of the environment to be incorporated in the entire association, regardless of the way that decent variety may act as an autonomous division in the association. In the role it plays in associations, authoritative various variety has grown and made them shockingly stronger because it takes the members and their desires into account as well as providing determined responses to ordinary association-influencing problems. Vital assorted variety emerged from traditional styles of decent variety that were only jogged to respond to employee requirements. HR was about what the employees need, as the name implies, as far as the asset they offer, which is job, is concerned. Be that as it may, organisations are in a position to redistribute administrations due to hierarchical shifts, for example, contracting and appointing members, which have been finished by traditional decent variety so that they may focus on the association's driving methodologies. Right now the assorted variety has become part of the vision that every company needs to be fruitful and meet the goals and goals set.

4.1

Pull Factors

The two pull factors include:

·         Collaborative organisational culture

·         Better benefit packages

Push Factors

The two push factors include:

·         Lack of collaboration

·         Lack of employee engagement

Dysfunctional turnover

            In general, dysfunctional turnover is explained as the level that seems to produce or create a divergence between costs associated with employee retention and costs associated with employee turnover.

Direct and Indirect Costs

            Direct costs include direct labour costs and loss in profits. Meanwhile, indirect costs include loss in productivity and loss in efficiency.

Each company should comply with the requirements and effective structure provided by the government to control its main operation, etc For the Schwartz Community, there are many quality management systems that will help it to develop its quality management system. The Schwartz Community should use the business model of diversity to boost its efficiency and to reduce performance problems. This business model for diversity is known as the European Foundation. For quality control and helping to gain a competitive edge for the company.

A significant feature of the company is capital. Efficiency and efficiency-equivalent organisational success is focused on how an entity uses its resources to get the final result. It is very important for the Schwartz Community to use its resources wisely and efficiently. Schwartz Community resources include; skills people employed in the organisation, property, equipment, software, a technology that is being used by the business. In addition, it is also necessary for the Schwartz Group to provide other services to partners and suppliers that will enable the Schwartz Group to conduct ongoing research and development of its products.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Adewale, O. O., Abolaji, A. J. & Kolade, O. J., 2011. Succession planning and organizational survival: Empirical study on Nigerian private tertiary institutions.. Serbian Journal of Management, pp. 231-246..

Aguinis, H. et al., 2019. A pluralist conceptualization of scholarly impact in management education: Students as stakeholders. Academy of Management Learning & Education, pp. 11-42..

Antoniu, E., 2010. Career planning process and its role in human resource development. Annals of the University of Petroşani, Economics, 10(2), pp. 13-22.

Armstrong, M. & Taylor, S., 2020. Armstrong's handbook of human resource management practice. s.l.:Kogan Page Publishers.

Armstrong, M. & Taylor, S., 2020. Armstrong's handbook of human resource management practice. s.l.:Kogan Page Publishers.

Bamberger, P. A., Biron, M. & Meshoulam, I., 2014. Human resource strategy: Formulation, implementation, and impact. s.l.:Routledge.

Bhappu, A. D., 2013. Implementing an Organization-sponsored Sharing Platform to Build Employee engagment. 17(2), pp. 1-14.

Boxall, P. & Purcell, J., 2011. Strategy and human resource management. s.l.:Macmillan International Higher Education.

Bratton, J. & Gold, J., 2017. Human resource management: theory and practice. s.l.:Palgrave.

Brdulak, H., 2013. Diversity management as a business model. 1(4), pp. 29-35.

Diversity.com, 2020. What is Diversity ?. [Online]
Available at: https://www.diversity.com/page/What-is-Diversity

Harter, J. K., 2014. Gender Diversity, Business-Unit Engagement, and Performance. 21(4), pp. 354-365.

Llopiz, G., 2011. Diversity Management Is the Key to Growth: Make It Authentic. [Online]
Available at: https://www.forbes.com/sites/glennllopis/2011/06/13/diversity-management-is-the-key-to-growth-make-it-authentic/#4e5009266f3a

Murphy, S. E., 2011. Providing a foundation for leadership development.. Early development and leadership: Building the next generation of leaders, pp. 3-37..

Robert J. Vance, 2017. Employee Engagment and Comitmment. 2(12), pp. 1-54.

Seijts, G. H., 2016. What engages employees the most or, The Ten C’s of employee engagment. 1(7), pp. 1-7.

SUE, D. W., 2018. A Model for Cultural Diversity Training. 17(1), pp. 99-105.

 

 

 Child Protection and Safeguarding - Bridgewater Community Healthcare NHS  Foundation Trust

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