Final Blog: Review

Review

After reviewing the aims and objectives of the module, I am comfortable and satisfied that they have all been met to the highest regard.

Throughout my first year at University, and particularly within this module, I feel that I have expanded a number of different skills, although predominantly my communication and interpersonal abilities both one on one and within a group.

The skill I feel I have developed the most due to the topics covered in the module is my ability to deal with conflict. The course widened my understanding of conflict, why it may arise, and the best ways to deal with it to ensure that a group or team can move on from the issue. Not only did the theory help me gain more of an understanding, but also by including a group assignment into the module, gave me the opportunity to use the newly developed skills if necessary.

Once I had completed all of the required blogs, I looked back over them and realised how my writing skills have also benefited due to the blogging throughout the year. I have improved on the range of references I have used, my ability to reference properly and also what information is relevant.

The second blog, improving staff performance, is a blog that I felt I struggled with when writing. I feel this is because I became confused with the different theories, including content and process. However I do not feel this is down to how the lecture was delivered or the blog activity written, but that if I had used the resources available to me effectively I would have successfully understood what was required of me within the blog.

Overall I thoroughly enjoyed the module and it’s structure, including the blogging throughout the year. I feel that it was something different and a soft way of introducing new students into referencing and structuring before the first assignment. The blogs create an opportunity for students to get to grips with the new way of writing and learning with feedback along the way to improve on any weaknesses they may have. I found this help and guidance invaluable and have used what I have learnt throughout my other modules and assignments.

I enjoy the range of assignments within the module, including the blogging throughout the year, a group task and an individual assignment, however I feel that the individual assignment could have been on a more academic topic as opposed to a reflective assignment.

I personally struggled with this assignment and I feel that is because I was unsure of the line between how personal the assignment was and how academic it was and therefore what kind of research and references needed to be used, what information was relevant and what wasn’t.  

Another suggestion for the module could incorporate a presentation; group or individual. Many other modules include a presentation of some kind, some as whole assignments and others as part of an assignment, for example 10% of the overall assignment.

In the first group assignment, you sat with each group as they presented what they had done so far, however this was not a formal presentation. Including a formal presentation, that may have to be done in front of the class, may help students to develop more interpersonal skills and could help break away from the 100% written based assignment module. 

Sourced: Google Images 'Team Work'

Blog Fourteen: Reward

Reward

I have recently been accepted at Waitrose, part of the John Lewis Partnership, and organisation with a difference, because all individuals involved within the partnership are equal partners. Something that attracted me to the partnership was the way in which they treat partners including how they reward them for their hard work, both financially and non-financially. 

Once a year, every partner receives a bonus that is made from the profit the organisation makes throughout the year. The partnership keeps this financial reward fair by ensuring that the more a partner has worked, the more they will receive in bonus. On top of the financial reward that the partnership offers that are also a number of other benefits and rewards available for all partners. An example of one of these rewards includes, that if an individual has consistently worked for the partnership for over 25 years, they will receive 6 months leave, in which they are paid in full and will still have a job to come back to.

This shows that the company value loyalty and are rewarding partners who are loyal and remain a partner for such a long period. As a long-term partner you would feel that your hard work and dedication has been acknowledged.

Many organisations provide large financial bonuses for their Chief Executives regardless of how well the organisation has performed over the previous year. There are arguments around this topic, because many people disagree with policy and feel that it is unfair that the head of the organisation should be rewarded even if they have not met targets or the company is underperforming. They believe that although it is the organisation as a whole that is underachieving, the Chief Executive should take responsibility for this. People believe that if they are receiving a reward in spite of this, they will not be motivated or driven to help improve the organisations performance next year. On the other hand, many argue that just because the organisation as a whole is underperforming, does not necessarily reflect on the Chief Executives performance and therefore argue that should not be punished by not receiving their bonus, if they have done what is required of them personally.

According to The Baltimore Sun. (2005), Critics argue that more performance measurements should be put into place to prevent these disputes as to weather the C.E ‘deserves’ the bonus or not.

References: 

The Baltimore Sun, 2005. Pay Equity [online.] available from: http://www.baltimoresun.com/business/bal-bz.ex.payequity15may15,0,7160910.story {assessed: April 2012}

Blog Thirteen: Performance Management

Performance Management

I currently work part time as a retail assistant in a small factory outlet store in Eden shopping centre. The entire work force within the store consists of just 6 employees, including the manager and team leader. Therefore it is an extremely close-knit atmosphere amongst the team. Our manager works closely with us to throughout the year, and although there are no structured or set times for appraisals, we regularly have the opportunity to sit down and discuss how well we think we have been doing and setting new targets for ourselves. We will set a short and long term target, that could vary from the amount of money we make or the number of customers we serve to a more personal target for example developing communication with customers and improving skills and techniques. Once the manager feels we have achieved our target, or if she feels we are struggling, we could discuss why we might be struggling, how she could help, or set new targets if old ones have been met. This personal, one-on-one relationship with the manager makes me as an employee feel valued and important and therefore after each meeting I feel motivated to achieve the goals I have been individually set.

According to Clutterbuck, D. and Waynne, B. (1994), a mentor is much like a coach, with many similar skills including, counselling, and facilitating. However they argue that a mentor does much more than simply help or guide a mentee to learn.

There any many different skills or characteristic that an individual is thought to need in order to be a good or effective mentor.

According to an article in The Times (2004), one of these characteristics includes age; a mentor should be older than a mentee because it is thought that they will have more experience and knowledge, therefore the ability to lead, guide or teach the mentee. This knowledge however does not have to be specific to a subject, but on how to learn or develop in a particular subject.

Although a mentor should help and guide an individual, for no beneficial reason to them, they must also have the skills to be able to observe, listen and question a mentee in order to help the individual grow. A bond should be formed between a mentor and a mentee, this could be done by sharing personal experiences; which may help the mentee or guide them further. A mentee however should only guide an individual, and not choose their path or make their decisions for them, they need to be able to let go of control and allow the mentee to do things for themselves.

Throughout my time in secondary school, there was always a mentor figure available should I felt I needed some guidance of some kind, however it was not until I began sixth form that I felt I needed some support and advice. The mentor appointed at this time was a teacher who was a relatively new member of the teaching team within the school and therefore I did not know much about them. After building trust, and spending time getting to know me as an individual I felt more relaxed and comfortable about opening up and talking about the support I needed. Once we have both discussed what we wanted from each other, from me, evidence that I am willing to try and learn and from him, the support and help I was looking for, the mentor – mentee relationship developed and strengthen.

I feel this had a very positive impact on my life, I learnt a number of different new skills that I will continue to use throughout life, many of which could not have been learnt simply through the normal curriculum and therefore I am very grateful to my mentor. Even though I now feel that I do not need the guidance I did when I met the mentor, I am still in touch with them on a friendly basis.

References:

Clutterbuck, D. and Wynne, B. (1994) Handbook of Management Development,  fourth edition, Gower.    

The Times. (2004) Find a mentor to help your firm bloom [Article supplied by M. Simpson of Buckinghamshire New University – April 2012] 

Blog Twelve: Selection

Selection 

Selection is a part of the recruitment process; there are many different methods of selection with the main aim of choosing the correct candidate for the position. Different types of organisations would use different methods that may be more relevant to certain industries or positions.

Waitrose use a number of different selection methods including, interviews, assessment centres (‘group interviews’), and work simulations to help them determine which candidate would be best for the position.

Waitrose will often use more than one of these selection methods when recruiting new partners into the company, for example for a managerial position, a formal interview would take place and during that interview or on another separate occasion, role-play or some work simulations in order to get a more in-depth understanding of the individual and how they would cope and deal with different situations. I feel that including role-play and work simulations into the selection process is an important part of getting to know the company and the potential partner because it reflects real life more than only using the standard interview method.

Waitrose are most likely to use the assessment centres, or group interviews when they are recruiting for a number of different positions, for example when they open a new store. This not only cuts the amount of time spent on the selection process because more than one candidate is being assessed at a time, but it also helps Waitrose create more of a natural atmosphere for the potential employees.

Recently I was invited to take part in a group interview for a position at a new Waitrose store. This interview was held in a conference room at a local hotel. 9 other applicants had also been invited to the group interview, making a total of 10 potential employees attending the group interview. Two members of Waitrose’s recruitment team were leading the interview. The interview consisted of some basic teamwork, to show the interviewers which candidates worked well in groups, as a team and under pressure. I feel this is a very effective method to use within an interview because it physically demonstrates potential amongst the group that would not be seen on paper or one-to-one in an interview room.

Other tasks included general getting to know each other, which included giving a brief presentation on your self to others within the group. This helped the potential employer gain more of an understanding of each potential employee and therefore I felt it was another relevant task.

Overall I feel the group interview was very effective because it reflects real-life situational working more than a one-to-one conversational interview.

The selection process in my current place of work, Muse, is flawed, because there is no specific process put into place. Any vacancies are not advertised due to the cost of advertisement and therefore the manager relies on word-of-mouth and people randomly dropping in their CV’s in hope of an available position. This means that individuals being contacted for interview may not particularly be interested in this position, but a job in general. Once interviews have been arranged the manager will carry out the interview using a prepared interview/ set of questions, including what the interests of the individual are, and any experience they may have. The information gathered from this set of questions is not particularly relevant to the job being offered and therefore does not give enough of an insight into the potential employee. Once all the interviews have taken place, the manager, the only person who has met these people, will make a decision on their own and offer the individual a job.

I feel that to improve the current selection process, a more formal advertisement of positions should be put into place to attract the correct applicants. Although I feel an interview is still the correct method of selection within the organisation, I would suggest that any interviews are held by more than one person in order to have a range of opinions and make the process fairer.

The selection process is a very important part of the recruitment process and will determine who is successful and who it not, therefore it is important that an organisation use the correct selection method for the available position and the company itself or the process may be unsuccessful. 

Blog Eleven: Recruitment

 Recruitment

Recruitment is a very long and complex process, involving advertising a vacancy, sometimes using a number of different mediums, including online recruitment agencies, internally within the company, and in local news papers. Once the position has been advertised successfully, the company must determine whom they wish to interview by eliminating candidates that do not fit what they are looking for.

In today’s society, the Internet is beginning to replace traditional methods, from weekly food shopping online, to searching for jobs. There are many different recruitment websites available for people to use online, including Monster. This market is becoming increasingly competitive and therefore it is important that the websites are appealing, easy to use and useful.

Monster has many different approaches to begin searching for a job, including browsing by industry, location or company. There is also a very visible search bar in which you can type in a key word, for example ‘accountancy’ and the website will then display all positions with the key word. You can then narrow the results down by selecting more information, for example choosing full-time would now only display any full time vacancies. This makes browsing for a job very effective and useful because there is no time wasting looking at vacancies that will not suit you.

If you are unable to find any jobs that suit you, there is an option to upload your CV, and Monster will then continue the search for you and will inform you if a position that matches what you are looking for becomes available.

These kinds of online recruitment sites are also full of advice, and tools that can help an individual secure a job.

Whilst browsing different job sites, I came across a number of different positions offers posted onto the recruitment site by the company British Gas, these positions range from financial and admin positions to hands – on positions. This campaign has made me realise that well established companies have seen the potential within these online companies and are using them to help recruit new people into their company. It also interested me due to the vast range and professionalism of the jobs being advertised, for example highly paid finance jobs being advertised on these recruitment sites.

After visiting SHL Direct, online, and taking some of their aptitude tests, including numerical, situational judgement and general personality tests I developed a clear understanding of how relevant these kinds of tests are and could potentially be in the recruitment process.

There are many different versions and types of these tests currently used within many different industries during recruitment. Some of these tests could successfully be used to determine who may be a good candidate for the position, however the tests used should be relevant to the job. For example numerical tests should only be used when recruiting for a position that will involve dealing with numbers regularly otherwise the test would be unfair and useless.

When the tests are created uniquely by the company who are using the tests, it is beneficial to the company and the potential employee; the company will have their specific questions and requirements answered, and the potential employee will gain a better understanding of the company and what they are about before the interview.

References: 

SHL Group Limited. (2011) Practice Tests [online.] Available from: http://www.shldirect.com/practice_tests.html {assessed: April 2012}

Monster (2012) Find Jobs [online.] Available from: http://www.monster.co.uk/ {assessed: April 2012}

Blog Ten: Equal Opportunity

Equal Opportunity

There are some major differences between equality and diversity, including that diversity involves acknowledging that everyone is individual and uniquely different from one another, and ensuring these differences can be used in a positive way to benefit the individual and what they do.  Equality on the other hand is predominately about ensuring that all individuals, no matter what their differences have equal opportunities. Within a workplace, it is therefore important that both equal opportunities are available for the entire workforce no matter how diverse in order to comply with current legislation.

Age legislations were introduced in 2006. Part of this legislation was created to make it unlawful to discriminate against an individual during the recruitment process or within the workplace due to their age. The aims of the regulations that have been created and enforced mainly involve helping people who are vulnerable to age discrimination and ensuring they are treated equally.

This legislation had an impact on many employers and their recruitment process, because they need to ensure that the entire process, including advertising the job creates equal opportunity to reach a diverse range of people, including the younger and older generations. It must also ensure that the opportunities they offer within the company remain equal when considering an older and/or younger work force.

There are many negative stereotypes within society surrounding the younger and older generations. Some of the stereotypes younger people may become victim to could include:

•       A lack of experience and knowledge that could benefit the company.
•       A lazy attitude towards work.
•       No career path, aim or ambition.
•       Poor diverse social skills; lack of interaction & communication with other employees.

Older people would be subject to different stereotypical views due to their age:

•       Questioned physical ability, strength and stamina.
•       Assumption of retirement plans - lack of commitment.
•       General health.
•       Questioned mental stability, for example development of mental health issues such as dementia.

All of these assumptions, grouped views and negative opinions are created due to the attitude of an employer. To avoid making assumptions and therefore creating stereotypes on any group or cluster of people, and employer should allow these people to be individuals, this could be done during interviews, group interviews, group assessments, and recruitment days. This would help individuals prove they don’t fit in with all the negative opinions.

Employers could also help to educate their employees on negative stereotyping and how to avoid it. This would benefit the company, current employees, future employees and would therefore encourage and promote a more diverse atmosphere.

ASDA, a supermarket chain linked with America’s Wal-Mart, have created different equal opportunity policies in order to ensure maximum about of fairness amongst current and potential employees. An example of this is the policy implemented in 2006 to stop asking applicants their date of birth on the application form. This would prevent the HR or recruitment team discriminating against individuals due to their age.

Overall, I feel it is important for all organisations, no matter how big or small, to ensure that they create and provide both a diverse and an equal environment within the workplace. This must be done effectively and legally following legislation and regulations but in turn should benefit both employees, and customers and therefore will have a positive impact on the organisation.

Bibliography

Careers [Online] Available from: www.asda.jobs {assessed: April 2012}

Blog Nine: Flexible Working

Flexible Working

Many people are eligible to apply for flexible working, these include parents with children, and individuals caring for someone who a disability or illness. Many organisations offer different kinds of flexible working not only to people who are eligible or apply, but also to benefit both the organisation and the employees. This could include compressed hours where employees agree to work a set number of hours in fewer days, or working half or full time at home or flexi-time depending solely on the individual and when they choose to or are available to work.

I have carried out some research into companies that demonstrate flexible working for there employees. 

Muse, a small costume jewellery retailer implements the staggered hours form of flexible working within the company. This involves staff starting and finishing at different times to ensure the store has sufficient staff during busier periods and when other employees are on their lunch breaks but also ensuring there are not too many staff scheduled to work at the same time. Like many retailers, they also adopt the temporal flexible approach during busier periods, in which they increase the hours worked but continue to use the staggered hours method.

According to Working Mums (2012) John Lewis and their partnership with Waitrose are obviously distinct from other similar retailers, and this is demonstrated by a scheme in place to benefit working mothers; they have identified that their needs, and availability will change throughout their career and therefore enable the mother to drive their own career, including choosing their working hours and opportunities.

British Airways have a ‘Diversity Strategy’ which involves offering flexible working for certain people working within admin to work in a way that is more beneficial to them, for example a parent or disabled person working from home. This flexibility encourages more people to apply to work for their company and therefore helping to achieve their Diversity Strategy of having a more diverse workforce.

There are many different forms of flexibility used by a number of different organisations. Each form has different benefits and advantages for the employer and employee and therefore the form of flexibility that the organisation adopts will depend on their product, service or the running of the company.

Numerical flexibility

This form of flexibility involves adapting and changing the number of employees within the company to meet specific needs. An example would be retailers temporarily employing more people during periods in which they expect higher customer demand or busier periods, for example Christmas. This type of temporary employment can be beneficial to both employers and employees; the employer recruits the number of staff required to meet demand with the flexibility and opportunity to get rid of these extra staff and costs after the demand. The employee applying for this kind of work may only be available for a short period of time, or may just need some more experience or money. Therefore both the employers and employees demands are met, although the pressure on the line manager to train, and recruit a number of new people just for a short amount of time can be very time consuming and stressful. A potential negative impact of this kind of temporary contact could be that employees do not work their hardest because they will not be affected by how well the company does.

House of Fraser is an organisation that implements this form of flexibility within their organisation, they also offer the potential for temporary staff to be taken on permanently after the temporary contract ends; this opportunity will motivate employees to work hard and get involved within the companies.

Functional flexibility

Organisations would use this form of flexible working within the company in order to improve efficiency, costs and make the most of employees they already have rather than employing more. The idea of this form of flexibility involves employees or staff being capable or trained to carry out more than one specific task or ‘function’ within the work place, and therefore being ‘function’ flexible within the work place. Allowing staff to take on the responsibility of more than one function within the organisation will motivate them within the work place; this will also relieve the pressure from the employer to hire more people to carry out skills others are capable off. This will reduce cost for the company and will ensure the line manager is focused on their work and not employing new people.

Many supermarkets and retailers may ensure their staff are capable of using the till operating systems, replenishing stock on the shop floor, attending to customers, and other more experienced employees are also trusted and trained to open and close the store. This means that during quieter periods the company can roster less people at one time, safe in the knowledge all the required tasks will still capability be completed.

Financial flexibility

Individuals who are flexible working, whether it is working from home, zero hour contracts, part-time or 9 day fortnights should expect pay and benefits that relates to their input into the company. Therefore someone who is working full time should receive the different benefits and pay to someone who is flexi-working. This does not mean that pay and rewards should be determined individually for each employee, but should be set per group of employees based on their type of working. This may however change further depending on the job role the individual is carrying out or their position.

Organisations who use this form of flexible working, will reduce costs from pay and other employment costs when demand is not necessary, for example having employees on zero hour contracts, prevents high costs because they will not be working until demand is high and they are needed, and therefore when the company can afford the extra costs. The employee is then working when needed and therefore busy and not carrying out non-specific tasks during quieter periods. This will prevent the employer becoming de-motivated and unfocused within the workplace.

Locational flexibility

The Car Phone Warehouse have adopted this kind of flexible working within their organisation in order to reduce the need for more employees and managers within the company and across multiple stores.

This form of flexibility involves an employee being based in one area but having the skills, flexibility and ability to carry out the same job in a different location if required. This could involve an employee working from home instead of the office on occasions, however it can also involve working at a base branch, but also working at others when needed. For example if a member of staff becomes ill, or takes holiday in one branch or store, an employee from a different store would be required to work in the branch that needs more staff. The need could depend on a number of different things including, absent staff, events in the area, higher demand and new stores/ branches opening. Any organisations that do this are safe in the knowledge that the work being carried out in the different location is being done by someone familiar with the company and more than capable of doing the work.

If the second location was home working, the company and employee may also be cutting costs of travel and other related costs. However the line manager may not be able to supervise the work that is being carried out in the secondary location and therefore the standard of work may slip when the individual is not at their normal given work place.

Temporal flexibility

Varying the number of hours worked by an individual based on a related factor, for example increasing the number of hours worked during increased demand for labour, such as sale periods within retail, or school holidays in the amusement industry.  An employee may have set hours stated in their contract, however this flexibility will ensure that they are available to work more than their regular hours when the organisation requires them to.  This helps the organisation keep the costs down during periods when it is not necessary for extra labour and also ensures that the individuals working to meet the extra demand and internal within the company and not externally recruited; this further reduces costs and ensures the skills required for the task are already there. The only pressure on the line manager is to ensure extra hours during busy periods are covered by the correct internal employees.

References:

Working Mums. (2012). John Lewis [online]. Available from: http://www.workingmums.co.uk/top-employers/2613546/john-lewis.thtml {Accessed March 2012}