working with and leading people, lecture 1

Course:BTECHNCBusiness/Similar/New

Managers

Module:WorkingwithandLeadingPeople

Lecture1– Introduction

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Preparedby:RahatKazmi

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Welcome Back!!!My expectations from you

• Be a role model by mastering the six P’s (Be prompt, prepared, polite, positive participant, productive and problem solver)

• All phones on silent• Food and beverages are not allowed in the

classroom.• Absences (Ask team members or a classmate first for

assignments and slides)• Bring notebook, textbook and appropriate writing

tools to the class.• Know due dates, and submit all coursework on time.• All assignments are posted on the LSST Connect

UC-09/2014

3Follow him on Twitter: twitter.com/srahatkazmi Join Facebook Fan’s page : facebook.com/TrainingConsultantVisit the website: www.softskillsexperts.com

Howtosucceedinthissubject

• Keep up-to-date with daily business news

• Read quality newspaper• Learn about Harvard

referencing• Access useful websites

(CIPD, ACAS)• Attend all your classes


SubjectOverview

• LO1Beabletouserecruitment,selectionandretentionprocedures

• LO2Understandthestylesandimpactofleadership

• LO3Beabletoworkeffectivelyinateam

• LO4Beabletoassesstheworkanddevelopmentneedsofindividuals

LinktoAssignment

Task1

Task2

Task3

Task4

Woking with and Leading People


LessonobjectivesBytheendoftoday’ssession,learnerswillbeableto:

Ø IdentifytheimportanceofrecruitmentØ ExplaintheprocessofrecruitmentandselectionØ Explainthedifferencebetweenrecruitmentand

selectionØ CompleteTask1.1&1.3oftheirassignment


RecruitmentFactsandFigures

AccordingtotheCIPD(2004)

• Averageofcostofreplacinganemployee:£4800

• Averagecostofreplacingamanager/professional:£7000


Recruitment

• ‘Recruitment is the process of having the right person, in theright place, at the right time’. (Chartered Institute of Personneland Development-CIPD )

• ‘Recruitment is the process of generating a pool of capablepeople to apply for employment to an organisation'. (Rees andFrench, 2010)

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RecruitmentQuestions to ask before starting the recruitment process

• Shouldthejobcontinueinitspresentform?• Isitneededatall?• Cantheworkberedistributed?• Doesthisjobaddvalueorassisttheorganisationtoachieveitsobjectives?• Howquicklydoesthevacancyneedtobefilled?• Whataretheskills,qualifications,and/orexperienceneeded?

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RecruitmentProcessTherecruitmentprocessinvolvesworkingthroughaseriesofstages:

• definingtherole.• attractingapplications.• managingtheapplicationandselectionprocess.• makingtheappointment.


Definingtherole

Defining the role includes the following:

• Job analysis

• Job description

• Personspecification.

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http://www.youtube.com/watch?v=r-VcHu-wZxE


Jobanalysis-(P.183-BPP)Before recruiting for a new or existing position, it isimportant to invest time in gathering informationabout the nature of the job.

This means thinking not only about the content (suchas the tasks) making up the job, but also the job’spurpose, the outputs required by the job holder andhow it fits into the organisation’s structure.

This analysis should form the basis of a job descriptionand person specification/job profile.


Jobdescription–Task1.1

• The job analysis leads to writing a job description. Thisexplains the job to the candidates, and helps therecruitment process by providing a clear guide to allinvolved about the requirements of the job.

• It can also be used to communicate expectations aboutperformance to employees and managers to help ensureeffective performance in the job.


JobDescription(TemplateonP.188BPP)• Jobdescriptionisadocumentwhichexplainswhatajobinvolves.Itusuallyincludes:

• JobTitle• Placeofwork• Mainduties• Reportsto• Responsiblefor


Personspecification/jobprofile(Task1.1)(TemplateP.192-BPP)A person specification or job profile states the essential and desirable criteria forselection. It includes skills, qualifications, experience, and personal qualitiesneeded for the job.

} Essential– musthave} Desirable– nicetohave

Seven point-plan approach to person specification (Bpp: p.191)

} Physical attributes} Attainment} General Intelligence} Special aptitudes} Interests} Disposition} Background circumstances


AttractingapplicationsInternalvsexternalmethodsofrecruitment

• Before any decision is made to recruit new staff, theexperience and qualifications of current staff need to beconsidered.

• Internal recruitment takes place within the organization.Internal recruitment is when the business looks to fill thevacancy from within its existingworkforce.

• External recruitment is when the business looks to fill thevacancy from any suitable applicant outside the business


AttractingapplicationsExternalMethods InternalMethods

LocalnewspaperNationalnewspaperProfessionaljournalJobCentreRecruitmentagencyWebsiteShopwindow

NoticeboardCompanynewsletterIntranetE-mail


Advantagesofinternalrecruitment• Quicker to recruit.• People already familiar with the business and how it operates.• Provides opportunities for promotion within the business –can be motivating .• Business already knows the strengths and weaknesses ofcandidates.• Saves on cost of recruitment and selection.• Reduces costs of inductionand training.• Selection is based on actual performance assessment of thecurrent staff.


Disadvantagesofinternalrecruitment

} Limits the number of potential applicants.} No new ideas can be introduced from outside.} May cause resentment amongst candidates who were notappointed.

} May create another vacancy which needs to be filled.


Advantagesofexternalrecruitment

} Outside people bring in new ideas and skills.} Larger pool of workers from which to find the bestcandidate.

} People have a wider range of experience.} Encourages competition.} Gives the organisation exposure in employmentmarket.} Brings in applicants with current knowledge andqualifications.


Disadvantagesofexternalrecruitment

• Longerprocess.• Moreexpensiveprocessduetoadvertisingandinterviewsrequired.

• Selectionprocessmaynotbeeffectiveenoughtorevealthebestcandidate.


Managingtheapplicationandselectionprocess

Applications are likely to be received in twoformats;• CV• Application forms.


Activity2Identify the similarities and differencesbetween a CV and an application forms?


CV• A curriculum vitae (CV) ‘provides an overview of aperson's experience and other qualifications.

• In the United Kingdom, a CV is short (usually amaximum of 2 sides of A4 paper), and thereforecontains only a summary of the job seeker'semployment history, qualifications, and somepersonal information.


ComponentsofagoodCV• Style– thelayout,formattingandheadingsyouuse.

• Content– Allgoodstuffaboutyou.

• Pointsofagreement– Pointouthowandwhyyoumeettheemployer’srequirements.


ImportanceofCV• CV will give a chance to evaluate yourself.

• CVs aremostly used to screen candidates for interview.

• CVs are the first introducer to the interviewer and explainsyour background.


OrderofcontentsinCV• Nameandaddress• ContactDetails• CareerObjectives• EducationalQualification• Awards(ifyouhaveany)• Skillsandpersonalattributes• Experience/employmenthistory• Voluntarywork(ifyouhavedoneany)• Extracurricularactivities,interestsandhobbies• References


DO’s• Bebrief- atwopageCVisideal.

• PrepareCVsforindividualcompanies.

• CustomizeyourCVforyourjobtarget.

• Usepositivewords– itwillcreatestrongimpacte.g.

• motivated,monitored,created,analyzed,coordinatedetc.


DONT’S} Avoid folding your CV.} Do not include irrelevant information –

previous salary, unrecognized awards, prizesand publications etc.

} Say what you did, not what you think.} Personal information – marital status,

religion, health, native place etc.} Avoid unusual font size, stylish letters,

graphics, underlining and unusual spacingetc.

} Avoid repeating information.} Avoid personal pronouns (I, my, me).} Do not outsource, do it yourself.


Selectingcandidates} ‘Selection is the process by which managers and others usespecific instruments to choose from a pool of applicants aperson or persons more likely to succeed in the job(s)’.(Leading, Managing and Developing People, 3rd edition, byGary Rees)

} Selecting candidates involves two main processes: shortlisting and assessing applicants to decide who should beoffered a job.

} Selection decisions should be made after using a range oftools appropriate to the time and resources available. Careshould be taken to use techniques which are relevant to thejob and the business objectives of the organisation. All toolsused should be constantly reviewed to ensure their fairnessand reliability.


ShortlistingandinvitingcandidatestointerviewOnce replies to your advertisement are received:

• match applications against your job description and personspecification.• eliminate applicants who do not have the basic requirementsfor the job.• draw up a shortlist of candidates to interview.• invite the most suitable candidates to interview by letter,telephoneor email.• consider notifying candidates who you will not be inviting forinterview.


Activity3

•Whatarethecriteriayouwillbelookingforwhenshortlistingcandidates?


InvitingcandidatestointerviewWheninvitingcandidatestointerview,thefollowingshouldbeconfirmed:

• whenandwheretheinterviewwillbe.• whatdocumentsthecandidateshouldbring.• whothecandidateshouldaskforonarrival.• thenamesandjobtitlesofthepeopleconductingtheinterview(ifpossible).• iftherewillbeatestorapresentation.• Youshouldalsoaskcandidatestotellyouiftheyhaveanyspecialneedsthatyouwillneedtocaterfor.


InterviewsInterviewsareveryoftenusedintheselectionprocess.Forthecandidate,theinterviewisanopportunityto:• ask questions about the job and the organisation.• decide if theywould like to take the job.

For the organisation, the interview is an opportunity to:• describe the job and the responsibilities the job holder wouldneed to take on inmore detail.• assess candidates’ ability to perform in the role.• discuss with the candidate details such as start dates, trainingprovisions, and terms and conditions such as employeebenefits.• give a positive impression to the candidate of the company as a‘good employer’ (who they would like to work for should theybe offered the position).


Interviews• An interview is ‘a spoken examination of an applicant for ajob or college place’. (Pocket Oxford English Dictionary,Tenth Edition)

• A poorly conducted interview may not help an organisationhire the best candidates. Therefore, the interviewers needto put extra care while interviewingcandidates.


Video:Interview:

• http://www.youtube.com/watch?v=d6uzZqkcsa8


Typesofinterviews� Unstructured: few (if any) pre-planned questions;commonly used; poor validity.

� Semi-structured: some pre-planned questions, butwith lots of flexibility to pursue lots of follow-upquestions; moderate validity, and questions areasked as they arise in the conversation.

� Structured: all questions are pre-planned; everyapplicant gets the same questions; some limitedfollow-up questions allowed; answers evaluated bynumeric rating scales; good validity (this type ofinterview is a key to good hires).


VideoonInterview(funny!)

• http://www.youtube.com/watch?v=5KV2rxpQ_Js


Assessmentcentres• ‘A method for assessing aptitude and performance;applied to a group of participants by trained assessorsusing various aptitude diagnostic processes in order toobtain information about applicants' abilities ordevelopment potential.’ (Lewis Rowe, Tina; APreparation Guide for the Assessment centre Method)

• As you can see, this does not refer to a location, but to aprocess that is being increasingly used by organisationsto assess staff, either as part of the recruitment processor for internal development and promotion. The‘Aptitude Diagnostic processes’ referred to in thedefinition above are the exercises and tests that you willundertake during your assessment centre.


Appointment• Successfulcandidatesareofferedthejob• Contractissigned• Induction-thenextstep

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Pre-employmentchecksBefore making an offer of employment, employers haveresponsibility for checking that applicants have the rightto work in the UK and are appropriate for the work.

• Working with children and vulnerable adults (CRBDisclosures): Organisations need to ensure particularstrictness and vigilance when recruiting people to workwith children and vulnerable adults. ‘Children’ aredefined as those under 18; ‘vulnerable adults’ includethe elderly, people with disabilities, people in custodyand those receiving domiciliary care.• Eligibility to work in the UK• The role of references


Activity4• Inthisstage,thestudentswillparticipateinanactivityregardingtheeligibilityofworkintheUK.

•Whatchecksdoweneedtoundertakeasfaraseligibilitytowork

intheUKisconcerned?


Differencebetweenrecruitmentandselection

Basis Recruitment Selection

Meaning Itisanactivityofestablishingcontactbetweenemployersandapplicants.

Itisaprocessofpickingupmorecompetentandsuitableemployees.

Objective ItencourageslargenumberofCandidatesforajob.

Itattemptsatrejectingunsuitablecandidates.

Process Itisasimpleprocess. Itisacomplicatedprocess.


DifferencebetweenrecruitmentandselectionBasis Recruitment Selection

Hurdles Thecandidatesdonothavetocrossovermanyhurdles.

Manyhurdleshavetobecrossed.

Approach Itisapositiveapproach. Itisanegativeapproach.

Sequence Itprecedesselection. Itfollowsrecruitment.

Timeconsumption

Lesstimeisrequired. Moretimeisrequired.


RecruitmentandTechnologyDiscuss


References• BPPlearningmedia(2013)Management:LeadingPeopleandProfessionaldevelopment.3rd Ed.London:BPPLearningMedia.

• Rees,G.andFrench,R.(2010)Leading,ManagingandDevelopingPeople,3rdEd.London:CharteredInstituteofPersonnel&Development.

• Riley,J.(2012)RevisionPresentation-recruitmentandselection[online].Availableat:http://www.tutor2u.net/blog/index.php/business-studies/comments/revision-presentation-recruitment-selection(Accessed15/09/2014).

• WWW.cipd.co.uk


Questions????

51
