People Management Assignment
1. Introduction- People Management Assignment
People management is described as a combination of activities that span the end-to-end procedures of talent management, talent utilization, and talent retention, while also providing ongoing support to the business and advice to the organization’s personnel (Hoffman and Tadelis, 2021). Thus, the canopy of people management, a critical subset of human resource management, encompasses all facets of how people work, act, participate, and progress in their jobs.
This report in its subsequent sections will elaborately discuss four key aspects of HR and then decide what course of action must be incorporated by Sarah for acquiring success and eradicating its current issues.
2. Recruitment and selection
Numerous rules control various aspects of how one should operate and act as an employer in the United Kingdom. UK employment laws protect employers by defining contract terms such as holiday entitlement and formal notice periods. Contracts protect employers by providing clarity and a point of reference for both parties (Pepple and Zhang, 2021). However, UK employment laws protect employees from unfair hiring practices, workplace harassment, and unfair pay.
The Equality Act 2010 outlaws discrimination towards candidates (and employees) based on nine protected characteristics, including race, gender, and disability. When a new employee joins the team, they are also covered by the “Health & Safety at Work Act 1974”. These ensure that all employees have a safe workplace. Several of the most significant employment rules are-
- “Employment Relations Act 1999”
- “Employment Rights Act 1996”
- “Maternity and Parental Leave etc. Regulations 1999”
- “National Minimum Wage Act 1998”
- “Part-Time Workers Regulations 2000”
- “Transfer of Undertakings (Protection of Employment) Regulations 2006”
- Recognizing the Need
Employers must constantly assess workers’ situations. They must anticipate future needs.
- Describing the Job
The basic stage in hiring and recruitment is job analysis. Job analysis informs management on the job’s complexity, context, tasks, and required activities and behaviors. A job description is created based on the job analysis.
- Creating Pool
Employee promotion and strategic planning should be the first information source about applicants. Every time a vacancy or requirement to fill a position arises, the HR strategic goal should include and compel reviewing the succession plan. This method not only reduces recruitment expenses but also identifies and recognizes people already developed for future responsibilities, as well as other potential employees who may have been omitted in the succession plan.
- Candidate Evaluation
Evaluating candidates well can increase the business’ success and market value. An interviewer should be well-trained, motivated, and of high calibre to examine the candidate pool. Aside from analysing candidates, this process is about marketing the position and the company to highly qualified prospects and gaining organizational consensus on the candidate’s fit. The importance of this step necessitates thorough behavioural event interviews, detailed reference checks and the involvement of key stakeholders such as relevant managers and HR personnel.
- Making Deal
Candidates deserve to feel safe in their new surroundings, and management’s commitment to their interests may be the deciding factor. An introduction and chat with the line manager will help the candidate understand the organisation and the job function. Including all of the above will assist close the deal, benefiting both the applicants and the organisation.
Systematically integrating new employees reduces turnover by increasing job satisfaction and commitment. Successful companies look to orient new hires to both their respective areas and the rest of the corporation. Many top firms use detailed orientation programmes with specified goals and regular progress reports as part of their integration efforts. In addition to the foregoing initiatives, assigning high achievers as mentors can improve a recruit’s development and happiness.
The majority of recruiters and hiring managers adhere to this paradigm, particularly for positions with a large pool of candidates to choose from (Bolívar et al., 2021). It carries less risk for the recruiting manager and enables them to solicit feedback from a variety of recruitment professionals.
3. Training, development and talent management
Employment And Training Act 1973 is an act to establish public authorities responsible for arranging for employment and training for employment and to provide for the authorities’ functions (Rodgers, 2019). Employers are bound to train employees and safeguard the development of their employees while meticulously honing the aspect management of talent.
The power of job descriptions
A basic yet vital strategy that defines that represents the firm and the organization’s success is a clear job description. It states up front what is expected from candidates. It includes:
- Job title
- Needed Skills
- Workplace ties
- Pay and perks
- Fitting to culture
Choosing individuals who fit the company’s culture is important. To judge it, there are several strategies, such as:
- Voice tone
- Becoming a trainer
Employee mentoring and training is critical to keeping employees happy and engaged. It is important to recognize staff and provide constructive comments. Building a culture of trust with the staff is critical to accomplishing progress. Training is all about maximizing employee potential.
- Cultivate a sincere career
Cultivating a genuine career path might be difficult, but employees tend to feel more engaged when they believe their potential is unlimited (Bonaccio et al., 2020).
Talent management is a full-time job, especially in large firms with global personnel. Managing them all can be difficult, and it is needed to have methods in place to keep the finest and recruit similar applicants.
Talent Management Model
Talent management encompasses the following functions: talent acquisition (and hiring), development and learning, organizational vision and values, performance management, career paths, and succession planning. While there are numerous talent management approaches, the fundamental parts of talent management may be classified into five categories: planning, attracting, developing, retaining, and transitioning.
4. Performance and reward
An organization’s reward system includes all monetary, non-monetary, and emotional payments made to workers in exchange for their work (Carolyne, Robert and Ayub, 2020). Extrinsic benefits include financial compensation and favorable working conditions. A sense of personal fulfilment and social contribution are intrinsic pleasures. This helps boost employee performance. In the UK, employees are frequently rewarded and incentivized depending on their performance. UK Employment law underpins this.
- Setting meaningful objectives and achieving them is extremely motivating and elicits feelings of fulfilment and engagement. Discussing employees’ professional interests with them and collaborating to develop difficult goals that correspond with those interests would help in achieving elevated performance.
- Regular feedback is a significant driver of performance since it enables employees to make progress towards their goals and priorities.
- Developing a relationship with employees and giving them rewards for their performance also assist in comprehending their objectives and providing ideas for how to assist them.
- Flexibility could be a sign of appreciation for a job well done which can foster employee performance and success (Sepahvand and Feli, 2019).
- Employees must comprehend how their actions affect corporate outcomes. Employee awards are a fantastic way to show this. Offering a diverse range of rewards helps motivate staff to perform harder and smarter. Depending on workplace culture, employees’ needs for a rewards program may be significantly differ from another organization.
Victor Vroom proposed Expectancy Theory in 1964’s “Work and Motivation”. Unlike other motivational theories, it focuses on the linked thinking processes that can encourage people. Expectancy Theory tries to describe how an employee thinks about a task and how that connects to their drive to do it. The employee might wonder how this activity helps them attain their own goals, and their level of motivation is linked to their aspirations. The employee may anticipate more in return for putting in greater effort to achieve the desired output and performance levels.
5. Employee relations and engagement
The Employment Relations Act 2004 governs the activities related to employee relations and engagement (Pienaar et al., 2021). It governs employees’ right to be accompanied in disciplinary proceedings.
- A transparent list of the core values that the organisation represents, is imperative as it aids every employee understands them.
- Employees should feel valued. Encouraging staff to collaborate results in people tending to communicate more, share ideas, and feel more comfortable.
- Encouraging team communication aids in the function of the organisation since effective communication is the key to success which also fabricate employee relationships and engage them.
- Strong employee interactions often lead to improved performance. Employees desire a culture where they feel at ease with each other, get along well, and work together toward a similar goal (Johnston and Taylor, 2018). Employees that are happy and fulfilled at work have healthy relationships with their co-workers. They enjoy working and contributing to their employer’s vision, mission, and goals.
The employee engagement model of David Zinger is pyramidal. Beginning with employee needs, such as well-being and purposeful work, then building up to results is emphasized. Each “building block” of the pyramid represents a step towards fostering workplace engagement.
Bottom row: the necessities
The Zinger pyramid’s base focuses on the basics that each human needs to conduct successful work. It emphasizes the need of improving well-being, harness strengths and revitalizes energies. improve health, boost energy etc.
Second row: uniting the company
The second row of the pyramid connects people to the wider organization. Relationships, acknowledgement, and mastery are the main actions here.
Good teamwork is important to success, leaders must foster opportunities for people to connect at work. People that make friends at work are twice as likely to be engaged. Creating a culture where colleagues and leadership find opportunities to acknowledge and reward coworkers for a work well done is urgent. Star employees must be cognitively and emotionally present to be engaged, this makes it possible to improve connections, solicit information, and comprehend difficulties utilizing daily interactions (Hussainy, 2020). Creating meaningful, beneficial touchpoints throughout the workday keeps employees engaged.
3rd row: Boosting performance
The third row of the pyramid translates individual and collective engagement into results. The goal is to maximize performance and track progress. Employees become enraged when they believe management is impeding their progress. Keep employees interested by giving them a goal and a reason for it. Creating a mechanism for tracking and discussing progress to keep staff motivated while focusing on advancement fosters skill development and a sense of purpose.
Top of the pyramid: Results
Engagement strategies should result in engaged employees who contribute to increased profitability and productivity. To accomplish these outcomes, clear establishment of the strategic engagement objectives before embarking on this path, tracking progress using hard measures and Internal communication platforms can help measure KPIs.
From the above discussion, it is evident that there is a range of dimensions related to each of the four aspects of HR practices. From each of the aspects, several valuable data was gathered which if implemented in Sarah’s Job Filler LLP can bring about positive changes in the organization which can result in eradication of the issues encountered by Sarah and accelerate its pace towards success.
For- Recruitment and selection:
Sarah must take into account the important rules and regulations of UK employment law and according to that train its employees. They also need to recognize the need of employees so that they can tune with them for accomplishing success and the employee retention gets to be high. Also, evaluating while recruiting can help them enormously to skip the situations where they would be facing issues with her employees (Donitsa-Schmidt and Ramot, 2020). As Sarah employs more women than men, she frequently has at least one employee who is pregnant or has been pregnant in the recent year. The use of contingency search can also help her to deal with the issues since it will provide backup plans.
For- Training, development and talent management:
Sarah must employ and train her employees in such a way that they adhere to company culture. Methodical recruitment can aid the organization to achieve such employees who can serve as the last resort of the organization. Plus, being a trainer would help Sarah immensely to recognize her assets of the company plus the ones who need to brush up their skills for accelerated performance (Bolander et al., 2020). Employees too will feel contended to work being integrated which work also aid them to place a premium on their performance. Along with that talent management model can help the organization in weaving meticulous detail for success.
For- Performance and reward:
Sarah requires to acknowledge every little step taken towards the achievement of the success of the company. Rewarding accordingly will boost the enthusiasm of her workers to perform even better, Comprehending is only possible through detailed discussion and feedback (Chang and Shih, 2019). These will together help augment the performance of the workforce and thus assuring success. “Basic Expectancy Theory Model” can be utilized by Sarah for better grasping the graph of success.
For-Employee relations and engagement:
Sarah should set a transparent list of core values so that employees can comprehend them and understand what role they need to perform to synchronize with the company (Wong, 2020). Building strong communication among them can also benefit Sarah by weaving a strong customer engagement which in turn would result in improved productivity of the company. Zinger model can further be utilized to be crystal clear of the aspects related to their function.
In a nutshell, it can be said that the four aspects of HR practices; selection and recruitment, training, developing, and managing talent, performance and remuneration and relationships with employees and engagement are the most important ones that fabricate the success of any company.
Sarah though was facing loss but utilizing the recommendation derived from the techniques, policies, approaches related to each of the aspects could serve Sarah to meet with its anticipated success and while eradicating all of its issues.
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