Unit 3 Human Resource Management Woodhill Assignment Brief

Unit 3 Human Resource Management Woodhill Assignment Brief

Purpose of this assignment

The purpose of this assignment is for students to show understanding and ability to apply the principles of effective Human Resource Management.

The assignment is split into three parts:

Part 1: Recruitment and selection

Part 2: Employee performance, development and reward

Part 3: Employment relationship

PART 1 –Recruitment and selection

Case problem - Woodhill College

Over the past year, Woodhill College have expanded and at same time experiencing high staff turnover. There are currently several teaching vacancies which needed to be filled and the college have hired a new Human Resources (HR) manager. The college relied on a single recruitment method and advertise all teaching positions on the website jobs.ac.uk. Woodhill College is a rapidly developing college but there is no clear HR strategy for managing current and future workforce needs.
The existing recruitment and selection (R&S) process is as follows; candidates submit a CV with a cover letter and the HR manager determines who should be given an interview. The candidates are invited to interview which is made of a two member panel from the academic department.
Some of their questions asked are,

  • Why did you apply for this job? 
  • What do you know about this college?
  • Which subjects do you enjoy teaching a) the most and b) the least?
  • How would you deal with disruptive students in the classroom?
  • What contributions would you make to this college+?
  • What is your plan for the next five years?

Applicants are then asked to do a 10 minute presentation on any subject of their interest.
After the interview the candidate is graded A, B or C (where A is the highest mark and C is the lowest) based on the candidate’s ability to meet the selection criteria. The panel would then convene to discuss the A-rated application forms and agree on a list of candidates who would be invited to attend an induction day. Training is not offered to panel members to help them to select the best candidates.

Task 1 – Knowledge (LO1)

  • Explain the purpose of workforce planning and the role of the HR manager with regards workforce planning and resourcing for Woodhill College?
  • Explain the strengths and weaknesses of different approaches to recruitment and selection

To achieve Merit criteria (M1 and M2) you will have to;

  •  Assess how the functions of the HRM can provide talent and skills appropriate to fulfil the business objectives
  •  Evaluate the strengths and weaknesses of the different approaches to recruitment and selection.

To achieve Distinction criterion (D1) you will have to;

  • Critically evaluate the strengths and weaknesses of different approaches to recruitment and selection, supported by specific examples.

Task 2 – Application (LO 4)

Carry out an investigation into a job role of your choice in the education sector.  Find out what skills and qualifications would be needed for this job role. 

  1. Write a job advertisement for the role
  2. Identify suitable platforms to place the advertisement
  3. Prepare a job specification and person specification for the role 

To achieve Merit criteria (M5) you will;
      d.Provide a rationale for the application of specific HRM practices in the context of the above case problem

PART 2 - Employee performance, development and reward

Case study: TESCO

Efficient and effective training and development of employees is an essential element for Tesco’s continuing growth in an increasingly commercial world. Tesco requires employees who are committed and flexible in order to aid its expansion of the business. The expansion of Tesco relies on retaining existing customers and acquiring new ones. All customers need to be confident and happy in Tesco. This relies on committed and flexible employees delivering the highest standards of service to meet Tesco’s objectives. Tesco’s structured approach to training and developing its existing and new employees provides a strong foundation for its continuing growth.

Task 3 (LO2)

      With a bit more research write a 1000-1500 word report that:

  1. Explain the difference between training and development.
  2. Explain how have changes in customer expectations affected Tesco and its need to train staff?  
  3. List the methods of training carried out by Tesco.
  4. Describe how training needs are identified.
  5. Evaluate the benefits for Tesco and the employees in providing a structured training programme.
  6. Indicate the extent to which you think the training has achieved a Return on Investment
  7. Suggest the types of approaches to flexibility that can be adopted by Tesco to aid its expansion of the business.

To achieve Merit criterion (M3)

 You will explore the different methods used by TESCO in developing its employees and considering the strengths and weaknesses of such a programme.

To achieve Distinction criterion (D2)

 You will critically evaluate HRM practices (training, development, flexibility and reward) within TESCO, using a range of specific examples.

PART 3 - Employment relationship

Case study - ITV

The company’s approach to employee relations is based on engaging with its employees. It does this by a combination of methods: collective bargaining, consultation with elected employee representatives and direct engagement with individuals. Engagement is regarded as being critical to the success of thecompany, which is developing a balanced scorecard containing different measures of engagement.
ITV uses a wide range of direct communication methods to engage with individuals. ITV’s intranet, known as the Watercooler, provides a daily online update on news affecting ITV and there’s a weekly Watercooler for employees who are not online. Other methods of communication include the 60-Second Update – produced monthly by central communications and setting out what’s going on in the business – individual development reviews, briefing meetings, workshops and using individual relationships with line managers.
The effectiveness of the process is monitored through employee opinion surveys.
The company also engages in collective consultations through elected representatives because unions represent only 15 per cent of employees and the employer wants feedback from the whole workforce. ITV needs to consult employees frequently because of the scale of change within the organisation. It has 15 communication/consultation groups centred on different businesses/locations.
ITV uses collective bargaining as a means of securing employee agreement on new working practices. It believes that collective relationships deliver significant change management benefits to the company and help to reassure employees that their interests are being respected. However, they rarely deliver engagement, which is built on the role of line managers, HR policies and effective employee communications.
The distinction between negotiation and consultation can be quite subtle. In practice, the company uses a similar approach in dealing with recognised unions (collective bargaining) and elected employee representatives (consultation): management sets out its proposals, it takes account of the response and it decides what action to take.

Task 4 (LO3)

Using the case study and with a bit more research;

Provide an analyses on the importance for ITV to maintain good employee relations and how it

  1. influences their HR decisions as a result.
  2. Identify and briefly explain the key elements in the employment legislation and how it influences ITV’s HR decisions. Please try to provide examples.
  3. To achieve Merit criterion (M4)

  4. You will have to evaluate the key aspects of employee relations management and employment legislation that affect HRM decision-making in ITV.
  5. To achieve Distinction criterion (D3)

  6. You will have to critically evaluate employee relations and the application of HRM practices in ITV that inform and influence decision-making in the organisation.