Cmi 3004 & 3006

In this assignment I will look at the ways in which data is gathered and selected, I will show my understanding of how to interpret data and information, and how I communicate the results of the information analysis. For the second part of the assignment I will show my understanding of the following: * The process of recruitment and selection * The process for recruitment, and * The process for selection The Process of Human Resource Management Plan â€Å"The human resource planning process, demands the HR manager to first understand the business requirement. Only if he comprehends the nature and scope of the business, will he be able to employ those who will deliver the required performance. When it comes to engaging the manpower, the manager should have a keen eye for spotting the talent. It ensures that the workforce is competent enough to meet the targets. Additionally, the existing ‘talent pool' in the workplace should be taken into consideration, so that people with complimentary skills can be employed. The functions of the HR manager are varied; he has to assess the currently employed workforce and their shortcomings. Identifying these shortcomings goes a long way in choosing an efficient workforce. While recruiting the new employees, the HR manager must calculate the expected workload. This way the HR department can design an accurate job profile and job expectations. Once you have the decided job descriptions, looking for candidates who fit the job will be easy. Don't be fooled by their qualifications, it is only the relevant experience that matters more. A good HR manager is one who has the zeal and passion to motivate his prospective employees to perform to their potential. Human resource planning process, thus, can be considered as one of the strategic steps for building the strong foundation of an efficient workforce in an organization! † www. buzzle. com Human resources use data by processing it into information, any data on its own is raw facts that cannot be used unless it is given a meaning or a context only then it can be processed into a usable form. Qualitative Data The term qualitative data is used to describe a type of information that can be counted or expressed numerically. This type of data is often collected in experiments, manipulated and statistically analysed. Quantitative data can be represented visually in graphs, histograms, tables and charts. Qualitative Data Qualitative data is extremely varied in nature. It includes virtually any information that can be captured that is not numerical in nature. Here are some of the major categories or types: * Interview transcript * Field notes (notes taken in the field being studied) * Video * Audio recordings * Images * Documents (reports, meeting minutes, e-mails) Human resources make the decision on having 8 housing support workers based on data and information that affects their decision. Data and information relating to these factors have a major influence on the decision of how many Housing Support Workers are needed in the sheltered housing schemes. * Economical factors * Number of tenants needing support * Funding provided * Budget for salary * Required hours for support (24hr) There are 200 elderly people living in 6 sheltered housing schemes, HSW’s are required to see all of them on daily basis. The organisation provides a personalised service to the sheltered housing tenants; each scheme is monitored and assessed in relation to the tenant’s needs, health conditions, mobility, and general wellbeing. There are seven schemes in total, but overall there are four, this is because in six schemes, two schemes are combined into one. The hours that a HSW is needed on each scheme vary depending on the needs of the tenants, although all schemes have an emergency call system in which enables them to contact a housing support worker 24/7. Two of the schemes have HSW’s on site 24 hours a day, these schemes have tenants who need more support, this is due to them being more frail and dependant, also the scheme is attached to the MAAZ Community centre, which has a cafe that provides hot meals 6 days a week, this location is very convenient for our tenants. Need for change Staff numbers have declined since 2008; the team consisted of ten Housing Support Workers and two Senior Housing Support Workers. All Schemes but one had a HSW onsite 24/7. Four Housing Support Workers retired, and the two Senior Housing Support Workers were made redundant. At the time the total of the sheltered accommodation flats was 150, now the total is 200 flats, the amount of Housing support workers is eight. An assessment was done, and it concluded that two schemes do not need a HSW onsite 24 hour. The hours were reduced from 24 hours to 8 hours a day in one scheme, and reduced from 8 hours to 4 hours a day in another scheme. â€Å"According to a report written by Professor Ian Philip in 2004, National Director for Older People’s Health, older people are living longer. † www. direct. gov. uk According to the above fact, the demand for various services for older people is increasing. Sheltered Housing is a great way for an older person to remain independent in their own home and have support available if they required it. Taking that fact into consideration; LJHA has provided two schemes that have 24/7 support available on site. The decision to have the HSW’s on site 24 hours a day at those two schemes was based on many factors including the age of the tenants. The average age of tenants at those two schemes is higher than all the other schemes, therefore the tenants are more likely to be frail, have mobility difficulties, and health problems, this is why more support is allocated at those schemes. Average age in (SH ; QHL 92), (SGW 91) Average age in (BH; LPC 79), (BC ; GP 74) Recruitment and Selection Job: Housing Support Worker Job Description:The Housing Support Worker’s job is to deliver appropriate levels of support to tenants living in designated housing complexes. The post holder will be able to work on their own initiative and also as part of a competent and efficient staff team. The job requires professionalism, confidentiality, flexibility, and good humour to ensure a smooth running and safe service for tenants/residents. Range of Duties: Ensure new tenants are welcomed and given relevant information about the scheme and service available * Maintain contact with tenants in accordance with agreed support plans * Provide appropriate and necessary support to enable the tenant to sustain their tenancy * Work individually and as part of the housing support team * Be alert to individual tenant’s circumstances and condition and take appropriate action to promo te the wellbeing of the individual * Liaise with and co-ordinate other professionals/ agencies for the wellbeing of the tenant * Contribute to the maintenance of up to date records and ensure that all relevant information is noted * Respond promptly to alarm calls and emergencies and take such appropriate action as may be required * Monitor and promote security and health and safety within the scheme and tenants’ homes * Develop and facilitate tenants groupings and activities * Ensure/ support tenants to make the best use of resources * Comply with ractice/ administrative processes for Supporting People * Ensure compliance with all relevant statutory and regulatory procedures * Undertake such training courses as are thought necessary by management and work towards achieving relevant recognised and professional qualification as determined by the Housing Services Manager The Process of recruitment and selection â€Å"Recruitment is the process of identifying that the organizat ion needs to employ someone up to the point at which application forms for the post have arrived at the organization. Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. † www. thetimes100. co. uk At LJHA the recruitment process involves working through a series of stages: * Defining the role * Attracting applications * Managing the application and selection process * Interviewing process A job role is either advertised internally or externally, this decision is based on the role and the expectations of the organisation. Internal advertising provides opportunities for development and career progression within the organisation. Advertising externally allows the organisation to attract new skills, LJHA usually advertises through the Job Centre or by Word of Mouth. Candidates who are interested in applying for the role are invited to an open day, the role is explained to them in depth and they are shown around the work environment, and are encouraged to ask questions about the role. This allows the candidates to consider whether the organisation is one where they would like to work for. An application form, job description, and skills specification (Appendix 1,2,3) is given to the candidates who are interested in the vacancy, after completing the application form the manages discuss which candidates are suitable. The short listed candidates are then invited to an interview. For the role of a Housing Support Worker the selected candidates are interviewed by two managers and one tenant’s representative, they are introduced and briefed on the job description. The interview includes a scenario test (Appendix 4) in which the candidate is asked to prioritize eight tasks in order of importance. Then the candidate is asked seven questions (Appendix 5). During the interview the candidate is scored based on their knowledge and skills, I have included a copy of the skills specification scoring sheet (Appendix 6). Candidates are selected after the managers deliberation, meeting the criteria set for the role is important, this criteria includes, experience of working with older people, ability to use own initiative, ability to work as part of a team, having administrative skills, and ability to use computers. (Appendix 6) When the successful candidate is chosen, an offer of employment is then made; this offer is conditional to two satisfactory references and a full CRB (Criminal Records Bureau) check. Ethical ; Legal considerations that may impact the recruitment and selection process Every employer has the legal responsibility to ensure that no unlawful discrimination occurs in the recruitment and selection process on the grounds of sex, race, disability, age, sexual orientation, and religion or belief. Equality of opportunity is an integral part of the recruitment and selection process, and to this end employers may offer training and encouragement to any under-represented groups. The Sex Discrimination Act 1975, the Race Relations Act 1976, the Employment Equality Regulations (covering sexual orientation, religion or belief, and age)  and the Disability Discrimination Act 1995 set out the legal requirements for employers. Organisations should be aware that the rovisions of the Disability Discrimination Act 1995 not only make it unlawful to discriminate against disabled individuals without justifiable reason but also require employers to make reasonable adjustments to the workplace or working arrangements. Employers also have the responsibility of ensuring tha t the employee’s personal details are respected and properly protected, this is supported by the Data Protection Act 1998. The Data Protection Act 1998 requires employers to use data in accordance with the principles of data protection. These require that data shall be: * Fairly and lawfully processed * Processed for limited purposes * Adequate, relevant and not excessive * Accurate * Not kept longer than necessary * Processed in accordance with the data subjects rights Kept securely * Not transferred to countries outside the European Economic Area without adequate protection. Job postings â€Å"According to the BC Human Rights Code (Discrimination in employment advertisements), you must not publish job postings or advertisements that give preference to: * Race * Colour * Ancestry * Place of origin * Political belief * Religion * Marital status * Family status * Physical * Mental disability * Sex * Sexual orientation * Age† www. go2hr. ca Methods of communicating infor mation to staff, and their effectiveness In our organisation we use four methods of communicating, they are, Visual, Written, Verbal, and Non Verbal. Visual: it is common to incorporate visual communication in order to share ideas that relate to tasks in the workplace, this could include using, charts, pictures, presentations. Written: Written communication is also quite important when it comes to the workplace. This form of communication involves either writing or typing out information, facts, figures, and other types of necessary information in order to express ideas. Examples of this type of communication include reports, evaluations, emails, instant messages, physical and electronic memos, training materials, and other types of documents that are similar in nature. In the workplace, this is a flexible type of communication as it could be formal or informal – depending on the message(s) that are being expressed. Verbal: Verbal communication is a core component when it comes to the overall success of an organisation Non Verbal: means that a physical manner of communication is being used to share ideas and meanings among others. The physical activities may include the way that you move your body, the tone that is displayed when it comes to the tone of an individual's voice, and touching. In the workplace, it is not appropriate to touch another individual, but it is possible to ensure that the voice tone and the stance of the body is held appropriately so that the ideas, information, and thoughts are successfully shared with the intended audience. Verbal & Non Verbal Meetings have proven to be much more effective when trying to ascertain the facts, not only by making the member of staff feel at ease but also by watching their body language and prying all of the relevant information from them to resolve the problem efficiently† www. managers. org. uk For any communication method to be effe ctive, the following should apply: * The sender and receiver of information are properly matched * The message is communicated clearly – i. e. without misunderstanding or misinterpretation * Communication is made using an appropriate communication channel and/or method * The receiver of the communication is able to pass on any relevant and appropriate feedback (i. e. wo-way communication) There are many reasons why it is important for an organisation to achieve effective communication: * Motivates employees – helps them feel part of the organisation * Easier to control and coordinate work related activity – prevents different departments of an organisation going in opposite directions * Makes successful decision making easier – decisions are based on more complete and accurate information * Better communication with customers/clients will increase profits * Improve relationships with external agencies â€Å"The link between communication and motivation i s particularly important. Good communication is an important part of motivating employees and the main motivational theorists recognised this; Mayo emphasised importance of communication in meeting employees’ social needs, and Maslow and Herzberg stressed the importance of recognising employee’s achievements and self-esteem needs† www. cliffsnotes. com Bibliography www. buzzle. com www. direct. gov. uk www. thetimes100. co. uk www. go2hr. ca www. managers. org. uk www. cliffsnotes. com