Unit 47: Employability Skills - Essay Prowess

Unit 47: Employability Skills

  

Introduction

            Hiring and training of employees requires effective human management skills. In this report, we present the techniques and tools required to develop a competent human resource team that can propel an organisation to greater heights of achievement. The report focuses on the human resource operations of Timbacourt, a clothing retailer of high-end fashion clothes for men and women. The first task of the report explains the strategies used to recruit, select and train new staff members in the HR department of the company. Thereafter, the second task presents the tools and methods that can be used in the selection of new members of staff. 

Task 1:  LO1, LO2, LO3 plus M1, M2, D2 and D3

LO 1.1 A Set of Own Responsibilities and Performance Objectives

            A SWOT analysis is recommendable for the employees of the Timbacourt Company to develop and evaluate their performance objectives. The SWOT analysis can be used to define the responsibilities given to the employees so that they have a reference framework to develop their careers. A SWOT analysis encourages an individual to identify personal and professional learning has made them better in the society and general life experiences. By identifying and optimizing their strength, employees can better their performance. Identification of personal strength gives an individual a chance to evaluate their own set of responsibilities against the responsibilities given by their employers. It also encourages the individual to identify their weaknesses and eliminate these weaknesses through further learning and by adapting to the requirement of the employer (Kruckeberg, 2011).

Opportunities could also encourage an individual to further their personal and professional learning so that they can take advantage of the opportunities. The opportunities could be promotions that are awarded as a result of exceptional performance or financial rewards such as salary increments. Finally, threats can make an employee work harder in their personal and professional development since they might face challenges if they fail to do so. Therefore, the Human Resource department of the Timbacourt should ensure that all employees know the repercussions of poor performance (Kruckeberg, 2011).

LO 1.2 Evaluating Own Effectiveness against Defined Objectives

            Timbacourt requires highly skilled individuals who are willing to embrace its organisational philosophies. New members of its staff have a long way to go in terms of learning organisational goals and objectives in order to align them with personal goals and personal life. Timbacourt has an organisational culture that every employee should be sensitised to learn and adopt. An employee realizes these cultures when they work in the same in the company and gradually synthesise it. The company should ensure that its staffs are competent in their responsibilities by defining the culture and making it comprehendible to the employees. As much as an employee may be learned, experience is required to acquire competency at the workplace. Therefore, employees can only evaluate their effectiveness if the company’s management is effective in defining its objectives to the employees (Mondy, Noe and Gowan, 2005).

LO 1.3 Recommendations for Improvement

            The management of Timbacourt should encourage continuous improvement by its employees. It should ensure that its employees are conversant with the direction of the company in the fashion industry. Since the fashion industry is ever-growing and dynamic in nature, the management of the company should encourage its employees to track the developments in the industry and learn them comprehensively. The staff of Timbacourt should be encouraged to utilize the internet to improve their skills in the fashion industry by observing what the competitors are doing.  Apart from learning opportunities offered by the company, there are other opportunities that the management should recommend to the employees. These include seminars, conferences, and social networking sites (Mondy, Noe and Gowan, 2005).

Conferences and seminars are mostly optional opportunities that can be utilized by individuals in their quest for knowledge. They are mostly organized by professionals in a particular field such as the fashion industry or other fields related to the operations of Timbacourt. They offer expert knowledge in a highly organised manner. Seminars and conferences also increase an individual’s knowledge due to the professional methods used to conduct their procedures.

LO 1.4 How Motivational Techniques can be used to Improve Quality of Performance

            Motivation improves the performance of employees. Timbacourt management should therefore devise motivation techniques to improve the performance of its staffs. Motivation gives employees the power and drive to work harder at their workplaces. Motivation is brought about by incentives such as promotion, gifts and payment increment. It is also brought about by achievement and improved performance. Incentives theory suggests that employees are motivated to work harder by incentives from their employers. For instance, Timbacourt management board should promise promotion to high-performing employees as an incentive to its employees. This will make employees to work harder for promotion and other rewards. However, it could create competition among employees resulting into rivalry. Therefore, it should be implemented effectively (Heinrichs, 2013).

            The management of Timbacourt can use incentives to increase the determination of their employees to perform better. Motivation gives the employees a reason to work harder and also a sense of personal responsibility. It could also increase the incentives by promising gifts for employees who reach certain performances such as the design of fashions that promote the image and brands of the company. On the other hand, motivation should not be based on rewards and incentives only, good relationships with staffs can motivate them to improve their performance. (Heinrichs, 2013).

LO 2.1 Solutions to Work Based Problems

            One major solution to work-based problems is effective communication. Effective communication not only reduces collisions and conflicts at workplaces, but also keeps employees wary of the consequences of their actions. Effective communication reduces conflicts and disagreements hence enabling quick disagreements resolution. Moreover, it reduces blame games among employees since all employees become aware of the future operations of the company through effective communication (Gilmore and Williams, 2009).

            Another solution to work-based problems is good leadership. Transformative leadership solve major problems faced by employees at their workplaces by guiding them in compromising and challenging situations. The success of Timbacourt in reducing work-based problems can be enhanced by its management by instilling leadership responsibilities in the minds of all its employees. Leaders in the company should involve their employees in the companies’ activities. For example, the Human Resource Department of the company should welcome good ideas from its employees. This way, employees can devise solutions to the problems they face at their work places and at the same time improve the performance of the company. On the other hand, the management should give its employees the opportunity to act in a ‘leadership capacity’ in their daily activities in order to nurture them into leaders (Gilmore and Williams, 2009).

LO 2.2 Communicating in a Variety of Styles and Appropriate Manner at Various Levels

            In order to acquire the best staff, the recruitment process should follow effective recruitment procedures. The following section outlines the jobs descriptions and specifications of a marketing director, in the management role, and a fashion designer, in an employee role of the Timbacourt Company (Gilmore and Williams, 2009).

Sales and Marketing Director

Duties and Responsibilities

  • To direct, manage and control the marketing standards of the company.
  • To work closely with the Timbacourt HR manager in the development of a competent marketing staff.
  • To identify market opportunities for Timbacourt and communicate them to the management.
  • To define the future marketing strategies that will keep the company competitive in the industry.
  • To manage marketing staff recruitment, training, and monitoring with a close relationship with the HR manager.
  • To promote a culture of continuous improvement in the marketing sector of the company.

Personal Specification

  • A Bachelor’s Degree and a Diploma in Sales and Marketing.
  • Over five years of documented sales and marketing experience.
  • Fluent in British English.
  • Positive attitude towards Timbacourt and a fast thinker.
  • Must have the ability to persuade and influence the Timbacourt sales and marketing team.
  • Ability to work on independently.
  • Skills and ability to develop and deliver sales and marketing presentations to the Timbacourt management board.
  • Excellent sales and marketing analytical and decision-making skills.
  • Must work with no problems both individually and as part of a team.
  • A valid National ID / Passport.

Fashion Designer

Duties and Responsibilities

  • To create fashion designs with exceptional creativity 
  • To promote a sense of originality in fashion design by demonstrating it through created works.
  • To identify fashion designs for Timbacourt and communicate them to the management.
  • To work with other designers in improving their designs through skills gained from other companies.
  • To promote Timbacourt’s brands by designing excellent products. 
  • To assist other employees in implementing different fashion designs.

Personal Specification

  • A Bachelor’s Degree in Fashion Design or related field.
  • Over three years of documented fashion design experience.
  • Fluent in British English.
  • Positive attitude towards Timbacourt and a fast thinker.
  • Must have the ability to influence other fashion designers.
  • Ability to work independently.
  • Skills and ability to develop and fashion designs presentations to the Timbacourt fashion designers.
  • Must work with no problems both individually and as part of a team.
  • A valid National ID / Passport.

LO 2.3 Effective Time-management Strategies

            Effective time management is mostly influenced by an individual’s character. However, the management of the Timbacourt can ensure that its employees manage time effectively by creating and developing a time-management culture within its organisational culture. The culture should be against shirking and laziness behaviours among employees. These behaviours deter effective time management. Knowing what is required of an individual makes them manage their time very well. For complex activities, one needs to create good schedules to guide them through these activities. Time management is also influenced by laxity and complacency in duty. An individual may not meet deadlines or planned schedules if they exercise laxity and complacency while performing tasks (Trought, 2012).   

LO 3.1 Roles People play in a Team and how they can Work Together to Achieve Shared Goals

            Teams are formed when employees are assigned specific roles to perform as a team. For example, Timbacourt can have teams created by departments. The teams are formed due to the interest in particular matters which can occur naturally because of friendship or due to the work that must be completed as a team. Teams in companies tend to become more influential with time since the employees understand each other as time passes by. The influence can be positive or negative for the company depending on the management’s influence on the employees (Gregory, 2013).

    Teams in organisations can be classified as formal or informal. Informal teams are formed out of friendship or by employees with similar interests. Such interests can be constructive or destructive. For instance, if employees are brought together by a good idea that they want to present to the company, the informal team can be said to be constructive (Gregory, 2013). However, if the employees are brought together by their dislike for the company activities or management it can be destructive if its actions are not meant to disrupt the company. Formal teams are created by the management such as the fashion design department of the Timbacourt Company. These are more organized and structured and their members tend to handle matters professionally (Gregory, 2013).

A team leader has different roles to play in a team while it solves problems and makes decisions. The team leader must first define his or her style of leading the team. The style should be communicated to the team to create a philosophy of the leader and the team. The style may be autocratic or one that involves the team in full participation. A team leader should delegate some leadership duties to some individuals while solving some problems or making decisions. The leader should have some team members facilitate the process of solving particular problems. This could be due to the expertise of the team member in the specific area of the problem being solved (Kemp, 2008).

LO 3.2 Team Dynamics

    The formation of teams goes through five stages which include forming, storming, norming, performing, and adjourning. Forming stage of teem dynamics involves finding the acceptable behaviours of the members. For example Storming involves agreements and disagreements by members. An example is the when teachers of City College try to device new teaching strategies. The groups are very productive in the performing stage where they are settled. The adjourning stage comes when the group has accomplished and finished its designated tasks (Levi, 2001). Belbin team roles enable employees of these companies to understand one another and recognize the importance of these roles to work together as a team. Failure to follow these structures can lead to misunderstanding hence poor performance (Goldsmith, 2010).

LO 3.3 Alternative Ways to Complete Tasks and Achieve Team Goals

Technology is a major way of enhancing the performance of teams to complete their tasks. Technology improves the performance of a company directly or indirectly. For example, employees of the Timbacourt Company can form teams that use technology to promote their products online. The emergence of social media can help Timbacourt teams reach out to their friends and form a formidable network that can attract fashion ideas and at the same time promote the company’s products online. Therefore, the company can market its services and products easily by use of IT. Through technology and teamwork, clients can perform transactions online reducing travelling costs. Moreover, mobile applications can be used by the company to personalize and customize its services (Levi, 2014).

The success of a team to complete its tasks is heavily dependent on the team leader. A team leader should have the ability to realize the existence of issues that must be addressed in the team. The leader should then create awareness among the team members regarding the necessity of solving problems within the team or those that may affect the team directly or indirectly. Levi (2014) explains the two main issues of team assignment. The first issue involves determining the nature of the task at hand and how the team will complete the task. The other issue is the way the team can manage problems and hindrances that occur in the process of performing the task (Levi, 2014).

Task 2:  LO4 plus M3, D1 and D3

LO 4.1 Tools and Methods for Developing Solutions to Problems

            One of the major concerns of every recruitment process is the ethical concerns of the potential new members of staff and the ethics involved in the recruitment process. For instance, the recruitment process should be conducted with integrity and should be free from unethical practices such as corruption, nepotism, and discrimination. It should also respect privacy of the potential recruits. Moreover, there should no conflicting ideas among all stakeholders of the Timbacourt Company. Use of these strategies in the recruitment process reduces unbiased presentations (Michel and Hart, 2002). 

            There several methods that can be used by Timbacourt to recruit new members of staff. The process can be initiated by advertising the positions that require new staff. Advertisements can be placed in media or through other channels that can reach potential employees. The method is important since it does not show any signs of biasness. Another method of initiating the recruitment process is by offering internships to potential employees of the company in the future. The company can nurture and guide these interns until they mature into the stature of employees. After the initial stages of the recruitment process, the company can use different methods of inviting the prospective employees into the company. This could be done through invitation letters, or an invitation for interviews. Direct recruitment can be used in case company has full evidence of the appropriateness of the potential employee. For instance, in the case of interns who have proved themselves, they can be directly recruited by the company (Gravells, 2010). 

LO 4.2 Appropriate Strategy for Resolving Recruitment Problems

            Timbacourt should ensure that the selection of potential employees includes only the appropriate people. Invitations for interviews should only include people who have passed all the requirements stipulated in the advertised position. The interview process should only get the best among the chosen few have all the requirements needed for the position. Therefore, a through scrutiny of the potential employees is required so that the company is not confused by people with ill intensions being hired into the company (Gravells, 2010). 

            The company should consider the validity and reliability of the methods used to select potential employees. For this reason, the recruitment process should involve all the stakeholders concerned with the position being advertised. For instance, Timbacourt should have reliable methods of verifying the validity of important documents such as medical records and education qualification documents (Gravells, 2010). 

LO 4.3 Evaluating the Potential Impact on the Business of Implementing the Selection Strategy

            The selection process should consider the type of employees Timbacourt needs especially their suitability if the company’s operations are to evolve. For example, the company has ventured into online business in the recent past. For this reason, it should seek for employees with an upper hand in integrating technology into their business operations. Online business is likely to extend the business operations of the company beyond the local high street retail business. Online business is complicated but it can be highly profitable if conduced effectively. Therefore, Timbacourt should recruit employees who have the flexibility of operating both online and the high street retail business (Gilmore and Williams, 2009).

Conclusion   

Timbacourt can make higher profits if it recruits competent employees with the flexibility of performing different functions in the fashion industry. The employees need training and motivation to adopt and practice organisational culture and philosophies. Employees can be nurtured right from their student lives through internships and absorbed into the company seamlessly. Most importantly, the selection and recruitment of new employees requires integrity among other ethical issues.

Work Cited

Gilmore, S. and Williams, S. (2009). Human resource management. Oxford: Oxford University Press.

Gravells, A. (2010). Delivering Employability Skills in the Lifelong Learning Sector. Exeter: Learning Matters Ltd.

Goldsmith, M. (2010). The AMA handbook of leadership. New York: American Management Association.

Gregory, H. (2013). Teamwork. North Mankato, Minn.: Capstone Press.

Heinrichs, K. (2013). Handbook of moral motivation theories, models, applications. Rotterdam: SensePublishers.

Hind, D. and Moss, S. (2005). Employability skills. Sunderland: Business Education Publishers.

Kruckeberg, K. (2011). Leadership and personal development a toolbox for the 21st century professional. Charlotte, N.C.: Information Age Pub..

Levi, D. (2014). Group dynamics for teams. Thousand Oaks, Calif.: Sage Publications.

Michel, E. and Hart, D. (2002). Involving young people in the recruitment of staff, volunteers and mentors. London: National Children’s Bureau.

Mondy, R., Noe, R. and Gowan, M. (2005). Human resource management. Upper Saddle River, N.J.: Pearson Prentice Hall.

Trought, F. (2012). Brilliant employability skills. Harlow, England: Pearson.