Employment cycle

Employment cycle

1. 1. Establishment phase

   • HR planning
     • Process undetaken by managers to ensure supply of motivated and competent people are available
     • Number of employees, their qualifications, skills, experience, knowledge, when are where will they be needed
   • Recruitment
     • Attracting qualified job applicants, where information is given by organisation and received by applicant
     • Internal (in org)
       • A-career progression, motivator, org knows applicant D-no new ideas, poor work habits, negative morale if unsuccesful
     • External (outside org)
       • A-larger pool, new insights, may not need training D-time-consuming, induction, cost of recruitment
     • Sources - advertisements, schools, uni, internet
   • Selection
     • Choosing candidate who best matches org requirements
     • Process-receipt of applicant, initial screening, interview, testing, background check, advising
       • Plan for interview, open, main parts, close interview, evaluate
         • Panel, group, one-on,one
         • ice breakers
         • legal requirements
         • open/closed questions
         • location and time
   • Employment arrangements
     • Full-time - contract, salary/wage, leave entitilements
     • Permanent - pay and entitlements on pro rata basis
     • Casual - hourly basis, no benefits
     • Fixed-term - for project, to replace employees absent
   • Remuneration
     • Wage - hourly basis, overtime, penatly
     • Salary - annual
   • Job design
     • Details number, kind and variety of tasks
   • Job analysis
     • Determining exact nature of job and what it entails
     • Description
       • Duties and tasks
     • Specification
       • Key qualifications, education, skills and experience

2. 2. Maintenance phase

   • Induction
     • Introduce new employees to org
     • Reduces stress, build confidence, communicate corporate culture
   • Training
     • Providing knowledge/skills to do a job
     • On job - coaching, apprenticeship Off job - lecture, simulation
     • Benefits
       • Employee - opportunity for promotion, challenge, satisfaction, adaptability
       • Employer - higher productivity, goals met, reduce staff turnover
   • Development
     • Prepare employees for longer term oppotunities
     • Job rotation, mentoring, training
   • Recognition
     • Acknowledging the fact an employee has performed well
   • Reward
     • Intrinsic - job itself (recognition, feedback)
     • Extrinsic - outside job
     • Weaknesses - not percieved at fair may result in staff turnover, some staff not recognised, encouraging unfriendly competition
   • Performance management
     • System used to improve organisational, functional and individual performance through linking objectives of each
     • Performance appraisal
       • 1. Identify and establish objectives 2. Evaluate performance 3. Review and provide feedback
       • Methods
         • Management by objectives
         • Essay method (absolute standards)
         • Comparison method (standards)
         • Critical incidents

3. 3. Termination phase

   • Voluntary
     • Retirement - employee decides to give up work
     • Resignation - employee decides to leave org
     • Redundancy - org wishes to reduce sizes so employees are informed and given opportunity to leave
   • Involuntary
     • Redundancy - employee is asked to leave against will, but not at fault
     • Retrenchment - dismisses employee cause there is not enough work to justify paying them
     • Dismissal - behaviour is unnacceptable, so the are terminated
       • Summary - most serious, no notice
       • On notice - not performing satisfactory, notice
       • Unfair - employer has been dismissed due to discrimination
   • Outplacement services - assist to gain new work and help cope Transition services - for retiring who need asiistance