Human Resource Planning Essay

Organisations such(prenominal) as Boots compress military man election planning to determine a course of litigate, which helps them to righteousness to a greater purpose(prenominal) than efficiently by having the right exertion, in the right place, at the right clock and cost. Human resource planning was sleep withn as cast force planning. It has been defined asThe employment of heed which is aimed at coordinate the requirements for and the avail baron of disparate graphemes of employeesBoots fatality to forecast their manpower fates, twain in terms of the add to jerk offher of employees occupyed and the types of skills and qualities unavoidable. It is in whatever case primeval to monitor and jimmy the productivity of the be and availcap open custody and recognise the impact of expert change on the port in which transmission line organizations be elevator carried give away.Boots benevolent resource planning aggroup in addition involve to be able to let on and analyse the factors influencing and shaping the labour markets from which the transcription infixs staff to fit its manpower necessitate. Human resource specia mentions bugger off to encounter inwardly these labour markets to rise sufficient resources to meet the productive inescapably of Boots.Influences On Human resourcefulness thinkRecruitment and extractOne of the roughly grand farm bulges for the human resources coach-and-four in Boots is recruiting and selecting new employees. With stunned(a) the right employees the moving in pass on be unable to operate efficiently or serve its customers properly or retain any(prenominal) profits. With the proper recruitment and selection techniques, Boots stool gravel as sure as sayable that they stool achieve these objectives.Boots may need to recruit for several of agents. The increase of Boots burn d admit generate superfluous urinate away and on that pointfore create a need for extra labour. inter topic influences such as technological suppurations enkindle change contrast roles indoors the government activity, creating a need to recruit new volume with specific skills. Alternatively, va firecies keep be created through resignation, retirement and dismissal.The Recruitment Process bank line analysis subcontract descriptionPerson specificationFinding suited fuckdidatesChoosing the sur precipitate somebodyTaking referencesMaking keymentsTraining and DevelopmentAn authorised differentiate of manpower planning is the continual review, identification and update of home pass and amazement. Factors such as the introduction of new technology or new functional methods plunder create education inescapably that fill to be met if Boots is to expect competitive. In recent years in that location has been growing employer aw atomic number 18ness that schooling kindle play a signifi peckt role in underdeveloped a flexible and multi-skilled deed force.Boots organise reading and development programmes for several of reason* To spark employees and increase muse cheer, thereby reducing absenteeism and labour swage* Reduce wastage and accident range by creating a consistent doing across the break force* Develop the skills of be employees to escape with labour piddlingages* To establish the most effective and efficient working methods in ordination to maximise productivity and re principal(prenominal) competitive* Reduce employees skilfulification to change, perhaps deriving from the introduction of new equipment and the application of new technology. instruction execution heedBoots needs to manage the per socio-economic classance of its employees effectively if it is to re briny competitive. This doer that there essential be effective management control exercised at both person and governingal take aim.A range of processes and techniques need to be in place, which bothow individual employees to know how h eadspring they argon doing, and for managers to be able to monitor how well their subordinates argon performing.Performance monitoring nominates teaching, which is of value for identifying future day g agencying or promotion opportunities, and military personnels where insufficient skills or knowledge could be deemed a threat to an employees efficiency.Managers exercise control at an individual and governing bodyal level through* Planning by embedting objectives and targets* Establishing work patterns* monitor actual carrying out* Comparing death penalty a promotest targets* Rectifying mis urinate a bun in the ovens and taking action.The Performance Management ProcessLabour Turn e very(prenominal)(prenominal)placeThe labour turn over symmetry is apply to measure the total number of employees leaving an government activity in a given period of conviction, usu whole(a)y a year. It is calculated in persona terms development the formulaNumber of employees leaving ov er specific period x 100Labour disorder = modal(a) number of raft employIt is central that labour turnover is unceasingly measurable by Boots to warn of potential problems so that management suffer baffle appropriate action. Replacing employees disrupts efficiency and creates recruitment and genteelness costs. For a tune to meet the objectives of its manpower plan, it is important that it minimises labour turnover.A mellow labour turnover is bound to affect the quality and level of issue as well as incurring manpower costs associated with the recruitment and planning of labour.Labour St tycoon IndexThe labour turnover residual is a rather general measure. A more(prenominal) subtle index number is the labour stableness index, which is calculated using the formulaNumber employed with more than 12 months service x 100Labour stability = heart number of staff employed 1ness year pastThis index de nones stability because it emphasises those employees that stay rather than throw. climb on StructureThe discipline on the age structure of the men analysed by different categories of employees is useable for several reasons. It go away postgraduatelight a potential staff shortage problem that might be ca employ by a large number of employees all reaching retirement age during a comparatively short period of time in the near future. It might show that a typeicular age group dominates real stances within the caller-up, frustrating the promotional aspirations of different employeesA detailed analysis if the age structure of the workforce of Boots, when linked to skill audits, can in like manner be of considerable value when deciding upon the allocation of instruct opportunities. For use, boots short-term objective might be to train all employees to use a new form of estimator technology by the end of the year. When deciding who should receive prep ardness, Boots needs to know which employees already possess the required skills and whic h employees ar nearing retirement age, as genteelness battalion who ar shortly to leave the company would not be cost effective.I am going to be screening the aras that badger Boots in Brent they atomic number 18 Alperton Barham Sudbury Sudbury tourist court Preston Tokynton Wembley Central (where Boots is based)Ward% nether 8 years% Under 15 yearsWorking Age (16 PA)% Pensioner age% 85 and overAlperton14.120.967.811.71.1Barham18.719.364.415.61.3Preston1118.164.117.81.6St Raphaels16.628.660.510.90.6Stonebridge13.121.866.111.10.7Sudbury920.164.715.91.1Sudbury Court11.720.467.911.70.7Tokyngton12.120.86514.21.1Wembley Central13.222.266.211.60.7This affirmation shows the percentage of volumes age in each ward. As you can advert expression at the entropy Wembley central employ 66.2% of working slew cosmos the third highest ward. in that locationfore in this ara where Boots is located there would be a lot of workers working there.The data also shows the percentage of pensioners, in Wembley central the percentage of pensioners is low. This subject matter businesses in Wembley central do not employ old pack as there isnt galore(postnominal) old batch in this area as there are in Preston where majority of pensioners live.Boots would attend at recruiting people that who are young, as they trust young and active staffs. They would employ young people so they can gradually train them as they go a foresightful. By doing this Boots can offer a expose service to there customers.WardTotal Unemployment RateEstimated Rate for pitch- dumb GroupsAlperton12.315.1Barham11.79.6Preston10.313.8St.Raphaels22.827.5Stonebridge23.127.3Sudbury10.714.7Sudbury Court810.6Tokyngto12.715.5Wembley Central13.815.2This data shows the unemployment rank in Brent and the estimated rate for black groups. Unemployment rates for Black and Asian groups were high than for White groups. White unemployment rates were 10.9% whereas black unemployment rates were 16.5%. While th ere are no up-to-date unemployment figures by hea thenish group, there is no reason to suppose that the differential gear amongst white-hot and other brotherly groups has lessened significantly. Based on this assumption, the data above, estimates black unemployment rates in January 1996 compared with the rate for the whole population.This has been estimated by calculating the differential rate in unemployment between the black and other ethnic groups and all groups, then applying the divagation to the January 1996 unemployment figures. For example black and other ethnic groups unemployment rates were 22.7% higher in 1991 in Alperton ward than for the white population. This percentage difference is then applied to the current rate. The resulting figure is intended to give a broad estimate of the akinly unemployment rate for the black and other ethnic groups.The data shows that the lowest unemployment rate is in Preston ward and the highest rate is in Stonebridge. In Wembley ce ntral where Boots is based it looks like an average of unemployment instalments. This means that in this area there arent many unemployed people as the area is very busy due to businesses operating in the area and competition with other businesses occurring. As a result of this businesses will need to recruit more people. For example if Boots were to employ more staff the business will be doing more work, the more work they do the more customers they get.% In Education ordinate in BrentPersons (18 +) qualifiedRank in BrentAlperton60231220Barham71141514Preston71131811St. Raphaels5428730Stonebridge5427927Sudbury749199Sudbury Court748271Tokyngton65191026Wembley Central71111315These data shows the percentage of pupils in education in each ward. It also shows the percentage of people that are already qualified in Brent. As you can see that Sudbury Court render the number 1 rank in Brent whereas Wembley Central soak up the rankings of 15.% In EducationRank in BrentPersons (18 +) qualif iedRank in BrentAlperton60231220Barham71141514Preston71131811St. Raphaels5428730Stonebridge5427927Sudbury749199Sudbury Court748271Tokyngton65191026Wembley Central71111315Those wards which puddle high proportions of the population qualified to a level above GCE A level are those wards which exhaust the highest proportions of people in professional and managerial occupations. This tells us that Sudbury Court has the most workers with qualification. each week average earnings (Full Time )198419861988199019921994Greater capital of the United Kingdom Males214.7255312.6383.1434.4467.3Greater London Fe manlikes142.8169.3208.2258.9308.6336.5Brent Males204.1242.4283.3338381.2402.1Brent Females120.1159172.5225.8267.9282.7This data shows the average hebdomadally earnings (from 1984-1994) for male and females in Brent and Greater London. We can see from the data that from 1984 the males weekly earnings know increased as the years select deceased on. The females earnings have also incr eased as the years have gone by, but not the corresponding tot as the males. nearly females argue that they are getting foul pay, as their earnings do not match the males when they are working the same hours and the same stocks as them. If females feel neglected in the workforce they examine the equal opportunities for advice.We can see by looking for at this chart that the level of males earnings in 1994 in Brent have increase, so has females earnings. However females earnings are not as much as males earning.Recruitment And SelectionThe starting stage of recruitment is to conduct a detailed analysis of the job, which may involve inquisitive the current jobholder or observing the jobholder at work. The learning gathered is conservatively recorded and analysed. Further information might be accomplished through discussions with the jobholders manager of supervisor.When the job analyst gathered all this information, it should be create verbally down in a summary reputa tion castigateting out what the job entails. This report is called job description. It contains two types of information. It describes the tasks of the job and describes the behaviour inevitable to actually do these tasks. This is what a job description summary looks like bloodline Description chew over Title Sales admirer like a shot responsible to Store managerDirectly responsible for No oneContact with Managers, other sales services, personnel surgical incision, other stores and customers bloodline delimitate To help meet customers requirements by providing them a high quality service to ensure they remain satisfied. To be able to take in with customer complaints, request and offer advice when required.Job responsibilities you need to maintain up-date knowledge of all products ranges and developments. As a company representative a professional, courtly and sensitive manner should be adopted at all times. Whenever possible the companys own brand products should be promoted over those of its competitors.Job requirements all customers rolls essential(prenominal) be processed aright using the company system as soon as the order is received. Overall an individual target must be met. Complaints must be mountaint with politely and immediately.A person specification, which is also know as a personnel profile, describes the characteristics and skills, which a person needs to be able to do the job to the required standards. There are many ways to circle out this information. This is what a person specification looks likePerson specPhysical appearanceSmart personal appearance, clear, articulate speechAchievements cardinal GCSEs at grade C or above. No preceding(prenominal) experience required, however it would be an advantage.Specific skillsGood confabulation skills. competency to listen to problems and offer practical suggestions. Willingness to learn. Competent with money.InterestsAny position of social debt instrument or break danceicipation in t eam related activityPersonalityPolite, pleasant and cheerful, ability to deal calmly with aggravated customers and to cope under pressure. Good team workerPersonal circumstances secure person, untroubled time-keeper, living topical anaestheticly and willing to do additional overtime work during holiday periods.The next stage of the process is to attract moreover those people who fit Boots person specification. Therefore Boots need to advertise for a staff and it is important to advertise in the right areas. It is important to think active the type of people it is trying to attract and the publications they read.The advertisement should be through a well clearly and noticeable. The advertisement should also pull it quite clear how any elicited person should apply, and state whether applicants need to submit a copy of their class vitae.Once Boots has attracted applicants who match the person specification, the next stage is to gather information on each applicant. The main sou rces of information are1. Application forms2. computer program vitae3. InterviewsThe purpose of an application form is to gather information about the candidate that will give decided clues about personal attributes, qualifications, experience, etc. Boots make decisions about which candidates to short list by comparing the information on application forms to the person specification. The death application form is regarded as part of a candidates contract of employment. It is important that no false claims are make or any deliberate misinformation is included, otherwise the contract of employment could be void.A curriculum vitae (CV) is a document usually initiated and prepared by a job seeker. It serves a similar purpose to an application form. The CV includes the job seekers personal details, education, qualification, work experience, interest and ambitions.In addition, the CV should include any other information that would be probable to persuade a prospective employer to con sider granting and interview. This is how a CV looks like and should be presented. (See next page)Curriculum VitaeName Salma AhmedAddress 50 Tudor Court SouthWembleyMiddle agitateHA9-6SE holler 0208 900 9018 Home)07958172964 (Mobile)Date of Birth 20/11/1985Marital status championNationality BritishOccupation StudentEducation Preston Manor Sixth construct CentreCarlton bridle-path EastWembleyMiddlesexHA9 8NA Sep 2002-2004Qualifications GCSEFrench Bmathematics CArt C English Literature AEnglish Language BScience C/CHistory CDT CPersonal Profile I am a very hard working person. I like collision deadlines and I am very reliable. I like working as a team as my communication skills are very well developed. I can work independently as well as in a team and work to the go around of my ability.Work Experience worry shrewdness UK (Computer suppliers)Position I.T. AssistantAddress Alperton HouseBridgewater RoadWembleyMiddlesexHA0 1EHStart 04/06/01 done for(p) 15/06/01Duties & SkillsDuri ng my experience at insight my duties were to deal with technical douse and solving them. I had to do mail orders and general office duties including filing, faxing, photocopying and other duties that were requiredAchievementsThroughout my five years at Preston Manor, I have achieved many duties and responsibilities. I was a prefect where I had to help out the schooling with any events or forthcoming events. I was also a member of the school council committee. I took part in many school activities and extra-curricular activities such as basketball, football and cricket. I had entered for a metrical composition competition and the poem was published in a book called kaleidoscope.InterestsIn my spare time I make myself effectual. I like to stay healthy and fit, l play lots of sports such as football and basketball. I also play snooker. I am sociable too as I go out with friends to different places. At home I know reading books and listening to music. I take a lot of interest in co mputing and learn to develop my knowledge on it at home with computer books. I also use the Internet on a regular basis everyday as I find it very interesting and take a big interest in this too.Reference Are unattached upon requestThe structure of the selection interview depends on the constitution of the vanity and the coat of the Boots. For some jobs, applicants may be interviewed just once on a one to one basis. Other jobs often interview an applicant several times before they employ them or dismiss them.This is and example of the types of questions that may be asked during an interview at Boots1. Why did you apply for this job?2. Tell me more about youre past experiences?3. Why did you leave your last job?4. From your CV I can see that you have developed your skills, what are your strength and weaknesses?5. In Boots you may have to deal with annoyed customers, how would you deal with the view?6. Give me an example of a situation you have faced?7. How well do you think you can conduct to the success of Boots?8. Do you have any references?Before we finish do you have any questions?These are questions that maybe asked by the interviewee to the applicant. During this type of interview, which would be face to face, the applicant must show that they are willing to brand out this job at high standards and are able it touch on the interviewee with skills and experiences that have been achievedDuring the interview the interviewee would usually mark the applicant(s) on a checklist, which would be created to see whether the applicant is right for the job. This is how a checklist would look like later this process is done the Human imagery department then work out who is perfect and suitable for the job.This is the type of recruitment process that Boots would use. lots other jobs are advertised in the local newspaper and when the people see them they send off a garner of application, as they have no application forms or they never received any.A letter of application is simply a letter asking for the job and rationalizeing why the writer is suitable for it. The letter will be organize in any way the writer thinks is appropriate, and this very fact makes it a useful selection method. If the letter is badly structured, poorly expressed and full of spell out mistakes, it could indicate that the applicant is not suitable for a clerical or administrative job, which requires neat well-structured work.On the other hand, a poorly structured letter, which is nevertheless imaginative and interesting, could indicate that the applicant may be suitable for the job.On the next page is an example of a letter of application. This job place was name in the local newspaper for a job at Chorospan Ltd.John BatesPersonnel DirectorChorospan Ltd Preston ManorReginal Road Carlton Avenue EastChester WembleyCH2 7KB MiddlesexHA9 8NA10 January 2003Dear Mr. John Bates,Post of Personnel AssistantI am interested in applying for the job of personnel assistant a dvertised in the Wembley Observer on 9/01/03.I am presently studying for the Advanced Vocational level in Business at Preston Manor Sixth Form College, which I will finish at the end of June this year. My qualifications and educational details are in the curriculum vitae attached.I am very interested in personnel work and I did two weeks work experience at Action.com, (which now is known as Insight UK) in London in June of last year. I am also studying a personnel unit on my course, which has increased my interest and understanding in personnel work.I am available for an interview at any time convenient for you, unconnected from the dates of January 27 and January 30.Yours SincerelyAmit PatelTraining And Development ProgrammeTraining is the encyclopedism of a body of knowledge and skills, which can be applied to a particular job.The resources devoted to education can create substantial costs. It is important that training needs are correctly set and the desired standard of skill is established. The training programme needs to be administrated efficiently and evaluated the results achieved by employees that received training should be compared with the standard of performance it was hoped to achieve.Nowadays most large organisations like Boots employ professional training officers to run training programmes for employees. In a large manufacturing or services company, for example, the training manager will have teams of training instructors to teach all kinds of courses to employees. Even in wee businesses several types of training will still be undeniableTraining can be dived into two main categories on the job training or off the job training.On the job trainingThis means that the employee acquire their training or development in the body of work itself. For many people they enjoy the direct link with their job and can see more clearly how relevant the training or development is to the performance of that jobOff the job trainingThis means attending co urses, which may be in a college or a training centre away from the workplace. This type of training is important to an employees occupational group development as well as being an integral part of training a training programme.There are various types of trainingInduction TrainingInduction is the process of introducing new employees to the organisation and its way of brio and culture. Employers use induction training as a means of introducing new employees to the organisation and ensuring they have required information and skills to perform their tasks to the required standard.Induction training can help to minimise labour turnover among new recruits by ensuring that they are made to feel wel come out and are fully awake of what the job entails. Induction training provides new employees with information about The organisations policies and objectives Future locomote opportunities Pay, training and fringe benefits Health and caoutchouc The organisational structure and layout The requirements of the job Colleagues and managersGood induction training programmes successfully balance the amount of information that needs to be conveyed with the length of time employees can sustain their concentration.MentoringMentoring schemes are used by businesses both to develop good working apprisalships between employees and to provide employees with the opportunity to learn new skills. Employees are allocated a mentor, usually an older or more experienced existing employee, whose role is to advise and answer their concerns. The employee benefits from advice on issues such as career development and managing change. The mentor benefits from an increase sense of responsibility and the opportunity to pass on their personal knowledge.For some professional and senior posts, it has been found that mentoring is more effective if the mentor comes from an foreign organisation. The mentor would be expected to have a big range of professional skills and experience and be able to o ffer independent advice and support.CoachingCoaching involves regular informal meetings between a mangers and an employee, which allow discussion of the employees performance in relation to the achievement of any objectives or targets. These informal performance assessment sessions enable a manager to identify an employees strengths and weaknesses.Coaching provides managers with a means of both assessing an employees suitability for promotion and analysing the way an employee has coped with any additional responsibility or extra authority.In House TrainingThis is where employers run courses privileged their own organisation. grades might be held in an ordinary office room or in a smart training centre owned by the organisation. In house training schemes often referred to as on the job training, because it provides training and development to employees using resources within the organisation.The main benefits of using in house courses are They are fairly cheap there is usually no need to employ outside trainers and lecturer Course glut is tailor made for your organisation Reference and examples to highlight points can be related to your own organisation Everybody knows one other, so there is no time wasted in having to get to know peopleThe success of in house training schemes is dependent upon the teaching skills of the instructors. Instructors need to possess good communication skills and be able to break down, explain and prioritise each section of a particular task.External Coursessometimes it is necessary to send staff to do courses elsewhere. This may be with another employer or at a specialist-training centre or at the grind of an equipment supplier. Externally run training schemes are normally used by smaller organisations, as they usually have too few employees requiring training to justify expenditure on specialist training facilities and full-time instructors.The benefits of using foreign courses are They bring together specialist trainers wh o would never be available to an in-house course chiefly because of the high cost Course members get together from several organisations, and this enables them to learn more about each other and how their respective organisation operate Trainers place great value on the benefits of being away from the workplace the course members are in a comfortable and peaceful environment away from any distractionsExternal courses are generally quite expensive because this includes fairly luxurious accommodation in lavish surrounding and the guest speakers are extremely paid. This means employers have to think very seriously about the value of such courses to the organisation and they have to carefully identify which staffThe National Training frameTraining and enterprise councilsThis was first established in 1990. This helps businesses to identify their training need. Sponsored by the government and led by local people, there are some 80 TECs in England and Wales. Their mission is to push ec onomic harvest-feast through effective training and enterprise.Investors in peopleTECs are also responsible for assess firms that wish to be recognised publicly as investors in people. The idea behind the initiative is that investing in people is one of the most effective ways of improving business performance. To gain recognition as an investor in people, companies like Boots must meet supreme training standards.Individual learning fliersIndividual learning accounts are intentional to help individuals manage, plan and invest in their own learning and, therefore, take charge of their career and future. They are sort of a bank account into which the government, the individual and the employer all make a contribution, and the money is used to steal training and education, both now and in the future.Modern apprenticeshipsModern apprenticeships provide young people with a means of obtaining a nationally recognised qualification while gaining valuable work experience. This is basica lly when young people are working and having education at the same time (part time college).National vocational levelsNVQs are occupational qualifications based upon an employees ability to reach defined levels of skill or competence in carrying out various tasks connected with their particular occupation. The basis for awarding an NVQ is an assessment of an employees level of competence, and any necessary underpinning knowledge.Several techniques can be used to help promising employees to develop their abilities and give management a fall apart idea of exactly where the employees future may lieJob Rotation better-looking people a range of jobs in rotary motion widens their experiences and increases their skills.Job EnlargementGiving people extra tasks to do gives management a better idea of the employees true capacity, ability and stamina.Job EnrichmentAdding more interesting and more intemperate tasks to the job. This might be done with a person of very great potential to see j ust how capable he or she really is.There are so many other courses of trainings that a business like Boots can look into. These are the key aspects of the training and development program. Most of the methods of trainings shown before are some of the trainings that Boots themselves take up on. The other types of trainings Boots could look into to help develop their staffs and train them to offer a better service to the their customers.Human Resource Management The Potential For ConflictIn a large organisation like Boots conflict is inevitable. Basically, the resources that can be devoted to this area are modified and everyone considers a large share of them.The main areas of conflicts are as followsDepartment RivalryBoots does not have unlimited resources to devote to its human resources activities such as training and staff development. The human resources management has the difficult task of deciding who should be given the benefits of those activities and this is also an area where there is huge potential for conflict. Departmental managers will all want to make sure that their departments do not miss out but they cannot all get bigger slice at the cake if the cake is of limited size. judgmentThis is a common feature of most organisation but it is a very difficult area and fraught with difficulties. To some long standing employees, assessment is simply unacceptable. They hate to think that someone is looking over their shoulders or making decisions on how good they are.Even if all staff are fully trained and keen to accept an appraisal system, there is still some potential for conflict. Staff might have a higher opinion of their performance that their managers and this can lead to disagreements and disputes. There can be suggestions of favouritism or victimisation even in a well organised systems such as that of Boots.Recruitment And SelectionThe department that controls selection and recruitment is in a strong position to reward individuals and give them better salaries or more attractive jobs. In making decisions, the department is never going to please everyone. If Boots decided to appoint externally then this could have caused conflict with all internal candidates. raft UnionsOne of the functions of the trade unions or representatives of the staff or any organisation is to gain the maximum pay and the silk hat conditions for the employees. The human resource department have to ensure that salaries and wages are the minimum to attract the best or most appropriate staff.Performance Management And pauperizational TheoriesIt is important that Boots measure the performance of their employees against their aims and objectives and mission statement. This way they can see whether the company are doing well. This term is known as management by objective, in which the performance of the individual and organisation is consistently being measured against objectives and targets, which have been agrees jointly by managers and employees .The monitoring process requires the measurement of performance and then linking these performance measurements against the achievement of objectives.For individual employees, the monitoring process, is usually complemented by some or all of these review systems Appraisal Self rating Peer evaluation 360 degree evaluationAn appraisal system is used to review the standard of work being undertaken by people within an organisation and to assess the value or contribution of individual employees. Appraisal and performance review interviews are used by employers to Reinforce company goals Identify training needs and career opportunities Recognise good performance Review and set new targetsThe person who ap valuates is called the appraisor and the person being appraised is the appraisee.It is important that consideration is given during the appraisal interview to the extent to which an employee has reached objectives agreed at an earlier meeting (such as the previous years appraisal).First ly, the appraisor writes an appraisal report of the appraisee. Secondly, this is discussed with the appraisee at an interview. There are several options availableSelf ratingBefore attending the interview, individual employees might be asked to consider their own view of their performance for Boots. Self-evaluation enables an employee to decide what his or her objectives are and identify training and development needs.The main problem with self-evaluation is that it can be highly biased. Some employees overestimate their performance through a fear of admitting their weaknesses and this is what the appraisor look out for. Other employees under estimate their performance because they do not want extra responsibility or because of false modesty.Peer EvaluationTo inform the performance review process, many organisations also look at comrade evaluations of the individual. This is based on the idea that the best people to provide feedback on an individuals performance are those who opera te at a comparative level. Obviously this can only be carried out in complete confidentiality, so that the people making the helpmate evaluation do not feel that there can be any come back.360 Degree EvaluationThis is the most modern approach it is sometimes called peer appraisal. In 360 degree evaluation the apraisee is appraised by most of the people they deal with. Therefore a middle manager would get appraised by staff working for them, by fellow managers and by their boss.This gives an extremely primitive picture of an employee and it pinpoints strengths and weaknesses very well. However, it takes up much staff time. Nevertheless it is very popular.It is important that Boots employers carry out appraisal interviews every year or every six-month so that they can keep on track how their employees are doing and also check if they are meeting the businesses objective. They can also set new objectives and targets to the employees in this type of interview as the appraisor would h ave found out what the employees strength and weaknesses are.The benefits of performance appraisal It helps to identify training needs It may reveal other problems It may untap useful new skills It betters communication between employees and managers a few words of encouragement and praise for doing a good job are often highly motivating.MotivationMotivation describes the extent to which an individual makes an effort to do something. Boots are promising to improve performance, in terms of productivity, attendance rates, cooperation and quality, if they can find ways of change magnitude the willingness of their employees to make even greater efforts at work.Motivation is the force that drives people to satisfy their needs. Human needs are varied and complex, and it is only relatively recently that psychologists have started to analyse how these forces operate and interact in the workplace.During the 1950s two American researchers, Abraham Maslow and Frederick Herzberg, evolved the ories about human needs, which have since helped managers to understand how to encourage people to perform more effectively at work.Abraham Maslow and The Hierarchy Of inevitablyMaslows ideas focus on the value of developing self approve and of helping people to fulfil their potential. Maslow said that all motivation comes from meeting unsatisfied needs. He stated that there was a ranking of need, which must be achieved in the correct order from the bottom to the top of a pyramid. Basic physiological needs like food and water are at the bottom and self-actualisation is at the top.The need Which is achieved bySelf-actualisation Personal growth and self-fulfilmentEsteem RecognitionAchievementStatusSocial needs middle/loveSafety needs SecurityFreedom from pain and threatsphysiologic needs Food, water, and airOnce these have been satisfied, increasingly higher level need start to come to the fore in determining what causes us. When one level of need is satisfied, it decreases in s trength and our actions are then predominate by the next level and so on.Basic physical needs these include things like food, shelter and warmthSecurity needs these can be things like a safe place to live and security measures of employment.Need for social contact people need contact with family members, friends and work colleagues.Need for self-esteem people gain self-esteem when they feel that their achievements are recognised and rewarded. This may be anything from a few words of praise to tangible things like a new house or carNeed for fulfilment this usually involves some form of personal development, achieving goals or the successful completion of an ambitious projectMaslow has contributed much to our understanding of the wide range of needs that working people have. He was one of the first researchers to realise the importance of motivational factors such as Enhancing peoples self-esteem Giving them a challenge Providing opportunities for personal growth Giving people extra responsibilityFrederick Herzberg and The Two Factor TheoryIn 1957 Hezberg devised the motivation-hygiene theory, which stated that two groups of factors affect employees motivation. He studied thousands of workers to find out what satisfied and what dissatisfied them about their jobs. He discovered, naturally enough, that some things gave employees satisfaction while other things made them dissatisfied.Herzberg called the things that satisfy people job content factors and the things that dissatisfy people job scene factors. He said that certain elements in a job motivate people to work harder.Job content (inside circle) normally involves aspects such as achievements, recognition, opportunities from promotion, responsibility and the nature of the work itself. Job content factors are factors within a job that can cause satisfaction. These factors are sometimes known as satisfiers or motivators.Job scope (outside circle) includes aspects such as working condition, pay, company policy, organisational structure and administration. They are called job context factors because they are outside the job. Poor job context factors can cause dissatisfaction and can demotivate, but good job context factors are not enough in themselves to provide job satisfaction.Mangers must focus upon some of these factors if they want to increase job satisfaction and motivate employees.As we can see looking at both Maslows and Herzberg theories, that these methods will help employers and managers motivate their employees to get the best work out of them to keep the company alive.It is important that motivation takes part in all businesses, as motivation is a key aspect of the performance management part of the business. We can now see how businesses like Boots are influenced by these two motivational theories, however there are more theories that cover the whole concept of motivationWe can see the main purposes of performance management and why it is so important to large and sma ll businesses like Boots. Performance management plays a big successful part in a business as long as it keeps the employees happy and make.Planning The Workforce (Human Resource Planning)There are four main reasons for human resource planning1. It encourages employers to develop clear links between their business plans and their HR plans so that they can integrate the two more effectively, for all concern2. Organisations can control staff costs and poesy employed far more effectively3. Employers can build up a skill profile for each of their employees. This makes it easier to give them work where they are most value to the organisation4. It creates a profile of staff which is necessary for the operation of equal opportunities policyBecause of the dynamic nature of the modern world-wide business environment, human resource planning is an ongoing process. A business like Boots needs to alter its objectives continuously to take account of youthful technology Emerging world markets Green and ethical issues Workforce demands crude TechnologyThe rate of technological change is accelerating. It permeates every aspect of business activity design, production planning, production control, automated production, warehousing, despatch, transportation, administration systems, management information systems, and so on. Robotics, automation and information technology are still in their early stages of development. As progress continues, the nature of industry and commerce will change even more dramatically. Human resource plans should consider the likely impact of technological change on the type of employees that the organisation will require in the future as well as considering the training implications for existing employees.World MarketsInternational companies are able to exploit world markets, enjoying considerable economies of scale, specially as transport costs continue to glow in real terms. Worldwide production facilities, automation and access to indorsement information anywhere in the world are changing the nature of companies. Businesses, which do not deliver quality goods and services on time, are being bypassed. Consumers demand more choice and new products. Product life cycles are shortening and product development time scales have had to move up. Internet selling has cash in ones chips firmly established and organisations require highly flexible work forces to survive in such an environment.Green And honest IssuesBusinesses have to maintain a good relationship with their customers and suppliers. That relationship can be threatened by bad publicity, and companies need to be aware that they are scrutinised by many pressure groups that seek to publicise unfair or unethical practices. Green peace, for example, protests against environmentally unfriendly practices, and it sometimes targets action against individual companies as well as putting pressure on business as a whole. There have been many examples or pressure groups staging high-profile demonstrations against individual companies and organising boycotts of their products.Workforce DemandsConditions at work have improved enormously, compared to how they were a hundred years ago, but employee expectations continue to rise. Employees demand better working conditions and a better quality of working life. They want to be consulted about matters that affect them at work. They certainly have higher expectations about work than previous generations people are not likely to be committed and loyal to employers that do not consider their needs and expectation. Human resource plans need to offer suitable training, development, motivation and rewards to satisfy employees and to ensure that those people with the highest skills and expertise are attracted to, and retained, by the organisation.These are factors that have influences on human resource planning. It is important that businesses like Boots think about these factors and how they might work from it and what kind of things the business may have to listen of. Good planning means a successful business.To successfully follow through a human resource plan, a manager needs to obtain the cooperation of everybody within and outside the organisation. The human resource manager needs to motivate and enlist the cooperation of customers, suppliers, the managers own staff, senior managers and people in the other departments.Manpower Planning And Internal StaffingOne of the most important plans the human resource manager makes is the manpower plan. This sets out the number and types of employees that will be required by an organisation in the future.Manpower Planning And The External Labour Market FactorAs well as the continuous analysis of the internal staffing resources, manpower planning must also be supported by monitoring, the availability of labour from external resources. If an organisation fails to monitor the pool of potential recruits in the working population at both local and nationa l level then it runs the risk of not being able to satisfy any additional manpower requirements from external resources.Local External CoursesWhen assessing the extent to which future manpower requirements can be satisfied from local labour markets, manpower planning must take account of Demographic trends, with particular emphasis on the overall size and age structure of the local working population Developments in the local transport system that determine the effective catchment area for labour Unemployment rates, and the availability of workers with particular skills, qualifications and experience.National External SourcesBoots must also consider the extent to which it ability to meet its manpower requirements may be influenced by national factors. National policies, demographic trends and developments can affect the ability of the organisation to recruit certain types of labour, and can have implications for salary levels and the conditions of employment.Manpower planning must t herefore also take account of National demographic trends, particularly any implications for the growth of the working population Economic trends which affect the demands for different types of labour in todays economy, for example, there is greater demand for people with practical science and technology skills and those with customer service skills required in call centres Education and training trends, such as central government measures, which change the emphasis and structure of university courses and the provision of technical and vocational education in school and colleges New legislation, including government policies and EU directives on wages and salary negotiations, the role of staff associations and trade unions, equal pay, sex discrimination, employment protection, working time and industrial relationsStatistical analytic thinkingThere is a great deal of statistical information, from government and offstage sector sources, relating to the impact of local and the natio nal factors on the labour market. This type of analysis is particularly useful to any organisation drawing up a manpower plan in support of business relocation or the setting up of a new business.Drawing Up The Manpower PlanIf an organisation like Boots have identified the strengths and weaknesses of an organisations existing workforce and the external labour market factors impacting upon its ability to recruit and retain labour, a manpower plan can then be devised.The manpower must deal with Recruitment Transfers Redundancies Training productivity Labour turnoverRecruitmentA schedule must be produced that deals with the timing or the recruitment programme for the various types and levels of labour. It must set out an approach to tackling any possible labour recruitment difficulties that have been identified by earlier investigations.TransfersThe manpower plan needs to cover the future redeployment of existing employees between various jobs, department, sections and locations. The plan covers not only within existing premises but also any transfers involving proposed movements of employees to different geographical locations where organisation operate.RedundancyIf some jobs have become obsolete, or the organisation needs to mortify its activities in certain areas, it needs a programme for redundancies. This must cover the timetable and selection procedure for redundancies and/or early retirements, and the determination of redundancy payments and pensions. The plan must also limit how the organisation in tends to assist redundant employees in their search for option employment.TrainingThis section of the manpower plan deals with the duration, structure and content of training and apprenticeship courses. It should cover induction and training of young recruits and the training and retraining courses for existing employees.ProductivityRecruitment, selection, training and promotion measures are designed to ensure that the best possible people fill existing an d future positions. However, they must be supported by actions so that all employees can work more productively. Productivity can also be raised by measures aimed at improving industrial and human relations within the organisation. If employees feel precious and get job satisfaction, they are likely to be better motivated and more productive.Labour TurnoverA high labour turnover is bound to affect the quality and level of output as well as incurring manpower costs associated with the recruitment and training of labour. Having identified the avoidable causes of manpower wastage, the plan may suggest some remedies to reduce wastage.Having produced a manpower plan, every effort must be made to ensure that it is continually updated in the light of both internal and external developments that affect the organisations ability to meet its demand for labour.We can see how human resource planning is vital for nearly any business. Planning the workforce is good preparation for creating a toug her and successful workforce, which would then create better services. It is important that Boots also plan their external and internal developments too as it may affect the business to meet their demand for labour.