Working With and Leading People PDF

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WORKING WITH AND LEADING PEOPLE


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ASSIGNMENT ON

WORKING WITH AND LEADING PEOPLE

Shaji Viswanathan Mcom, MBA(UK)

TABLE OF CONTENTS

TABLE OF CONTENTS ........................................................................................................................... 2

ACKNOWLEDGEMENT ........................................................................................................................ 4

ABSTRACT ............................................................................................................................................... 4

BACKGROUND ........................................................................................................................................ 4

INTRODUCTION .................................................................................................................................... 5

TASK (1) RECRUITMENT, SELECTION AND RETENTION PROCEDURES (LO1) ....... 5

Recruitment and selection .................................................................................................................................. 6

RETENTION OF EMPLOYEES ......................................................................................................................... 7

1a. documentations for recruitment and selection ........................................................................................... 8

1b. Legal requirements in recruitment and selection ........................................................................................ 9Employment Protection Act 1978 ................................................................................................................... 10

Sex Discrimination Act 1975 ............................................................................................................................ 10

Race relations Act1976...................................................................................................................................... 10

EQUAL PAY ACT 1978 ........................................................................................................................ 10

Disability Discrimination Act 1995 ............................................................................................................... 11


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Rehabilitation of offenders Act 1974 ............................................................................................................ 11

1C. METHODS OF SELECTION PROCESS ........................................................................... 11

1D. EVALUATION OF THE SELECTION PROCESS (TASK 1C) .................................. 12Characteristics of General mental ability ..................................................................................................... 12

Advantages of General mental ability ........................................................................................................... 12

Disadvantages of General mental ability ...................................................................................................... 12

Remedies to disadvantages............................................................................................................................. 12

Characteristics OF STRUCTURED Interviews............................................................................................. 12

Advantages of Structured Interviews ............................................................................................................ 13

Disadvantages of structured interviews ....................................................................................................... 13

Remedies .............................................................................................................................................................. 13

Situational judgment tests ............................................................................................................................. 13Characteristics of situational judgment tests ............................................................................................. 13

Advantages of Situational judgment tests ................................................................................................... 13

Disadvantages of Situational judgment tests ............................................................................................. 14

Remedies .............................................................................................................................................................. 14

Combinations ................................................................................................................................................... 14

TASK 2 STYLES AND IMPACT OF LEADERSHIP (LO2).............................................. 14

2a. 2.b. 2.c skills, ATTRIBUTES, AND leadership styles ..................................................................... 16

2c. 2.d Motivation and approach to experts, new recruits and operatives. ................................... 17

TASK 3 .3.A.3.B WORK EFFECTIVELY IN A TEAM (LO3)............................................ 18

To avoid distructive and selfish group roles .............................................................................................. 18

3c. review OF the team ................................................................................................................................. 19

TASK 4 WORK AND DEVELOPMENT NEEDS OF INDIVIDUALS (LO4)................ 20

4a. monitoring and assessment of staff in Tech. Dept. ....................................................................... 21

4b. planning and assessing individual workers of the technical Department. ............................. 21

4c. critically evaluate the assessment process in 4b. ......................................................................... 22

RECOMENATIONS ................................................... ! .


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CONCLUSION ............................................................ ! .

BIBLIOGRAPHY ................................................................................................................................. 22

ARTICLE I. WORKS CITED ............................................................................................................. 22

ARTICLE II. IBLIOGRAPHY ............................................................................................................. 23

ACKNOWLEDGEMENT

The management of Dell to dedicate this report and I would like to thanks not only appoint

me in products and service technical department as a manager, but also the moral and

financial support provided me during the research. In addition, the cooperation from the staff

of technical department, administrative department, and H.R division for their interactive

communication throughout the research gratefully acknowledged.

ABSTRACT

This report provides an analysis and evaluation of the relevant recruitment, selection and

retention procedures, and documentation of new recruits, besides that leadership styles andits impacts, leadership approaches, team working and its benefits and development needs of

individuals in Dell.

The result of observation and analysis of data shows that, all the procedures are above

industrial average, except team working and development needs of individuals. All the

supported data found in Appendixes.

This report finds the future of company in its present position is positive and the areas of

weakness needed remedial action by management. Recommendations include-

Improve the team spirit of employees by personal and professional development.

Motivate employees with more recreational facilities and incentives.

BACKGROUND

Since 1984 Dell expanded to 180 countries with a team of 100,000 employees as a team

worldwide and supplies 10,000 computer systems per day to their customers worldwide, It is


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more than a computer system per second and shows the importance of products and service

technical department. The strategic framework of the products and services delivery system

required a high efficient teamwork and professional qualified team members, besides that

the leadership styles has impact on employees, with reference to those points the workcarried out.

INTRODUCTION

The human resource is the precious asset of successful organizations; thesuccessful organizations are those implement plans correctly, besides that theplanning process to be looks the future correctly and points out the courses ofaction to follow requires a systematic approach, due to that the human resourcerecruitment, selection and retention to carried out with proper attention. In order

to verify the process the whole procedures made a verification and observation.

The experience is knowledge and experienced employees are asset of theorganization, it is truth that the organization spent its resources to train theemployees aimed to get a long-term performance to achieve the perfectionism inthe quality of the organization. Due to that to maintain the trained employees arevital, following this the retention and legal requirements to be considered tomaintain the trained staff. In order to maintain them, there are the criteria of theimpact of leadership styles, change in policies and practices may cause the termsof both employer and employee relations.

The product and service technical department required a high volume oftechnical staff with a pleasant team spirit for the high volume of computersystems. In order to maintain a quality team, it is essential to verify the root causereasons to make the employees pleasant.

Task (1) Recruitment, selection and retention procedures (LO1)

The HR practices in an organization emerged from the combination of businessstrategy and HR strategy. The proper HR practices make effective changes inhuman resource by competency, commitment, and flexibility, because of thisthere is dynamic change of increased productivity, quality of goods and servicesand it leads to financial performance and achievement of organizationalobjectives.(Armstrong, 2006)

FIG.1


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Recruitment and selection

Refers to Business dictionary, the recruitment is, The process of identifyingand hiring the best-qualified candidate (from within or outside of an organization)for a job vacancy, in a most timely and cost effective manner (BusinessDictionary,2012)The recruitment is the process of identifying suitable qualified person for thevacancy; it may from outside or inside selection of an organization with timelyand cost effective. In other words, the selection of right qualified person for amatching job at right time with cost consideration. It is a process of attracting thequalified person for the exacting positions, the process begins with the position

arises and ends with when it closed. The recruitment result is from a group ofapplicants and from there the right candidate will be select. It is a cycle andconsists of many steps such as-

The requirement of staff varies in different departments and the job specificationdepend the necessity of the requirement reported by the line manager and eachjob has its own specification such as age, lender, background, subject,
http://www.businessdictionary.com/definition/process.htmlhttp://www.businessdictionary.com/definition/candidate.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.investorguide.com/definition/cost.htmlhttp://www.businessdictionary.com/definition/effective.htmlhttp://www.businessdictionary.com/definition/effective.htmlhttp://www.investorguide.com/definition/cost.htmlhttp://www.businessdictionary.com/definition/job.htmlhttp://www.businessdictionary.com/definition/organization.htmlhttp://www.businessdictionary.com/definition/candidate.htmlhttp://www.businessdictionary.com/definition/process.html


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knowledge, experience. After analyzing the job requirement, the managerprepares the job description.

The sourcing of candidate can done with through various methods such asadvertising through different media likewise internet, dailies, job publications,professional publications, job centers, window advertisements, campusrecruitments. The HR recruitment consultants also a major source, besides thoseemployee referrals, word of mouth also helps to find a suitable candidate.

The screening and filtering is a major and time-consuming process and itscreened the complete data and selected the profiles that satisfy the jobdescription and factors of filter. After that the direct interaction with the candidatethrough internet, face to face, phone, emails help the recruiter to understand thestrengths, weaknesses, capabilities and inabilities.

If the KSACS= TDR = JOB SUCCESSKSCS = knowledge, skills, abilities, cultural ground and strategy fitTDR= tasks, duties and responsibilities

The short listed candidates called for interview with line managers and writtentests conducted as per the policy of the organization. After that, it follows theFeedback from the interviewer, if the opinion is positive, the shorting and finalinterview with concerned reporting manager and HR department to finalize theterms agreements such as salary and all other incentive and benefits.The final steps to issuance of offer letter and the recruitment cycles ends with thejoining of the recruited candidate and the HR manager should keep a backup planfor if the selected candidate not joined.

RETENTION OF EMPLOYEES

The head hunting and employee turnover increased in the competitive market byimprovement of information technology, cheap communication channels, socialnetwork, and globalization. The employee turnover ratio represents the overallquality and culture of the organization. Undoubtedly, the employee turnoveraffects the productivity. Satisfied employees can change the productivity, Refers

to the website employee retention strategy, employee satisfaction showspositive results in bottom lines and customer loyalty.


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The actual cost of employee turnover exceeds the normal numerically calculatedfigures and there is figures cant quantified, such as the unseen losses onproductivity, customer satisfaction, reputation, and negative impacts among jobseekers and morale of departing employees co-workers.

Certainly, the organization follows certain strategies to maintain the retention.Refers to Mind Tree, there are certain research based strategies such as;

Avoid gimmicks like employee of the month, suggestions boxes, prizes orsome other carrots.

Have an understandable approach by employees to ensure the basic causeof turnover and the potential for long-term change.

Customize not only all activities but also unique history of the organization,besides that consider the current practices, strategic objectives, uniquechallenges in the industry, competitive issues and shortage of talents.

Involvement of responsible to implement change with sharedunderstanding.

Put together hands on action oriented approaches to move effectively. Identify research proven strategies to put up employee loyalty and

commitment. Bring best practices in action to make healthy retention rate.

Considering with the recruitment cost, training cost, lost production cost and lostsales cost, it is generally accepted that, to recognize the people are valuable andwhen recognize the problems of retention, evaluate the reason behind it and setgoals for retention strategy , besides that adopt strategically managed retention

policies. (Drake International, 2012)

1a. documentations for recruitment and selection

The recruitment and selection procedures carried out within the limits of legalrequirements. The recruitments and selection should be transparent and the necessaryprocedures should follow the documentation. Refers to Northumberland CountyCouncil, the primary documentation used for hiring staff, interviewing documentation,

selection of staff as follows: (government web site, 2012)


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1b. Legal requirements in recruitment and selection

The legal framework of recruitment and selection process includes the following:-Data protection act and freedom of information legislation


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Equality actDiscrimination of both direct and indirectDiscriminationlawfulLiabilityWhat can ask and cant asks to candidatesEquality and diversity policyIndividual merit principleGood practice personal questions

The above legal requirements are in a wide sense and the Individual Act passed by thegovernment mainly such as-

EMPLOYMENT PROTECTION ACT 1978

It defines the terms of the contract of employment and provides concerned partiesnames, besides that date of commencement of job, title of job, terms of payment,holidays, working hours, sick pay pension, termination of job, disciplinary and complaintprocedures.

SEX DISCRIMINATION ACT 1975

The sex discrimination Act 1975 refers that, discriminate men and women in terms ofemployment is unlawful, the law provides equal terms and condition in selectionprocess, offer of employment, dismissal, promotion, training and benefits. The sexdiscrimination Act1975 protect both sex from direct and indirect discrimination, such astreated one from opposite sex less favorably and indirect discrimination like anemployer relate a condition to a candidate for a job vacancy that not relevant to that andsuggest a particular sex would be acceptable.

RACE RELATIONS ACT1976

The Race Relation Act 1976 protects the discrimination of racial grounds, racial groupsof color, race nationality, religion and ethnic origins. The Race Relations Act 1976 usesBoth the direct and indirect sex discrimination.

EQUAL PAY ACT 1978


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The Equal Pay Act 1978 planned to prevent discrimination among men and women onthe subject of payment in work such as same work paid the same pay as well as sameterms and conditions.

DISABILITY DISCRIMINATION ACT 1995

This Act protects disabled people not to be discriminated when applying for a jobas well as chance of interview and to provide a place of job accessible.

REHABILITATION OF OFFENDERS ACT 1974

This Act protect people from discrimination such as imprisonment more than 30months may be erase, if the offender does not commit serious crime all throughrehabilitation period. The age and length of conviction to be consider.

1c. methods of selection process

In a recent Article according to Scontrino - Powell in recent article (Scontrino -Powell, 2012) suggested the following effective employee selection methods,

such as-

General mental abilityStructural interviewsSituational judgment testsCombinations of above

This Article concluded with a comment as, There are countless tools, methods,and approaches to making good selection decisions. However, according todecades of applied organizational research the ones described above are the

most successful, accessible methods for finding those diamonds in the rough. Itis important to note that other valid methods were intentionally leftout; Assessment Centers were not described because they are not a realisticapproach for many jobs and organizations. (Scontrino - Powell, 2012)

Every method of selection process has its own merits and demerits, even if it ismodern or traditional method, so it is better to use the universal employeeselection tools most suitable based on the hiring strategy.


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1d. Evaluation of the selection process (task 1c)

CHARACTERISTICS OF GENERAL MENTAL ABILITY

1. General Mental ability GMA test predicts the future performance in all typesof jobs including entry level to CEO in all types of industries.

2. It can perform in both computer tests and paper and pencil tests3. It allows the organization to select the approach that fits test

ADVANTAGES OF GENERAL MENTAL ABILITY1. The cognitive ability is universally connected with performance among all

jobs and all levels.2. Not required customization when using it for different jobs.3. It is affordable, quick, easy and no special training required

DISADVANTAGES OF GENERAL MENTAL ABILITY

1. Adverse impact on selection of certain minority groups2. It affect to locate demographic scores and hiring decisions

REMEDIES TO DISADVANTAGES

1. Combining with other tests2. Avoid advanced English language3. Use banding to establish scoring clusters4. Alternative tests such as wonder lie, ravens or progressive matrices.

CHARACTERISTICS OF STRUCTURED INTERVIEWS

1. It is not a traditional method of interview like in structured or behaviorallyinterviews.

2. It asks predetermined series of job related questions3. It records the responses scored using detailed criteria.4. Interview panel of 2 to 3 trained managers conducting the interview5. The ratings are comparing to decide the consistency


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6. If the response scored inconsistency, then the panel discuss their rationaleand arrive in consensus

ADVANTAGES OF STRUCTURED INTERVIEWS

1. It is good for predicting performance2. It reduces personal bias3. Evaluation based on organizational cultural and job specific dimensions4. It can be uses in any type of job and any level of job5. It replaces regular interviews

DISADVANTAGES OF STRUCTURED INTERVIEWS

1. Required experts guidance to prepare questionnaires2. Interviewers required training

REMEDIES

Specialist services are available to conduct the test.

SITUATIONAL JUDGMENT TESTS

CHARACTERISTICS OF SITUATIONAL JUDGMENT TESTS1. It is one of the good approaches for managerial and technical positions2. It is defined as the multiple choice equivalent to structured interviews3. Asking multiple questions for how approach different hypothetical

situations.4. Result shows how decisions made particular situations5. It shows the ability of applicants response to complicated situation

ADVANTAGES OF SITUATIONAL JUDGMENT TESTS

1. Predicting future performance2. Easy to administer and easy to test in computer or paper and pencil


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3. It obtains the idea of how one respond in different situations4. It can recognize the areas of growth and development from present

employees5. The developed questions can use again

DISADVANTAGES OF SITUATIONAL JUDGMENT TESTS

1. It required thorough job analysis so it is costly and time consuming2. It is not used universally , it is used for particular job and it is not valid for

other positions

REMEDIES

To overcome the disadvantages it is better to avail the specialist service from theprofessionals.

COMBINATIONS

The validity of the hiring process higher, when combine more than oneinstrument or method. It improves the predictive validity of the process. Ifcombine above any of three methods it is believed generally that, it is better thanthe traditional evaluating resumes and follow unstructured interviews or non-validated tests.

Task 2 Styles and impact of Leadership (LO2)

The leadership characteristics refers to (Beans, 2005), the four actions of a world

class leader is, promoting change, realizing values, developing people, achievingresults through stretching, empowering, sharing and coaching. FIG.2


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FIG.2. source. (Beans, 2005)

Refers to (newlink-Big Dog, Little Dog and Knowledge Jump, 1995)Leadershipstyle is the manner and approach of providing direction, implementing plans, andmotivating people. Kurt Lewis (1939) led a group of researchers to identifydifferent styles of leadership. This early study has been very influential andestablished three major leadership styles. The three major styles of leadershipare(U.S. Army Handbook, 1973).

The good leader is always cautious about to use the three styles of leadership.Plainly, the leadership has an impact on people. The three styles of leadershipare- FIG.4

1. Autocratic or authoritarian2. Democratic or participative3. Delegative or Free reign

Fig.4

(nwlink-Big Dog, Little Dog and Knowledge Jump, 1995)
http://www.nwlink.com/~donclark/leader/leadstl.html#onehttp://www.nwlink.com/~donclark/leader/leadstl.html#one


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2a. 2.b. 2.c skills, ATTRIBUTES, AND leadership styles

The difference between leader and manager is that, manager has subordinates and theleader has followers, so the managing and leading consists in the leadership level andmanager level. It is reflected in how they motivating people with the aspects of authorityand responsibility. The manager instructs the people to do things, but the manager alsoa subordinate and the manager solves problems. However, the leaders have followersand do not have subordinates when they are leading.To summarize this, the following table FIG.5 gives a clear picture. (Source.changingminds.org)

FIG.5


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2c. 2.d Motivation and approach to experts, new recruits and operatives.


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Motivating employees will make dynamic changes in their productivity and commitment.Humans are not machines and the approaches to all levels of management should be

following with motivational factors. An ideal manager can motivate subordinates indifferent ways by providing:-Basis rightsFair pay and fair employment policiesPsychological needs and prevent dissatisfactionParticipative style of managementLet to participate in problem solvingJob enrichmentSatisfying needsRewards and incentivesKeep job itself as a motivational factor

Task 3 .3.a.3.b Work effectively in a Team (LO3)

Plainly, the group leader can take a leading role in teamwork and generate team andteam spirit. The team leader must possess the team working skills, otherwise to developthe skills. The team leader should be self-motivated and be an encourager,compromiser, leader, clarifier and recorder, besides that in elaborate, he shouldconsider-

Help group members to compromise different view pointsIntroduce new ideas

Decide criteria and stick on itNo emotional argumentBe optimistic and look positive sideWell organized and time keepingConsider others ideasArgue with logicSuggest new waysConsider all possibilitiesInvolve with the teamSupport and praise membersExpand others opinion

Compromise when requiredCool minded and spokesperson for the resultClarify others contributionsMotivate group.

TO AVOID DISTRUCTIVE AND SELFISH GROUP ROLES


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Autocratic manner to interrupt other membersAvoid show offsSudden change of topic when others are not readyAggressiveness- not showing respect to others and negative comments.Refusing focus on the task or group problemsCritic nature to avoid others ideas, always see the negative side toarguments and not suggest alternatives.Seek sympathy from othersSelf- confessor such as uses the group for self praisingClown mentality of not showing interest in subject.

The Fig.6 below explains the Teamwork. (kent university, 2012)

FIG6

(kent university, 2012)

3c. review OF the team

Refers to Nato Otan e-notes, the review of the team effectiveness can measure through

different models. The academicians developed different tools, but the universally accepted

one is CTFL(Command Team Effectiveness). The model selected here the cited model ofTannenbaum, beard and Salas 1992 by Nato Otan. FIG.7(Nato Otan, 2012).


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With the team work experience in Dell was satisfactory and the team perform well in and

the above explained crieterias met by the group leaders and members, The corrective steps

mentioned in the recommendations.

FIG.7

Task 4 Work and development needs of individuals (LO4)

Refers to Mind Tools, Clearly, some training needs will be universal, and willapply to many, if not all, of your team members. However, everyone on your teamis unique; they have different skills, different levels of understanding, anddifferent responsibilities and objectives. Therefore, training and developmentshouldn't follow a "one size fits all"(Mind Tools, 2012)


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4a. monitoring and assessment of staff in Tech. Dept.

The tool used to measure the performance of the employees in technical

department was KPIs Key Performance Indicators.

Based on the KPIs tool, the necessary steps taken and this time consumingprocess forwarded to clerical wing for further processing to get accurate results.

4b. planning and assessing individual workers of the technical Department.

To understand the development needs of individuals and provide development in skills,the following steps considered.

Reviewed the peoples job descriptionMeet the team members


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Observation to be made at workCollect additional dataAnalyze and prepare new dataTake action steps

4c. critically evaluate the assessment process in 4b.

As a manager in technical division and working with the team and observation, it isrealized that;

20% of the employees not matching their profile with the job descriptionNecessary corrective steps to taken for their skill development.

Recommendations

Improve the team spirit of employees by personal and professional development.

Motivate employees with more recreational facilities and incentives.

CONCLUSION

To recapitulate, strategical approach required in every functional area of the organization, as well

as when dealing with humans, it is better adopt psychological and scientific approaches to dealthe human problems. Because human being is the base of all the changes, the changes comesfrom their brains, so it is vital that handle the most powerful thing carefully.

BIBLIOGRAPHY

ARTICLE I. WORKS CITEDBalanced Score Card Institute. (1997-2012, October 10). balanced score card.org. Retrieved October 10, 2012, from

http://www.balancedscorecard.org/LinkClick.aspx?fileticket=D%2bEwibKKLeA%3d&tabid=58

Beans, M. (2005, novomber 3).forio.com. Retrieved october 30, 2012, from forio's forum:

http://forio.com/resources/article/what-is-leadership/

Drake International. (2012, OCTOBER 29). Drake International. london, hamilton, U.K. Retrieved OCTOBER 29,

2012, from DREKE INTERNATIONAL.


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government web site. (2012, october 29). northumberland. Retrieved october 29, 2012, from northumberland

county council: http://www.northumberland.gov.uk/default.aspx?page=3288

kent university. (2012, october 30). Career and Employment Services. Retrieved october 30, 2012, from

kent.ac.uk/careers/sk/teamwork.htm: http://www.kent.ac.uk/careers/sk/teamwork.htm

Mind Tools. (2012, october 30). mind tools. Retrieved october 30, 2012, from mind tools:

http://www.mindtools.com/pages/article/newLDR_06.htm

Nato Otan. (2012, OCTOBER 30). NATO. Retrieved october 30, 2012, from Nato Otan:

http://ftp.rta.nato.int/public//PubFullText/RTO/TR/RTO-TR-HFM-087///TR-HFM-087-04.pdf

newlink-Big Dog, Little Dog and Knowledge Jump. (1995, july 13). nwlink. Retrieved october 30, 2012, from Big Dog,

Little Dog and Knowledge Jump: http://www.nwlink.com/~donclark/leader/leadstl.html

Scontrino - Powell. (2012, July 18). scontrino-powell.com. Retrieved October 30, 2012, from scontrino-powell.com,

website: http://www.scontrino-powell.com/2012/the-most-effective-to-employee-selection-methods/

ARTICLE II. IBLIOGRAPHYArmstrong, M. (2008). Strategic HRM: The key to Improved Business Performance. London: CIPD.

Iain Nixon, K. S. (2006, Jyly). Work-based learning. Heslington, York YO10 5BR, Unitrd Kingdom.

INC., G. S. (2012, October 12). Strategy at the Speed of Change. Retrieved October 12, 2012, from GRYPHON

SYSTEMS INC.: http://www.gryphonsystems.com/gsi-home.shtml

IPCC. (2012, October 15). IPCC. Retrieved October 15, 2012, from Integrated Panel On Climate Change:http://www.ipcc.ch/publications_and_data/ar4/wg2/en/ch2s2-3-2.html

Kelly, P. a. (1978). Technological Innovation: A Critical Review of Current Knowledge. In P. a. Kelly,A Critical Review

of Current Knowledge. San Francisco: San Francisco Press.

Kotter, J. R. (2006). Our Iceberg is Melting. In J. R. Kotter, Changing And Succeeding Under Any Conditions.

Massachusetts, U.S.A: Hardward Business School Press.

Morris, L. (2012, october 17). Innovation Metrics. Retrieved october 17, 2012, from innovation labs website:

http://www.innovationtools.com/PDF/measuring_innovation.pdf

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Working With and Leading People PDF