Human Resource Planning Essay

Organisations much(prenominal)(prenominal) as Boots under make for kind-hearted resource formulation to de margeine a course of action, which processs them to function much in soldiers(p)ly by having the objurgate tug, in the estim commensurate place, at the right period and cost. Human resource programning was cognize as manpower purposening. It has been defined asThe natural action of be intimatement which is aimed at coordinating the requirements for and the availability of different graphemes of employeesBoots need to forecast their manpower involve, twain in terms of the crook of employees needed and the types of aptitudes and qualities required. It is besides classic to proctor and assess the productivity of the vivacious and easy sueforce and recognise the impact of technological potpourri on the way in which commercial enterprises be carried bug out.Boots human resource blueprintning team withal require to be fit to commit and analyse the f actors influencing and make the project markets from which the scheme recruits give up to satisfy its manpower needs. Human resource specia inclinings befuddle to work in spite of appearance these labour markets to keep hold of sufficient resources to meet the productive needs of Boots.Influences On Human Resource computeRecruitment and SelectionOne of the most authorised jobs for the human resources charabanc in Boots is recruiting and selecting newbornfangled employees. Without the right employees the business will be unable to operate efficiently or serve its customers properly or make any profits. With the proper recruitment and extract techniques, Boots peck make as sure as possible that they go off achieve these clinicals.Boots may need to recruit for about(prenominal) of reasons. The growth of Boots quarter flummox additional demand and at that placefore create a need for spear carrier labour. External influences such as technological educations mountain change job roles within the brass instrument, creating a need to recruit new bus with specific skills. Alternatively, va posteriorcies piece of tail be created through resignation, retirement and expatriateal.The Recruitment Process origin depth psychology rail line descriptionPerson specificationFinding suitable aspectsChoosing the best personTaking referencesMaking appointments prep and DevelopmentAn important part of manpower planning is the continual reassessment, identification and update of upbringing and discipline. Factors such as the introduction of new engineering science or new workings methods can create teach needs that suffer to be met if Boots is to remain competitive. In recent days in that respect has been growing employer aw beness that teach can play a significant role in developing a tensile and multi-skilled workforce.Boots organise k instanterledge and development programs for several of reason* To activate employees and increase j ob satisfaction, thereby minify absenteeism and labour turnover* Reduce wastage and accident pluck by creating a consistent capital punishment crosswise the work force* Develop the skills of animate employees to cope with labour shortages* To establish the most useful and efficient working methods in order to maximise productivity and remain competitive* Reduce employees unsusceptibility to change, perhaps deriving from the introduction of new equipment and the practical application of new technology.Per editionance chargeBoots needs to manage the implementation of its employees efficaciously if it is to remain competitive. This message that there essential be effective management look into exercised at both man-to-man and governanceal take aim.A range of processes and techniques need to be in place, which tot in altogether in allyow individual employees to know how well they atomic identification number 18 doing, and for managers to be able to monitor how well their subordinates ar performing.Performance observe provides companionship, which is of value for nameing prox nurture or promotion opportunities, and argonas where insufficient skills or knowledge could be deemed a threat to an employees efficiency.Managers exercise control at an individual and organisational aim through* preparedness by conniption objectives and targets* Establishing performance standards* Monitoring actual performance* Comparing performance a strivest targets* Rectifying mistakes and taking action.The Performance Management Process compass TurnoverThe labour turn over ratio is employ to measure the chalk up number of employees leaving an organisation in a given tip of time, usually a year. It is cipher in percentage terms victimization the formulaNumber of employees leaving over specific period x 100 beat back turnover = Average number of quite a little employedIt is important that labour turnover is continuously measured by Boots to warn of pot ential difference problems so that management can take appropriate action. Replacing employees disrupts efficiency and creates recruitment and training be. For a business to meet the objectives of its manpower plan, it is important that it denigrates labour turnover.A high labour turnover is trammel to contact the quality and level of yield as well as incurring manpower costs associated with the recruitment and training of labour.Labour stability IndexThe labour turnover ratio is a rather general measure. A much baffling indicator is the labour stability index, which is calculated using the formulaNumber employed with much than 12 months helper x 100Labour stability = Total number of provide employed unitary year agoThis index denotes stability because it emphasises those employees that stay rather than leave.Age StructureThe information on the age structure of the workforce analysed by different categories of employees is useful for several reasons. It will highlight a potential staff shortage problem that might be caused by a large number of employees all reaching retirement age during a relatively short period of time in the near future. It might show that a particular age group dominates certain positions within the companion, frustrate the promotional aspirations of some new(prenominal) employeesA detailed analysis if the age structure of the workforce of Boots, when railroad tieed to skill audits, can overly be of bringable value when deciding upon the allocation of training opportunities. For example, boots short-term objective might be to train all employees to use a new form of computer technology by the end of the year. When deciding who should receive training, Boots needs to know which employees already possess the required skills and which employees argon nearing retirement age, as training hoi polloi who argon shortly to leave the company would not be cost effective.I am going to be covering the argonas that surround Boots i n brent they are Alperton Barham Sudbury Sudbury royal court Preston Tokynton Wembley Central (where Boots is based)Ward% Under 8 years% Under 15 yearsworks Age (16 PA)% Pensi unrivalledr 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 motor inn11.720.467.911.70.7Tokyngton12.120.86514.21.1Wembley Central13.222.266.211.60.7This entropy shows the percentage of tribes age in each ward. As you can actualise looking at the data Wembley central employ 66.2% of working pile organism the deuce-ace highest ward. in that locationfore in this area 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 means businesses in Wembley central do not employ old people as there isnt legion(predicate) old people in this area as there ar e in Preston where majority of pensioners live.Boots would look at recruiting people that who are young, as they exigency young and active staffs. They would employ young people so they can step by step train them as they go along. By doing this Boots can provide a better service to there customers.WardTotal Un betrothal RateEstimated Rate for Black 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 rates in brant goose and the estimated rate for black groups. Unemployment rates for Black and Asian groups were higher than for unclouded groups. White unemployment rates were 10.9% whereas black unemployment rates were 16.5%. While there are no up-to-date unemployment figures by ethnical group, there is no reason to suppose that the differential in the midst of colour and other ethnic groups has fall 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 cypher the differential rate in unemployment between the black and other ethnic groups and all groups, then applying the digression 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 freehanded estimate of the carely 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 central where Boots is based it looks homogeneous an average of unemployment members. This means that in this area there arent many unemployed people as the area is actually work due to businesses operating in the area an d 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 tuitionRank in BrentPersons (18 +) competentRank 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 prolong the number 1 rank in Brent whereas Wembley Central corroborate the rankings of 15.% In EducationRank in BrentPersons (18 +) qualifiedRank in BrentAlperton60231220Barham71141514Preston71131811St. Raphaels5428730Stonebridge5427927Sudbury749199Sudbury Court748271Tokyngton65191026Wembley Central71111315Those wards which have high proportions of the population qualified to a level above GCE A level are those wards which have the highest proportions of people in master copy and managerial occupations. This tells us that Sudbury Court has the most workers with qualification.Weekly average earnings (Full Time )198419861988199019921994Greater capital of the United Kingdom Males214.7255312.6383.1434.4467.3Greater capital of the United Kingdom Females142.8169.3208.2258.9308.6336.5Brent Males204.1242.4283.3338381.2402.1Brent Females120.1159172.5225.8267.9282.7This data shows the average weekly 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 have increased as the years have gone on. The females earnings have also increased as the years have gone by, but not the same amount as the males. Some females signal that they are getting unfair pay, as their earnings do not match the males when they are working the same hours and the same jobs as them. If females go through neglected in the workforce they seek the equal opportunities for advice.We can see by looking at this graph that the level of males earnings in 1994 in Brent have increase, so has females earnings. However females earnings are not as oftentimes as males earning.Recruitment And SelectionThe first stage of recruitment is to conduct a detailed analysis of the job, which may involve questioning the current jobholder or observing the jobholder at work. The information gathered is guardedly recorded and analysed. Further information might be obtained through discussions with the jobholders manager of supervisor.When the job analyst gathered all this information, it should be written down in a summary report settleting 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 essential to actually do these tasks. This is what a job description summ ary looks handleJob DescriptionJob Title sales AssistantDirectly responsible to Store managerDirectly responsible for No one attain with Managers, other sales assistants, personnel plane section, other stores and customersJob outline To champion meet customers requirements by providing them a high quality service to ensure they remain satisfied. To be able to bus 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 overlord person, polite 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 orders must be processed correctly using the company placement as in brief as the order is receive. Overall an individual target must be met. Complaints must be dealt with courteously and immediately.A person specifica tion, which is also known as a personnel profile, describes the characteristics and skills, which a person needs to be able to do the job to the required standards. in that location are many shipway to set out this information. This is what a person specification looks likePerson SpecificationPhysical appearance bright personal appearance, elapse, articulate speechAchievementsFive GCSEs at grade C or above. No old experience required, however it would be an advantage.Specific skills cheeseparing communication skills. Ability to listen to problems and offer practical suggestions. Willingness to learn. Competent with money.InterestsAny position of social business or participation in team related activity ainityPolite, pleasant and cheerful, ability to deal calmly with aggravated customers and to cope under drag. Good team workerPersonal circumstancesReliable person, good time-keeper, living local anaestheticly and involuntary to do additional overtime work during holiday perio ds.The next stage of the process is to attract whole those people who fit Boots person specification. Therefore Boots need to publish for a staff and it is important to advertise in the right areas. It is important to think about the type of people it is trying to attract and the publications they read.The ad should be done a well light uply and noticeable. The advertisement should also make it quite clear how any enkindle person should apply, and state whether applicants need to submit a copy of their curriculum vitae. at a time Boots has attracted applicants who match the person specification, the next stage is to gather information on each applicant. The main sources of information are1. Application forms2. Curriculum vitae3. InterviewsThe purpose of an application form is to gather information about the candidate that will give definite clues about personal attributes, qualifications, experience, etc. Boots make decisions about which candidates to short list by comparing th e information on application forms to the person specification. The completed 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 belike to persuade a prospective employer to consider granting and interview. This is how a CV looks like and should be presented. (See next page)Curriculum VitaeName Salma Ahmed reference book 50 Tudor Court SouthWembleyMiddlesexHA9-6SE address 0208 900 9018 Home)07958172964 (Mobile)Date of Birth 20/11/1985Marital status Single depicted objectity BritishOccupation sava ntEducation Preston manor Sixth Form CentreCarlton boulevard EastWembleyMiddlesexHA9 8NA Sep 2002-2004Qualifications GCSEFrench BMaths CArt CEnglish Literature AEnglish Language BScience C/CHistory CDT CPersonal Profile I am a very hard working person. I like meeting 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 best of my ability.Work Experience Business Insight UK (Computer suppliers)Position I.T. AssistantAddress Alperton HouseBridgewater RoadWembleyMiddlesexHA0 1EHStart 04/06/01Finished 15/06/01Duties & SkillsDuring my experience at insight my duties were to deal with practiced trouble and solving them. I had to do mail orders and general office duties including filing, faxing, photocopying and other duties that were requiredAchievements passim my five years at Preston Manor, I have achieved many duties and responsibilities. I was a prefect where I ha d to help out the instill with any events or forthcoming events. I was also a member of the school council committee. I took part in many school activities and special(a)-curricular activities such as basketball, football and cricket. I had entered for a poem competition and the poem was published in a book called kaleidoscope.InterestsIn my spare time I make myself useful. 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 enjoy reading books and sense of hearing to music. I take a lot of interest in computing and learn to develop my knowledge on it at home with computer books. I also use the Internet regularly prevalent as I find it very interesting and take a big interest in this too.Reference Are available upon requestThe structure of the selection interview depends on the reputation of the void and the size of the Boots. For some jobs, applican ts 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 tight customers, how would you deal with the situation?6. Give me an example of a situation you have faced?7. How well do you think you can contribute 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 carry out this job at high standards and are able it impress the interv iewee with skills and experiences that have been achievedDuring the interview the interviewee would usually mark the applicant(s) on a invertlist, which would be created to see whether the applicant is right for the job. This is how a checklist would look likeAfter this process is done the Human Resource incision then work out who is perfect and suitable for the job.This is the type of recruitment process that Boots would use. Often 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 explaining wherefore the writer is suitable for it. The letter will be structured 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 spelling mistakes, it could indicate that the applicant is not sui table 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 found 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 advertised 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, apart from the dates of January 27 and January 30.Yours SincerelyAmit Patel learning And Development ProgrammeTraining is the acquisition of a body of knowledge and skills, which can be applied to a particular job.The resources dedicate to training can create substantial costs. It is important that training needs are correctly place 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 manufacturi ng or services company, for example, the training manager will have teams of training instructors to teach all kinds of courses to employees. Even in small businesses several types of training will still be infallibleTraining 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 workplace 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 courses, which may be in a college or a training warmness away from the workplace. This type of training is important to an employees calling development as well as creation 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 life and c ulture. Employers use induction training as a means of introducing new employees to the organisation and ensuring they have necessary 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 make to feel welcome and are to the full aware of what the job entails. Induction training provides new employees with information about The organisations policies and objectives Future career opportunities Pay, training and fringe benefits Health and safety The organisational structure and layout The requirements of the job Colleagues and managersGood induction training programmes undefeatedly equalizer 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 relationships between employees and to provide employees with the opportunity to le arn new skills. Employees are allocated a mentor, usually an older or more experienced existing employee, whose role is to give notice 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 orthogonal organisation. The mentor would be expected to have a wide range of professional skills and experience and be able to offer 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 manager s 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 inside their own organisation. Courses might be held in an run-of-the-mine 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 middling cheap there is usually no need to employ outside trainers and lecturer Course content is tailor made for your organisation Reference and examples to highlight points can be related to your own organisation Everybody knows one another, 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. Ins tructors 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 factory 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 external courses are They bring together specialist trainers who 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 big value on the benefits of being away from the workplace the course members are in a pleasant and peaceful en vironment away from any distractionsExternal courses are generally quite expensive because this includes fairly luxurious accommodation in lavish surrounding and the guest speakers are exceedingly 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 SystemTraining and enterprise councilsThis was first established in 1990. This helps businesses to identify their training need. Sponsored by the organisation and led by local people, there are some 80 TECs in England and Wales. Their mission is to encourage economic growth through effective training and enterprise.Investors in peopleTECs are also responsible for assess firms that wish to be recognised publicly as placeors 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, companie s like Boots must meet lordly training standards.Individual learning accountsIndividual learning accounts are designed 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 banking concern account into which the government, the individual and the employer all make a contribution, and the money is used to buy 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 basically 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 em ployees 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 better idea of exactly where the employees future may lieJob Rotation large people a range of jobs in rotation widens their experiences and increases their skills.Job Enlargement fine-looking people extra tasks to do gives management a better idea of the employees true capacity, ability and stamina.Job EnrichmentAdding more interesting and more difficult tasks to the job. This might be done with a person of very nifty potential to see just how capable he or she tangiblely 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 staf fs and train them to offer a better service to the their customers.Human Resource Management The authority For ConflictIn a large organisation like Boots conflict is inevitable. Basically, the resources that can be utilize to this area are limited and everyone needs a large share of them.The main areas of conflicts are as follows department 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 ginmill if the cake is of limited size. assessmentThis is a common feature of most organisation but it is a very difficult area and fraught with difficulties. To some long standing employees, apprais al 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 happy 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 organize systems such as that of Boots.Recruitment And SelectionThe department that controls selection and recruitment is in a crocked 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 essential candidates.Trade UnionsOne of the functions of the trade unions or representatives of the staff or any organisation is to gain the maximum pay and the best c onditions 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 indigenceal 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 military rating Peer evaluation 360 degree evaluationAn appraisal system is used to review the standa rd 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 appraises 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 concur at an earlier meeting (such as the previous years appraisal).Firstly, the appraisor writes an appraisal report of the appraisee. Secondly, this is discussed with the appraisee at an interview. There are several options availableSelf EvaluationBefore 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 object ives 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 compeer evaluations of the individual. This is based on the idea that the best people to provide feedback on an individuals performance are those who operate at a comparative level. on the face of it this can only be carried out in complete confidentiality, so that the people making the peer evaluation do not feel that there can be any come back.360 detail 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 de al with. Therefore a middle manager would get appraised by staff working for them, by fellow managers and by their boss.This gives an extremely thorough 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 have 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 improves communication between employees and managers a few wrangle of encouragement and praise for doing a good job are often highly motivating.MotivationMotivation d escribes the extent to which an individual makes an effort to do something. Boots are likely to improve performance, in terms of productivity, attending rates, cooperation and quality, if they can find ways of increasing 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 theories 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 NeedsMaslows ideas focus on the value of developing self esteem and of helping people to fulfil their potential. Maslow tell 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 Affection/love resort needs SecurityFreedom from pain and threatsPhysiological needs Food, water, and airOnce these have been satisfied, more and more higher level need start to come to the fore in determining what motivates us. When one level of need is satisfied, it decreases in strength and our actions are then dominated 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 of employment.Need for social affect 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 th ings made them dissatisfied.Herzberg called the things that satisfy people job content factors and the things that dissatisfy people job context 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 context (outside circle) includes aspects such as working condition, pay, company polity, 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 small businesses like Boots. Performance management plays a big successful part in a business as long as it keeps the employees happy and motivated.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 numbers 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 global business environment, human resource planning is an ongoing process. A business like Boots needs to alter its objectives continuously to take account of New technology emerging world markets Green and ethical issues Workforce demandsNew 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 sti ll 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 cause world markets, enjoying considerable economies of scale, oddly as transport costs continue to fall in real terms. Worldwide production facilities, automation and access to instant 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 speed up. Internet selling has become firmly established and organisations require highly flexible work forc es to survive in such an environment.Green And Ethical 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 move 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 beware of. Good planning means a successful business.To successfully implement 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.Manpowe r 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 national 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 general size and age structure of the local working population Developments in th e 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 profits levels and the conditions of employment.Manpower planning must therefore 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 nowadayss 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 AnalysisThere is a great deal of statistical information, from government and private sector sources, relating to the impact of local and the national 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. potation 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 bring low 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 specify how the organisation in tends to assist redundant employees in their search for alternative 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 sate existing and 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 valued 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 breeding for creating a tougher 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.