Human Resources Management notes

8.1 The role and functions of the human resources office

What is Human Resources Management?
• Term to mean how employees are managed by organisations or by the personnel
department charged with that role

• Human resources (HR) department must work closely with other departments as they
must inform HR of their staffing needs ( temporary also)

• HRM enables the business to recruit, train and retain the right people, so that the
organisation goals are achieved

• HRM recognises that the people who work in an organisation are its most important
assets, and that the organisation’s success is dependent on their performance.

• HRD is responsible for staff welfare – such as processing paperwork for employees
who wish to go on staff going on maternity leave, study leave sick leave, vacation
leave and issues related to employment protection.

Major functions of the Human Resources Department:

• Recruitment and selection of new employees
• Interviewing
• Induction of new employees
• Deployment of staff
• Training and coaching of staff
• Appraisals/ performance management
• Hiring and firing
• Promotions, layoffs, and transfers
• Disciplinary procedures
• Staff welfare facilities

Recruitment and selection of new employees

Vacancies become available due to:
• Retirement
• Resignation
• Creation of a new position
• Creation of a new product
• Dismissal
• Expansion of company/organisation
• Death of an employee

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 • Recruitment is the process of searching for, attracting, screening and selecting a
number and quality of workers for a job or jobs who will help the organisation
achieve its goals and objectives. Recruiters can be the organisation or employer or
can be a recruiting agency where the recruiter represents the employer.

• Recruitment is a time consuming and expensive process, so recruiting must be done

so that the right person is selected for the job

• The recruit should fit the job- add to competitive advantage of the organisation

• It is important to decide: the skills and personal qualities for job; the method to be
used to attract staff; method of employment ( P/T or F/T) and whether the post be
filled internally.

Internal recruitment
Employees are given the opportunity to apply for vacant positions. There are several
advantages to this:
• Usually, less time
• Increases the opportunity for employees to advance
• The employer already knows the strengths and weaknesses of the applicant
• Current employees may be rewarded with a promotion for their good work
• Staff may be encouraged to remain with the organisation
• Reduced training costs as employee is already familiar with the organisation.

External Recruitment options

Current employees may not have the required attributes for the job. It allows employers to
select from a larger pool of candidates. It brings new ideas and abilities to the organisation

• Employment agencies- candidates can visit the recruitment office , be tested, and
interviewed. Candidates pay a fee to the agency before job interview. They will
usually have to pay a portion of their salary to the agency

• Recruitment websites- allow organisations to advertise online and candidates can

upload their CVs. Help to attract ,test, recruit, employ and retain staff at a low cost.
Job board is an online location of up-to-date job listings. Applicants can apply
through a job board.

• Head-hunters- job recruiters who specialises in finding highly skilled professionals.

Organisations benefit as head-hunters eliminate the need to advertise and screen for
the right person. They are paid a fee if they can find the right candidate for the job.

• In- house recruitment- companies advertise on their own website. Use internal
referrals, work with trade associations or may source candidates form colleges and
universities by setting up recruitment drives.

• Niche agencies – these firms focus on specialised areas such as teaching , nursing,
hospitality etc

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8.2 The recruitment processes
Overview
• Identify vacancies/job analysis
• Prepare job description and specification
• Advertise vacancy using selected communication channels, newspapers, company
newsletters, websites, or word of mouth
• Shortlist by selecting the candidates who best meet the requirements
• Arrange interviews of selected candidates
• Interview and assessment
• Decision to appoint
• Make job offer to the chosen applicant
• If offer is accepted the prospective employee meet to negotiate and finalise terms of
employment
• Employment begins

Preparation or workplace planning

Before the advertisement can finally be placed the following planning and preparation must
be done.
Needs analysis
A needs analysis must be done by investigating or by gathering information about the
requirements and necessary skills for a job.
• What job must be done
• What is done to perform each job
• How and why is it done
• The type and level of knowledge and skills that are needed to perform each job
• The physical demands and environmental conditions of each job
• Use the above to create a job description and specification.

Job description
Job description- written summary/ overview of the job, a list of duties and tasks that must
be done in that job. A job description is used to plan the needs of the workforce, advertise for
potential employees, identify the skills and qualifications required, determine the level of
training that must be provided for the workers to perform their jobs effectively, helps to guide
calculation of compensation given the qualifications, responsibilities, and work environment,
and evaluate the performance of workers

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It is written using headings such as:
• Title- Job title of the position being advertised
• Summary- brief description of the job
• Accountability- the person to whom the employee will be reporting
• Responsibility- the people for whom the employee will be responsible
• Location- place where the job will be based
• Purpose of the job- what the post holder is expected to achieve
• Main duties- the main areas of responsibility/tasks
• Equipment- a list of tools, equipment and machinery that may be used to do the job

Job specification
Job specification- sets out the human characteristics needed for the position. It identifies
the knowledge, skills, abilities, experience and attributes required for the applicant to
successfully complete the duties
• Essential attributes: Skills, knowledge and attitudes that are necessary for the job
• Desirable attributes: additional attributes that will enhance job performance
• Contra- Indicators- Attributes that will hinder job performance.

The job description and job specification may be combined and published as an
advertisement when the firm is recruiting employees to fill a position.
Job Advertisement
• Organisations use the classified sections to advertise in local newspaper, on radio and
TV, via employment agencies, internet, trade magazines, internal, job centres.
• Advertisement must inform about the company, what is does, outlines job to be done,
provides job title, qualifications and experience needed, how to apply and to what
deadline.
• Must attract the right number and quality of candidates for the job.

Shortlisting suitable candidates

Reducing the applications to a selected few ( top list of candidates) for interview by using
certain criteria to ensure a fair process of selection. Criteria would include:
•Qualifications- for example a minimum number of CSEC qualifications grade
2 and above
• Specified skills- for example accurate typing, experience working with
Microsoft
• Specified abilities- for example arrange meetings, knowledge of filing
systems
• Personal characteristics- for example ability to organise and prioritize own
work
• Personal attributes- such as discretion and tact
• Previous experience- experience in similar job or industry
Shortlisted candidates must have the essential requirements in the job specification.

Interviews
Job interviewing is the process whereby prospective employees are evaluated to fill vacant
positions within an organisation.

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It is a crucial function of HRD as quality of employee can determine success or failure of the
organisation. HRM must assess an applicant’s suitability for a position. The interviewer must
prepare by:
1. Reading the job description, job specification, resume and application form to identify
the requirements for the job and to determine areas where further details may be
needed.
2. Plan the questions based on the requirements of the job. Interviewers must be highly
trained in question techniques. Interview involves the candidate and between one to
three persons representing the employer and the HR Manager and the supervisor of
the department hiring (interview panel).
3. Prepare for potential questions from the job applicant
4. Prepare an interview schedule.

Interview questions
• Candidates will be asked several work-related questions and will also be given the
chance to ask questions at the end of the interview.

• Interviews must be thorough, fair, unbiased, and objective. Each candidates must be
treated consistently. Asked the same interview questions.

• Use follow up questions as appropriate. Ask clear, concise, and job-related questions.
Ask open ended questions to give the candidate the opportunity to discuss their
abilities. Do not ask discriminatory questions ( religious background, race, age,
gender, or marital status).

• Suitable questions that a candidate can ask: Will I be mentored at the start of the job?
What kind of processes are in place to help me work collaboratively, what can I bring
to this company to help the team achieve more? Do team members typically eat lunch
together or do they take lunch at different time?

Panel Interview
This involves several interviewers. Panel interviews are designed to get different points of
view, so it is wise to select interviewers from different levels of the organisation. The
panel usually consists of the manager of the hiring department, another manager in a
related field and another experienced senior worker. The interviewers take turns in asking
questions, as decided beforehand. One may ask about work history another about skills
and so on. At the end of the interview each interviewer rates the interviewee. A panel
interview helps to assess how well a candidate can handle pressure.
Periodic interviews
The HRD also conducts periodic interviews with existing staff for the following reasons
Update their records where there have been changes to the employees personal data,
qualifications, education, and training
• Determine training needs
• Determine most appropriate deployment of staff
• Evaluate the level of the employee motivation
• Identify staff welfare needs
• Obtain employees’ viewpoint on different issues in the organisation.

Selection of the most suitable candidate

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Employers must select from the pool of candidates interviewed the most suitable applicant to
fill the vacancy. May have to be interviewed a second time and/ or tested, after which a
selection will be made. Selection must be based on merit and eligibility of the candidates as
judged by:
• Content of application.
• Qualifications (if required for post).
• Performance at interview.
• Outcome of any selection tests.

8.3 Induction and deployment

Induction is the process of introducing new employees in the organisation, providing
guidance and support to adjust or acclimatise to their jobs and working environment.
TRAINING
Benefits of induction training to the employer:
• Reduce wastage of raw material
• Reduce customer turnover
• Reduce employee turnover
• Increase revenue collection
• Increase product innovation
• Reduce grievances
• Reduce errors
• Reduce equipment downtime
• Foster confidence in and loyalty to the organisation
• Help to promote a harmonious working relationship among employees

Benefits of induction training to the employee:

• Improved job satisfaction
• Improved morale
• Can develop specific skills and knowledge
• Fewer errors made
• Increase efficiency
• Keep employee motivation
• Reduce boredom
• Improve or foster self confidence
• Helps employees to understand their rights and responsibilities

Induction of new employees

Induction activities should commence before arrival of the new employees. Pre-arrival
induction activities include:
• Preparation and organisation of all necessary forms to be completed
• Organisation of workspace, furniture, equipment, and supplies
• Inform departmental staff of expected new employees, including their names,
positions, reporting relationships.
• Assigning team members to welcome and assist the new staff members
• Preparation of induction material such as printed code of conduct, health and safety
directives and equipment instruction manuals.
First day for new employees
A very important day for new employees. The new arrivals should be welcomed and helped
to settle in. Be given a tour of their work area and facilities such as washroom, cafeteria, and
the emergency exit. Other activities would include:

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 • Meetings with key persons such as immediate supervisor and subordinates
• Discussion of the terms and conditions of employment, shift timing, casual, sick and
vacation leave, the quantity and quality of output that are required.
• Explanation of the organisation’s culture such as values and ethics. Corporate special
responsibility, dress codes and personal practices.

Activities on the next few days

• Provision of an overview of the organisation, its history, structure, operations, and
strategic plan
• Clarification of their role in the achievement of the organisation’s objectives and
functions and responsibilities of that role.
• Identification of any inductees training and development needs and explanation of
how these will be fulfilled.
• Informing inductees about safety measures and standard operating procedures.

Orientation
Staff orientation also called job-specific orientation is the process that is used to help
employees fit in quickly with their new position. This is usually conducted by the supervisor
or manager in the section or department in which the recruit will be working. This training
will include:
• Duties and responsibilities of the employee
• Employer’s expectations of the employee
• Organizational function
• Rules and regulations of the organisation
• Policies and procedures to be followed
• Training on operating equipment
• Introduction to co-workers

Purpose of orientation:
• Reduce anxiety
• Reduce start-up costs
• Save time for supervisor and co workers
• Develop realistic job expectations, positive attitudes, and job satisfaction for the new
employee.

Deployment
Deployment is the process of allocating workers to positions in an organisation. Effective
deployment involves finding the best possible match between the requirements of the job and
the abilities of the worker
The HR manager must identify:
• The requirements of each job and the number of employees required to achieve the
desired outcomes
• The goals of the department and organisation
• The qualifications, skills, and experience of each employee and their limitations
• The goals and aspirations of the workers
• The way work assignments are structured, such as teamwork
• Variations in staff requirements
• Can existing staff be moved around to the benefit of the worker and organisation?

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Benefits of effective deployment:
• Improves worker performance as workers are assigned jobs for which they are best
suited
• Reduces costs such as work stoppage due to injury
• Supports ongoing improvement of work practices and increasing efficiency
• Can help deal with issues of punctuality, absenteeism, and inter-staff conflict.

Challenges for HR
How to calculate staff levels to prevent overstaffing and understaffing
Overstaffing
• Too many workers in an organisation
• Results in higher operating costs and lower profitability.

Understaffing
• Insufficient workers for the organisations workload
• Causes stress, worker dissatisfaction and unsafe work practices.

HR solutions to overstaffing and understaffing

HR solutions to overstaffing HR solutions to understaffing

Redeployment: transfer of staff to another Redeployment: Transfer of workers from

department or branch where there is a need other departments
for additional workers

Rescheduling: Having employees work for Recruitment: the hiring of new employees
fewer hours including temporary workers

Termination: workers may be dismissed or Training: Helping workers improve

offered early retirement productivity by teaching them more
efficient and effective work methods,
including how to use new equipment.

8.4 Appraisal/ evaluation of employees and training

Appraisal
The purpose of a staff appraisal is to review (evaluate) the worker’s performance against pre-
set goals. It is a two-way process as it gives the employee the opportunity to discuss job
content and talk about career plans.
Performance appraisal is a continuous cycle and not an isolated event. The HRD will develop
the appraisal form along with consultation with the relevant department heads.
• Usually, a new employee will have an appraisal done after 6 months of employment,
then annually afterwards. Reasons for conducts appraisals include:
• Help to clarify standards, goals, and responsibilities
• Serve to identify and correct problems

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 • Provide a basis for decisions about rewards such as promotions, salary
increases and other incentives
• To identify employees’ strengths and weaknesses
• To enable management to positively influence staff attitudes and motivation
• To facilitate the improvement of performance and identifying the level and
type of training the staff needs
• Recognise the work efforts of employees
• Improve communication between supervisors or managers and subordinates

Performance appraisal steps

Appraisal is a formal meeting between the supervisor and the employee to discuss the
performance of the employee over a period. An assessment or evaluation of the employee is
documented and kept on the employee’s file for future reference when looking for signs of
improvement during the next period
Steps:
1. Appraisals are conducted by the manager or employer but usually by the immediate
supervisor who has better knowledge of the employee and will be able to evaluate the
employee more accurately. The appraisal and employee meet at the beginning of the
appraisal period to review past performance and plan for future expectations, in
keeping with the employee’s job description, responsibilities and goals

2. The employee works toward the goals. There should be ongoing discussions with and
feedback from the manager or supervisor. This feedback also known as a progress
review enables the manager or supervisor to:

o Assess employees’ progress

o Discuss with the employee his or her performance compared to established
goals
o Hear from the employee about factors or issues affecting performance
o Identify ways in which the employee may improve, providing help such as
additional training and coaching
o Adjust the performance goals, if necessary.

3. The manager will evaluate the employees performance at the end of the appraisal
period

4. The outcome of the appraisal is discussed with the employee and presented to
management

5. According to the results of the appraisal the employee may be:

• Appointed as a permanent employee after probation period.
• Rewarded with pay increase, bonus, or promotion
• Reprimanded
• Given a different job or transferred
• Trained
• Demoted
• Dismissed.
• Probation extended.

Training- acquisition of knowledge, skills, and competencies

• Training is an essential function of HRD and must be constant. Training is important
because it:

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 • Helps new employees to develop skills they need to fulfil their responsibilities
• Enables existing workers to improve their performance
• Prepares employees for advancement in the organisation
• Keeps employees up to date with changes in technology
• Increases productivity and profitability
• Builds team spirit
• Increases innovation
• Helps to build a positive organisational culture
• Improves the health and safety of employees

• Employees who are provided with the latest technology will help the organisation to
remain competitive.

• Training can be on- the – job or in-house training.

• Mentoring and coaching
• Simulation
• Self-study
• Audio-visual training
• Off the- job training; and
• Induction training.

On- the- job training is training done during normal working hours, using the actual
material the trainee will use when their training is completed.
On- the job or in- house training take different forms:

• Mentoring or buddying- an experienced employee ( mentor) is assigned to work

with new worker, to guide through daily tasks and overcome problems
• Shadowing-work alongside another employee to get better understanding of the job
to be performed
• Coaching- new employee will learn new skills and practice the skills with the coach.
Coach will review performance to ensure new skills are learned until they become
habit.

Off- the- job training

• Training done away from regular working stations
• Employees will not perform regular duties but will use time to attend the location set
up for the training.
• May be carried out in the same building where jobs are performed or completely off-
site.
• May be provided by trainers working for the same employer as the employees being
trained or by an outside trainer hired by the employer.

8.5 Staff welfare

Staff welfare is the provision of safe working conditions, provision of services and facilities
to create healthy, loyal, and satisfied workers. Welfare involves physical, mental, and social
well-being.

Purpose is to improve work life of the employee by keeping morale and motivation high
and, to raise their standard of living. Helps to reduce the turnover level of the organisation.

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An important part of staff welfare is the creation of a working environment that is free from
fear, threat, or intimidation. This will enable workers to communicate openly about their
concerns or difficulties. The HRD must liaise with all other departments to ensure the best
possible work conditions for employees.

Staff Amenities – These are welfare facilities and services which make working conditions
more comfortable and enjoyable. The labour laws of many countries specify the minimum
amenities that employers must provide:
• Changing rooms
• Cafeteria/lunchroom
• Recreational, sporting, or physical fitness facilities ( gym)
• Day- care facilities for working parents.

Safe work conditions- poor working conditions and high stress levels can result in staff
accidents, injuries, and ill health. Workers become sick or occupationally disabled less
frequently when employers create a healthy, safe working conditions. The laws require
employers to be responsible for providing a safe and healthy working environment for their
employees. This includes the elimination of risk and accident factors and the training of
workers in safe practices. These include:
• Removal or reduction of health hazards
• Prevention of overcrowding
• Use of personal protective equipment
• Provision of safety guards on equipment
• Establishment of guidelines and providing training in handling of hazardous materials
• Safe access to and outlet from the workplace including emergency exits
• Information, instructions, training, and supervision about codes of practice for the
specific industry or occupation
• Train an adequate number of employees in first aid and emergencies
• Well- stocked first aide boxes or cupboards

Physical, emotional, and mental well being

There is a close correlation between employee health and work performance. If staff
problems are not solved the organisation is adversely affected. HR will advise on how to
manage methods of providing for the well- being of employees. These could include:
• Pre- employment and periodic medical examinations
• Access to health facilities
• Holding workshops on wellness and safety
• Counselling services with strict confidentiality
• Allowances if employees become pregnant, ill, unfit for work or unemployed.
• Provision of the legislation related to staff welfare issues
• Statutory benefits such as National Insurance
• Support groups ( HIV/AIDS Hotline and Alcoholics Anonymous.

Working hours and rest periods

There are laws which stipulate how long employees may work per day and when they should
take breaks. Generally, employees should not work for more than five hours without a break.
A normal work week should be 40 to 45 hours ( 8-9 hours per day) and overtime must be
paid if this limit is exceeded. Annual vacations should be taken.

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Non- discrimination, gender equality, equal treatment
Workers must be confident that they will not be discriminated against or harassed based on
age, religion, ethnicity, gender, sexual orientation, marital status, and so on.
Employers must also cater to the needs of workers who are physically challenged where
possible such as ease of access to the workplace and amenities.

Legislation related to workers welfare

• There are statutory provisions set by law to protect employees. HR must know
these laws and be kept up to date. It is also important that a contract of
employment ( legal document) between employer and employee are written and
signed by all parties. Both parties must follow the terms and conditions of the
contract.

• Workers must receive equal treatment and be paid a fair wage and to work in a
safe environment. Workers must receive appropriate training and be provided with
proper protective clothing, gear, and equipment when necessary. Workers are the
right to join a trade union. Employers also expect employees to follow all health
and safety regulations and to treat other employees with respect.

• The International Labour organisation (ILO) sets international labour standards,

and its conventions are binding on all members. ILO conventions on decent work
are relevant to HR as they cover wages, holidays, maternity leave, health and
safety, fair treatment, and trade union rights. The ILO bans forced labour and
restricted use of child labour. No child under the age of 13 can work. Those under
15 years of age only light work and activities up to 18 years of age are restricted.

• Workmen’s Compensation Act-enables workers who are injured or incapacitated

at work or who suffer from an occupational disease to claim financial
compensation.in case of their death their next of kin will receive the
compensation. Employers MUST take out proper insurance to protect themselves
against large claims as they must abide by their legal obligations.

8.6 Promotions, transfers, layoffs, and dismissals

• Promotions- movement into a higher position within the firm- motivates and
generates employee loyalty through recognition. Promotions can be based on
employee competence and work dedication, length of service, attitude to present
job, education, training, attendance/punctuality, and dependability
• Transfers- lateral movement with same pay range and type of position. Can be at
request of the employer or employee. Employee may wish to learn new areas of
the organisation and request a transfer.
• Layoffs- employers temporarily send workers home until further notice, such as
seasonal businesses when business is low and are brought back when there is a
boom in the high season.
• Dismissal or firing - releasing an employee from his/her current job for reason or
cause. Employment can be terminated anytime but dismissal must be fair. If unfair
employer may be found guilty of unfair dismissal by an employment tribunal.

Dismissal for a reason where there is

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 • Modernisation- need for new skills and expertise to keep up with technological
changes and to keep the business competitive that workers refuse to attain,
resulting in the business having to remove those workers and replace them with
better skilled workers.
• Downsize- business must downsize due to fall in business revenue caused by
changes in the global economy. As a result, employees will have to be relieved (
laid off) of their duties. This is a form of dismissal called redundancy
• Automation- automated machinery or systems replace staff so there is a
reduced need for workers. Automation can make a company more productive
and profitable so the company will have to dismiss some those workers who the
machines have replaced.

Dismissal for cause

• Dismiss for cause is where the employee is not performing their duties or has
acted wrongly, breached rules, poor attendance, after receiving warnings still
refuse to follow organisational rules.
• An employee’s employment can be terminated at any time, but the dismissal
must be fair. If not fair, then the employer may be found guilty of unfair
dismissals by an employment tribunal.

Disciplinary procedures
The disciplinary procedure is a legally enforceable contract between the employer and
employee. Disciplinary procedures are a written set of steps that identify the actions an
employer will take when they consider that there have been problems with an employee’s
conduct or performance. Employers should have a written disciplinary policy that outlines:
• The disciplinary procedures
• What performance or conduct might result in disciplinary action?
• The actions that may be taken
• Provisions for appeal.

The disciplinary policy should be made available to all employees. Some countries have laws
that set out disciplinary procedures. These must be followed by the employer as failure to do
so gives the employee a claim for unfair dismissal.
There may be minor cases of misconduct or poor performance where the employer may
choose not to invoke the formal disciplinary procedures. The issue may be handled with
informal advice, coaching and support or reprimand. However, if the performance is caused
by a lack of knowledge and skills, training may be provided. The goal is to help the worker to
improve. A review of the worker’s performance may be done within a specified period.
Conduct that can result in informal action:
• Ineffective use of time on the job
• Improper or careless use of equipment
• Absenteeism or unpunctuality
• Bullying
• Indecent conduct

Failure to improve, or gross misconduct or negligence can result in the employer taking
formal disciplinary action.

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Conduct that can result in immediate formal disciplinary action:
• Possession or use of alcohol on premises
• Buying, selling, using, possessing or being under the influence of any illegal drug/
substance
• Theft or fraud
• Fighting on the premises
• Possession of unauthorised weapons on the premises
• Wilful violation of safety rules
• Deliberate damage to property
• Negligence that causes an unacceptable loss. Damage or injury
• Gross insubordination
• Harassment or discrimination on the grounds of race, religion, sex, disability, age.

Formal disciplinary procedures/ steps

1. Manager or an independent person must establish full facts of the case including an
investigation if required
2. Employee must be given a statement/letter outlining the specific problems concerning
conduct or performance. Give at least 7 days’ notice of a meeting to discuss same.
3. Hold meeting and allow employee to respond. Employee has a right to have a work
colleague or trade union representative present. A senior HR staff member should also
be present at disciplinary hearings.
4. After the meeting the employer must notify employee in writing of the decision and
right to appeal. This must be as soon as possible or no later than three working days .
5. Employee must notify employer if they choose to appeal
6. Employer must arrange an appeal hearing preferably in the presence of at least one or
more senior manager.
7. The employee is informed of the final decision within reasonable time.

8.7 The human resource clerk

A clerk in the human resource (HR) department is required to assist with the functions of the
human resources management (HRM). Functions are a diverse range.
Routine clerical functions would include:
 Preparing various business communication
 Handling mail for the department
 Photocopying documents
 Maintaining HR filing system
 Greeting visitors to the department
 Routing telephone calls and taking messages for HR department
 Managing appointments
 Organise meetings.

Specialised functions
• Maintain personnel records manually or on a computer database. Staff (personnel)
records will include:
• Personal information such as employee name and address and phone contact
details, date of birth, gender, nationality, and emergency or next of kin details
• Education and qualifications
• Details of any known disability
• Employment history with service record

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 • Contract of employment- Terms and conditions of employment, pay, hours of
work, holiday entitlements and any benefits
• Leave or details of absences- dates and type of leave - ( sick, vacation,
maternity or paternity, bereavement, compensatory time off)
• Job specification and description
• Appraisal form
• Training undertaken, disciplinary action or accidents connected with work

• Prepare for interviews

• Receive application forms and keep filed
• Notify shortlisted candidates and draw up an interview schedule
• Ensure interview room and waiting area is clean and tidy
• Organise any aptitude test that may be needed
• Greet candidates and show them to the interview room
• Writing to named referees to ask them for a reference or to confirm a reference
• Witing to candidates to advise whether they have been successful

Assist with tasks of the HR management function which include:

 Advertising job vacancies, notifying staff of promotions opportunities.

 Receiving and recording job applications, arranging interviews, and notifying
candidates of the results.
 Sending contract of employment and other information to the new staff,
arrange the staff induction, orientation, and other training
 Monitor work conditions of staff, temperature, ventilation, and space per
worker. Checking health and safety and keeping records of accidents. Record
sick leave and reasons for absence and processing other leave applications
 Carry out company welfare policies- long service awards and company loans
 Advise managers on the legal responsibilities of the company and its
employees
 Keep records of grievances and disciplinary actions and their outcomes
 Monitor the terms and conditions of employment, to include wage rates
 Maintain staff records
 Liaising with trade unions that represent the workforce.

Critical attributes of an HR clerk

• Confidentiality
• Discretion is paramount in HR. The assistant will be privy to personal details,
medical history, and earnings of staff in the organisation and must NOT
discuss this information with other people inside or outside the company
• Patience
• Other people may need information to be explained to them carefully and
precisely
• Tact
• Must be diplomatic and not make thoughtless comments that could upset
someone who is under stress or pressure. Must be able to explain certain facts
in a way that it causes the least problems possible especially sensitive matters.

Other specifications that might be needed include:

• knowledge of the manpower requirements of all departments
• maintain confidentiality in dealing with personnel records
• ability to organise well, including strong time management skills
• addresses issues objectively and candidly

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 • able to adapt to changing circumstance
• excellent interpersonal skills
• treat others with dignity and respect
• always maintain the highest standards of ethical conduct
• ability to be balance and fair when dealing with conflict between management and
staff.

Records used and maintained in the Human Resources Department A brief training
programme to familiarise new staff
Contract of employment – formal agreement and legal document about the job that
states the terms and conditions that will apply to both employer and employee. It is
legally binding. Terms will include:
• Employer and employee names
• Date employment began
• Job title or brief job description
• Hours of work and place of work
• Pay ( remuneration) and how often payments will be made
• Holiday entitlements as well as entitlements to sick leave and sick pay
• Pensions and pension schemes
• Notice required to terminate contract by employee or employer
• Reference to any disciplinary and grievances procedures any trade union
agreements that relate to the employee.

• Personal history/records for each employee in a record form format on the

computer as well as a manual file to holds documents that apply:
• Application form or letter of application as well as CV or resume
• Copies of qualifications and references provided as well as interview
assessment records
• Training records
• Applications for leave of absence
• Medical certificates
• Any disciplinary or grievance records
• Completed appraisal forms and evaluations
• Records of any performance improvement plans
• Job description and job specification
• Copies of any new qualifications undertaken during the current year
• Length of service records which include employment history, qualification and
training and any leave of absence given
• Types of leave:
• study leave to gain job- related qualification ( with pay , half pay or no
pay), vacation leave after one years’ service and increases the longer
the service, compassionate leave for death of immediate family
member, sick leave, maternity and paternity leave, special leave
( emergency or personal matter),TOIL time off in lieu( extended hours
of unpaid overtime, duty leave ( required to undertake an assignment
such as jury duty or participate in conferences or some government
related representation)

8.8 Legislation affecting workers

Statutory provisions for employee protection

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Statutory means ‘by law’ so statutory provisions refer to legislation or government
regulations. Ignorance is no excuse for non- compliance, so HR must ensure that managers
and staff are kept up to date with legislation that applies to them.
Employees must have safe, healthy, and fair working conditions. Governments in the
Caribbean have enacted legislation to govern a wide range of work-related issues and
employer/employee relations. There are statutory provisions set by law to protect employees.
HR must know these laws and be kept up to date. It is also important that a contract of
employment ( legal document) between employer and employee are written and signed by all
parties. Both parties must follow the terms and conditions of the contract.
Workers must receive equal treatment and be paid a fair wage and to work in a safe
environment. Workers must receive appropriate training and be provided with proper
protective clothing, gear, and equipment when necessary. Workers are the right to join a trade
union. Employers also expect employees to follow all health and safety regulations and to
treat other employees with respect.
CARICOM has also established model labour laws governing:
• Equality of Opportunity and Treatment in Employment and Occupation
• Occupational Safety and Health and the Working Environment
• Registration Status and Recognition of trade Unions and Employers’ Organisations
• Termination of Employment.

Three pieces of legislation which deserve special mention are the Factories Act, Workmen’s
Compensation Act and Occupational Safety and Health Act.
The names may vary from one country to the next, but the principals remain the same.
Factories Act
Factories Act regulates to ensure anyone who works in a place that manufactures, produces,
or adapts in any way is protected especially those working in potentially dangerous places,
with hazardous machines or substances. Requirements of the Act and workplace ( Health ,
Safety and Welfare ) Regulations include:
• Clean and hygienic workplace
• Safe, regularly maintained equipment
• Safe working practices- storage of dangerous substances and chemicals,
guards on hazardous moving equipment. Non- slip flooring.
• Training and information as well as instructions on protective clothing and
gear ( hard hats, goggles, safety boots, gloves, earmuffs, protective aprons,
and face masks.
• First aid kits
• Adequate lighting and ventilation as well as fire safety precautions, unlocked
fire exits. Adequate working space per employee
• Provision of clean drinking water, washing facilities and separate sanitary
conveniences for men and women.
• Recording of all accidents and injuries that occur at work
• Number of hours per week to be worked, the period of employment in any one
day and the intervals for rest and meals.

Workmen’s Compensation Act

The Workmen’s Compensation Act enables workers who are injured or incapacitated at work
or who suffer from an occupational disease to claim financial compensation.in case of their
death their next of kin will receive the compensation. Employers MUST take out proper

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insurance to protect themselves against large claims as they must abide by their legal
obligations.

Occupational Safety and Health Act (OSHA) and Regulations The

The Occupational Safety and Health Act (OSHA) and Regulations aimed to reduce the
number of workplace accidents and injuries by making sure the workplace is as safe as
possible. It focuses on setting standards and conducting inspections to ensure workers are
provided a safe and healthy workplace.
The inspection and risk assessments are carried out so that hazardous conditions are
identified. If these cannot be eliminated, precautions must be taken to warn and protect
employees.
Employers are responsible under OSHA to:
• Become familiar and comply with the standards that apply to their activities.
• Establish policies and practices to protect workers on the job.
• Eliminate hazardous conditions to the extent possible.
• Ensure employees have and use personal protective equipment when required.
Many companies now have a department called HSE- Health, Safety and Environment staff
with specialist professionals who understand the law.

International Labour Organisation conventions

The International Labour Organisation ( ILO) was established by the United Nations in
1919. The ILO sets international labour standards which are made of conventions and
recommendations. The ILO also provides technical assistance to help with human resource
development, vocational training, management training, the development of social
institutions and how to improve on working conditions, issues of social security and
occupational health and safety. The following are some conventions to note:

• Right to Organise and Collective Bargaining Convention, 1949

• Minimum Age Convention, 1973
• Equal Remuneration Convention, 1951
• Discrimination( Employment and Occupation) Convention, 1958
• Termination of Employment Convention, 1982

A convention is a legally binding international agreement. Once a country ratifies or signs in

agreement to a convention it is under obligation to fulfil it.
A recommendation is a guideline on how a convention may be implemented.

Employer/ employee expectations

Employee
 A fair wage for the work they do
 To work reasonable hours
 To receive rest periods ( holidays etc.)
 To be treated with respect
Employer

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  Employee should be punctual
 Employees should respect and care for the facility
 Employees should be loyal
 Employees should be co-operative

Collective agreements
A collective agreement is a legally binding agreement between an employer and the trade
union or association that represents the workers. Collective bargaining- when a trade union is
recognised by the employer as having the right to negotiate on terms and conditions of
employees A trade union is granted statutory recognition and has a legal right to bargain with
employer about pay, hours and holidays
How it works:
• Trade union and employer to agree on the process
• Who will represent the employees ( bargaining unit) in negotiations?
• Which workers will comprise the unit?
• When will meetings convene
• How failures to arrive at an agreement will be resolved
• Agreements are called ‘ collective agreements’ and often result in a change to
employment terms and conditions, such as wages, salaries, and other compensation,
hours of work, working conditions and grievance procedures.

Employees’ rights:
• Contract of employment
• Redundancy payment
• Equal opportunity for all workers
• Time off for public duties such as juror duties
• Public holiday leave with pay
• Guaranteed payment of wages
• Detailed payslip, maternity benefits, termination notice.
• Safe working environment
• Rest periods/maximum work hours
• National minimum wage rate

Grievance procedures are established steps by which an employee can express complaints
and seek solutions. These are usually prepared through consultation and negotiation between
the employer and the trade union.
Generally statutory provisions protect the rights of workers to:
• Receive a written statement of their terms and conditions of employment
• Join trade unions that represent workers, independent of the influence of government
or employers
• Be protected from all forms of forced labour
• Receive equal pay for doing like or similar work
• Be safe from victimisation, discrimination, or harassment
• Be protected from unfair dismissal.

8.9 Employee turnover

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Employee turnover is the rate at which employees voluntarily leave an organisation. It is
different from layoff and retrenchment, which is when employment is terminated because of
management’s decision. Sometimes it is a benefit when some employees leave an
organisation, such as when an employee is underproductive or difficult to manage, or if there
is overstaffing. Labour turnover is the rate at which an employer gains and loses employees
Advantages
• Allows for promotional opportunities
• May help to reduce an ageing workplace
• New ideas may enter the firm
• Poor performer leaves and replaced by a productive employee with new talent

Disadvantages:
• Shortage of labour
• High turnover can affect productivity if skilled workers continue to leave.
• The departing worker takes valuable knowledge and skills to a competitor,
• Instability caused by loss of experienced staff
• Costly to recruit, select and train new staff
• Quality can be affected and turnaround time delays
• Errors and omissions may increase
• Loss of production levels because of replacement time
• Customers know and depend on the employee
• Affects company as recruitment is costly; paying for advertising, recruitment services
and training of the new worker and can take several weeks to fill vacancy.
• Can be measured monthly or yearly:

Total number of leavers over period x 100

Average total number of employed over period

Internal factors which contribute to employee turnover

Management has control over the following:

• Working conditions
• Consider facilities at work, holidays entitlements, temperature, ventilation,
space per worker, noise levels, health, and safety aspects, few, or no perks
such as laptop, smartphones, company cars. Pace of the work is too fast can
cause stress related illnesses or the work is too monotonous. Employees might
choose to leave if there is a climate of mistrust, hostility, or disrespect within
the organisation. Employees usually remain if the working conditions are
favourable, the work is stimulating, fun and exciting, the relationships among
employees and between workers and management are positive. High levels of
cooperation, collaboration, and teamwork.
• Staff may leave if working conditions are better elsewhere.

• Low salary-

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 • Employees will leave if the compensation package is not as attractive as one
offered elsewhere. Salary is an important consideration for the employee.
Other aspects of compensation also affect turnover. These include housing,
transport, retirement, paid vacation, health insurance, pension plans, employee
discounts, bonus, profit sharing and other performance incentives. The
employer must know the pay rates of competitors. Offer a salary at or above
the average rate. Rates below will only attract when unemployment rate is
high.

• Lack of job satisfaction

• Job satisfaction refers to the individual’s general attitude towards the job.
Staff need to be motivated. Boring work is tedious so is having too little to do.
Staff who feel unappreciated or receive no support will be demotivated.
Employers can improve job satisfaction by recognising the efforts of the
workers and matching the jobs to the individual worker’s disposition, abilities,
and interests.

• Lack of training opportunities

• People want to be eligible for promotion and is difficult without learning new
skills. Loyalty increases when workers perceive an organisation as being
willing to invest money for staff training and development.

• Redundancy
• Not enough work for employees to do or is relocating or closing so fewer
workers are needed because of changes in the workplace such as introduction
of automated systems. Organisation must follow agreed dismissal procedures.
Some workers may choose to leave because they feel that their time,
knowledge, and skills are being wasted.

• Limited possibility for advancement

Workers will opt to leave if there are limited opportunities for advancement
( upward mobility) For example women may observe that the company does
not promote women to positions of higher levels of management. Therefore,
they may choose to accept employment in another organisation or industry
where the ‘glass ceiling’ does not exist.

E External factors which contribute to employee turnover

• State of the economy ( the financial situation resulting from all the items
produced and consumed)
• When the economy is growing the demand for goods and labour will increase
and wages will increase. As wages go up companies must keep pace to ensure
that they can attract and retain good staff. If the economy declines and demand
falls, then unemployment will increase. This also means businesses will have
to make staff redundant

• Better opportunities
• Other local companies may offer better conditions and pay rates, higher
technology, more flexible hours, specialised or interesting jobs. Opportunities
may exist overseas with higher pay rates.

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 • Competition for job placement
• Many applications are received for each job so company can choose it
candidate it wants even if pay rates are lower. If there are few applications, it
means the competition for labour is high and the company may struggle to
find anyone suitable at the wage it can afford to pay. For example, in some
countries there is a great demand for workers with higher- level skills in
technology. Companies that actively recruit workers from their competition
contribute to higher turnover rates.

• Migration and globalisation

• Some people leave because opportunities to live abroad present themselves.
The free movement of labour within CARICOM can result in higher turnover
in some countries.
• Globalisation is the ongoing integration of economic activities for example
production and trade throughout the world. People are more aware of
employment opportunities in other countries. Some countries recruit from the
Caribbean countries. The UK hires for understaffed hospitals and the armed
forces. Crew members for cruise ship companies. The USA hires teachers and
nurses.

Go to the practice CXC questions and look at sample documents.

turnover is the rate

Also,
Go to

Provides employee with essential skills needed t

Provides employee with essential skills needed to do the job and can also be used to
introduce employees to company

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