Recruitment and selection at enterprise rent-a-car

Assignment Help HR Management
Reference no: EM131189680 , Length: 2800 Words

Assignment title Human Resource Management

INTRODUCTION 

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization. HRM can also be performed by line managers.
HRM is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training.

HRM is moving away from traditional personnel, administration, and transactional roles, which are increasingly outsourced. HRM is now expected to add value to the strategic utilization of employees and that employee programs impact the business in measurable ways.

Scenario
Recruitment and selection at Enterprise Rent-A-Car

Introduction
Enterprise Rent-A-Car (Enterprise) is the largest car rental business in North America. It has 7,000 offices in the USA. It has a further 900 spread around the world, including the UK. Enterprise constantly expands its range of services to meet customers' needs. Therefore, Enterprise needs to have the right people with the right skills to be able to offer these services.
The role of Human Resource Management (HRM)
HRM is responsible for hiring, training and developing staff. If necessary it also disciplines or dismisses them. Employees at Enterprise are given effective training and development to reach their potential. This reduces the need to recruit from outside the business.

HRM also plans for possible staff changes in the future. This is called workforce planning. For example, the business may grow into new markets or need to replace staff who retires. There may also be external changes in the labour market. These could mean shortages of skills or even too many skills in an area.

Attracting applicants
Enterprise promotes staff from within the business. Many staff start as Management Trainees. They have the chance to progress right up to Vice President/General Manager. Career building within the organisation appeals to staff and helps the business. External recruitment is also needed to bring in new skills or help the company to grow. Enterprise recruits graduates from universities.

It raises its profile through:
• presentations
• support for clubs and groups
• going to Careers Fairs
• drop-in sessions
• skill sessions
• mentoring schemes.
Recruitment
Enterprise recruits new employees through:
• Its Internship Scheme. This allows students to gain skills with on-the-job training. They have the chance of a full-time job after graduation
• Its Graduate Management Trainee programme. This provides a fast-track career path. Trainees can move to Management Assistant in as little as 8-12 months.

Enterprise advertises posts through a wide range of media. It uses special recruitment sites at peak times in the year. Its recruitment brand and website, ‘Come Alive', is designed to target graduates.

Selection
The selection process aims to find the best person for the job. The process includes:

• screening - to check whether applicants have the skills to meet the needs of the role
• interview with recruitment and branch manager
• an assessment day - candidates take part in role-play and other tests and activities.

Enterprise needs its candidates to be:
• customer service focused
• persuasive
• flexible
• results driven
• able to lead
• able to communicate.

Standard formats are used to match jobs with applicants. These include:
• Job description - this sums up the job responsibilities and lists main tasks
• Person specification - this outlines the personal characteristics needed for the job.

Conclusion
Enterprise focuses on meeting its customers' needs. Its employees help to deliver its aims. Some staff are hired from outside the business. Many are developed and trained within the business. An unhappy customer is not likely to return so Enterprise uses the best staff to provide a high level of service to keep customers happy.

Source:

http://businesscasestudies.co.uk/enterprise-rent-a-car/recruitment-and-selection-at-enterprise-rent-a-car/introduction.html#axzz3hjuXK1td

 

Task 1 (L.O. 1: 1.1, 1.2, 1.4 and M1, M2, D1)

P1. Distinguish between personnel management and human resource management by either making reference to Enterprise Rent A Car or any organisation of your choice. (Guidance: Define personnel management and human resource management making reference to appropriate theories, concepts and models). (AC 1.1)

P2. Assess the function of the human resource management in contributing to overall purpose of Enterprise Rent A Car or any other organisation of your choice. [You will need to put forward at least five function of HRM with specific reference to their impact on the purposes of an organisation] (AC 1.2).

P3. Evaluate the role and responsibilities of line managers in Human resource management. (You need to critically look at the role of line managers in carrying out HR functions making reference to an organisation of your choice.) (AC 1.3).

P4. Analyse the impact of five legislation and regulatory framework on the HRM function (Guidance: consider the followings: Sex Discrimination Act 1995/7, Race Discrimination Act 1992 and Disability Discrimination Acts 1995 and 2005) (AC 1.4).

To achieve M1, you will make effective judgements about the development of personnel management and a change in contexts leading to human resource management in a company such as Enterprise Rent A Car or any other organisation of your choice (P 1).

To achieve M2, you will have used suitable techniques to assess the role and responsibilities of human resource management in organisation of your choice (P3).

To achieve M3, your work will be presented in suitable business formats and indicate how human resource management will contribute to organisational development (P 1- P3).

Task 2 (LO2: 2.1, 2.2, 2.3, and M3, D2)
Workforce Planning
Workforce planning is the process of analysing an organisation's likely future needs for people in terms of numbers, skills and locations. It allows the organisation to plan how those needs can be met through recruitment and training. It is vital for a company like Tesco to plan ahead. Because the company is growing, Tesco needs to recruit on a regular basis for both the food and non-food parts of the business.

Tesco uses a workforce planning table to establish the likely demand for new staff. This considers both managerial and non-managerial positions. In 2008/09, for example, Tesco calculates that to support its business growth there will be a demand for around 4,000 new managers. This planning process runs each year from the last week in February. There are quarterly reviews in May, August and November, so Tesco can adjust staffing levels and recruit where necessary. This allows Tesco sufficient time and flexibility to meet its demands for staff and allows the company to meet its strategic objectives, for example, to open new stores and maintain customer service standards. Tesco seeks to fill many vacancies from within the company. It recognises the importance of motivating its staff to progress their careers with the company. Tesco practises what it calls ‘talent planning'. This encourages people to work their way through and up the organisation. Through an annual appraisal scheme, individuals can apply for ‘bigger' jobs. Employees identify roles in which they would like to develop their careers with Tesco. Their manager sets out the technical skills, competencies and behaviours necessary for these roles, what training this will require and how long it will take the person to be ready to do the job. This helps Tesco to achieve its business objectives and employees to achieve their personal and career objectives.
Source: http://blogs.yis.ac.jp/macdonaldj/files/2012/12/TESCO_Recruitment_and_Selection-1jqbsid.pdf

P5. Analyse the reasons for human resource planning in organisations . (Guidance: think of why it is necessary to plan for Human Resource making reference to appropriate theories and concepts (AC 2.1).

P6. Outline and explain the stages involved in Human Resources Planning [You may need to make use of a diagram to illustrate] (AC 2.2).

P7. Compare the recruitment and selection process in any two organisations of your choice [Guidance: choose two organisations and show at least five similarities between their recruitment and selection process] (AC 2.3).
P8. Evaluate the effectiveness of the recruitment and selection techniques used in two different organisations [Guidance: comment on the advantages and disadvantages of the recruitment and selection process of at least two organisations] (AC 2.4.).
To achieve M3 the work you present will be presented in suitable business formats and will use business terminology accurately.

To achieve D2 you will have demonstrated an effective approach to independent research and study and will have met the deadline to submit the tasks and achieve the unit assessment criteria.

 

Task 3 (LO3: 3.1, 3.2, 3.3, 3.4 and D1,D2)

P9. Assess the link between the theory of motivation and reward (AC 3.1) [Guidance: you should present some motivational theories and clearly show how they are related to the concept of reward].


P10. Evaluate the process of job evaluation and explain at least five (5) factors determining pay (Guidance: evaluate the process of job evaluation using an organisation of your choice) (AC 3.2).

P11. Assess the effectiveness of reward systems in different contexts in any organisation of your choice. (AC 3.3) (Guidance: performance related pay, pension schemes, and profit sharing and employee share options).


P12. Examine the methods organisations use to monitor employee performance (AC 3.4) [Guidance: appraisal, feedback and performance indicators. Define employee performance and look at the different methods used in monitoring employee performance].

To achieve D1 you will have drawn critical reflection and conclusions in assessing the link between motivational theory and reward (P9).
To achieve D2 you will have demonstrated an effective approach to independent research as evidenced from the citations and reference list and study and will have met the deadline to submit the tasks and achieve the unit assessment criteria (P1-P12).

Task 4 (LO4: 4.1, 4.2, 4.3 and M3)

P13. Identify the reasons for cessation of employment with an organisation (AC 4.1) [Guidance: dismissal, resignation, retirement and redundancy. Define cessation of employment and list down the reasons for cessation...]

P14. Describe the employment exit procedures used by any two organisations of your choice (AC 4.2) {Guidance: Define exit procedures and compare the exit procedures of the two organisations.

P15. Consider the impact of the legal and regulatory framework on employment cessation arrangements. (AC 4.3) {Guidance: Counselling, training, and employment tribunals}.

To achieve D2, you will have demonstrated an effective approach to independent research as evidenced from the citations and reference list and study and will have met the deadline to submit the tasks and achieve the unit assessment criteria. (P1-P12)

To achieve D3, you will have demonstrated evidence of creative thinking in relation to method organisations use in order to monitor employee performance and the impact of regulatory framework on employment cessation. (P12 -15)

Evidence checklist Summary of evidence required by student Evidence presented

  • Task 1 Essay distinguish between personnel management and human resource management and evaluate the roles and responsibilities of managers
  • Task 2 Essay analyse reasons for human resource planning in organisations and also compare the recruitment and selection process in two organisations of your choice 
  • Task 3 Essay assess the link between motivational theory and reward and also method use by organisation to monitor employee performance 
  • Task4 Essay identify reasons for cessation of employment and consider the legal and regulatory framework on employment

Grade Descriptor Indicative characteristic/s Contextualisation

M1 Identify and apply strategies to find appropriate solutions Effective judgements have been made.
An effective approach to study and research has been applied. To achieve M1, you will make effective judgements about the development of personnel management and a change in contexts leading to human resource management in a company such as Enterprise Rent A Car (P 1)
M2 Select / design and apply appropriate methods / techniques Appropriate learning methods/techniques have been applied. To achieve M2, you will have used suitable techniques to assess the role and responsibilities of human resource management in organisation of your choice. (P3)
M3 Present and communicate appropriate findings Communication is appropriate for familiar and unfamiliar audiences and appropriate media have been used. To achieve M3 your work will be presented in suitable business formats and indicate how human resource management will contribute to organisational development. (P 1- P3)
D1 Use critical reflection to evaluate own work and justify valid conclusions Conclusions have been arrived at through synthesis of ideas and have been justified.

Realistic improvements have been proposed against defined characteristics for success. To achieve D1 you will have drawn critical reflection and conclusions in assessing the link between motivational theory and reward. (P9)

D2 Take responsibility for managing and organising activities Activities have been managed. To achieve D2 you will have demonstrated an effective approach to independent research as evidenced from the citations and reference list and study and will have met the deadline to submit the tasks and achieve the unit assessment criteria. (P1-P12)

D3 Demonstrate convergent /lateral / creative thinking Effective thinking has taken place in unfamiliar contexts. To achieve D3, you will have demonstrated evidence of creative thinking in relation to method organisations use in order to monitor employee performance and the impact of regulatory framework on employment cessation. (P12 -15)

Learning Outcome 

Learning outcome Assessment Criteria In this assessment you will have the opportunity to present evidence that shows you are able to: Task no.
Evidence
(Page no)
LO1 Understand the
difference between
personnel management
and human resource
management 1.1 Distinguish between personnel management and human resource management. 1
1.2 Assess the function of the human resource management in contributing to organisational purposes. 1
1.3 Evaluate the role and responsibilities of line managers in human resource management. 1
1.4 Analyse the impact of the legal and regulatory framework on human resource management. 1
LO2

Understand how to
recruit employees
2.1 Analyse the reasons for human resource planning in organisations. 2
2.2 Outline the stages involved in planning human resource requirements. 2
2.3 Compare the recruitment and selection process in two organisations. 2
2.4 Evaluate the effectiveness of the recruitment and selection techniques in two organisations. 2
LO3 Understand how to
reward employees in
order to motivate and
retain them

3.1 Assess the link between motivational theory and reward. 3
3.2 Evaluate the process of job evaluation and other factors determining pay. 3
3.3 Assess the effectiveness of reward systems in different contexts.
3.4 Examine the methods organisations use to monitor employee performance. 3
LO4 Know the mechanisms
for the cessation of
employment

 

4.1 Identify the reasons for cessation of employment with an organisation4 

4.2 Describe the employment exit procedures used by two organisations 4
4.3 Consider the impact of the legal and regulatory framework on employment cessation arrangements 4

Verified Expert

In the context of Enterprise Rent a Car, human resource management (HRM) and personal management can be said to be different dimensions in terms of management of people within an organization. HRM can be considered to be that that function that focuses upon managing of employees and their strengths. On the other hand personal management can be considered to be that specific functions which effectively focuses upon employee administration, employee benefits and relations. HRM is seen to emphasize upon development training and retaining of employees. However, personal management is seen to focus upon consider people as specific inputs for the purpose of achievement or organizational goals and objectives (Bach, 2013).

Reference no: EM131189680

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