2. Module 1: Career Management
2.1 Describe the term 'career'. (2)
This is the path or course an individual follows during his or her working life where different work experiences are accumulated along the way and it refers generally to a series of paid or unpaid occupations a person holds throughout his or her working life (Sears, 1982).
2.2 Describe the 'external' career in your organisation. (2)
This is defined by the organisation and can be described as the specific path/steps that follow on each other in a specific occupation e.g. for my position it would be as follows, ending at Retirement:
Human Capital Director
Group Human Capital Manager
Human Capital Manager
Senior HC Generalist (Current position)
2.3 Describe your 'internal' career. (2)
This can be described as being more of a subjective idea that I have of my own work life and my role in it. I can describe my "internal" career as wanting to first become fully competent as an HR Practitioner in general, then to rise to a level of being able to incorporate general business experience and knowledge within HR in order to be able to establish HR as an essential and high performance Business Partner culminating in me going into my own consulting business.
2.4 Describe how a career management system can support HR practices. (8)
HR AREA OF PRACTICE
MANNER OF SUPPORT PROVIDED BY A CAREER MANAGEMENT SYSTEM
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Effective career management helps ensuring the continuous provision of different levels of staff required by the organisation in order for the organisation to achieve its goals.
Recruiting of new employees may be easier if prospective employees are made aware of the fact that the organisation has an effective career management system whereby employees are developed and provides career opportunities.
Effective career management will ensure that employees can perform effectively in the positions which they have been promoted to.
An effective career management system will contribute to the lowering of staff turnover by ensuring that employees are made aware of career opportunities within the organisation.
"Because progression along the career path is directly related to job performance, an employee is likely to be motivated to perform at peak levels so that career goals may be accomplished." (Grobler, P. Et all. 2006)
An effective career management system will have to be in line with the Employment Equity Act and also with the organisation's BBBEE strategy. This would result in enhancing the career mobility of the historical disadvantaged.
An effective career management system will work in tandem with a well developed performance management system whereby gaps in employee performance can be identified by the manager and / or supervisor. These can then be addressed by specific T&D activities which will positively affect the employee's career development.
2.5 Describe Holland's Theory. (2)
This theory assumes that examining a person's personality - which includes values - will give insight into their adaptability in an organisation. In other words how well the person will fit in with the environment of the company and the work he/she will be doing. By matching the right personality with the right company (environment) you can achieve a better synergy and avoid problems such as sub standard performance, high turnover, low morale, etc.
2.6 Describe your own career anchor. (3)
According to the scores achieved on the Career Values Exercise (Learner Assessment Guide, Study School 3. 2010) my own career anchor is "Technical/Functional". This anchor appears to be associated with my current preference for a work environment where the following is present: challenging work, intrinsically rewarding work/tasks and facilities that are unrestricted (or very close to that). This environment provides me with the opportunity to apply my expertise in a particular field of specialty. Furthermore this anchor is also in line with how important I currently find the following factors:
Being remunerated for my level of skills,
Being professionally promoted and,
Being provided with opportunities for further learning and self-development.
3. Module 2: Recruitment and Selection
3.1 List and describe the basic elements of a recruitment and selection plan. (12)
Always on Time
Marked to Standard
Receive "Requisition to Engage Personnel"
Check completeness, correctness and accuracy of Requisition to Engage Personneldocument.
Check if budgeted for.
Advertise the position.
Compile advertfor vacant positionif position is not filled through Succession Planning.
All applicants complete an Application for employment form in full.
Sit with LM (Line Manager/Management) and review all applications and shortlist suitable applicants.
Prepare for interviews.
Prepare the Interview Guidedetailing the questions you will ask all applicants - remember that the questions must be the same for each applicant and must be job related.
Schedule and conduct interviews.
Schedule interviews with candidates and Line Management.
Use the Interview Guide to ensure that all interviews are structured in the same way and take notes of each applicant's responses to questions.
Assess all applicants.
Using your notes from the interview, assess the suitability of all applicants noting reasons for suitability/non-suitability.
Get the shortlisted applicants complete technical, medical and psychometric assessments (where required).
Note your comments and scores on the Application Schedule and agree on top 2 or 3 candidates.
Inform unsuccessful applicants.
Perform all required checks on the successful applicant.
Refer to applicant's CV regarding contactable refereesand perform a reference check.
Get qualifications, licence, nationality and ITC check done.
Notify the successful applicant.
Contact the successful applicant and offer him/her the position.
Confirm the starting date, starting salary and tell the applicant where he/she should report on the first day.
Prepare the Offer of Employment.
Prepare and print out the Offer of Employmentin duplicate, get it authorised and forward it to applicant for signature and return.
Ensure copies of all supporting documentation are attached.
3.2 Describe the concept of competence from an interview perspective. (3)
The specific competencies required to perform a specific job successfully has to be identified, verified and validated. From an interview perspective it will thus be required that the selection of a candidate be based on specific data rather than on the opinions and guesswork of the interviewers. The interview process will therefore be based on carefully planned behavioural event interviews in order to establish if the candidates actually possess the skills, abilities and knowledge that constitute the competence / competencies required for the position (Grobler, P. Et all. 2006).
3.3 Describe the rules for 'screening' interview data. (4)
Applicants that appear to be qualified for the advertised position are screened in order to establish if the minimum requirements as specified in the advert is met. In order to do this the following rules have to be complied with: The information acquired during the interview has to be done through a reliable and valid process; personal biases must be reduced, the process should be structured and objective which entails:
Setting - Preparation of written records and formulised interview procedure
Documentation - Methodology of documentation of the interview to provide a formal record of the outcome
Standardisation - Provide a framework for consistency in which information is gathered (interview format)
Scoring - Score the candidate according to the established criteria.
3.4 Describe the concept 'predictive validity' of selection tools. (3)
Predictive validity involves testing a number of selection tools, and then comparing them with results obtained at some point in the future to establish how successful the respective tools were.
4. Module 3: Managing Induction
4.1 Define induction. (2)
I have provided two definitions:
a) It is the process whereby a new employee (or an employee who has been transferred / promoted) is smoothly introduced to, and integrated into the organisation.
b) It is the whole process whereby employees adjust or acclimatize to their new position and working environment.
4.2 Describe the main purpose of induction. (9)
The main purpose is to ensure that the new employee (or an employee who has been transferred / promoted) learns how to function efficiently within the organisation by obtaining information relating to relevant statutory requirements, the culture, the value system and behavioural patterns associated with his or her new role in the organisation.
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Effective induction therefore also reduces anxiety and stress; creates a feeling of security, creates realistic expectations on the part of the employee; creates a foundation for the integration of personal and organisational objectives prevent labour turnover during the first months of employment due to negative feelings in the new employee; clarifies any misunderstandings regarding mutual expectations and makes the employee productive as soon as possible.
4.3 Describe the legal aspects of induction. (4)
According to legislation the following is legally covered by being addressed during the induction process:
Ensuring that the new employee is fully conversant with all company policies, procedures, rules and requirements;
Ensuring that the new employee is able to function/work safely and in accordance to health and safety legislation;
Ensuring that the employee is able to function productively in the working environment.
5. Module 4: Change Management
5.1 Describe what you understand about the term "organisation development" (3)
I understand it to be a systematic, planned and integrated approach to improve the overall effectiveness of the organisation by responding to changes in the organisation's internal and external environment.
Discuss and or critically evaluate the concept of culture and its
implication for change. (Relate this to your organisation and your project) (10)
The concept of culture can be described as an interdependent set of beliefs, values, ways of behaving, and tools for living that are so common in a community that they tend to perpetuate themselves.
One of the biggest challenges on the path to change is often an inappropriate culture.
We (PTT) have a very strong inappropriate culture (see Annexure A) and changing it will be a significant challenge.
An inappropriate culture can prevent our company from remaining competitive or being able to adapt to a changing environment. The effect of culture and its implication for change at PTT could result in: improving staff turnover, retention of key talent, improving the recruitment process, etc and also the following:
Management will need to need to adapt their style and goals to meet the changing demands of the environment thereby contributing to the following: improving staff turnover, retention of key talent, improving the recruitment process, improving staff morale, etc.
We will have to move from a piece-meal, ad hoc change approach dealing only with current crises, to being proactive.
Need for a climate/culture conducive to organisational success.
Understand the old culture: You can't change your course until you know where you are.
Encourage change in employees: Reinforce people in changing the old culture.
Follow outstanding units/departments: Recognize outstanding units/departments in the organisation, and use them as a model for change.
Don't impose cultural change: Involve employees in finding their own new approaches to change and an improved culture will emerge.
Lead with a vision: The vision provides a guiding principle for change, but must be bought into by employees.
Large-scale change takes time: In the case of my project it may take 3-5 years for significant, organisational-wide cultural change to take effect as a result of the completion of the project.
Live the new culture: Top management values, bahaviours, and actions speak louder than words.
5.3 Explain the CM's of change model (6)
The CM's of change model can be used to track the progress of the participants involved in the change process. The Change Maverick/Leader - This is the person responsible for driving the change.
Initially there will be no change, the Change Maverick will "begin" the change and the progress from there on can be described as waves where each wave has a consequence. Each consequence is dependent on its precursor i.e. with the assistance of the Change Maverick's leadership and change initiatives we will go from no change to the next "wave" which is Creative Minorities. This is where buy-in of 1% to 2% of those involved has been achieved. Under the correct circumstances and with the correct drive and leadership this "wave" then develops to a stage where Critical Mass is reached. This is needed for change to be successful. Once this stage has been reached the following two "waves" will follow naturally i.e. more than 50% of the participants will have become committed (Committed Majority) and then Competent Masses where more than 95% of the participants will have bought into the change that is required to be achieved.