In this assignment I am working as a chief executive for Boots plc. Boots is a nationwide chain store that accommodates the outlets of the UK’s town and city centres and out of town retail parks. Boots are hoping to open a new store in an out of town location within Stoke-on-Trent. High streets are becoming out of fashion and therefore more stores are deciding to open outside of the town just off a motorway for example where parking is available for ease of carrying your purchases to the vehicle. Therefore Boots are going to try and open a small store in a tourist location that wouldn’t typically be a first choice for a Boots store, but by trying a new location there is a chance that Boots could reach a new audience and gain new customers. It is going to be my job to arrange the recruitment and selection needed to open the new Boots store in 6 months time. My learning outcomes that I hope to achieve are –
1. explore the process of recruitment planning 2. investigate the selection practice 3. explore recruitment practices and procedures 4. review the impact of recruitment and selection legislation throughout this assignment I will produce a recruitment and selection manual that will not only help Boots recruit their new staff for the new store, but also for any other businesses that are wanting to recruit and want to know how to produce documents such as a job description, person specifications etc.
Stages of Planning (Flowchart) It is important that the process of recruiting a new member of staff for the new Boots store is planned correctly. All of the stages need to be done correctly and in the correct order. If the flow chart is followed correctly then by the end of it a new member of staff that is the best possible applicant for the post will be employed. This may be after em0ploying an internal staff member or by recruiting externally. Here is the flowchart that should be followed when employing a new member of staff – Labour Turnover can be defined as the rate at which workers move into and out of employment, usually expressed as a percentage based on the number of employees leaving the business during a certain time over the average number of employees in the business during the same period.
Number of staff leaving in a period x 100 Average number of staff employed in period High turnover is expensive for businesses in terms of R&S costs and unproductive new staff Improving labour turnover may mean that workers become more productive and so extra staff are not needed. Here is an example of labour turnover. If Boots is going to have 20 staff in there new store and 4 of them leave within the first year then the labour turnover would look like this – 4 x 100 20 = 20%
Therefore the labour turnover would be 2 % Sickness and Absenteeism Organisations with high sickness or absence rates will try to find out reasons for absence and reduce them to increase productivity of their staff. if a business has a high rate of sickness and absenteeism then there may be a reason for example the staff not getting on or them not being happy in their job. No business wants high sickness figures because most businesses give staff paid sick leave to a degree which means that they are effectively paying their staff to do nothing, which is achieving nothing for the business whatsoever.
Much like labour turnover, sickness rates can be measured out as follows – Hours of sickness/absence x 100 Total hours worked Therefore if the sickness rates were worked out for a full time Boots staff member for a year they would look like this – 80 x 100 2000 = 4% sickness rate which is really low and good for the business. These figures are worked out that the staff member is working 9 to 5 for 50 weeks of the year and has had 10 days of sick in that year. 80 hours = 10 days.
Skills Auditing Sills auditing is crucial in any business. It is basically a reviewing and assessment tool that allows a business to see how its business is running and how it can improve, whether it be firing the staff that aren’t necessary anymore or by employing new staff to give the existing staff more free time and less to do. It also allows the business to review organisational objectives, Assess number of employees required, assess existing numbers of employed staff and assess the existing staff skills in each category. Here is an example of a skills auditing table that would be a template for a business wanting to audit their business