Human

Resource
Management
HND in Law
Nivantha SatharasingheLB/11/05/18

TABLE OF CONTENT
Page No.

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I.

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Explain the needs of Human Resource Planning process

in an organization? Outline the stages of the process
and what is the information required for it? (2.1)

5
II.

III.

Study the Recruitment Processes of selected two

different
local organizations. Explain how these
processes are different from each other? How these
organizations have used media for the recruitment
process? (2.2)
Critically analyse the above scenario and state whether
Marley can claim benefit of the clause from the clause
collective agreement. (1.3)

9
IV.

Evaluate the Interview as selection methods. Outline the

advantages and Disadvantages of the technique? What
are the other alternative techniques? (2.3)

V.

Evaluate the selection practices in two different

organizations & do the comparison with the best
practices.(2.4)

VI.

VII.

Evaluate the job evaluation process in a selected local

organization? What are the main factors which
determine the pay of an employee? Study the reward
system & outline the initiations & benefits of the reward
system. (3.1)
What is the relationship between the Motivational theory
and the reward system? Explain how an organization
has used this in a real scenario? (3.3)

VIII.

Explain the monitoring Performances procedures in a

selected organization? (3.4)

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IX.

Evaluate the Exist procedures in two different

organizations? How it differ from the best practice? (4.1)

X.

How the organizations select criteria for redundancy?

(4.2)

Bibliography

II.1 Explain the needs of Human Resource Planning

process in an organization? Outline the stages of the
process and what is the information required for it?
(P2.1, M2.1)
Introduction
An organization has its own goals to achieve using the available resources for
them. Human staff is one of the major resources which are used for this purpose.
Human resource planning is very important function in deed to reach their
objectives successfully. It is a process that identifies current and future human
resources needs for the organization to achieve its goals. 1 HR planning links
human resources management and the overall strategic plan of the organization.

Discussion
The human resource planning processes of nearly every best practice
organizations identify two key issues; the target must cover within a given
timeframe; and the variety and numbers of human resources needed to achieve
those business targets. Competency-based management, which practice by
many current businesses, introduces integration of business planning with human
resources planning. This practice allows weighing up the current human resource
capacity of their organisations, based on their competencies. This is measured
the competencies of employees against the capacity needed to achieve the
vision, mission and business tasks. The next step is filling the gaps in the
identified human force by designing, developing and implementing new plans,
strategies and programs to deal with the gaps, and then the gaps must be closed.
There are many recommendations for this purpose such as hiring staffing; career

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development; learning; succession management and so on. Therefore the
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outcome would be a much balanced and smooth system.
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Most importantly these programs and strategies must monitor and evaluate on a
regular basis. It will ensure that they are moving the organizations in the desired
direction. This process includes closing employee competency gaps by making
corrections as they needed. Because of the overall aim of this system is to
manage human resources in line with organizational goals.
Because of many reasons most organizations are wish to have a better Human
Resource Planning systems. They are expecting a system with distinguish
features such as responsive to change, assumptions can easily be modified,
recognise organisational fluidity around skills, allow flexibility in supply to be
included, simple to understand and use and not too time demanding. 2
An organisation needs many factors to operate such Human Resource
Planning systems: appropriate demand models; good monitoring and
corrective action processes; comprehensive data about current employees and
the external labour market; and an understanding how resourcing works in the
organisation. 3

If an organisation ignores Human Resource Planning techniques, they will take

decisions without the benefit of understanding their implications. Then recruitment
numbers of the organisation will be set in ignorance of demand. There
management succession problems will develop unnoticed.

Human resource competencies implementation, in support of Strategic Human

Resources Planning, can be done through few stages . 4 Figure 1 and Figure 2
illustrate the two stages of Strategic Human Resources Planning.
The 1st stage emphasise on analysis of research works regarding the Human
Resources Planning. It contains competency architecture and competency
dictionary, roles and career streams of each groups and determination of the
methods.
The 2nd stage involves the operating the identified plan and monitoring it.

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Stage 1

Establish a Competency Architecture and Competency

Dictionary

Defining the roles and career streams to help

identifying current and future human resources needs,
for each profiled group

Determination of the methods to integrate

competencies with the existing HR Planning process
and systems

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Figure 1

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Stage 2
Build HR Planning tools, templates and processes to
incorporate elements as determined in Stage 1

Train managers and facilitate corporate HR Planning

process

Continuously monitor and improve processes, tools

and systems to support HR Planning

Figure 2
HRP process can be present in much simpler way as a three-stage model. Those three
stages are;
strategy formulation;
implementation; and
evaluation.
There can explore an inter-linked dynamic model. The figure 3 explains a practical
application of the human resource planning process. 4

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Review of Organisation's Objectives

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Estimation of Manpower Requirements

Estimation of Manpower Supply

Comparison of Manpower

In case of no difference

Motivation of Manpower

Monitoring Manpower Requirements

In case of difference

Manpower Surplus

- Termination
- Lay-off
- Voluntary retirement

Manpower Shortage

- Promotions
- Overtime
- Training to improve quality
- Hire staff from outside

Figure 3

Conclusion

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Strategic human resource planning has three major steps. They are strategy
formulation, implementation and evaluation. The human resource planning
process is implementing a strategy to acquire and maintain the workforce that a
company need. Many companies settle for an optimum workforce. Human
Resource Planning is not a simple process and it must be fulfilled through few
steps. It is a process which needs resources such as time and money. First step
is collecting relevant data for planning process. Then the company must
recognize the suitable system for the company and then must take appropriate
steps to fill the gap between current position and expected position. The
company with some small adjustments to the way that they hire and manage
employees they could take their workforce to the next level.

Reference
1. http://en.wikipedia.org/wiki/Strategic_human_resource_planning accessed on
2012-03-05
2. Human Resource Planning: an Introduction, Reilly P, Report 312, Institute for
Employment Studies, September 1996
3. ibid
4. http://en.wikipedia.org/wiki/Strategic_human_resource_planning accessed on
2012-03-05
5. http://kalyan-city.blogspot.com/2011/04/steps-in-human-resource-planninghrp.html accessed on 2012-03-05

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II.2 Study the Recruitment Processes of selected two

different
local organizations. Explain how these
processes are different from each other? How these
organizations have used media for the recruitment
process? (P2.2, M2.1, M3.1, D1.4)
Introduction
The recruitment and selection is very important relating to a proper business and
they are the major function of the HR department. Recruitment process is the
initial step of building the strategic advantage and the competitive strength of the
organisations. It involves a systematic procedure from identifying the vacancies,
sourcing the candidates, conducting interviews and selecting best fit figure. This
process requires many resources and long timeframe.
When there vacancies to be filled in the organisation the HR department receives
requisitions for recruitment from any department of the company. The requisitions
contain details such as posts to be filled, number of vacancies, duties to be
performed, and qualifications required. Then further steps are followed by human
resource. They prepare the job description and person specification, locate and
develop the sources of required number and type of employees, advertise, shortlist and identify the prospective employee with required characteristics, arrange
the interviews with the selected candidates, conduct the interview and finally its
end up with decision making. Figure 1 show the basic steps which involve in the
recruitment process.1

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Figure 1

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Discussion

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Coca Cola Beverages Sri

Lanka Ltd

Fonterra Brands Lanka (PVT)

Ltd

Post Box 1313,

Tekkawatte,
Biyagama,
Sri Lanka.

100,
Delgoda Road,
Biyagama,
Sri Lanka.

Brief introduction about company

Brief introduction about company

Coca Cola is one of a large number of

different brands of Cola beverages
that's manufactured and marketed the
world over. It is located in Biyagama, is
the
only Coca-Cola bottling
plant
in Sri Lanka. It has 443 employees.

Sri Lanka is one of Fonterras most

important international markets. Fonterra
has been exporting their New Zealand
dairy products to Sri Lanka for more than
30 years.

Fonterra iconic ANCHOR brand is the

While it has been a partner in best-known brand in Sri Lanka and the
the Coca-Cola Sabco
Group
since number-one selling full cream milk powder
2004, its origins go back to 1955, when in the country. Together with their
it was formed under the name renowned RATTHI, NEWDALE and
Pure Beverages Co Ltd., through the ANLENE, all their products are known
acquisition of the Ceylon Fruit Drinks for their goodness, quality and reliability.
& Table Water Company. Its journey
with Coca-Cola started in 1960, when a Fonterra Brands Lanka has a strong
franchise agreement was signed with commitment to the country. Fonterra
the Coca-Cola Export Corporation.
employ more than 650 people and their
factory at Bigyama processes the milk from
In 1994, the operation was purchased around 3,000 local dairy farmers. Fonterra
by Freizer & Nieve Coca-Cola (Pty) Ltd, support a range of local programmes to
the Singapore-based anchor bottler. raise nutritional standards and are also
The companys name changed to working closely to help the development of
CCBSL in 1999, when it was acquired the local dairy farming industry.2
by The Coca-Cola Company.
CCBSL produces and sells over 10million unit cases of carbonated soft
drinks (both still and sparkling) per
annum. It operates through a
countrywide
distributor
network,
consisting of about 128 distributors.

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Sri Lankans enjoy Coca-Cola, Coke

Light, Fanta, Sprite, Lion, Minute Maid
and Schweppes.3

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MEDIA USE

MEDIA USE

Use the internet as the primary media

Use the internet as the primary media

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News Papers is secondary media

ADVERTS AND REGISTRATION
As a rule candidate come to company
in one of two ways.
1. The first is when candidate see
company advertising for a role
that candidate think is a bit of
him. He like what you see,
follow the prompts and find
himself looking at a registration
form.

APPLICANTS ROLE
1. Register their profile at Fonterra.com
2. Apply to advertised open vacancy
Receive an acknowledgement email from
the team

2. The second starting point is the

more proactive approach of
registering on, their web site
and setting himself up for Job
Alerts. This is where candidate
tell company what he want to
do and what level you think he
is and company email him
those jobs as soon as they
become
available
(we'd
definitely
recommend
this
option as it takes a lot of the
work out of job hunting). Either
way you have read the ad and
registered your details on coke
careers.

APPLICATION

PRE EMPLOYMENT CHECKS

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Estimated days since application = 0

1. Applicant Fill in the details and
applicant is attached to the job on
or before closing date on the
advert.
2. Screen all applicants within a
couple of days of the role closing.
3. But applicant should know where
he stands by about 4 days after
the job closes.
4. From here applicant will get an
email outlining whether applicant
are through the first round of
screening or not.
5. Company advertise all of their
roles internally as well so
applicant will generally be up
against people already working for
Company.

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The pre employment checks
are a
H
necessary and compulsory step in the
recruitment process with Fonterra.

These consist of a range of background

verification checks to assist Fonterra in
confirming
the
skills,
qualifications,
experience and suitability of candidates, to
enable them to make well informed
employment decisions and mitigate
business risk.
Fonterra partners with First Advantage to
complete the required checks.
All salaried roles will require a number of
checks to be satisfactorily completed
before any offers can be discussed.
The specific requirements for each role will
be discussed with candidates as part of the
process.
These checks consist of a combination of
the following depending on the role applied
for:
1. Pre employment medical checks
where applicable
2. Qualification Check
3. Credit Check
4. CV Check
5. Drivers Licence Check
6. Criminal Convictions
Sometimes these check results may not be
confirmed until after employment has
commenced. If these checks are
completed
earlier
in
candidates
recruitment process, he will be advised by
the recruiting manager.
Note that any information obtained will be
checked with you for accuracy. Please also
note that if you have not given Fonterra
any information at any time prior to your

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appointment that is relevant aton R the
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background checks or your
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suitability for employment and/or you have
provided any misleading or
false
information then this may be grounds for
dismissal without notice.

SHORTLIST

COMPANYS ROLE

Estimated days since application = 7- 1) The company will assess the applicants
10
background against criteria for the role
1. Applicants have been selected for
shortlist, from all of the initial
applicants as someone that might
just have what company is looking
for.
1. Generally, shortlists have about 810 candidates.
2. Put in front of the hiring manager
because they match some or all of
the criteria company need for that
particular role.
3. From here the list is cut in half and
company approach or top 3-5
candidates to get them in for an
interview.
SELECTION METHODS

SELECTION METHODS

1) Arrange
phone
interview
with
candidates who match the criteria for
the role
Estimated days since application = 1216
2) 30 minute telephone discussion about
applicants background, experience and
2. Psychometric Testing
expectations
Estimated days since application = 183) Select for interviews
20
1. First Interview

3. Second Interview
Estimated days since application = 24

a) Preferred candidates selected for

interviews
b) Unsuccessful
candidate
given
feedback after telephone interview

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4) Interviews arranged and attended
with
H
Hiring Manager

5) Select for interviews

a) Preferred candidate selected after
the interview.
Unsuccessful candidate given feedback
after interview
REFERENCES

CHECKING PROCESS

Estimated days since application = 26

1. Candidate provide two referees to be
1.
contacted
This is the bit where company have
narrowed things down to one or two 2. Pre employment checks are initiated
candidates for the role and
by first advantage
company
need
to
discuss
candidates employment history 3. Successful results from checks
with a past or present manager.
received- other can be made
2. Ideally company need to talk to
candidates current manager but Contract send to candidate
company understand that he might
not want to advise them at this
stage of candidates plans to move
on.
3. Company always look to complete
two references so if candidate want,
Company can leave his current one
until company is pretty sure he is
the one that the company want.
4. Candidate is going to need to tell
them at some point, they'll notice if
he is not there.

OFFER
Estimated days since application = 28
1. At offer stage candidate will be
contacted by either the recruiter or
the hiring manager to discuss the
terms your employment.

2. Candidate will discuss salary,

benefits, start date, all the things he
need to clear up before he starts in
his new role.
3. Once candidate has accepted, his
details will be sent through to
companys People and Performance
team to generate his contract.

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Table 1

Figure 2
Figure 2 shows the advertisement which was published at the Fonterra.com to explain
their recruitment process.
Both Coca Cola Beverages Sri Lanka Ltd and Fonterra Brands Lanka (PVT) Ltd
are leading companies in Sri Lanka which extend their roots to worldwide.
Therefore they are widely using the technology.
The first challenge of any recruitment process is getting attention of the potential
candidates when there is a vacancy. Different companies follow different methods
for this. Recruitment agencies, Job centres or Asking for known people are few of
them. Among those methods, well-known companies use public media as their
recruitment method. Internet is one of the leading and renowned method uses
currently. Both Coca Cola and Fonterra have chosen the internet as the best
trusting media for their recruitment process. Internet is rather cheep and well
superadded media through the current world. Therefore they have given

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opportunity to anyone who is expecting to be an employee in their companies
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register in their website. It is very useful practice at the movement inHumany well
known companies. The websites contain all the details about the company and
companys vacancies. This is a way that candidate keep in touch with the
company all the time until they get the matching opportunity.

One different between the two companies is Fonterra Brands Lanka (PVT) Ltd
use the paper advertisement as well. Therefore they can reach people who do not
have updated knowledge and education to access the internet. Candidates apply
to advertised open vacancy by registering their profile at Fonterra.com and later
they receive an acknowledgement email from the team. Coca Cola Beverages Sri
Lanka Ltd misses this opportunity as they use paper advertisements rarely for
recruitment process. But Coca Cola has given extra opportunity for anyone who
accesses their web, to register in there, even there is no vacancies currently. This
mean a someone can register there, expecting future opportunities.
Application is the initiative step in many recruitment processes. Applicant fill in the
details and applicant is attached to the job on or before closing date on the
advertisement. It contains all the details of the basic applicant. Coca Cola use it
as the primary section step to determine whether or not the candidate call for the
interview.
The recruitment process of the Fonterra introduces four identical steps. In the first
step applicant has the duty with him. Pre employment check is the second step.
In the third step the leading role is done by the company. The fourth step is
finalising step; there the company follow the checking process.
Pre employment check consist of a range of background verification checks to
assist Fonterra in confirming the skills, qualifications, experience and suitability of
candidates, to enable them to make well informed employment decisions and
mitigate business risk. These checks consist of Pre employment medical checks,
Qualification Check, Credit Check, CV Check, Drivers Licence Check and
Criminal Convictions.
Two companies follow the different method of selection procedure to filter the all
applicants and find out most preferable person out of them. Coca Colas selection
procedure consists of First Interview, Psychometric Test and a Second Interview.
Fonterra is practiced phone interview followed by a general interview for this
purpose. Here we are not going to discuss details of the selection procedures as
it is going to discuss in the later part of this assignment.
The other progressive factor regarding recruitment process of Coca Cola is they
are following strict time plan which gives more benefits for them. They are
targeting to finish whole recruitment process less than one month of time.
References are very important for company recruitment as it provide a certificate
of conduct of the candidate from honourable or well established people of the
society. The referee is going to recommend the candidate as a person with
reasonable conducts. Therefore Coca Cola is given higher concern over the
referees nominated by the applicant. Again they are referring the current manager
of the applicants present workplace. Fonterra also given the consideration to the

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referees before finalise the candidates who was gone through the interview.
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is the final step of recruitment process. Coca Cola negotiate with the
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candidates and let them to enter into a contract with the company after this.

Conclusion
Both Coca Cola and Fonterra are followed well ordered recruitment processes to
find out sprit for their employment fulfilment. That may be the secret of their
success. Both of them follow very similar recruitment processes which include all
the necessary steps. When compare the media use of both companies Fonterra
use the internet and mass media for their process, but Coca Cola most probably
depend on the internet. This reflects that the publicity of the Fonterra is wider than
the Coca Cola. But Coca Cola has given pre vacancy registration opportunity
through their website and this will cover the gap that not using mass media. Same
time this enable them to find out more enthusiastic and determined employees.

Reference
1. http://recruitment.naukrihub.com/recruitment-process.html accessed on 201204-10
2. http://www.fonterra.com/wps/wcm/connect/fonterracom/fonterra.com/our+busin
ess/fonterra+at+a+glance/about+us/fonterra+in+sri+lanka accessed on 201204-10
3. http://www.cocacolasabco.com/Territory.aspx/Show/Sri%20Lanka accessed on
2012-04-10

II.3 Evaluate the Interview as selection methods. Outline the

advantages and Disadvantages of the technique? What
are the other alternative techniques? (P2.3, M2.2, D3.2)
Introduction
Selection is choosing the fit candidates for carrying out specific duties in an
occupation. Sometimes it can be rejecting the unfit candidates, or a combination
of both. Selection process is used in recruitment, where there is more number of
candidates than the number of candidates actually selected. Selection is a
process of choosing the most suitable persons out of all the participants. (Gupta
(2006)) In the selection process, relevant information about applicants are
collected through series of steps. And finally evaluate their suitability for the job to
be filled. In brief it is the process of assessing the candidates by various means

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and making a choice followed by an offer of employment. There areanmany
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selection methods which are carried out by organizations.
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1. Interviews
2. Presentations
3. Tests
4. Psychometric tests

Discussion
Selection tools are used for the varieties selection methods. The tools come
earlier in the list has more validity than the tools come down in the order.
1.
2.
3.
4.
5.
6.

Application forms
Structured interviews
Competency base interviews
Test for specific skills
General ability tests
Telephone interviews

Different tools have different applications in the each selection method. There are
some key issues when selecting specific tools for the selection strategy.
1.
2.
3.
4.
5.

Sufficiency
Validity
Authenticity
Reliability
Cost

Interview as selection methods

A job interview is a conversation between an employer and a candidate. The main
objective of an interview is determining whether or not particular person suitable
for the job. During the interview the interviewer study the applicant in many
angles. It may start with simple information, usually with the self description about
the candidate. But it can extend up to a serious discussion with range of people
engage with the company. Sometimes there found series of interviews which
comes one after another as they get more complex in the later stages of them.
Anyway the complexity of an interview related with the rank and responsibilities of
the job which the applicant is tested to be selected.
Interview process usually start with an open advertisement publish by the
employer company. The expecting candidates, response to those ads with a
application form, CV or bio data. Therefore the number of the application most
probably exceed than the number of available vacancies. Therefore the employer
can thoroughly go through each application and select the preferred ones out t of
them to call for interview. Therefore an invitation to an interview itself reflects the
interest of employer toward the applicant. Some cases a preliminary interview can
be held over a telephone conversation.

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Interviews are important as selection method due to many reasons. Employer
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discover how individuals think and feel about a and why they hold certain
Hu opinion,
effectiveness and usefulness of particular library collections and services, deepen
understanding and explain statistical data, inform decision making strategic
planning and resource allocation, add a human dimension to impersonal data,
investigate the use, sensitive topics which people may feel uncomfortable
discussing in a focus group.

Advantages

Disadvantages

Provide opportunities for interviewers

to ask probing questions about
candidates experience and to explore
the extent to which the candidates
competencies match those specified
for the job

Can lack validity as a means of making

sound predictions and lack reliability in
the sense of measuring the same thing
for different candidates

Enable interviewers to describe the job

and the organization in more detail,
providing some indication on the terms
of the psychological contract

Rely on the skills of interviewer- many

people are poor at interviewing, although
most think that good at it

Provide opportunities for candidates to

ask questions about the job and to
clarify issues concerning training,
career prospects

Do not necessarily assess competence

in meeting the demands of the particular
job

Allow more detail question to be asked

Can lead to biased and

judgments by interviewer

Achieve high response rate

Very time consuming, sometimes there are

several rounds of interviews
Can be costly

Respondents own words are recorded

Some interviewees may be less selfconscious in a one to-one situation
Interviewees are not influenced by
others in the group
Ambiguities can be clarified
incomplete answers followed up

and

Precise wording can be tailored to

respondent and precise meaning of

subjective

questions clarified

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Table 1

Other alternative techniques

Work simulations
Here, the employer presents applicants with realistic, job-related situations and
documents their behaviours to help determine their qualifications for the job. Job
simulations can be divided into two groups as, high fidelity or low fidelity in their
administration. High fidelity simulations use real materials, equipment, and
scenarios to represent the duties of the job. For example, to assess applicants
for a customer service position, an employer may sit applicants at an actual
customer service work station with a telephone, computer, manual of standard
operating procedures, and other work materials and have them role-play one or
more scenarios. A trained assessor may call them with a customer service
complaint and rate applicants on how they respond to the situation. A low fidelity
simulation, on the other hand, uses exercises that rely more on verbal or written
instructions and do not require the applicant to actually perform or act out the
situation. A low fidelity assessment for the customer service job may have the
employer present a verbal or written description of a scenario and ask applicants
to choose from a set of responses which they feel is most appropriate, rather than
ask them to role-play.
Assessment centres
Selection techniques may be combined and applied together at events referred
to as assessment centres. Such events may last one to three days during which
a group of applicants for a post will undertake a variety of techniquesthe
general methods used would be group discussions, role plays and simulations,
interviews and tests.1 It is most often used for the selection of managers and
graduate trainees. The key component of the Assessment Centre is the job
simulation exercise, which is designed to be an accurate representation of
performance in the job itself. These centres are used frequently to evaluate
people who already work within an organization or evaluate its employees. The
information gathered from the assessment centre is used to help take decisions
concerning promotion and career development in general. The candidates are
placed in a situation which they are likely to face if they are selected; i.e. include
in-tray exercises and role-play interviews.
There is no typical Assessment Centre but a good Assessment Centre should
include the following. A variety of selection methods or assessment techniques:
i.e. a combination of any of the following interviews, psychological tests, in-tray
exercises, job sampling or simulations, questionnaires, team-building activities,
structured discussions, presentations, report writing, role-playing exercises
Assessment of several candidates together
Assessment by several assessors / observers

Assessment against a number of clearly defined competencies 2

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Presentations

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Presentation as selection method can be used in depending on the working

practices expected of the position and its relation to the job description. They
should receive the topic well in advance and have time beforehand to prepare
their delivery. In assessing presentations, it is important to have the decided on
the criteria against which each candidate will be marked. These could include
criteria which will also be assessed at interview, but may take on a particular
aspect; i.e. communications skills could be assessed in the interview but will be
mainly looking at how the person communicates with the panel and gets their
points across, as well as how they interact with the members of the panel. In a
lecture style presentation, the candidates communications skills to a large group
will be assessed, which is much more formal delivery.
Other criteria can be assessed in the presentation is ability to assimilate
information quickly could be included. Strategic perspective skills might be
included if the topic allows it. Judgement and self confidence could also be
accessed through a presentation. For the panel of interviewers, it is important that
they attend all the presentations if possible. If others are involved in assessing;
i.e. an audience for a lecture presentation, then the audience should be allowed
to provide their views to the panel to make the process worthwhile. This may be
done by asking the audience to email to one person on the panel, giving the
audience a framework for their comments. This may not mean specifying all the
criteria to them but perhaps asking them to comment on tone, delivery, content,
suitability, interest, enthusiasm etc. Finally, the panel should be prepared to give
feedback on candidates presentations.
Tests
It is possible that when defining the person specification criteria that some criteria
prove hard to assess either through the application form or C.V., or via the
interview; i.e. if some IT skills are needed for the posts, such as Access database
skills, how the company will know that the candidates meet the standard that
company are expecting in the job. A candidate can tell you or write down that they
have these skills, and even describe how they use the system, but it is hard to be
sure. If this is an important part of the role, it may be worth using a test. In this
case, the recruitment advisor could assist you in developing a test to be used as
part of the short listing process, perhaps to reduce a field of many candidates to
few for interviews. There are also tests; i.e. numerical reasoning, verbal
reasoning, critical thinking, manual dexterity which can be bought off the shelf.
Psychometric tests
These are particularly useful if you want to assess candidates for managerial or
senior appointments or candidates for appointments where there is a special
need for the post, such as strong relationship building skills. These types of test
are especially good at assisting with assessing how candidates are likely to
behave; i.e. towards their peers, towards a manager, and towards their

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subordinates. They will often provide a profile which should be discussed with
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candidate to check validity, as they are self perception questionnaires.
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Candidates should also be given feedback on the profile. The profile should be a
part of the assessment, contributing perhaps up to 10% towards the final
decision. They should be used carefully as they need to be used in the right way
by properly trained assessors.

Conclusion
Selection is searching the best fit one for a company position. It is very hard
process in the practical purpose. Because of one position may require many
talents and skills to fulfil its objectives successfully. There are many selection
methods are being operation at the movement. Each of them has advantages as
well as disadvantage. The truth is neither of them would be successful in sole
application. Therefore many expertises recommend the collective operation of
these methods. It would be given better results as it can evaluate the candidates
skills and conduct in many different angles. The burden of selection is increasing
with the duties and responsibilities of the evaluating position.

Reference
1.

Human Resource Management: Theory and Practice, Bratton J. and Gould J.

(1999) Macmillan, London: P206
2. Martin M. and Jackson T. (2000) P 67

II.4 Evaluate the selection practices in two different

organizations & do the comparison with the BEST
PRACTICES. (P2.4, M1.1, D1.4)
Introduction
Selection is the process of discovering the qualifications & characteristics of the
job applicant in order to establish their likely suitability for the job position. A good
selection requires a methodical approach to the problem of finding the best
matched person for the job. It has following characteristics.

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(1) The assessment of performance from selection tests must be made
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predetermined set of factors, rather than vague generalisations,
using
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set criteria will enable an objective assessment of the test set;

(2) Objective criteria should be used to score the test that has been set and
all information relating to the test should be reported in a standard and
consistent format to Interviewing panel. If there are any factors which
may have influenced a candidate's performance e.g. interruptions,
medical conditions etc these should be reported to the panel.
(3) There should be a clear understanding of what is being tested and what
status the test/exercise has within the overall selection process;
(4) The information gathered from a selection exercise will only relate to a
limited number of the overall requirements of the post and the results
must be judged in this context. However, if an essential criterion for the
post is being tested e.g. numeracy and the required standard for the test
are not met then the results must not be ignored;
(5) If the test/exercise involves using a software package, experience of
using that specific software package must have been included in
the selection criteria for the post;
(6) The test/exercise must not be biased in favour of internal candidates, i.e.
it should test basic principles in relation to the post, not knowledge of
internal procedures;
(7) The test/exercise must be designed to provide an equal opportunity for
each candidate to demonstrate his/her abilities, in accordance with
the University's Equal Opportunities Employment Policy;
(8) Where appropriate, selection tests/exercises must be adapted for a
candidate with a disability. For further guidance on this the Recruitment
Manager or Human Resource Manager should be contacted;
(9) the test/exercise must be properly planned in advance with each
candidate given full information on what is involved and sufficient time for
any preparation required;
A best practice is a method or technique that has consistently shown results
superior to those achieved with other means, and that is used as a benchmark. In
addition, a "best" practice can evolve to become better as improvements are
discovered. Best practice is considered by some as a business buzzword, used to
describe the process of developing and following a standard way of doing things
that multiple organizations can use.2 Best practices are used to maintain the
quality. It is used as an alternative method to mandatory legislated standards.
Best practices can be based on self-assessment or benchmarking.

Discussion

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Using of selection methods divers with the nature of the post to be filled. aTable
nR 1
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is a table copied from a website which show the nature of post and
Hu selection
exercise related to them. 1

Nature of Post:
Academic,
Research or
Teaching posts
Facilities Support
posts

Selection Exercise:
Candidates could be asked to deliver a seminar, give a
departmental presentation or write a report

Administrative
posts

Candidates could be asked to complete a speed typing test

and/or an exercise on one of the Microsoft packages e.g.
word, excel etc. For some posts an 'in-tray' exercise could be
used to test organisational and prioritisation skills;

Technical posts

Candidates could be asked to diagnose faults on equipment

and suggest possible methods of rectifying them

Posts involving
finance

Candidates could be asked to interpret financial information or

to complete a numeracy skills test

Posts that require

supervisors skills

Candidates could be asked to take part in a supervisory role

play

A practical test could be used to test an individual's skills on

relevant aspects of the job e.g. for a security post candidates
could be asked to watch a video of an incident and write an
incident report

Table 1

Coca Cola Beverages Sri Lanka

Ltd

Fonterra Brands Lanka (PVT)

Ltd

Post Box 1313,

Tekkawatte,
Biyagama,
Sri Lanka.

100,
Delgoda Road,
Biyagama,
Sri Lanka.

APPLICATION

REGITERING & APPLYING

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1. Applicant Fill in the details and 1. Register

their
applicant is attached to the job on or
Fonterra.com
before closing date on the advert.
2. Screen all applicants within a couple 2. Apply to advertised open vacancy
of days of the role closing.
3. But applicant should know where he 3. Receive an acknowledgement email
stands by about 4 days after the job
from the team
closes.
4. From here applicant will get an email
outlining whether applicant are
through the first round of screening
or not.
5. Company advertise all of their roles
internally as well so applicant will
generally be up against people
already working for Company.

FIRST INTERVIEW
The first interview company generally
look at a few aspects.
1. First, touch on what candidate knows
about the company, and then will
discuss the role candidate is applying
for.
2. After
this
briefly
go
through
candidates CV with him and follow
that up with more detailed questions
around the competencies required for
that specific role.
These competencies could be things
like Coaching, Building Trust, Sales
Disposition or Adaptability depending
on the role candidate have applied
for.
3. The interview itself should take
approximately 45-60 minutes and will
likely be conducted by the hiring
manager
and
a
member
of
the recruitment team.

PHONE INTERVIEW
1) The company will assess the
applicants background against
criteria for the role
2) Arrange phone interview with
candidates who match the criteria for
the role
3) 30 minute telephone discussion
about
applicants
background,
experience and expectations
4) Select for interviews
a) Preferred candidates selected
for interviews
b) Unsuccessful candidate given
feedback
after
telephone
interview

PSYCHOMETRIC TESTING

INTERVIEWS

If candidate get through the interview

1) Interviews arranged and attended

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the chances are that company is going

with Hiring Manager
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to ask him to undertake some
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psychometric testing.
2) Select for interviews
1. All this is an opportunity for company
b) Preferred candidate selected
to understand how candidate think,
after the interview.
what sort of team member, leader,
c)
Unsuccessful candidate given
sales person he might be. How
feedback after interview
candidate interact with others, handle
pressure etc.
2. As with all of these stages they are
just a piece of the puzzle.
3. These will be sent out via email and
the results will come directly to the
recruitment team.
SECOND INTERVIEW
Next step 2nd interviews.
1. These will vary from role to role but
often hiring managers will use these
to give candidate a good look at the
role, the team and the environment
etc.
2. This is also an opportunity to meet
the next level of management.
3. Depending on the role candidate have
applied for he might need to run
through a scenario, do some job
shadowing or present to an audience.
4. Candidates recruiter will take him
through all of the detail well ahead of
the interview to make sure candidate
feel prepared and ready to do his
best.
5. This is also the stage that candidate
will need to return all of his
completed
application
forms
including
health
and
safety
declarations and Police Report.
Table 2

The table 2 illustrate the two selection procedures which are followed by Coca
Cola and Fonterra to find out appropriate people out of the applicants. The two
selection procedures have similarities as well as differences.

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The selection methods of both companies not consist of a single method.
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are consisting of combination of few methods together. That is very important to
test candidate in many angles. This way gives opportunity to the company to
minimise the risk of choosing unfit candidate for a particular position in the
company. These companies provide good advice to those companies who only
follow a single method to select their employees, most probably a general
interview.

Coca Cola selection practice consists of application, first interview, Psychometric

testing and a second interview, while Fonterra is following a combined method of
phone interview and general interviews. Coca Cola is one step ahead as they are
following Psychometric test in it.
The phone interview is used by the Fonterra to find out the preferred candidates
for an interview. It gives them opportunity to collect very basic information about
applicant. It is a 30 minute telephone discussion about applicants background,
experience and expectations. A good practice they are following here is giving
feedback to the unsuccessful candidate after telephone interview. Selected ones
forwarded to the next step. Coca Cola does not rely on a telephone interview and
instead of that they depend on the application form or resume which was received
from the applicant.
Then Fonterra arrange Interviews and attend with Hiring Manager. This is the last
and final step of their section methods which is consist of face to face interview
with the candidates. An interview is a good a selection method which has
practiced from long time. But it all depends on the skill of the interviewer. If he is
very skilful and experienced interviewer who has good psychological knowledge
he may able to find out best person out of them. But being subjective is a
disadvantage bind with mere interview base selection practice.
Coca Cola here follow three step filtering procedure. The finally selected people
have gone through three fences; first interview, Psychometric test and second
interview. The interview test knowledge of candidate about the company and the
knowledge of role he is applying for. Again refer the candidates CV and follow
that up with more detailed questions around the competencies required for that
specific role. They test competencies like Coaching, Building Trust, Sales
Disposition or Adaptability depending on the role candidate has applied for. This is
a 40-60 minute interview with the Hiring Manager.
The applicants are gone through the first round forward for a Psychometric
Testing. The objective of the test is finding out how candidate think, what sort of
team member, leader, sales person he might be, how candidate interact with
others, handle pressure etc. This step is not following by the Fonterra and it may
result in adverse for their final selection, because psychological suitability of a
person rarely visible through his outer appearance.
The second interview is an opportunity for candidate to meet the next level of
management. Here finally test whether he feel prepared and ready to do his best.
Here they are advised to submit a complete application with medical, and police
reports.

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Comparison of selection practices and Best Practices

Documenting and charting procedures and practices related to company
maintaining are complicated and time-consuming process. Most times companies
practice the proper processes consistently, but still these hard procedures are
skipped by companies. Coca Cola and Fonterra are large scale business firms
and they are obliged to follow these complex procedures inevitably. There are
consulting firms who specialize in the area of Best Practice. They offer preprepared 'templates' to standardize business process documentation. Therefore
obtaining the service of these firms will ease the burden of the company. The
main strategic talent required when applying best practice to organizations is the
ability to balance the unique qualities of the company with the practices that it has
in common with others.
The best practice in recruitment is given ultimate results that company deserves.
The ability to accurately predict how well candidates will perform on the job before
actually hiring them has been considered for long time. Best practice is given
opportunity companies to predict their candidates.
In good times, trimming operational costs is an ongoing goal. In tough times, its
a necessity. In both good times and bad, recruiting occurs. Growth increases
headcount in good times and opportunistic or replacement hiring happens in a
slow business cycle 3 Therefore any company preferred to skip these
unfavourable business factors and environments. Best practice is the solution.
As the economy continues to shrink, increased pressure for companies to
maximize their resources, time and money has come to the forefront. Therefore
recruiting has emerged with Best Practice, will be given many benefits.
When compare with the selection methods of the companies with the best
practice, can observe they have give thorough concern over this issue.

Conclusion
As discussed above it can be concluded that Coca Cola is following a better and
complete selection than Fonterra.

Reference
1. http://www.york.ac.uk/admin/hr/managers/recruitment/handbook/methods.htm
accessed on 2012-05-24

2. http://en.wikipedia.org/wiki/Best_practice accessed on 2012-05-24

3. http://www.workforce.com/images/whitepapers/090420_bp_recruitment.pdf?
sc=WFW accessed on 2012-05-24

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3.1 Evaluate the job evaluation process in a selected local

organization? What are the main factors which
determine the pay of an employee? Study the reward
system & outline the initiations & benefits of the reward
system. (P3.1, P3.2, M1.1)
Introduction
Job evaluation plans and process have been in use for many years in the public
and private sectors. Job Evaluation is ranking jobs in an organization according to
the duties and responsibilities assigned to a particular job. Following job
evaluation technique results in a job being stipulated to a pay grade. A pay grade
is connected with a pay range defined by a minimum and a maximum pay rate.
Design of a job evaluation plan has many variations. Anyway, they all basically
follow a similar approach. It is value and includes each job in a defined cluster of
jobs based on a regular set of generic factors. www.jenss.com has illustrated an
example Job evaluation process which has four continuous steps. 1
1. The first step in installing a job evaluation plan is, determining which jobs in the
organization will be covered by the plan. The next issue is detecting factors
should use in that particular job evaluation process. Table 1 list factors
frequently used in job evaluation plans which are selected depending upon the
type of jobs to be evaluated.
2. The second step in the job evaluation process is to collect information about
each job to be evaluated. This can be done using interviews with employees
and supervisors, a job analysis questionnaire, job descriptions and observation.
3. The third step in the process is to systematically rate each job based on the job
evaluation factors selected. The points assigned for each of the factors are
totalled for each job. Table 2 illustrates how the factors are subdivided by
degrees. The degrees define the extent that the factor is found in the job. Table
3 illustrates the evaluation of a job of field officer.
4. The forth step is to select the standard or benchmark jobs from the jobs that
have been evaluated. The benchmark jobs are those jobs commonly found in
most organizations and are typically included in salary surveys. The benchmark
jobs connect the internal pay structure with the external labour market.

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Skill

Effort

Responsibility

Working
Conditions
Mental Demand
Physical Effort
Visual Demand

Education
Experience
Communicatio
n

Mental Effort
Complexity
Problem Solving

Operational Latitude
Contacts with others
Decision-making

Concentration

Freedom to Act
Supervision
Financial Responsibility
Table 1

Factors
Education
Experience
Problem Solving
Impact
Physical Effort

1
15
10
20
18
5

2
30
20
40
36
10

Degrees
3
45
30
60
54
15

4
60
40
80
72
20

Table 2

Job Title
Field
Assistan
t

Educatio
n
30

Experience
20

Problem
Solving
20

Table 3

Impact
36

Physical
Effort
15

Total
Points
121

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Discussion
Job Evaluation process in Coca Cola
This is an example for Evaluation of post of Software Engineer in Coca Cola.
They have followed few steps which have established in the job evaluation.
1.
2.
3.
4.
5.
6.
7.
8.
9.

Job Description
Job Specification
Develop a list of compensable factors
Define the degrees of each factor
Create a matrix of points for the degrees of each factor
Evaluate benchmark jobs to determine Job Evaluation Point Totals
Collect salary survey data on benchmark jobs
Do a regression analysis to find the pay line for the benchmark jobs
Calculate salaries for benchmark and other jobs using the regression
equation

Figure 1 and 2 continue this whole procedure as two flow charts which give a
clear idea about job evaluation at Coca Cola. Tables 4 illustrate the three
example degrees out of altogether six maximum allowed ranks the extent that
the factor is found in the job. Table 5 shows an example for variation of factors
and degrees in a job.

1
Job Description

2
Job Specification

um
designs, develops, tests and maintains H
products or internal applications
works as a member of an engineering
team developing, designing, and
maintaining products or internal
applications
reports to the appropriate Project
Manager

Bachelor's or undergraduate degree in

Computer Science, Information
Systems, Electrical Engineering or
equivalent experience
Masters or graduate degree is desirable
Understand Intranet and Internet
technologies: http, firewall

3
Develop a list of
compensable factors

Degree of responsibility, supervision

Knowledge needed to perform the job
Discretion in performing the job,
independent judgment
Job conditions
Effort
Hazard
Consequence of error

4
Define the degrees of
each factor

E.g. Judgment and Decision Making:

identifies the extent to which the job
requires judgment and responsibility in
the making of decisions
importance of the decisions and the
extent to which standard policies and
procedures provide guidance in
decision making will be considered

Figure 1

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1st Degree

3rd Degree

Job requires decision

making involving the
analysis of the facts of a
situation and the
determination of what
actions should be taken
within the limits of
standard procedures

In consultation with team

members decide specific
work projects to perform,
and proceed to plan,
coordinate, and commit
resources required to
accomplish work;
associates develop or
establish procedures or
policies.

only unusual or seldom

recurring situations
require referral

Judgment requires
accuracy because errors
could potentially result in
inaccurate reports,
incomplete or misleading
information, unsound
recommendations, or
incorrect decisions.
Consequences could
adversely affect operations
or services causing
significant losses of time,
resources and potentially
have a long term impact on
a team.

Judgment could affect the

work of others or cause
minor inconvenience
Typical errors are
generally confined to a
single team or phase of
operations

Table 4

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6th Degree
Assists board in the
development of policies,
general procedures and
corporate goals. Errors in
judgment could
jeopardize the viability of
the company

Factors Degrees

1st

2nd

3rd

4th

Job Knowledge

25

100

175

250

Judgment & Decision 10

Making

33

55

78

Independent
judgment

25

100

175

250

Accountability

20

65

110

155

Working conditions

20

35

50

Mental

15

42

69

96

Table 5

5th

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100

200

123

150

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5
Create a matrix of points
for the degrees of each
factor

6
Evaluate benchmark jobs
to determine Job
Evaluation Point Totals

Benefits supervisor = 700

Training material development specialist
= 650
Job evaluation specialist = 460
Compensation manager = 920

7
Collect salary survey data
on benchmark jobs

Benefits supervisor = Rs 603,930

Training material development specialist
= Rs 584,030
Job evaluation specialist = Rs 431,550
Compensation manager = Rs 799,580

8
Do a regression analysis
to find the pay line for the
benchmark jobs

Judgment and Decision Making:

1st degree = 50 points
2nd degree = 100 points
3rd degree = 225 points
4th degree = 350 points
5th degree = 500 points
6th degree = 700 points

Dependent variable is salary survey data

Independent variable is job evaluation
point total

9
Salary = 79.67 x JETotal + 6101.09
Calculate salaries for
Example: Compensation Director =
79.67x 1120 + 6101.09 = Rs 95,333
benchmark and other jobs
using the regression
equation

Figure 2

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Main factors which determine the pay of an employee

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1. Kinds and Levels of Required Skills

The most important factor effect an employees rate of pay is the kind of work
performed. Some jobs require a high level of education, knowledge and skill.
Some does not require many qualifications. High standard of qualifications always
demand more benefits.
2. Geographic Location
Levels of unemployment or employment do not affect all regions of the country
equally. Certain areas such as Colombo and urban cities, where the cost of living
is high, have paid higher wages for employees. There are some places in world
are ranking according to the living cost, from the least to the most expensive in
terms of cost of living. Jobs located at high living cost area may be paid higher
wages than low living cost areas even if the equally positioned.
3. Supply and Demand of Labour
Worth of a job differ with the marketplace bear by it. Candidates with certain skills
may in vary degrees of demand. Sometimes the demands for a particular job vary
with the locations. At other times, they are national in scope. Professionals those
who have the particular skills, knowledge, and credential, are in high demand.
4. Compensation Philosophy
Some employers are committed to a philosophy of paying their employees above
industry or area standards in order to attract and retain the very best pool of
skilled workers available. Others pay at the 50th percentile; still others pay as little
as they can. Large organizations can often pay at a higher wage rate than smaller
ones. Organizations typically increase in size because their services and products
are in demand. With increased size comes an economy of scale and the
opportunity to increase profits with each additional product or unit of service
provided.
5. Profitability of the Organization
Employees working for a highly profitable business have a greater chance of
receiving higher wages than those working for a less profitable enterprise.
6. Employment Setting
There are often unique circumstances that drive salary-related decision making in
different settings.

7. Employment Stability

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We all want the security of knowing that we will have our job as long as we want
it. The idea of not having a regular job to pay debts and day-to-day living costs is
distressing. Employees who feel that a job is secure are often willing to accept
less than they would be paid in a potentially unstable environment.

8. Gender Difference
Although great strides have been made in assuring "equal pay for equal work," on
the whole, women continue to receive lower pay than men. As a group, women
also tend to hold lower paying, lower status jobs, and experience a number of
additional inequities in the area of compensation. There is a basis in law and in
court decisions for rectifying pay inequities when they are due to intentional
discrimination on the basis of gender. However, it is often difficult to determine if
wage discrimination is intentional. For instance, women may earn less because of
fewer years of sustained work experience or a lower level of education.
If you believe that you have been discriminated against by an employer, labour
union, or employment agency because of race, colour, sex, religion, national
origin, age, or disability, a discrimination complaint may be filed. Be aware that
charges must be filed within strict time frames.
9. Employee Tenure and Performance
Usually, payment of an employee increases with years of service. Because of
when they get older in the field employees become more effective problem
solvers and are more dependable through experience. However, as the global
economy increasingly demands ongoing business change and higher levels of
productivity, employers have looked at how pay and reward systems can improve
an organization's performance. For many employers, the goal now is to integrate
the organization's compensation and reward philosophy with its strategic
initiatives regarding customers, profitability, and the development of a strong,
competitive work force focused on the success of the organization. As a result,
employers are using more sophisticated performance evaluation systems in an
attempt to identify and recognize their top performers. It is not unusual to see a
range of a +/-10% percent salary differential for individuals in the same job
depending on their performance.

The reward system: initiations & benefits of the reward system

Employees work for money and benefits, not for free. Most businesses are not
volunteer services, so the employer has to compensate the employees in some
way for their time and effort. Pay and Remuneration are terms used for this
wages and today often termed Reward. It refers to all of the monetary, nonmonetary, and psychological payments that an organisation provides for its
employees. The pressing issue is, How can employer put all this together? There
is no one-size-fits-all type solution for planning reward systems. It is vary in
different organisations according to the nature of their business. Because of the
nature of employment always vary with the nature of the business.

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There are essentially four types of reward and recognition systems H
that
used in the workplace. They are;
informal recognition systems;
formal recognition systems;
awards systems; and
service recognition systems.

A rewards and recognition system shows employees that they are appreciated in
the workplace and that good work does not go unnoticed.
A rewards and recognition program can have several positive effects, including
increased motivation, heightened productivity and reduced employee turnover.

Conclusion
Job evaluation is a very complex issues found in the HRM. It involves a deep
research, proper analysis and simple calculation process. Determining a salary of
particular job most probably include in to the last stage of job evaluation. There
the employer considers many factors to finalise the amount. A reward system is
very widely applying HR function today. It is initiated after a proper studying about
existing ranks of company jobs and human needs to be satisfied. A properly
established reward system motivates employees for hard working and it would be
a positive approach to achieve organisational goals successfully.

Reference
1. http://jenss.com/Job%20Evaluation.pdf accessed on 2012-05-04

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3.3 What is the relationship between the Motivationalumtheory
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and the reward system? Explain how an organization
has used this in a real scenario? (P3.3, M2.1)

Introduction
Reward refers to all of the monetary, non-monetary, and psychological payments
that an organisation provides for its employees. There are two types of rewards;
1. extrinsic rewards; and
2. intrinsic rewards.
Extrinsic rewards cover the basic needs of income to survive. These are the
financial rewards which give feeling of stability and consistency, and recognition.
Intrinsic rewards are psychological rewards which are engaged in job satisfaction,
a feeling of completing challenges competently, enjoyment, and the social
interactions which arise from the workplace.
Reward system provides extraordinary benefits to the company. It attract new
employees, elicit good work performance, and to maintain commitment to the
organisation.
A reward system can be consisted of direct pay plus some indirect benefits such
as health & life insurance cover, retirement & pension plans, company car, health
care, health club memberships, mobile phone, subsidised meals or subsidised
entertainment.
Benefits attract, retain, and motivate employees. Therefore it is very clear that
reward system cause motivation of the employees.

Discussion
Motivation and reward have very close relationship with each other. Natures of
human being are being encouraged and endeavoured through rewarding or gain
something valuable for them. Value of a reward differs with subjectively or from
person to person. Somebody will really be motivated through receiving something
as a reward. But the other person may not be satisfied with the same thing and
therefore not motivated. Because of that it is conclusive that a reward has a
subjective link. Therefore rewards can be categorised under many categories.
Anyway money will have universal value as a reward because of it would please
majority.
Maslow has developed a hierarchy of needs, which has great concern in reward
determination process.

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Self Actualisation

Esteem Needs

Social Needs

Satisfy Needs

Physiological Needs

Figure 3.3
This is a pyramid which ranks the human needs according to their order of
achieving and effect to the continuity of life. Employer can target these different
types of needs when they set of motivation rewards.
Physiological needs represent basic needs such as food, shelter and clothing,
which essential for survival. Every employee must undergo a decent pay for their
good standard of living. Therefore they can buy the items meet basic needs with
monitory rewards.
Security needs enunciate the feeling of safety and free from harm. Employer can
provide a safe working environment and appropriate training to minimize the
health and safety risk bound with the job.
Human beings are herd animals and which love to live in groups. Social needs
shows the pressing requirement of belong to a group. Therefore team structure
with good set of communication link would give great advantage in certain HRM
practices.
Prestige and self worth are prima facia requirements satisfy the esteem needs.
Employee can rank up with promotions and job titles, which are commensurate
with their efforts.

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Self actualisation needs are fulfilled through creativity, independence andandoing
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whatever particular person enjoy. It gives total self fulfilment toHuones life.
Employer must encourage employee to develop himself. Here employer can use
appraisal as a tool of identify ways in which individuals can met their highest order
needs.

There is no such thing as a good pay system; there is only a series of bad ones.
The trick is to choose the least bad one.(Richard Johnston, the Human
Resources Director of Flowpak Engineering dryly remarked) A good reward
system responds to market forces. An employee may worth to the company
greater than we think. But it is also affected by social and psychological factors,
including the employee ideas of fairness and trust. A system perceived to be fair
is one of the key components of the psychological contract. It also needs to
comply with todays uncertain business environment, government regulations,
and organisational goals. In other words, it must be flexible enough to go with fast
moving business environment.

Conclusion
Designing a reward package meet a full range of human need is a hard task find
in HRM. But such reward always encourage employee to be hard working and
committed to the organisation

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3.4 Explain the monitoring Performances procedures in a

selected organization? (P3.4)
Introduction
Progress of organisational goals must be continuously monitored, for an effective
performance management process. The term monitoring enunciates, developing
a system that enables;
to observe the progress of the organisational projects, and
to observe the behaviours of employees when they are doing their
jobs.
Performance management is the systematic process by which a business
organisation concerns its employees in improving organizational effectiveness,
when accomplish of organisational mission and goals. The process includes few
related steps. Figure 1 show the steps of process.
1

planning
setting targets

continuous monitoring performances

developing capacity to perform

periodically rating performance (in a way of

summary)

feedback

made correction

achieve target

rewarding better performances

Figure 1

Discussion
In a successful organization, projects and assignments are monitored
continually. Monitoring refers consistently measuring performance. It also involves
provide an ongoing feedback to employees and work groups, after measuring the
performances on their progress toward achieving their separate goals. This is

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followed by the correction process which allows employees back in to theatrack
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they were out tracked or accelerate if their speed is not match with
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timeframe.

Conducting progress reviews also include in the regulatory requirements

for monitoring performance. This is done with the employees where their
performance is compared against the elements and standards.
Ongoing monitoring process provides opportunity to check how well employees
are get-together with preset standards. Also allow make changes to problematic
or unrealistic standards while they are performing. Same time continuous
monitoring identifies unacceptable performance at any time during the appraisal
period and therefore assistance can be provided to address such performance
rather than wait until the end of the period until summary rating levels are
assigned.
Progress towards the objectives set in the work plan must be assessed
frequently. Feedback on progress relative to those goals should be given to the
employee. Therefore adjustments can make as necessary. It is very impotent to
provide both positive feedbacks, when providing feedback on performance, in
addition to any negative feedback that is necessary. Because only provide
negative feed backs can demotivate the employees. According to experts opinion
there should be four or five positive comments with every negative comment.
Human resource management within the Coca Cola Beverages Sri Lanka Ltd is
based on the four major functions of a HR department. Those functions are
succession planning, performance management, compensation and career
development. One of the main cited areas that require a stronger focus
is monitoring and training around performance management.
According to the annual report 2005 it includes an Executive Summary, reports on
each of the nine major HR Systems (performance management, staffing,
compensation, diversity education/strategy, equal employment opportunity,
problem resolution, career development, succession planning, and mentoring), a
summary of workforce demographics, and findings from the 2005 Task Force
Survey of employees. 1
The description below is base on the Second Annual Report of the Coca-Cola
Company, covering the period from July 1, 2002 through September 30, 2003.
During this review period, the Coca Cola focused on monitoring the
implementation and effectiveness of these systems to ensure that they are
working as designed and progress is being made. Feedback from such
monitoring also will allow the Company to modify systems as needed to better
serve employees and will provide data for further strategy development. Coca
Cola Company began this year with high hopes of a fast start by the Coca Cola
Company to implement and monitor the Human Resources systems designed
and approved last year. They also looked forward to the initial implementation of
several programs that were then still in the design phase. Considerable progress,
in fact, was made in implementation in some areas. Yet, the Company was not
able to implement several key programs because personnel and resources were
focused on a massive restructuring effort and other matters. A renewed focus is
required in some important areas. When the company brought its concerns

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regarding delayed implementation of some systems to the Company's attention,
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the Board of Directors, the CEO, the President and senior management
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responded positively by committing additional resources, imposing closer
monitoring and requiring greater management accountability to close gaps in
implementation. 2

This brief explanation about the company shows the effort and consideration they
have taken during that period. Coca Cola is a renown company which were
continuously successful over their long carrier. Still they are the leading cola
producer in the world. One of the secret of their success is regular monitoring
process which follows the target achievement of the company.

Conclusion
Monitoring is very important function in the Human Resource Management. It is a
continuous process. Monitoring performance allow to review how well employee
achieve their goals. Feedback is very important outcome of monitoring which
allow employees to adjust their path.

Reference
1. http://www.thecocacolacompany.com/ourcompany/wn20060106taskforcereport.html
On 2012-05-10

2. http://www.clearinghouse.net/chDocs/public/EE-GA-0098-0001.pdf
10

on 2012-05-

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4.1 Evaluate the Exit procedures in two different

organizations? How it differ from the best practice?
(P4.1, M3.1)
Title
Evaluate the Exit procedures in of MUSC Health and Department of Education
and Childrens Services and the way it differ from the best practice

Abstract
Exit procedures are followed by the organisations to end the service of their
employees. Organisations have given great concern to the exit procedures as it
has aversive effect on companys existence. Employees who exit from the
organisations has had worked as internal members of the organisation and well
known about secrets and weak points of the company. Therefore proper closure
of their links with the company is essential for interest of the company. The report
is focus on two exit procedures followed by MUSC Health and Department of
Education and Childrens Services in their practice. Details regard companies exit
procedures were adopted from their web sites and has compared with each other
procedures to point out their similarities and differences. Finally report has
concerned about the way exit procedure differ from the best practice.

Introduction
Exit procedure is followed by the organisations when employees retiring, moving
to a different area or have you accepted a job with a different organization. There
are standardised process employers follow when their staff members leaving the
organisation. George Mason University recommend applying three steps to
everyone leaving the university's employ. 1
1. Letter of Resignation
2. Updated Address Information
3. Employee Exit Survey
They have suggested further steps apply to some faculty and classified
employees.2
1. Leave Payout Procedure
2. Continuation of Medical Coverage (COBRA)
3. Flexible Benefits
4. Life Insurance
5. Long-Term Care Insurance
6. Retirement Plans (VRS, ORP)
7. Long-Term Disability Insurance
8. Sponsored Programs Exit Survey
9. Retirement Date

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Modern business environment has become high competitive ultimate,
which
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result is forcing managers around the world to establish competitive strategies
allowing them to compete within this environment. These strategies are formed in
the hope of providing the organisation with a sustainable competitive advantage.
Therefore best practice is largely applied in current HR practice. Best practice or
high performance work practices are described as HR methods and systems that
have universal, additive, and positive effects on organisational performance3

Discussion
Exit procedure of MUSC Health
The Medical University of South Carolina (MUSC) has served the citizens of
South Carolina since 1824. It has expanded from a small private college for the
training of physicians to a state university with a medical centre and six colleges.
As an academic medical centre or teaching hospital, MUSC Health is at the
forefront of the latest advances in medicine, with world-class physicians,
groundbreaking research and technology. The Medical University of South
Carolina is a public institution of higher learning the purpose of which is to
preserve and optimize human life in South Carolina and beyond. The following
report on exit procedure was adopted from the details extracted from their web
site. http://www.musc.edu/hrm2/policies/policy39.html
There is a unique policy of the Company regarding exit procedure.
An employee who resigns, retires, is laid-off in a reduction in force (RIF), is
discharged, or transferred to another State agency shall be regarded as
terminated from employment with the Medical University and must complete
the exit procedures in this policy. This policy also addresses what actions need to
be taken in the event of the death of a current employee or an employee who has
been terminated or retired for less than ninety (90) days.

A.
B.
C.
D.
E.
F.

There are five Preretirement termination categories which MUSC has clarified and
follow separate procedures;
Resignation
Retirement
Reduction in Force
Dismissal
Transfers to another State Agency
Death

A. Permanent Termination
1. Resignation
An employee wishing to resign in good standing should submit a written
resignation to the department with a minimum of two (2) weeks' notice for
biweekly employees or thirty (30) days' notice for monthly employees.

2. Completion of Exit Interview

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Employees should complete a confidential exit interview at the Human Resources

Service Centre, Room 105, Harborview Office Tower.
3.

Filing for Return of Retirement System Contributions

Employees wishing to have their contributions to the retirement system refunded
must complete an application which is available in the Human Resources Service
Centre. An employee is vested after five (5) years of service credit. When vested,
the employee has the option of leaving contributions with the system and
receiving a pension upon reaching retirement age, or requesting return of the
contributions plus interest. The Human Resources Service Centre is available to
discuss vesting with the employee.

4.

Insurance
a. Continuation of Health and Dental Insurance
State group insurance coverage (health, dental, life and disability) ceases on
the last day of the month in which the employee is in a pay status.
Arrangements may be made through the Human Resources Service Centre to
continue an employee's State health and dental insurance coverage. This
coverage is available as a result of the Consolidated Omnibus Budget
Reconciliation Act of 1985 (COBRA). This Act requires employers to offer all
employees and/or their eligible dependents the option of buying extended
coverage for group health and dental insurance for up to eighteen (18) months.
The employee is responsible for the total premium for the health and dental
insurance. The total premium includes both the employee's and the employer's
portions of the cost.
b. Continuation of Optional Term Life Insurance
Employees enrolled in the Optional Term Life Insurance Plan have the right to
convert this term coverage, without evidence of insurability, to an individual
whole life policy within thirty-one (31) days of termination. Employees must
contact the Human Resources Service Centre to receive the form to apply for
continuation of coverage.
c. Continuation of Dependent Life Insurance
Employees with dependents enrolled in the Dependent Life Insurance Plan
have the right to convert this term coverage, without evidence of insurability, to
an individual policy within thirty-one (31) days of termination. Employees must
contact the Human Resources Service Centre to receive the form to apply for
continuation of coverage.
d. Continuation of Supplemental Long Term Disability Insurance
Employees enrolled in the Supplemental Long Term Disability Insurance Plan

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have the right to convert this coverage, without evidence of insurability,
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individual disability policy within thirty-one (31) days of termination.HEmployees
must contact the Human Resources Service Centre to receive the form to
apply for continuation of coverage.

5. Return Identification Badge

Employees must turn in their ID badge to the Department of Human Resources
Management or have it forwarded by their department to the Department of Public
Safety.
6. Tax Sheltered Annuity or Deferred Compensation Plan
Employees who participate in one of these voluntary plans through payroll
deduction should consult with the Human Resources Service Centre regarding
available options.
7. Unemployment Compensation
Employees are covered by unemployment compensation and should contact the
South Carolina Unemployment Claims Office, 176 Lockwood Avenue, Charleston,
South Carolina, to ask questions or file for unemployment compensation.
B. Retirement
1.

Applying for Retirement

The Human Resources Service Centre will assist employees in applying for
retirement and in completing all the necessary forms.
2. Health and Dental Insurance
Health and dental insurance coverage may be continued after retirement as
follows: Retirees employed prior to July 1, 1984, are eligible for State-funded
insurance if they have five (5) years of creditable State service.
Retirees employed on or after July 1, 1984, are eligible for State-funded
insurance if they have at least ten (10) years of creditable service. An employee
retiring with five (5) to ten (10) years of service may continue insurance coverage
by paying the full premium cost (no State funding), provided the last five (5) years
of employment have been continuous.

3.

Social Security Benefits

Retiring employees who are at or nearing 62 years of age or older should call or
visit the Social Security Administration Office in the Federal Building, 334 Meeting
Street, Charleston, South Carolina. Follow steps 1, 2, 5 and 6 listed in above
Permanent Termination procedure.

C. Reduction in Force

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Refer to Human Resources Management Policy No. 34; Reduction in Force

Employees affected by a reduction in force should follow steps 2, 3, 4, 5, 6, and 7
in above Permanent Termination procedure.
D. Dismissal
An employee who has been dismissed should follow steps 2, 3, 4, 5, 6, and 7 in
above Permanent Termination procedure.
E. Transfers to another State Agency
1.

Leave Credit
Classified employees transferring to another State agency will not experience a
break in service if no more than fifteen (15) calendar days lapse between the last
day on the payroll of MUSC and the first day on the payroll of the gaining agency
and provided the employee does not receive a lump sum payment for accrued
annual leave. Contact the gaining agency regarding transfer and credits.

2.

Health, Dental and/or Life Insurance Plans

Employees must contact the gaining agency regarding benefits sign up. Follow
steps 1, 2, 5, and 6 listed in above Permanent Termination procedure.
F. Death
In the event of the death of a current employee, or an employee who has been
terminated or retired for less than ninety (90) days, the department should notify
the Human Resources Service Centre. Counselling and assistance will be provided
to the designated beneficiary or to the administrator of the estate.

Exit procedure of Department of Education and Childrens

Services
Department for Education and Child Development (DECD) do everything at the
centre of children and young people. The Department aims to support every family
so all young South Australians from 0-18 years of age have the opportunity to
become happy, healthy and safe members of our community. DECD key functions
are to: http://www.decd.sa.gov.au

oversee early childhood care and services for South Australian families
DECD works with all families early in their journey to support parents and
ensure the individual needs of each child are met. We partner with the
Australian Government as well as the community sector and local government
to integrate all services, with a relentless focus on providing high quality
teaching and learning.

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provide services that benefit children and families DECD oversees the
provision
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of local family day care, preschool education, children's centres, out of school
hours care programs plus health and wellbeing services for families.

lead and manage South Australias education system DECD manages South
Australias public education system, with the goal of delivering world-class
primary and secondary education in all areas of the curriculum. At the local
level, we want every child to achieve their potential, and we see families as our
partners to ensure each and every child leaves school with strong skills and a
positive outlook. Public education will be there for every child, all of the time.
The following details about their exit procedure were adopted from their web site.
http://www.decd.sa.gov.au/docs/documents/1/Hr05EmployeeExitProcedure.pdf

I. Managers Checklist
Use the Managers Checklist, a document which has listed the main concern
points about the exit procedure requirements, to ensure that all relevant actions
are undertaken and completed. All checklists are to be signed by both the exiting
employee and the workgroup manager.
II. Notification of Cessation of Employment
Employees are required to provide timely and appropriate written advice of their
intent to terminate employment with the department according to the conditions of
employment specified in the acts, regulations and Commissioners
Determinations that apply to specific employee groups. Where a persons
employment is to be terminated for any other reason, for example death or
dismissal, the workgroup and/or executive manager need to be aware of the
relevant implications for the effective management of these procedures.
III. Advice to Shared Services SA, Payroll Services for Reconciliation of Payments
Shared Services SA, Payroll Services (SSSA) requires prompt advice of any
termination or transfer of employment to facilitate the timely and accurate
calculation and processing of termination payments to the employee. Employees
and managers should be aware that close-off deadlines for any given payday
occur 8 days earlier than the pay day.
Notification of termination or transfer of employment from DECS via relevant
forms enables SSSA, Payroll Services to start processing the termination or
suppression of employment. In the case of temporary or contract employees,
termination payments may also be initiated on receipt of an auto-generated
report.
IV. Reconciliation of Hours Worked

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The workgroup manager is required to check flexitime recordings (corporate
ansites)
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or Monthly Leave Returns (school sites) and/or any compressed
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agreement and confirm with the employee:
the timelines and agreement for making up of any
debit hours and/or actioning the required pay
deduction; and
the timing of any leave required to expend credit
hours.

V. Reconciliation of Leave Taken and Applications Submitted

The workgroup manager is required to check the attendance of the employee and
the associated lodgement of leave forms. Any outstanding leave forms should be
completed and forwarded to SSSA as a high priority.
VI. Outstanding Claim Forms
The workgroup manager is required to ensure that any outstanding claim forms
(e.g. for overtime, travel expenses, mileage claims or other reimbursement) are
completed and forwarded to the relevant recipient for processing.
VII. Reimbursement from Employee
The workgroup manager is required to check that any outstanding monies owed
by the employee, such as reimbursement for personal mileage, library fees or
fines, advances or loans, or mobile phone bills are identified. The workgroup
manager is to negotiate with the employee to either reimburse any such amounts
or provide written authorisation for the amount to be deducted from the
employees termination payment. The workgroup manager should note any
unresolved issues regarding monies owed in the comment section on the
Managers Checklist.
VIII.

Advice to Technology & Knowledge Management Services (T&KMS)

Prompt advice of any termination or transfer of employment is required to ensure
that all access to IT systems is revoked and the security of departmental systems
is protected.
Department- wide IT systems and accounts
As soon as a termination date is known, the workgroup manager is to advise
T&KMS using the forms and processes specified by T&KMS. These are available
on the departmental Intranet and Internet sites and from T&KMS. Form ITS002
(Request for Access/Change to Mainframe) is to be submitted to T&KMS for all
employees who have access to departmental IT systems to ensure that all access
is revoked and the security of departmental systems is protected. The workgroup
manager is to check that the delete access for user ID option is requested and
that all systems to which the employee has access are listed. The finish date for
access to IT systems will usually be the employees last day of duty. As much
notice as possible, and at least three days notice should be given. In some
circumstances, an immediate cancellation of access may be required. Where this

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is the case, the workgroup manager should direct the LAN manager to acontact
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T&KMS as a matter of urgency, preferably by phone, and request theHu
immediate
cancellation of any accounts and all access. The LAN manager should then
complete and forward the required forms.

Local Systems and IT Accounts

The workgroup manager is required to direct the workgroup LAN manager to
ensure that any access to local IT systems and accounts funded locally are
cancelled. This is in addition to any access and accounts managed through IT
Services and may include home office phone or cable connections. Network and
Hard Drive Files
The workgroup manager is to ensure that the employees work and personal files
are to be copied, moved and/or deleted as appropriate. Care needs to be taken
that any required business files and records are retained and remain accessible.
Files to check include:
e-mail;
shared, group and/or personal drives; and
hard drives.
IX. Employee Details on Internal Systems and Databases
The employees details are to be updated on any internal systems and databases
in addition to those managed by T&KMS and Payroll Services. These include:
phone lists and directories; and
internal databases and contact lists.
X. T&KMS Hardware and Software
The workgroup manager is required to arrange for all T&KMS hardware and
software assigned or loaned to the employee to be returned to the workplace.
For example, items such as:
computer, terminal and/or lap top;
electronic diary;
printer;
software programs, manuals, discs and licences.
XI. Security and Access
The workgroup manager is required to ensure that all access to departmental
sites, resources and accounts is cancelled. This includes the return of:
access security card(s), swipe card(s) and/or keys;
departmental name tag(s)/badge(s); and
office, cabinet and/or safe keys.
Where an access card to 31 Flinders Street has been issued, the workgroup
manager must physically obtain the access card from the exiting employee and
return it to the Security Desk on the Ground Floor. Access or swipe cards issued
for other sites must be returned to the relevant Business Office Manager. Where
access cards are not returned, the workgroup manager is to take action to cancel
the employees access by contacting Security on 8226 1530 (Flinders Street); or

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the relevant Business Office Manager (other sites); and requesting deactivation
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the card.
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XII. Signature Authorisations

The workgroup manager is required to ensure that the employee is removed from
any lists of signatories for departmental accounts and/or purchasing provisions.
The appropriate timing of this is to be determined by the workgroup manager and
may need to occur prior to the employees last day of duty.
XIII. Departmental Files
The workplace manager is required to arrange for any departmental files held by
the employee to be returned and filed appropriately. Any electronic files held by
the employee that include business critical information are to be copied and/or
made accessible on the appropriate network(s).
XIV. Office and Home Office Equipment
The workgroup manager is required to arrange for all office and home office
equipment to be returned. For example:
mobile phone and/or pager;
photocopy card(s);
cab charge vouchers and/or cards;
first aid equipment and beeper;
home office equipment.
XV. Motor Vehicle Access and Journey Records
The workgroup manager is required to ensure that all access to government
vehicles is cancelled, paperwork is up-to-date, outstanding claims are lodged and
reimbursements made. For example this includes the return of:
all car keys and remotes;
Failure to return
Owners manual;
these items will
attract penalties.
service log book;
mileage log;
State Fleet vehicle card; and
fuel card.
XVI. Vehicle Inspection
On return of the vehicle, a Fleet SA Vehicle Assessor will conduct a thorough
assessment and complete an Excessive Wear and Tear Checklist, listing any
damage/shortfalls of the vehicle that may affect the resale value. A copy of the
assessment form will be made available on request from the Vehicle Distribution
Centre or from the Vehicle Assessor when assessment is completed. Customers
returning vehicles with excessive wear and tear will be charged on a cost
recovery basis, including an administration fee to arrange the repairs of the
vehicle to an acceptable standard. GST is payable on all wear and tear charges
and administration fees.

XVII.

Other Departmental Resources

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The workgroup manager is responsible for arranging the return or appropriate
reimbursement for any other departmental resources issued or loaned to the
employee. For example:
credit card(s)
library resources and loans;
manuals, curriculum, policy and procedural
documents;
teaching materials, team resources and/or text
books

XVIII. Statements of Service

Official statements of service are required; requests in writing must be forwarded
to the relevant Human Resources Consultant, giving a minimum of two week
notice.
XIX. Certificate of Appreciation
The department will provide a certificate of appreciation for employees who are
completing long term service (15 years or more for TCH, PSM and ANC and 10
years or more for volunteers) and/or have achieved outstanding service and are
leaving the department. These are prepared on request by the Strategic
Communications Unit and require at least 6 week notice. The criteria and
process for requesting such a certificate or letter are available from the Strategic
Communications Unit or via the departmental Internet and Intranet sites (refer
website address):
XX.

Exit Report/Interview
It is important to ensure that employees leaving the department have the
opportunity to provide feedback on the nature and organisation of their work,
either through a written Exit Report or a face to-face Exit Interview. Feedback
received via either of these methods must be reviewed and considered in relation
to departmental policies and procedures. This will enable workgroup managers to
have more effective control over workgroup resources and ensure that exiting
employees are informed of and formally acknowledge their on-going obligations
with regard to confidentiality and intellectual property rights.
A. Exit Report
The workgroup manager is to provide each employee who is leaving the
department with the Employee Exit Report. The employee is to be invited to
complete the report. Any reports completed by employees are to be kept at
the work site unless further action requires escalation to the appropriate
management level.

B. Exit Interview

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The workgroup manager is to offer the employee the optionHuofm an exit
interview. The workgroup manager will normally conduct these interviews.
The employee may complete the Employee Exit Report at this interview or
notes may be taken and confirmed by both parties. Completed forms are to
be kept at the site

Comparison of two exit procedures

Both MUSC Health and Department of Education and Childrens Services have
followed the basic principles which established in the Human Resource
Management when they plan their exit procedures.
The basic expectation of the exit procedure is closing the company affairs with the
employee properly. An employee who has worked long period in the company is a
valuable asset of it. Same time one such employee exit from the company he may
be a very risky fellow in the future. Because of he knows all the weak and
vulnerable points of the company. If he motivated by a competitor or enemy of the
company it would be a heart breaking factor for the company.
An employee can exit from a company due to many reasons; Retirement,
Reduction in Force, Dismissal, Transfer, of death. In any procedure the
companies are following very careful procedure to prevent a single mistake. In
example DECDs Managers Checklist, a document which has listed the main
concern points about the exit procedure requirements, to ensure that all relevant
actions are undertaken and completed.
An employee handles many company assets during his employment period. He
has to act as a fiduciary. Therefore when he departs from the company all of
those assets should returned without any damage. Any company focus great
consideration regarding this issue. Both companies in our examples have taken
sufficient steps to prevent displacement any of their assets. DECD check these
assets in three steps; Office and Home Office Equipment, Motor Vehicle Access
and Journey Records and Vehicle Inspection. Each of this steps workgroup
manager has to certify, the employee has returned all assets with him. Vehicle
Inspection confirms that vehicles with him are in the same condition as they was
given. Again they consider the collecting hardware and software which was
handled by the employee.
5.

There are two issues related to the payment of the exit

employee. There are some payments or rewards that company pay for him. When
the company paying them they look through thoroughly to confirm there are not
any owed money by the employee to the company. If there is any company
deduce those from the total receive by the employee. DECD has taken for
important review regarding the money issue of the employee; Reconciliation of
Hours Worked, Reimbursement from Employee; Reconciliation of Leave Taken
and Applications Submitted; Outstanding Claim Forms. In each of these steps
they are looking whether there is any outstanding payment or other payment
owed by the employee. Again company go through the Outstanding Claim Forms
to identify any payment should pay by the company. MUSK also facilitate

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departing employee to take the benefits from insurance and Return of Retirement
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System Contributions.
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The other important factor is closing all company affairs properly with the
employee. As discuss above company employee built many authorities within his
service. Many outsiders identify him as a company representative. Same time he
may have certain level of powers to access company properties and premises.
Again the company computer network is very important asset in modern world.
Companies spend Millions to protect their system as they know the worth of it.
Therefore DECD is very careful when dealing with this issue. Fist thing is they
consider the employee details on internal systems and databases. They must
make changes to the system ensure that he further do not employee in the
company. The next step comes with the Technology & Knowledge Management.
There they do necessary terminations or transfers of employment required to
ensure that all access to IT systems is revoked and the security of departmental
systems is protected. The company delete access for user ID from Departmentwide IT systems and accounts. Therefore the employee further would not be able
to access the company system as an employee. Local Systems and IT Accounts
check for ensure that the employees work and personal files are to be copied,
moved or deleted as appropriate. DECD has given greater concern to these steps
of the exit procedure. This reflects the importance of company data base and
system to the company proceedings. Under the ending company affairs the next
step is to ensuring the employee is removed from any lists of signatories for
departmental accounts and purchasing provisions. After these steps the
employee does not have any power within the company. MUSK specially
consider to Return Identification Badge which gives authority to move with the
company premises.
Company employee who has worked certain period of times carries a load of
experience and knowledge with him. His knowledge may be important for future
activities of the company. If there is a report may helpful for the successor of his
position. Therefore Exit Report and exit Interview is important part of the feedback
procedure regard exit. Therefore both DECD and MUSC have taken steps to take
feedback from the employee.
Again DECD employee is entitling for Statements of Service and Certificate of
Appreciation when he leave the company.

How exit procedures differ from the best practice?

In simple terms, each best practice technique is aimed at developing the
employee, increasing their commitment, with the resulting intention to improve the
organisational performance, and ultimately create a sustainable competitive
advantage. All of this stems from the nurturing of the human resources of the
organisation, through the best practices that will be discussed within this review.
Ultimately these measures are taken by an organisation as employees are viewed
as extremely valuable resources, which undoubtedly have the ability to provide
the organisation with a competitive edge. Coupled with this is the additive effects
of implementation of numerous complementing best practices that enable the

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organisation to create a significant competitive advantage through the ahuman
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resources held within the organisation.
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Conclusion
Both DECD and MUSK has followed sufficient steps to end the company affairs of
departing employee and protect the company future. Same time they are taking a
feedback from the employee to make use of his experiences to successors and
company planning. The employee who is leaving a company entitle for certain
rights and benefits according to the terms and conditions of company. Both
companies compliance with the best practice in related to the exit procedure. As
discussed above it is clear that MUSK exit procedure is relatively simple and can
observe some gaps relating to certain issues. DECD has more complex
procedure, but it may take more time to complete its procedure. According to my
point of view DECD has better exit procedure.

Recommendations
I recommend MUSK to take a review to find out gaps in their exit procedure,
which may result in great loss in the future. According to my point of view they
must spend more attention to end of company affairs with the employee. They
must do a research to find out valuable affairs of employee, especially with the
outsiders. The other issue is there isnt a proper focus on the company assets
which was under control of the employee. Within the exit procedure there is no
specific task or step to supervise the return of the company assets. I recommend
there adding steps to pay attention to fulfil this gap.

Reference
1. http://hr.gmu.edu/exit/ accessed on 2012-05-24
2. ibid
3. Johnson, E. (2000). The practice of Human Resource Management in New
Zealand: Strategic and Best Practice? Asia Pacific Journal of Human
Resources, p 69

4.2 How the organizations select criteria for redundancy? (P

4.2)
Title
A study about redundancy process and the way organizations select criteria for
redundancy

Abstract

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Human resource in an organization must manage under well supervision.
Each
and every employee must hold an important part of the total duties and
responsibilities of the organizational mechanism. Thats how the human
contributors become true resource of the organization. But when an employees
needs are not required at a job, an employee becomes redundant. Therefore
redundancy at work occurs when an employer no longer requires a job to be
done. This report offers a detailed overview of the redundancy process. It
includes obligations to consult employees and their representatives, compulsory
and non-compulsory redundancy, lay-offs and short-time working, statutory
payments and select criteria for redundancy.

Introduction
Redundancy is dismissing an employee because the employer no longer carry
out the business for which they are employed, require them to carry out work of a
particular kind or carry out the business in the place where they are employed.
If it is a genuine redundancy, the employer must demonstrate that the employee's
job will no longer exist. In this situation, eligible employees would be entitled to
receive a statutory redundancy payment.
If employer has to make employees redundant he must follow a fair redundancy
dismissal procedure and consult the affected employees and their
representatives, may be a trade union.

Discussion
There can be many reasons for redundancy. If the organization decides to
restructure the company they may need to reduce some of the employees of the
company. Relocation of businesses is another reason for redundancy. Mergers or
takeovers might result in jobs being lost. Lack of demand for products or services
might be lead to technological change in the production procedure. It might be
another reason for redundancy. Several changes such as the structure of the
markets can also affect redundancy.
Employees are selected for redundancy based on several factors. Employees are
selected based upon their length of service, their present performance and their
future potential. Here the organizations commonly use LIFO (last in, first out)
selection method. It aims to protect employees who have been with the company
for longer time. This method might seem fair to the employee who has served a
longer time. However, it may not be in the best interests of the company. Opposite
of this method is first on, first off approach, which aims to create opportunities
by removing older employees.
If employer decides to make compulsory redundancies he will need to find out
several features. He must create an objective and non discriminatory
redundancy selection criteria and identify which employees will be made
redundant according to that.

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The criteria that can be used to select employees for redundancy H
can
skills, qualifications and aptitude, attendance/disciplinary record, standard of work
performance and adaptability. The employer must be consistent with his
selection criteria to avoid the possibility of unlawful discrimination.

Some criteria will make any subsequent redundancy dismissal automatically

unfair. The employer should not select an employee for redundancy because of
issues related to trade union membership, regulations on part-time workers,
actions taken on specified health and safety grounds, being an employee
representative, pregnancy, maternity, paternity, adoption and parental leave or
legal industrial action lasting up to 12 weeks. For a complete list, see the page
on unfair dismissal in our guide on dismissal.

Conclusion
Redundancy is essential practice in HRM. It can essential in manner of lay-offs or
short-time working. Redundancy selection can be non compulsory or compulsory.
Redundant employees have certain rights. The redundancy consultation process
is followed to help for redundant employees. Any way there are potential
problems, following redundancy process. Therefore employers must plan ahead
to avoid making redundancies.

Recommendations
The employer should take reasonable steps to avoid compulsory redundancies by
considering alternatives, such as: short-time working or temporary lay-offs,
reducing or banning overtime, not using casual labour, seeking applications from
existing staff to work flexibly, seeking applicants for voluntary redundancy or early
retirement, recruitment restrictions, filling vacancies elsewhere in the
business with existing employees or laying off self-employed contractors,
freelancers, etc

BIBLIOGRAPHY

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REFERRED BOOKS
1. Human Resource Planning: an Introduction, Reilly P. Report 312, Institute for
Employment Studies, 1996, ISBN: 978-1-85184-238-4
2. The SAGE Handbook of Human Resource Management, Wilkinson
3. Managing the Human Resource in the 21st Century, Zorlu Seyucel, Ventus
Publishing ApS, ISBN 978-87-7681-468-7

REFERRED WEBSITES
1. http://en.wikipedia.org
2. http://indiarecruitmentjob.com
3. http://www.managementstudyguide.com
4. http://www.thefreedictionary.com
5. http://www.pepsico.com
6. http://www.scribd.com
7. http://www.slideshare.net
8. http://www.managementparadise.com
9. http://psyasia.com
10. http://www.soton.ac.uk
11. http://www.cipd.co.uk

REFERRED ARTICLES
1. Human Resource Management, Civil Service Branch, December 1995
2. Human Resource Management Manual, Department of Human Resource
Management
3. Human Resource Management/Development, The University of Tennessee, 2002
4. Human Resources Management, Dr. Gary Roberts and Carlotta Roberts
5. Strategic Human Resources Management; Aligning with the Mission, U.S. Office of
Personnel Management