What are the benefits of attracting and retaining a diverse workforce? (Give at least 3 benefits)
A diverse workforce refers to the differences in attributes, beliefs, values and personalities of an organisations workforce that are derived from differences in religion, race and nationality (Miller and Green, 2020). According to CIPD (2021) website, promoting and supporting a diverse workforce is an essential element of good people management. To attract and retain a diverse workforce and reap the benefits thereof, an organisation should create a conducive work environment inclusive and friendly to all employees (Miller and Green, 2020). UK Equality Act 2010 encourages workforce diversity by prohibiting discrimination. The Act sets the minimum inclusion standards based on age, disability, race, religion, sexual orientation. The legislation is essential for inclusion and diversity in the workplace due to its contribution to employee wellbeing and engagement.
There are various advantages of attracting and retaining a diverse workforce. First, an organisation can attain competitive advantage from a diverse workforce (Miller and Green, 2020). The workforce diversity exposes them to information on new market developments, new products and services and open business opportunities that can be useful to an organisation’s operations—second, a diverse workforce benefits and organisation through enhanced productivity and creativity. Employees of different backgrounds have different thinking styles and ideas, essential for enhancing creativity and general organisational performance. Third, attracting and retaining a diverse workforce benefits an organisation by enhancing its customer base and service. Different employees will have a better understanding of different customer need.
AC 1.3 What factors affect your organisation’s approach to recruitment and selection?
The organisation I work for has been in the travel industry for more than 30 years. It is well established in its recruitment and selection policies and procedures. However, various factors influence the recruitment and selection procedures. First, the labour market conditions influence recruitment and selection. In a tight labour market such as UK the, the available employees in the market are few, and attracting talent may be challenging. Second, the organisational policies and procedures determine the recruitment and selection approaches and processes. This factor guides HR in the process of selection to ensure fairness and transparency. It works on ensuring that there is no form of discrimination experienced in the recruitment and selection process. The organisational legal requirements also influence recruitment and selection. The recruitment process should be compliant with all organisational and statutory requirements.
What factors affect your organisation’s approach to employee resourcing and talent planning
First, the economic environment determines the nature of the recession and the availability of skilled personnel needed in the organisation. The understanding economic environment is essential for talent planning. The second factor influencing the organisation’s approach to employee resourcing and talent planning is the objectives of the organisation. These are the main determinants of the organisation’s positions and the tasks to be completed by employees to enhance the achievement of the organisational goals. The third factor is the size of the organisation. The organisational size determines the number of employees to be hired and the available roles. Organisational size also influences the time of hiring and the process of hiring new employees. The fourth factor influencing talent planning is branding. Organisations that have worked to promoting their brands and creating a positive influence in the market are more competitive and become employers of choice to the candidates seeking employment. It is easy to get skilled and highly experienced candidates, especially in a tight labour market, if the brand in the organisation is well recognised.
A review of three different recruitment methods that can be used and when it is appropriate to use them
Recruitment involves attracting individuals for a particular job role (Green, 2020). An employer can use different recruitment methods to attract the right talent pool for the available positions. Social media or other online sites can be used for recruitment. Employers can appropriately use this method when they need to conduct mass recruitment of employees. Online recruitment is easy and cost-efficient, but it has the potential to reach a broad audience. The second recruitment method is the use of recruitment agencies. This is an external recruitment approach that involves outsourcing the recruitment role to a registered agency. This method is appropriately used in organisations that don’t have the HR department or where the department is not well established and doesn’t have the necessary recruitment tools. The third recruitment method is done internally for senior job vacancies. The employer requests the current workforce to apply for the vacant senior positions. The approach is beneficial for talent retention and employee development. The approach is applicable in organisations with succession plans, and it is essential in reducing turnover and business continuity (Green, 2020).
A review of three different selection methods that can be used and when it is appropriate to use them
Staff selection involves two fundamental stages (CIPD, 2020). The first stage is shortlisting, and the second stage is assessment. In both stages, employers should ensure that employees are treated fairly, and the process does not discriminate against anyone. According to the CIPD website (2020), one method of selection is psychometric testing. This selection method requires applicants’ engagement in the completion of tasks to determine their cognitive abilities and personalities. This selection method is suitable when there are many job applicants who qualify for a position. The second selection method is the use of assessment centres. This method seeks to determine the reliability of candidate in completing certain organisational tasks. It is a suitable method of assessing the reliability of the job, consistency, and the approach taken to create fairness in the selection process (CIPD, 2020). The third method of selection is conducting interviews. Interviews can involve well-structured questionnaires or a panel of interviewers who determine the candidates’ credibility in completing tasks for the advertised job positions. Interviews are mainly conducted for senior organisational positions that are critical for an organisation.
A job description for a Call Centre Operator
| Job Title | Call Centre Operator | Job Evaluation Ref | 3361 | |
| Salary | £21,000 (Full-time) | Location | UK | |
| Qualifications | NVQ Level 2 Customer Service Minimum of 9 years experience working in a Call Centre | |||
| Job Purpose Receiving enquiries about travel solutions. Taking travel bookings via the telephone and through emailMaking adjustments to bookings at the customer’s request Handling customer complaints as the first point of contact, escalating them if they’re not in the remit of an operator to resolve | ||||
| Key Responsibilities Answering phones from customers professionally and responding to customer inquiries and complaints. Researching required information using available resources. Handling and resolving customer complaints regarding product sales to customer service problems. Providing customers with the organisation’s service and product information. Processing forms, orders, and applications requested by the customers. Identifying, escalating priority issues and reporting to the high-level management. Routing inbound calls to the appropriate resources. Following up complicated customer calls where required. Completing call notes and call reports as necessary and updating them in the CRM. Obtaining and evaluating all relevant data to handle complaints and inquiries. Recording details of comments, inquiries, complaints, and actions taken. Managing administration, communicating and coordinating with internal departments. Other duties as assigned. | ||||
A person specification for a Call Centre Operator
| Criteria | Essential | Desirable |
| Qualifications, Knowledge and Experience: | Formal education, including GCSE Math and English is essential (Level 2) 5 years call center experience and responsibilities | NVQ Level 2 Customer Service 10 years experience |
| Problem Solving and Initiative: | The ability to work independently and problem solve Ability to effectively communicate Ability to handle customer complaints | systems administration and efficiency Remaining calm during disputes High EQ |
| Management and Teamwork: | Ability to keep all information confidential Ability to work well under pressure And to meet deadlines | Have conflict resolution skills Ability to chair meetings with customers |
| Communicating and Influencing: | Excellent written and oral communication skills Excellent customer care skills | Ability to directly communicate to managers and seek comprehension in exchanging information |
| Other Skills and Behaviours: | Written communication skills. Fast keyboard speed (40 words per minute)Excellent listening skillsProblem-solving skills | Patience and compassion when dealing with customer complaintsFlexible to work in a variety of different settingsDriven to achieve targets |
An advertisement for a call centre Operator and where you would place it
| Recruitment Channel: LinkedIn We chose LinkedIn as the recruitment channel effective for hiring a call centre operator because LinkedIn is a global networking site where people create their professional profiles and connect with other professionals. Job posting: Call Centre Operator in the UK As we seek to hire a call centre operator in our company, we purpose to attract candidates who have a good understanding of the travel agencies and the critical role of a call centre. The candidate should have a good understanding of how to manage customers from the global environment effectively. This means that the professionals have to rely on the global understanding of diverse travel needs and handle individual customer needs prudently. The following are the specific details for the role of a call centre operator. Position: Call Centre Operator Location: United Kingdom Salary range: £17,000-£21,000 Employment Contract: Permanent Closing application date: 10th April 2021 About the role The Call centre operator is expected to provide administrative services to the travel agency by receiving enquiries about travel solutions and taking travel bookings via the telephone and email. The operator has to handle customer complaints as the first point of contact, escalating them if they’re not in the remit of an operator to resolve. They should have the capability to handle phones from customers professionally and responding to customer inquiries and complaints. We intend to hire an employee who has the skills and the requirements needed to complete the above-identified position. We intend to develop a travel agency with professionals who have a comprehensive understanding of the business and the labour market. How to apply; If you feel that you have qualified for the above-advertised position, please take time to record a video explaining their competence and suitability for the job. The candidates should also provide a detailed explanation of their resume and send the video to our email address; recruitment@z.com. |
List of criteria that you would use to shortlist a person for this role
| Department: Communication’s Department | ||||
| Job Title: Global Generalist HR Officer | Example scoring method 0 = does not mention criteria at all 1 = mentions criteria but no evidence/examples 2 = mentions criteria and gives weak example(s) 3 = mentions criteria and gives some good examples | |||
| Job Reference Number: 5096 | ||||
| Applicant Names ► Post Specification Criteria ▼ | Jones Brown | Sam Waters | John Biddle | Marcia Thomas |
| Qualifications | ||||
| Essential: | ||||
| Formal education including GCSE Maths and English is essential (Level 2) | 3 | 3 | 3 | 3 |
| Certificate in Personnel Practice or similar level qualification | 3 | 3 | 3 | 3 |
| Desirable: | ||||
| NVQ Level 2 Customer Service 10 years experience | 2 | 3 | 1 | 2 |
| Experience | ||||
| Essential: | ||||
| 5 years experience in Call Centre related Work | 3 | 3 | 3 | 3 |
| Desirable: | ||||
| 10 years’ in call Centre operations | 2 | 3 | 2 | 3 |
| Skills and Knowledge | ||||
| Essential: | ||||
| Written communication skills. Fast keyboard speed (40 words per minute) | 2 | 3 | 2 | 3 |
| Excellent listening skills | 1 | 2 | 2 | 3 |
| Problem-solving skills | 2 | 3 | 2 | 3 |
| Desirable: | ||||
| Patience and compassion when dealing with customer complaints | 2 | 3 | 2 | 2 |
| Flexible to work in a variety of different settings | 2 | 2 | 2 | 3 |
| Driven to achieve targets | 3 | 3 | 2 | 3 |
| Good comprehension in passing on global information | 2 | 3 | 2 | 2 |
| Personal Qualities | ||||
| Essential: | ||||
| Excellent written and oral communication skills | 3 | 3 | 2 | 3 |
| Flexibility to work extra hours | 1 | 2 | 2 | 1 |
| Desirable: | ||||
| Confidence and good comprehension | 3 | 3 | 3 | 2 |
| Ability to manage time and complete activities and projects within deadline | 3 | 3 | 3 | 2 |
| Overall Score (To be recorded) | 44 21 | 53 27 | 45 23 | 41 22 |
| Essential total | ||||
| Desirable total | 23 | 26 | 21 | 19 |
| Candidate Chosen for Interview: | Sam Waters | |||
What records need to be retained in relation to the recruitment activity (identify the legal requirements)?
The records that should be retained include the job description records, job specification records, the advertisement brief, video or audio recording of the candidates and the applicants’ Curriculum Vitae. The shortlisting matrix and interview matrix should also be kept to provide reference to the interview questions asked to obtain the right candidate for the job. The records may be kept for six years or as long as the organisation may wish to keep the records. The records kept, and the duration in which the employer can keep the records is guided by the Data Protection Act (DPA) 2018 and General Data Protection Regulation (GDPR). The Equality Act (2010) is also a legislature that guides and protects the selection and recruitment process.
Write a letter of appointment to the role
| recruitment@z.com Dear Sam Waters, REF: APPOINTMENT TO THE ROLE OF CALL CENTRE OPERATOR In reference to the job application for the role of call centre operator, reference no 5096, we are pleased to inform you that you have successfully been hired for the above-identified position. You will be expected to start work from the 5th of May 2021. You will be reporting directly to the communication manager to provide assistance in completing different global HR functions. Your salary will be £21,000, with additional benefit packages that will be discussed with you immediately you report to work. You will be expected to work 8 hours a day, from Monday to Friday. You are also entitled to annual leave of 28 working days annually, sick leave entitlement, holiday entitlement, health insurance, and retirement benefits, and you will be employed on a permanent basis. On the first day, you will report to the UK offices HR department for further assistance. You are expected to make a reference to this letter and provide a response on whether you have accepted or rejected the job position. This should be done before 22nd Feb 2021, to help the management make preparations on the same. In case you have any queries, kindly contact me through the provided email or phone number. Best Regards, |
Letter informing unsuccessful applicants
| recruitment@z.com Dear applicant, REF: REFERENCE TO JOB APPLICATION REF NO 5096 We regret to inform you that you have not qualified for the role of call centre operator that you applied for in our organisation. In our search, we have identified a candidate and have appointed him to the job position. The recruitment process was challenging to our team, as many of the applicants had great qualifications and skills. Although we cannot currently hire you, we will keep your recruitment and selection records, including the interview schemes, in case we need you in future. All the best in your search, and we wish you the very best in your future career. Best regards; |
What induction approach would you use for this role and why?
Induction refers to the process of adjusting to the new work environment (Green, 2020). Induction is an orientation process that can be used to introduce a new employee to organisational processes or as a form of socialisation to build working relationships. In our case study, the induction process is meant to introduce the new employee to the organisation’s culture and operations. The process should provide practical information on organisational procedures, company strategy and services, job specifications, and an introduction to other team members and colleagues. I would use the formal induction course because of the organisational size. Additionally, a formal induction course ensures that all new employees have consistent message that positively portrays the organisation’s brand, values and culture. This method will enable the employee to socialise and build cross-functional relationships.
Explain at least three purposes of induction and how they benefit individuals and organisations
Induction allows new employees to have contact with the organisation before they are given full responsibility to formally join the organisation. According to CIPD (2020), organisations should ensure that the induction process provides positive outcomes for the new employees and creates a long-lasting positive experience for them.
Induction also ensures that the new employees understand the culture they would be associated with. This allows employees to understand how things are done and provide guidelines on what is expected of the new employee after joining the new culture. The benefit of this to employees is that they understand easily what is expected of them, and to the organisation, understanding culture minimises issues of conflicts experienced in the workplace.
Induction reduces turnover of the employees, which benefits the employees as they become more committed to the organisation. The organisation benefits from this as recruitment and selection costs are minimised. Induction is to integrate the new employees into the already existing teams of workers in the organisation. The benefit to the employee is that they gain morale in associating with other employees, and they tend to identify reasons to stay in the organisation. The benefit to organisation is that employees get to support each other and promote productivity and performance in the workplace.
Write an induction plan that identifies areas to be covered, timelines and those involved in the process.
The first Day Induction Plan
| Areas to be covered | Person responsible | Timeline |
| Reporting to work | HR Department (HR Manager) | 5th May 2021 |
| Initial meeting with the senior manager | HR manager and Communications manager | 5th May 2021 |
| Familiarise with the working environment | Communication manager | 5th May 2021 |
| Confirmation of employment by checking pre-employment information | HR Department | 5th May 2021 |
| Confirmation of legal health and safety information | Field supervisor / HR Department | 5th May 2021 |
| Signing the contract of employment; address matters related to pay, leave entitlement, a person of contact, and work rules | HR Department | 5th May 2021 |
References
CIPD (2020). Selection Methods | Factsheets. [online] CIPD. Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/selection-factsheet#gref [Accessed 5 Apr. 2021].
CIPD (2021). Information on Diversity and inclusion. [online] CIPD. Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity#gref [Accessed 4 Apr. 2021].
Green, M. (2018). Induction | Factsheets | CIPD. [online] CIPD. Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/induction-factsheet [Accessed 5 Apr. 2021].
Green, M. (2020). Recruitment Process Overview | Factsheets. [online] CIPD. Available at: https://www.cipd.co.uk/knowledge/fundamentals/people/recruitment/factsheet#gref [Accessed 5 Apr. 2021].
Miller, J. and Green, M. (2020). Diversity and Inclusion in the Workplace | Factsheets. [online] CIPD. Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet#gref [Accessed 4 Apr. 2021].
Bibliography
April, K. and Blass, E. (2010) Measuring diversity practice and developing inclusion, Dimensions, 1(1), 59-66
Oliveira, T.C. (2015) Rethinking interviewing and personnel selection, Basingstoke: Palgrave Macmillan.
Taylor, S. (2018) Resourcing and talent management, 7th ed. London: Chartered Institute of Personnel and Development and Kogan Page.