HUMAN

RESOURCE
MANAGEMENT
2.1 Human resource management (HRM)

❖ 2.1.1 Purpose and roles of HRM (KC3 Decision making)

▪ The role of HRM in meeting organisational objectives

❖ 2.1.2 Workforce planning (C3 Decision making)

▪ The reasons for and role of a workforce plan

▪ Measurement of labour turnover

▪ The implications of high and low labour turnover for a business

❖ 2.1.3 Recruitment and selection (KC3 Decision making)

▪ Recruitment of employees: process (job descriptions and person specifications) and recruitment methods (job
advertisements, employment agencies, online recruitment)

▪ Selection methods: curriculum vitae, résumé, application forms, interviews, references, testing, assessment centres

▪ Internal and external recruitment

▪ Employment contracts
❖ 2.1.4 Redundancy and dismissal

▪ The difference between redundancy (voluntary and involuntary) and dismissal (fair, unfair)

❖ 2.1.5 Morale and welfare (KC1 Change)

▪ The relationship between HRM, employee morale and welfare in a business including the concept of worklife balance

▪ The impact of diversity and equality in the workplace on a business

❖ 2.1.6 Training and development

▪ Different types of training: induction, on-the-job, off-thejob

▪ The impact of training and development on a business

▪ Employee development to encourage intrapreneurship

▪ Employee development to encourage multiskilling and flexibility

❖ 2.1.7 Management and workforce relations KC6 Strategy

▪ How cooperation between management and the workforce can be of benefit to both

▪ The impact on employers and employees of trade union involvement in the workplace including their role in collective bargaini ng
Lifecycle of an employee in an organisation

Recruitment Selection

▪ W h a t e l s e m i g h t f it o n th e l i n e.
• What do you think about the role played by HR Department & List some tasks
carried out by the depar tment
Draw a table with a column for each of the HRM functions. Then
identify the day-to-day tasks you might expect someone working in
HRM might to in each of the seven identified areas. (I)

• RECRUITMENT • SELECTION • TRAINING • INDUCTION • ADVICE

• GUIDANCE • WORKFORCE
PLANNING.
Why people require management beyond that given to
machines and capital items?
Recruitment Selection Training Induction Advice Guidance Workforce
Planning
Writing job Screening Scheduling Preparing Explaining Supporting Analyzing
adverts CVs workshops welcome leave policies career staffing
packs development needs
Posting Conducting Booking Organizing Advising on Helping with Forecasting
vacancies interviews external orientation conflict promotion future roles
online trainers sessions resolution paths

Liaising with Administering Monitoring Introducing Clarifying Assisting with Reviewing

agencies tests training company contract performance turnover
attendance policies terms goals trends
Updating job Shortlisting Collecting Giving office Advising on Guiding on Aligning staff
descriptions candidates feedback on tours workplace skill with business
sessions behavior development goals
Promoting Coordinating Updating Setting up IT Supporting Coaching for Planning
employer interview training access managers interviews succession
brand panels records with HR strategies
queries
Watch the video and write down as many HRM roles and
issues as you can spot.
▪ h ttp s : / / w ww.lin ke din. com /le ar nin g /h um an -r es o ur ces - s tra te gic - wo rk for ce -
p l a n n ing / w elcom e?a utoplay=tr ue &tr k=co ur s e_ p re view &up s ellOr de rOr igin =d efa ult_ g ue s t_le ar
ning

▪ cr e a te a m i n d - ma p o f a l l th e e l e m en ts o f h u m a n r e s o u r ce m a n a g e men t

▪ Fo l l ow - up q u e s ti on s s u ch a s :

• w hy d o p e o p l e r e quir e m or e m a n a g e me nt th a n ca p i tal items ?

• i f p e o p l e r e q u i re m o r e m a n a g ing , w hy d o b u s i n e s s es s o m e time s p r e f e r to u s e p e o p le ra th e r
th a n m a ch i n es ? ( I)
 2.1 Human resource management (HRM)
✓ 2.1.1 Purpose and roles of HRM (KC3 Decision making)

▪ The role of HRM in meeting organisational objectives

❖ 2 . 1 . 2 Wo r k f o r c e p l a n n i n g ( C 3 D e c i s i o n m a k i n g )

▪ The reasons for and role of a workforce plan

▪ Measurement of labour turnover

▪ The implications of high and low labour turnover for a business

❖ 2.1.3 Recruitment and selection (KC3 Decision making)

▪ Recruitment of employees: process ( job descriptions and person specifications) and recruitment methods ( job
advertisements, employment agencies, online recruitment)

▪ Selection methods: curriculum vitae, résumé, application forms, interviews, references, testing, assessment
centres

▪ Internal and external recruitment

▪ Employment contracts
Define the term ‘workforce planning’. [2]
▪ In g r o u p s , d e s i g n th e w o r k f o rce r e q u i re men ts f o r s e tti ng u p a C A FÉ i n th e s ch o o l / co lle ge .
Yo u s h o u l d th i n k a b o u t th e s k i l ls yo u r e q u i r e, th e n u m b e r o f w o r ke r s yo u n e e d a n d th e h o u r s
yo u w o u l d h ave to w o r k f o r. E a ch g r o u p th e n h a n d s th e i r w o r k f o rce p l a n to a n o th er g r o u p
a n d th e y r e p o r t b ack w i th co n s tr u ctive cr i ti cis m.

▪ L e a r ne rs w r i te a r e p o r t a b o u t th e i m p o r tan ce o f hav i ng a w or k f or ce p l a n f or the i r C A FE,

a n a l ys in g th e ti m e i t to o k to d e ve l op a n d i d e n tifying th e b u s i n es s co n s tra in ts ca u s e d b y
h av i n g too r i g i d a p l a n . E a ch r e p o r t s h o uld co n clud e b y co m i n g to a j u d g e men t a b ou t th e
e f f e ctive ne s s o f w o r k f or ce p lan nin g in th e g i ve n s ce n ario. ( I)
“Café Crew Challenge”
Skills
Skills Required
Required Number
Number of
of Workers
Workers Working
Working Hours
Hours
Barista skills – coffee 2 Baristas Open: 8:00 AM – 4:00 PM
preparation, machine handling 2 Cashiers (can rotate (school hours)
Customer service – with baristas) Shifts: Morning (8–12),
friendliness, communication 1 Inventory manager Afternoon (12–4)
Cash handling – basic math, (part-time) Breaks: 30 minutes per
POS system use 1 Cleaner (shared role or shift
Inventory management – rotating) Weekly rota with flexibility
stock tracking, ordering 1 Marketing lead (student for exams/events
Cleaning & hygiene – food volunteer or part-time)
safety, tidiness
Marketing & promotion –
posters, social media, offers
“Café Crew Challenge”
Par t 2: Peer Review – Constructive Criticism Exchange

▪ Each group swaps their plan with another and provides feedback on:

▪ Feasibility – Are the roles realistic for a school setting?

▪ Coverag e – Are all key tasks accounted for?

▪ Flexibility – Can the plan adapt to busy or quiet days?

▪ Cost-ef fectiveness – Are there too many or too few workers?

▪ Use a simple feedback sheet:

What works well: What could be improved: Suggest ions:

Briefly explain two benefits to a business of workforce planning. [3]
Recruitment & Selection

LABOUR TURNOVER

Labour turnover on its own is a

meaningles s f igure. In some industries,
turnover rate should be high – e.g.
seasonal businesses, retail business –
whereas in other industries turnover
should be low – e.g. managerial roles,
skilled industries. These are likely to be
dif ferent in dif ferent countries so
examples that mean something to
learners locally will be better.
https://www.tutor2u.net/business/reference/labour -turnover

This Photo by Unknown Author is licensed under CC BY-SA-NC

Formula:
Refer to Table 1.1. Calculate the rate of labour
turnover for the whole of JS in 2018. [3]
Explain one disadvantage for JS of
having high labour turnover. [3]
Past paper

REFER TO THE TABLE AND CALCULATE THE DIFFERENCE

IN LABOUR TURNOVER BETWEEN 2018 & 2019
▪ co m p l ete th e f o l lo win g e s s ay i n th e s ty l e o f a Pa p e r 1 , Se cti on B q u e s ti on , ‘E va l ua te th e
p ossi b le im pa cts of h i g h l a b o u r tu r n ove r o n yo u r school / colle ge ’ [ 1 2 m a r k s]
 2.1 Human resource management (HRM)
✓ 2.1.1 Purpose and roles of HRM (KC3 Decision making)

▪ The role of HRM in meeting organisational objectives

✓ 2 . 1 . 2 Wo r k f o r c e p l a n n i n g ( C 3 D e c i s i o n m a k i n g )

▪ The reasons for and role of a workforce plan

▪ Measurement of labour turnover

▪ The implications of high and low labour turnover for a business

❖ 2.1.3 Recruitment and selection (KC3 Decision making)

▪ Recruitment of employees: process ( job descriptions and person specifications) and recruitment methods ( job
advertisements, employment agencies, online recruitment)

▪ Selection methods: curriculum vitae, résumé, application forms, interviews, references, testing, assessment
centres

▪ Internal and external recruitment

▪ Employment contracts
Recruitment & Selection

▪ When needed?
1. Business is expanding

2. Labour turnover
Recruitment & Selection

▪ Process:
1. Establishing the exact nature of
the job vacancy and drawing up a
job description

2. Drawing up a person specif ication

3. Preparing a job adver tisement

4. Drawing up a shor tlist of

applicants

5. Selecting between the applicants

▪ E xa m p l es f r o m p r e v i ou s e xa m i n atio n p ap er s : • 9 6 0 9 / 2 2 N ov 2 0 1 9 Q 1 j o b d e s cr i p tio n •
9 6 0 9 / 2 2 N ov 2 0 2 0 Q 2 p e r s o n s p e ci f ication • 9 6 0 9 / 2 1 J u n 2 0 1 8 Q 2 j o b a d ve r tis e men t ( F)
Job Descriptions & Person Specifications : “Café Crew Challenge”

Job Role Job Description Person Specification

Barista Prepare and serve hot/cold Friendly, punctual, basic food
beverages, operate coffee safety knowledge, able to
machines, maintain hygiene multitask
Cashier Handle payments, operate Honest, numerate, good
POS system, manage receipts communication, attention to
and daily cash reports detail
Inventory Manager Track stock levels, order Organized, basic spreadsheet
supplies, liaise with vendors skills, responsible, proactive
Cleaner Maintain cleanliness of café Reliable, physically fit,
area, follow hygiene protocols understands cleaning
standards
Marketing Lead Design posters, promote café Creative, tech-savvy, good
events, manage social media writing skills, enthusiastic
about branding
Distinguish between a ‘job description’ and a ‘person specification’. [2]
Job advertisements – Human Resource Management Jobs in Dubai (with
Salaries) 2022 | Indeed.com

This Photo by Unknown Author is licensed under CC BY

Recruitment Methods : “Café Crew Challenge”

Method How It Works Pros Cons

Job Advertisements Posters on notice Easy to access, low Limited reach, may
boards, school cost, reaches internal not attract diverse
newsletter, WhatsApp audience applicants
groups
Employment Agencies Partner with student Pre-screened May not be suitable
support or career candidates, saves for short-term or
services to match time volunteer roles
roles
Online Recruitment Use school portal, Fast, wide reach, easy Requires digital access
Google Forms, or to track responses and monitoring
social media to collect
applications
 Ranking Challenge: Groups rank these selection methods from most to least effective for
hiring café staff, justifying their choices

Method What It Is Pros Cons

Curriculum Vitae A detailed document listing Shows depth of experience, Can be lengthy, hard to
(CV) education, work experience, and tailored to roles compare across candidates
achievements
Résumé A concise summary of skills and Quick to read, highlights key May lack detail, less useful
experience, often 1–2 pages strengths for complex roles
Application Forms Standardized forms with specific Easy to compare, ensures Can feel impersonal, limits
questions for all applicants fairness creativity
Interviews Face-to-face or virtual Reveals personality, Subjective, interviewer bias
conversations to assess communication skills possible
suitability
References Feedback from previous Validates experience and May be biased or outdated
employers or teachers character
Testing Skills tests, personality quizzes, Objective, reveals hidden Can cause stress, may not
or aptitude assessments strengths reflect real-world
performance
Assessment Centres Group tasks, presentations, Holistic view of candidate, Time-consuming,
roleplays, and interviews over a tests teamwork and expensive to run
full day leadership
Divide a whiteboard into four quarters. Label one quarter with the following title: •
advantages – internal recruitment • disadvantages – internal recruitment •
advantages – external recruitment • disadvantages – external recruitment.
 ■ Employee’s work responsibilities and the main tasks

to be undertaken.

■ Whether the contract is permanent or temporary.

■ Working hours and the level of f lexibility expected,

e.g. par t time or full time, working weekends or not,

the payment method to be used for the job and the

rate for it (e.g. hourly rate).

■ Holiday entitlement.
Employment contracts in the world:
more similarities than differences - ■ The number of days’ notice that must be given by
ecovis.lt
the worker (if they wish to leave) or the employer (if

they want to make the worker redundant)

Research : Employment contracts in UAE
https://www.fahr.gov.ae/Portal/en/legislations-and-
guides/human-resources-law/employee-contracts-
templates.aspx

▪ l e g a l o b l i gation s o f e m p l oyer s to p r ov i de a co n tra ct / w r itte n s ta te m e nt o f p a r ticula rs

▪ l i kely co n te n ts o f a co n tra ct o f e m p l oyme nt

▪ a d va nta ge s of a co n tra ct o f e m p l oym en t ( b u s i n e ss p e r sp e ctive)

▪ a d va n ta ge s o f h av i ng a co n tra ct o f e m p l oyme nt ( e m p loye e p e r s p e ctive )

▪ Th e co n tra ct o f e m p l oyme nt e xi s ts f r o m th e m o m e n t o f e m p l oym en t, n o t j u s t w h e n a

w r i tten contra ct or s ta te me nt o f i s p r ov id ed . Th e contra ct p uts r e q ui r eme nts on the
e m p l oyer a n d e m p l oyee s a n d th i s s h o u l d b e e xp l o r ed i n d i f f er en t co n te xts .

▪ Th e co n te n ts a n d s p e ci f ics o f a co n tra ct ( o r w r i tten s ta te m en t o f p a r ti cular s i n s o m e

co u n tr ie s ) w ill d i f fe r f r o m co u n tr y to co u n tr y.
9609/33 May 2019
▪ E va l ua te th e p o s s i b le i m p a ct o n A C o f m o r e f l e xible e m p l oy men t co n tracts .

▪ [16 marks]
▪ h ttp s : / / w ww.bb c.co m / n ew s / uk - e ngla nd - mer s ey sid e - 6 31 6 94 01

▪ h ttp s : / / w ww.s cr een da ily.co m / s cotlan ds - cen tr e - of -the -m ovin g - ima ge - e mployee s - s eek -
co m p e n s a tion - for - s ho ck - re du nd an cy / 51 7 52 10 .a r ticle

▪ h ttp s : / / w ww.th eg ua rd ian .com / med ia / 20 22 / s ep / 29 / hu nd r eds - o f- job s -t o- go - as - bb c -

a n n o u n ce s -w or ld- s er vice - cu tb acks

▪ h ttp s : / / w ww.th en atio na lne ws .co m /u ae / gove rn me nt / 20 22 / 05 / 09 / ua e - cabin et -a pp r ove s -

r e d u n d a ncy -p ay men ts - fo r - u ne mployed - emiratis /
❖ 2.1.4 Redundancy and dismissal

▪ The difference between redundancy (voluntary and involuntary) and dismissal (fair, unfair)

❖ 2.1.5 Morale and welfare (KC1 Change)

▪ The relationship between HRM, employee morale and welfare in a business including the concept of worklife balance

▪ The impact of diversity and equality in the workplace on a business

❖ 2.1.6 Training and development

▪ Different types of training: induction, on -the-job, off-thejob

▪ The impact of training and development on a business

▪ Employee development to encourage intrapreneurship

▪ Employee development to encourage multiskilling and flexibility

❖ 2.1.7 Management and workforce relations KC6 Strategy

▪ How cooperation between management and the workforce can be of benefit to both

▪ The impact on employers and employees of trade union involvement in the workplace including their role in collective
bargaining
 Research work :

•Coca-Cola Bottlers (South Africa): Over 600 jobs cut in 2025 due to operational restructuring.
•SoftBank Vision Fund: Announced a 20% workforce reduction, affecting global investment teams.
•Salesforce (USA): Trimmed 262 jobs at its San Francisco HQ, following earlier cuts in Seattle and Bellevue.

h ttp s : / / w ww.pin s en tma s on s .co m / ou t - law / g uid es / r edu n da ncy -a nd -r es tru ctu rin g - in- the -u ae

▪ w r i te a r e p o r t i n cl u din g a n e xp l a n ation o f :

➢ th e r e a s o n s f o r th e r e d u n d a n cie s

➢ w hy th i s s i tu a tion i s r e d u n d a ncy n o t a d i s m is s a l

➢ th e l i kely co s ts to th e b u s i n es s o f th e r e d u n d a ncies ( f o cu s s in g o n q u a n tita tive a n d q u a l ita tive

co s ts , e . g . f i n a ncial a n d i m a g e )

➢ i f th e b u s i n es s i s s ti ll tradin g , w h a t a r e th e b e n e f its to th e b u s i n e s s o f th e r e d u n d an cies ( e . g .

te chnological e conom ie s o f s ca l e , h i g h e r p r o d u ctivity e tc.) ( I)
Redundancy
▪ Employees must have worked at least 2 years
for the business to be entitled to redundancy
payments.

▪ Employers must pay all workers redundancy

who have worked that long for the company.
Types of Redundancy

Voluntary Redundancy

▪ Employee chooses to leave, often with incentives (e.g., payout)

▪ Used to reduce staff numbers without forced layoffs

Involuntary Redundancy

▪ Employee is required to leave due to business needs

▪ Often includes notice period and compensation

Samira – Café Assistant
Scenario:
S a m i r a w o r ke d a s a c a f é a s s i s t a n t i n a l o c a l r e s t a u r a n t f o r 1 8 m o n t h s . O n e d ay, s h e w a s d i s m i s s e d w i t h o u t
w a r n i n g a f t e r a r r i v i n g 1 0 m i n u t e s l a t e d u e t o a p u b l i c t r a n s p o r t d e l ay. S h e h a d n o p r i o r w a r n i n g s o r
disciplinar y record.

Why It’s Unfair:

▪ No f o r ma l w a r n i n g : E m p l oy e r s a r e e x p e c t e d t o f o l l ow a f a i r d i s c i p l i n a r y p r o c e s s .

▪ N o c h a n c e t o e x p l a i n : S a m i r a w a s n’ t g i v e n a n o p p o r t u n i t y t o j u s t i f y h e r l a t e n e s s .

▪ D i s p r o p o r t i o n a t e r e s p o n s e : A s i n g l e m i n o r l a t e n e s s d o e s n’ t j u s t i f y i n s t a n t d i s m i s s a l .

▪ Le g a l P r i n c i p l e :
U n d e r m a n y e m p l oy m e n t l aw s ( e . g ., U K E m p l oy m e n t R i g h t s A c t 1 9 9 6 ) , d i s m i s s a l i s c o n s i d e r e d u n f a i r i f :

▪ T h e r e ’s n o v a l i d r e a s o n ( e . g ., m i s c o n d u c t , r e d u n d a n c y )

▪ T h e e m p l oy e r f a i l s t o f o l l ow a f a i r p r o c e d u r e
Unfair Dismissal

Employees can be dismissed for

▪ Gross Misconduct (theft, assault) and this
can be done instantly
▪ Incompetence or misconduct (high absence
or not doing a job properly)
HOWEVER, if employers dismiss someone,
they must follow a Disciplinary procedure
(e.g., verbal warning first, 2 written
warnings second)
Unfair Dismissal
To avoid dismissal employees must

▪ Arrive on time

▪ Have good reasons for absence, lateness

▪ Maintain Health and Safety guidelines

 Think and share:
▪ Yo u w o u l d n o w w o r k i n s m a l l g r o u p s .

▪ E a ch g r o u p g e ts a ty p e o f j o b

( Te a ch e r, s u p e r m a r ket ch e cko u t o p erator, f o o tb a ll clu b m an ag er, Se cu r i ty g u a r d , D o cto r )

▪ For e a ch r ol e , the g r o u p e xp l o r e s

1 . th e ty p e o f m i s co n du ct w h ich m ay r e s u l t in a wa r n i ng a n d

2 . th e ty p e o f m i s co n du ct w h ich m ay r e s u l t in d i s m i s s al.

▪ E a ch g r o u p r e p o r ts b a ck to th e cl a s s a b o u t th e i r f in din gs .
Types of Dismissal
Fair Dismissal

• Based on valid reasons: misconduct, capability, redundancy, legal

restrictions

• Follows proper procedures (warnings, investigations, hearings)

Unfair Dismissal

• No valid reason or failure to follow fair process

• Examples: firing without warning, discrimination, retaliation

Refer the link below :

▪ h ttp s : / / b us ine s s cas e s tu dies . co.u k / tran s fer s - an d- te rmin atio n - o f-e mploym en t /
▪ Th e d i f fe re nce b e tw e e n d i s m i s s al a n d r e d u n d an cy is o f te n m i s u n d er s to od .

▪ Te r m s l i ke 'b e i n g s a cke d ' o r 'l e t g o ', s h o w a l a ck o f u n d e r s tan din g.

▪ L e a r n e rs m u s t b e a b l e to d i f f er en tiate b e tw e e n th e tw o a n d u s e th e co r r e ct te r m i nolo gy –
f o r e xa m p l e, r e d u n d a ncy ra th e r th a n d i s m i s s al m u s t b e u s e d i n th e co n te xt o f co s t - s av in g
m e a s u r e s a s i t o p e n s th e d o o r to f u r th er a n a l y sis o f th e s h o r t - ter m co s ts to th e b u s i n e s s
o f r e d u n d an cy ver s u s th e p o s s i b le l o n g - te rm b e n e f its .
Aspect Redundancy Dismissal
Definition When a job role is no longer When an employee is let go
needed due to business due to performance,
changes conduct, or other valid
reasons
Cause Business restructuring, Misconduct, poor
downsizing, automation, performance, breach of
closure contract, or legal violations
Focus The role disappears The person is removed from
the role
 Workforce Scenario Cards:
Redundancy vs. Dismissal
S ce n a r i o : A s ch o o l ca f é i s d o w n s i z in g d u e to l o w d e m a n d . A s e n i o r b a r i s ta ch o os e s to
l e ave e ar ly a n d a cce p ts a co m p e n s ation p a ck a g e.

S ce n a r i o : Th e ca f é r e m ove s th e i nve ntor y m a n a g e r r o l e d u e to a u to m atio n. Th e

e m p l oyee i s l e t g o w i th n o ti ce a n d s e ve ra n ce.

S ce n a r i o : A ca s h i e r i s d i s m i s s ed a f te r r e p e a ted wa r n i n gs f o r s te a lin g m o n e y f r o m th e
ti l l. A f u l l inve s tiga tion wa s co n d u cte d .

S ce n a r i o : A ca f é a s s i s ta nt i s f i r ed i m m e dia tely f or w e a r i ng th e w r o n g s h o e s , d e s p i te n o
p r i or wa r ni ngs or d r e ss co d e tra i n ing .

S ce n a r i o : D u r i n g a s ch o o l r e n ova tion , th e ca f é o f f e r s s ta f f th e o p ti o n to l e ave w ith a

b o n u s . Tw o e m p l oyee s a cce p t.

S ce n a r i o : A cl e a n e r i s d i s m is s ed a f te r f a i ling to m e e t hy g ie ne s ta n d a r ds d e s p i te th ree
w r i tten wa r ni ng s a nd r e tra in ing .

S ce n a r i o : A m a r ke tin g l e a d i s d i s m is s e d a f te r e xp r e s s i ng d i s a g r ee men t w ith th e

m a n a g e r ’s i d e a s i n a te a m m e e ti ng .

S ce n a r i o : Th e ca f é cl o s e s d u e to b u d g e t cu ts . A l l s ta f f a r e m a d e r e d u n d an t w ith f o r m a l
n o ti ce a n d s u p p o r t.
 Workforce Scenario Cards:
Redundancy vs. Dismissal
S ce n a r i o : A s ch o o l ca f é i s d o w n s i z in g d u e to l o w d e m a n d . A s e n i o r b a r i s ta ch o os e s to
l e ave e ar ly a n d a cce p ts a co m p e n s ation p a ck a g e. Vo l u nt a r y Re d u nda nc y

S ce n a r i o : Th e ca f é r e m ove s th e i nve ntor y m a n a g e r r o l e d u e to a u to m atio n. Th e

e m p l oyee i s l e t g o w i th n o ti ce a n d s e ve ra n ce. I nvo l u nta r y Re d un da n c y

S ce n a r i o : A ca s h i e r i s d i s m i s s ed a f te r r e p e a ted wa r n i n gs f o r s te a lin g m o n e y f r o m th e
ti l l. A f u l l inve s tiga tion wa s co n d u cte d . Fa i r D i s m i s s a l

S ce n a r i o : A ca f é a s s i s ta nt i s f i r ed i m m e dia tely f or w e a r i ng th e w r o n g s h o e s , d e s p i te n o
p r i or wa r ni ngs or d r e ss co d e tra i n ing . U n f a i r D i s mi s s a l

S ce n a r i o : D u r i n g a s ch o o l r e n ova tion , th e ca f é o f f e r s s ta f f th e o p ti o n to l e ave w ith a

b o n u s . Tw o e m p l oyee s a cce p t. Vo l u n ta r y Re d und a nc y

S ce n a r i o : A cl e a n e r i s d i s m is s ed a f te r f a i ling to m e e t hy g ie ne s ta n d a r ds d e s p i te th ree
w r i tten wa r ni ng s a nd r e tra in ing . Fa i r D i s mi s sa l

S ce n a r i o : A m a r ke tin g l e a d i s d i s m is s e d a f te r e xp r e s s i ng d i s a g r ee men t w ith th e

m a n a g e r ’s i d e a s i n a te a m m e e ti ng . U n f a i r D i s mi s s a l

S ce n a r i o : Th e ca f é cl o s e s d u e to b u d g e t cu ts . A l l s ta f f a r e m a d e r e d u n d an t w ith f o r m a l
n o ti ce a n d s u p p o r t. I nvo l unt a r y Re d un da n c y
✓ 2.1.4 Redundancy and dismissal

▪ The difference between redundancy (voluntary and involuntary) and dismissal (fair, unfair)

❖ 2.1.5 Morale and welfare (KC1 Change)

▪ The relationship between HRM, employee morale and welfare in a business including the concept of worklife balance

▪ The impact of diversity and equality in the workplace on a business

❖ 2.1.6 Training and development

▪ Different types of training: induction, on -the-job, off-thejob

▪ The impact of training and development on a business

▪ Employee development to encourage intrapreneurship

▪ Employee development to encourage multiskilling and flexibility

❖ 2.1.7 Management and workforce relations KC6 Strategy

▪ How cooperation between management and the workforce can be of benefit to both

▪ The impact on employers and employees of trade union involvement in the workplace including their role in collective
bargaining
Make your own Timetable:
Draw a timetable for the whole week, giving each day a
column time of 24 hours.

Using the previous week for reference, fill in the diary for the
coming week making sure every block of time is filled in.

Finally, divide this information into the percentage time you

spend on the different areas of your life.
Now…
G e t b a ck to w o r k i n to p a i r s , to co m p a r e a n d co n tra s t e a ch o th e r ’s w o r k - life b a l a n ce:

▪ w h a t a r e th e m a j o r d i f f er en ces ?

▪ w h a t i m p r ove men ts co u l d b e m a d e to a ch i e ve th e l e a r n er s ’ life o b j e ctives ?

▪ w ha t i s g e tti ng i n th e way ?

▪ h o w m i g h t th ey e xp ect th e i r w o rk -life b ala nce to ch a n g e ove r th e co u r s e o f th e i r l i f e?

▪ h o w d o e s th e i r w o r k - l ife b a l a n ce d if fe r f r o m th e i r p a r e n ts ?
▪ Wo r k - life b a l a nce i s s o m e th ing th a t

co n ce r n s l e a r n er s a s m u ch a s a d u l ts .

In m a ny way s i t i s p a r t o f th e 'g r o w i n g

u p ' p r o ce s s i n te r m s o f u n d e r s tan ding

th e s h i f ting ti m e d e m a n d s th a t

s tu d y i ng a n d w o r k m a ke s o n p e o p le .

▪ A r e you a wa r e tha t your p r e f e r re d

w o r k - life b a l a n ce m ay i n f lue nce yo u r

ca r e e r ch o i ce s i n th e f u tu r e .
Wheel Of Life
Wo r k - L ife B a l a n ce To o l s
Think…

how much responsibility a business has to consider

the morale and welfare of the workers it employs.

What are the benefits of using HRM techniques to

improve employee morale and welfare?

What are the costs to the business?

Prepare a leaflet outlining

the importance to a business and employees of other aspects

of staff morale and welfare, such as:

· bullying policies

· staff consultative committees

· flexible working

· performance management processes

look at occupations where traditionally
there is not a good work-life balance,
such as:

Junior doctors teachers high-powered shift workers ? rock/pop

managers musicians.
Mindmap :
▪ cr e a te a m i n d - ma p o f th e i s s u e s / a re as

yo u th i n k th a t e q u a l ity a n d d i ve r sity

cove r s , s u ch a s a g e , ra ce , r e l i gio n,

e tc.

▪ Re l a te th i s to th e l a w s i n th e U A E .

▪ h ttp s : / / u .ae / en / info rm atio n - an d -

s e r v i ces / ju s tice - s a fety - an d -the -

l a w / a nti - dis cr imina tion -law s - an d-

p o l icie s
The benefits of diversity may include:

• greater pool of workers to

choose from

• better pool of skills

• lower legal costs

• better business image.

The costs of including diverse
employees may include:
• higher recruitment costs

• longer recruitment process

• greater training needs

• communication barriers.
Discuss :
▪ Th e ke y co n ce p t o f ch a n g e i s i m p o r tan t i n th e a r e a o f d i ve r s ity a n d e q u a lity.

▪ H o w h ave b u s i n es s e s h a d to co p e w i th a ch a n g i ng s o ci e ty ?

▪ W h a t i s s u e s a r e i m p o r ta nt n o w th a t p e r h a p s w e r e n o t co n s i d e re d i n th e p a s t?

▪ H o w ca n b u s i n e s s es m a ke s u r e th e y a r e r e a d y f o r ch a n g e s i n l e g is la tion a n d s o ci e ty
va l u es i n th e s e a r e a s ?
PROTECTING THE EMPLOYEE
ALL EMPLOYERS HAVE OBLIGATIONS TOWARDS
THEIR EMPLOYEES TO PROTECT THEM AND
PROVIDE THE BEST WORKING ENVIRONMENT.
TWO WAYS THAT EMPLOYEES ARE PROTECTED
ARE:

▪ Acts and legislation which are imposed by

government on business
▪ Trade Unions which ensure that employers
enforce and comply with law
ACTS AND LEGISLATION
There are 5 important pieces of
legislation
▪ The Employment Rights Act 1996
▪ The Sex Discrimination Act 1975
▪ The Race Relations Act 1976
▪ The Disability Discrimination Act 1995
▪ The Health and Safety at Work Act
1974 (HASAWA)
ACTS AND LEGISLATION
The Employment Rights Act 1996

This legislation protects employees from

▪ Unfair Dismissal

▪ Sets out rights for Redundancy

▪ Sets out rights for Maternity

ACTS AND LEGISLATION
Maternity
▪ Employees can not be dismissed if they
fell pregnant
▪ All Employees are entitled to maternity
leave for 14 weeks (Don’t need 2 yrs
service)
▪ Only employees who have more than 2yrs
service are entitled to 40 wks maternity
leave AND they have the right to return
back to their job
▪ E q u a l ity, D iver s ity & In cl u s i on - Yo u Tu b e
✓ 2.1.4 Redundancy and dismissal

▪ The difference between redundancy (voluntary and involuntary) and dismissal (fair, unfair)

✓ 2.1.5 Morale and welfare (KC1 Change)

▪ The relationship between HRM, employee morale and welfare in a business including the concept of worklife balance

▪ The impact of diversity and equality in the workplace on a business

❖ 2.1.6 Training and development

▪ Different types of training: induction, on -the-job, off-thejob

▪ The impact of training and development on a business

▪ Employee development to encourage intrapreneurship

▪ Employee development to encourage multiskilling and flexibility

❖ 2.1.7 Management and workforce relations KC6 Strategy

▪ How cooperation between management and the workforce can be of benefit to both

▪ The impact on employers and employees of trade union involvement in the workplace including their role in collective
bargaining
▪ ‘Hire for attitude, train for skill.’
Types of training
▪ b e n e f its a n d co s ts o f e a ch ty p e :

• g r o u p 1 – o n - th e - job tra i n ing

• g r o u p 2 – o f f - the -j ob tra i nin g

• g r ou p 3 – i nd uction tra i n ing .

Ty p e s o f tra i n in g - Tra i n in g a n d d e ve l op men t - H i g h er B u s i n e s s m a n a g e men t Re visio n - B B C

B i te s ize

A d va ntag es a nd d i sa d va ntag es o f o n - t h e - job a n d of f - the -job training - Tra i ning - Ed uq a s -

G C SE B u s i n e s s Re v i s ion - E d u q a s - B B C B i te s i ze
Scenarios to identify:
s ce n a r i o 1 – a n e w e m p l oye e h a s b e e n e m p l oyed b y a s u p e r m a r ket to w o r k o n th e
che ckouts ( ti lls) . The y h ave n o e xp e r i en ce o f th i s j ob

s ce n a r i o 2 – th e A - L e vel B u s ine s s s y l l ab us h a s ch a n g e d a n d yo u r te a ch e r n e e d s to k n o w th e
l a te s t d e ve l op me nts .

s ce n a r i o 3 – a n a g r i cu ltu ral w o r ke r h a s b e e n m a d e r e d u n d a n t a n d wa n ts to r e tra in a s a n

a cco u n ta nt.

▪ Fo r e a ch o f th e s ce n a r i os , m o r e th a n o n e ty p e o f tra i n ing m ay b e a p p r o p r iate.

Think about your dream job (after
you have completed your education).
• W h a t tra i n in g d o th e y e xp e ct a n d h o p e to b e g i ve n ?

• C a n th e y th i n k a b o u t h o w th e y ca n g e t th i s tra i n ing b e f o r e s ta r tin g w o r k , o r to m a ke

th e m s e lves m o r e e m p l oya ble?
Staff training :
▪ Re s e a r ch a t l e a s t f o u r s te p s i n th e i r ch o s e n ca r e e r p a th ,

▪ ( e . g . f r o m a n e n tr y p o i n t i n to a j u n i o r p o sition a f te r A L e ve l s , r i g h t th r o u g h to s e n i o r
m a n a g e men t) .

▪ At e a ch s te p l e a r n e rs th e n i nve s tiga te w h at tra i n ing th e y m i g h t n e e d to p r o g r e s s o n to

th e n e xt s te p a n d co n s i d er w hy th a t tra i n ing i s i m p o r tan t a n d th e y co u l d co nv i n ce th e
b u s i n e s s to p ay f o r th a t tra i n ing ?

▪ Fo r co n s o l id atio n, i n cl u de Q u e s tio n 1 c f r o m C a m b r id ge Pa s t Pa p e r 2 3 N ove mb er 2 0 1 2 i n a

cl a ss te st or hom e w o rk
Draft a letter :
▪ L e a r n e rs w r i te a d ra f t l e tter to th e i r l i n e m an ag er o u tl inin g th e tra i n ing th e y n e e d a t a
g i ve n sta g e a nd e xp l a inin g th e b e n e f its to th e b usi ness. The y shoul d a i m to conv i nce the ir
m a n a g e r w i th th e a r g u m en ts th e y u s e .

▪ ( I) L e a r n e rs s wa p l e tte rs w i th a n o th e r le ar ne r to h e l p i m p r ove th e co n te n t. Th i s i s a
u s e f u l e xer cis e f o r l e a r ne rs to f o cu s o n th e i r o w n ca r e e r g o a l s a n d tra i n ing n e e d s i n
co n te xt.
▪ Tra i n ing i s a n o b v i o us a r e a to l i n k to Ke y C o n ce p ts o f In n ovatio n a n d E n te r p r is e.

▪ D i s cu s s io ns ca n f o cu s o n th e va l u e th a t a tra i n ed w o r k f o rce ca n m a ke i n :

• p r o d u ctio n • q u a l ity • n e w i d e a s • s e r v i ce p r ovis io n • cu s to m e r f o cu s .

w w w. tutor2 u. ne t / b us in es s / pe ople / train ing _in tr od uction.asp

Th e Im p o r tan ce o f E m p l oye e Tra i n in g - Yo u Tu b e – i n tr o du cto r y v ide o o n th e i m p o r tan ce o f

tra i n ing to a b u s i n e s s .
TRAINING AND CAREER DEVELOPMENT

ALL EMPLOYEES NEED TRAINING TO DO THEIR JOBS. AS

PEOPLE CHANGE JOBS, TRAINING IS NECESSARY WHEN

▪ Employees start work

▪ Throughout their working lives

WHY TRAIN?
E m p l oyees n e e d t ra i n i n g t o :

▪ D o th e i r cu r r e n t j o b b e tte r

▪ L e a r n h o w to u s e n e w e q u i p m ent o r m a ch i n er y

▪ A d a p t to a ch a n g e i n th e i r j o b

▪ M ove to a d i f fe re nt j o b i n th e b u s i n e s s ( e.g .p ro mo tion )

how current employees can be developed to
benefit a business, specifically in terms of:

• intrapreneurship – the ability for employees to come up

with new ideas within a business

• multi-skilling – the ability for employees to be proficient in

more than one job role

• flexibility – the ability for employees to cope with different

contexts and scenarios.
 TYPES OF TRAINING

THERE ARE DIFFERENT TYPES OF TRAINING

USED BY BUSINESSES
▪ Induction – New members of staff are trained
to do the jobs that they’ve been employed for.
Usually occurs in the first week.
 METHODS OF
TRAINING
There are two ways that training can be carried out
which are:

▪ On the job training – This is when training takes place at

the workplace of the employer

▪ Off-site or Off the job training – This is when training

takes place away from the workplace e.g. at a local
college on day release
Example Questions :

What type of training would you recommend for the

following employees :

1. An employee needs to learn computer programming

skills

2. An employee starts a new job

3. A typist needs to learn how to use Microsoft Word

instead of using a typewriter

4. A manager needs to improve his management skills

5. A bank clerk
 Research a job role or an employee :
It could be (person you know) who has a role which may require intrapreneurship and
adaptability. This could be a parent or relative, or a business -person who has some
contact with the school /college. Each learner should research the following areas:

• why is intrapreneurship important in this role?

• how has the employee developed these skills – was it from being developed by the
business or their own initiative?

• why is it important for the employee to have many skills?

• how has the employee developed these multiple skills areas – was it from being
developed by the business or their own initiative?

• why is it important for the employee to be flexible? how has the employee developed this
flexibility – was it from being developed by the business or their own initiative?
Learners produce a report of their
findings.
▪ (I) Intrapreneurship: the Future for Organisations - CMI
(managers.org.uk) – an article about the importance of
intrapreneurship

▪ How to Be Flexible at Work - Career Skills From MindTools.com –

article about developing flexibility at work.
✓ 2.1.4 Redundancy and dismissal

▪ The difference between redundancy (voluntary and involuntary) and dismissal (fair, unfair)

✓ 2.1.5 Morale and welfare (KC1 Change)

▪ The relationship between HRM, employee morale and welfare in a business including the concept of worklife balance

▪ The impact of diversity and equality in the workplace on a business

✓ 2.1.6 Training and development

▪ Different types of training: induction, on -the-job, off-thejob

▪ The impact of training and development on a business

▪ Employee development to encourage intrapreneurship

▪ Employee development to encourage multiskilling and flexibility

❖ 2.1.7 Management and workforce relations KC6 Strategy

▪ How cooperation between management and the workforce can be of benefit to both

▪ The impact on employers and employees of trade union involvement in the workplace including their role in collective
bargaining
Worker-Management Dispute Over Overtime :
In a s m a l l m a n u f a ctu rin g co m p a ny ca l l e d " Te ch M a ker s ," a d i s p u te
h a s a r i s e n b e tw e e n th e w o r ke r s a n d m a n a g e men t r e g a r d in g
ove r time p olicies . Wo r ke rs cl a i m th e y a r e n o t co m p e n s a te d f a i r ly
f o r th e e xtra h o u r s th e y p u t i n , w h i l e m an ag em ent b e l ie ve s th e
cu r r e n t p o l i cy i s n e ce s s a r y to co n tr o l co s ts .

▪ Wo r ke r s a r g u e th a t th e y o f te n h ave to w o r k ove r time d u e to h i g h

p r o d u ction d e m a n d s b u t a r e n o t a d e q u a tely co m p e n s a ted f o r
the i r e xtra h o u r s .

▪ M a n a g e me nt i n s i s ts th a t co n tr o llin g over tim e co s ts i s e s s e n ti al

f o r th e co m p a ny 's f i n an cial h e a l th a n d s u s ta i n ability.

▪ Th e d i s p u te i s ca u s i n g f r u s tra tio n a mo ng w o r ke r s a n d i m p a ctin g

ove ra ll m o ra l e.
Research actual national disputes between workers
and management (public or private sector):

Using the theories developed, learners

should recommend ways in which
cooperation between the workforce and
management could be achieved and outline
the benefits to both parties.
www.youtube.com /watch?v=Lx83q3mW0oo
– an overview of employer and employee
relations.
Benefits of Labor-Management Collaboration
– YouTube
– benefits of management and workforce
cooperation.
RESEARCH TASK

Investigate past local /national industrial

disputes

Name of company Local/International

Company: ABC Manufacturing
Situation: The union is requesting a wage increase due to rising living costs.
Management is concerned about budget constraints.
▪ Roles:

▪ Management Team:

▪ HR Manager: Leads the negotiation for management.

▪ Finance Manager: Provides insights on the financial implications.

▪ Union Representatives:

▪ Union Leader: Leads the negotiation for the union.

▪ Union Member: Represents the general workforce.

▪ Objectives:

▪ Management: Aim to control costs while addressing employee concerns.

▪ Union: Aim to secure a reasonable wage increase for workers.

PERFORMANCE MANAGEMENT
Pe r f o rm an ce a p p ra i s al i s d e f i ne d a s :

“The process whereby an individual’s

performance is reviewed against
previously agreed goals, and where new
goals are agreed which will develop the
individual and improve performance
over the forthcoming period”
 PERFORMANCE
MANAGEMENT
There are many reasons for evaluating and
monitoring performance of individuals and
groups including:
▪ Identifying the current level of
performance to provide a basis for
training
▪ Identifying areas where improvement is
needed to meet certain standards
▪ Identifying people whose performance
might suggest they may be suitable for
performance in the future
▪ Measuring performance to give rewards
Identify the difference
✓ 2.1.4 Redundancy and dismissal

▪ The difference between redundancy (voluntary and involuntary) and dismissal (fair, unfair)

✓ 2.1.5 Morale and welfare (KC1 Change)

▪ The relationship between HRM, employee morale and welfare in a business including the concept of worklife balance

▪ The impact of diversity and equality in the workplace on a business

✓ 2.1.6 Training and development

▪ Different types of training: induction, on -the-job, off-thejob

▪ The impact of training and development on a business

▪ Employee development to encourage intrapreneurship

▪ Employee development to encourage multiskilling and flexibility

✓ 2.1.7 Management and workforce relations KC6 Strategy

▪ How cooperation between management and the workforce can be of benefit to both

▪ The impact on employers and employees of trade union involvement in the workplace including their role in collective
bargaining