Olga Sulema Administracja semestr II

The recruitment process Part 3/41 Many employers use a seven-point plan when they recruit for a new post !hey loo" at different aspects of the applicant to decide whether or not s/he has the correct potential for the jo# !hese include physical appearence $for e%ample& is the applicant smart and well'presented()&educational *ualifications& general intelligence special skills& ho##ies and autside interests mental and emotional disposition and family circumstances If a candidate gets trough the a#o+e stages& s/he will #e as"ed to pro+id references from people who "now him/her& and if these are positi+e& s/he in then offered the post ,efore s/he actually starts wor"ing& s/he may go through an induction programme to learn more a#out the company and the post Sometimes& s/he may #e go+e a temporary contract and ha+e to complete a probationary period& where the employers ma"e sure that s/he is suita#le for the jo# #efore #eing offered an open-ended or fixed-term contract After s/he has #een with the company for a while& there might #e a follow-up session& to assess how s/he is getting on in the post Workplace problems -%1/./ Paragraph $A) If there is a dispute #etween the management and the union in a company which cannot #e resolved and as a result a strike loo"s li"ely& a third party might #e called an to arbitrate Paragraph $,) !hree managers ha+e #een accused of fraud &discrimination, bullying, racial abuse and one has #een suspended without pay !he first two are claiming unfair dismissal and plan to appeal. !he third has applied for a jo# with the go+ernment Paragraph $0) 1e would li"e to point aut that there ha+e #een se+eral breaches of the company2s 23o smo"ing2 policy 1e also ha+e proof that se+eral factory floor wor"ers ha+e #een neglecting their duties& and there ha+e also #een se+eral incidences of insubordination towards senior managers and intentional damage of company property If this happens again& those responsi#le will #e ta"en #efore disciplinary board and could face instantdismissal. 1e would li"e to stress that the company has a zero tolerance policy towards those who mis#eha+e or #rea" the rules

Paragraph $4) !he management are fully aware that #ecause of staff shortages we are all overstretched at the moment& Mr 5arrington& #ut we suggest that if you ha+e a grievance& you put it to us in writing rather than encourage ypur colleagues to hold a sudden walkout 1e2d li"e you to treat this as a verbal warning6 the ne%t time it happens& we will #e o#liged to as" for your notice. Paragraph $-) 1hat a terri#le month7 Sales ha+e dropped #y 489& si% employees ha+e #een made redundant, two senior managers ha+e resigned& our main supplier has gone bankrupt& someone has hacked into the company we#site and gi+en us a virus $with the result that the entire computer system has crashed& and the coffee machine is still out of order. Paragraph $:) One pro#lem that many companies face is that of their employees plateauing !his often happens when there is a lac" of opportunity for promotion In such situations& employees may feel thy are lac"ing sufficient simulation& and as a result could lose their motivation and display less initiative than #efore !his in turn can lead to reduced productivity for the company concerned A good manager should recognise the potential danger signs& and implement any solutions that they thin" might help Paragraph $;) An unhappy wor"force should #e easy for a good manager to spot ,asically& if staff turnover is high and staff retention is low& confict situations are fre*uent& there is fre*uent staff absenteeism& poor timekeeping and misconduct in the wor"place& if morale seems generally low and if there is often the threat of industrial action& it is time to act !he first thing to do is to cousel employees and try to esta#lish the cause of their grievances.