Managing Human Resources

Human Resource Management Page 1

Table of Contents
LO1 (Task 01): Understand the different perspectives of human resource management ............................. 2
1.1 Explain Guests model of HRM as applicable to Unilever ................................................................... 2
1.2 Compare the differences between Storeys definitions of HRM, personnel and IR practices ........... 3
1.3 Assess the implications for line managers and employees of developing a strategic approach to
HRM .......................................................................................................................................................... 5
M1- Identify and apply strategic approach of HRM in achieving Unilever objectives ................................ 6
D1- Recommend a suitable HRM Model for Unilever Group of companies and use critical reflection to
evaluate your recommendation ..................................................................................................................... 8
LO2 (Task 02): Understand ways of developing flexibility within in the workplace .................................... 8
2.1 Explain how a model of flexibility might be applied in practice ......................................................... 8
M2- Apply model of flexibility in a company like Unilever .......................................................................... 9
2.2 Discuss the types of flexibility which may be developed by an organization ................................... 10
2.3 Assess the use of flexible working practices from both the employee and the employer perspective
................................................................................................................................................................ 12
D-2: Demonstrate your creative thinking on flexible working practices from both the employee and the
employer perspective in Unilever ............................................................................................................... 13
2.4 Discuss the impact that changes in the labour market have had on flexible working practices ...... 14
LO3 (Task 03): Understand the impact of equal opportunities within the workplace ............................... 15
3.1 Explain the forms of discrimination that can take place in the workplace....................................... 15
M3- Identify different forms of discrimination that can occur in Unilever and design appropriate methods
for minimize it............................................................................................................................................. 15
3.2 Compare the application of different motivational theories within the workplace ........................ 17
3.3 Usefulness of a motivation theory for managers ............................................................................. 17
T4- Developing Teamwork ............................................................................ Error! Bookmark not defined.
4.1 Nature of Groups and Group behaviour within organisation ........................................................... 19
4.2 Factors that may promote or inhibit the development of effective teamwork in organisation ...... 21
4.3 Impact of technology on team functioning within a given organisation .......................................... 21
Reference .................................................................................................................................................... 24




Human Resource Management Page 2
LO1 (Task 01): Understand the different perspectives of human resource management

The human resource perspective of organizational behavior is built around theories of human
needs and motivation such as those of Maslow and Kaplan (1998), Alderfer (1972), and
Herzberg, Mausner, and Synderman (1959). Hackman and Oldham (1980) employ integrated
human needs and motivational theory into their Job Characteristics Model. This model proposes
that every employee's job should be designed to incorporate five characteristics: (a) skill variety,
(b) task identity, (c) task significance, (d) autonomy, and (e) feedback. If jobs are so designed,
employees will experience meaningfulness of work, responsibility for outcomes of work, and
knowledge of the results of work. This in turn will result in internal work motivation, quality
work performance, and high satisfaction with work. Human needs and content motivation
theories are the foundation of job-enhancement strategies common in nursing management such
as clinical advancement programs and primary nursing care delivery.

1.1 Explain Guests model of HRM as applicable to Unilever

UNILEVER GUEST MODEL
HRM Strategy
The focus of Unilever is to recruit the best employee to the company which will produce high
level of outcome with good quality. Unilever has more than 174,000 employees and the cost of
employee recruitment is very high and the salary is also the same, so as a result in some branches
Unilever has decided to reduce the number of employees to maintain the cost.

HRM Practice
Each year Unilever has been designed more than 10,000 new jobs and the process of selection is
getting rough. Since E-Recruitment has been invented Unilever has chosen that in recruitment
process and that has given the company the best employees and that will ensure the security of
employees. The existing employees will be rewarded with salary incensement and other benefits.


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HRM Outcomes
The flexibility in company is very high and there is lot of part-time workers than fixed workers
in the production unit. The reason for that is most of the production unit was in Asian countries
and the labour is cheaper than European countries and they work either contract basis or part
time. Though employees work flexibly the qualities of products have been in a good standard.

Behaviour Outcome
The company has spread over 190 countries and each has been producing same products in four
major business criteria and all are working harder in order to achieve future goals. The company
motivation is to improve employee skills so that in turn it will benefit the company.

Performance Outcome
Though the company has spread around the world with more than 174,000 employees, the labour
turnover is very high and complains of employee dissatisfaction is very high. Unilever in UK has
the best productivity rate than any other Unilever round the world.

Financial Outcome
The labour cost maintains will reduce the extra cost that company has to hold and that will give a
profit to company. The company turnover was about 49.8 billion in 2013.

1.2 Compare the differences between Storeys definitions of HRM, personnel
and IR practices
Personnel management is that management, which includes by job analysis, plan for personal
needs, selecting appropriate people for job, mange to train, give right salary and communicate all
of the employees of organisation. Human resources management is strategic management of an
organisation, to achieve organisation goals and to utilize every employee for achieving
organisation goals. Differences between HRM and personnel management are given bellow:

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Beliefs and assumption
Contract: Personnel management or IR contact by writing with delineation while HRM wish to
go beyond contract.
Rules: personnel management evaluate of discovering clear rules but HRM maintains can do
outlook impatience with rule.
Managerial task vis-a-vis labour: Managerial task vis-a-vis labour of PM or IR is monitoring
though HRM is nurturing.
Nature of relations: Relation of PM or IR is pluralist where HRM is unitary.
Conflict: PM conflict institutionalised and HRM conflict de-emphasised.

Strategic aspects
Key relation: PM make their key relation with labour management while HRM evaluate
customer.
Initiatives: The initiative of PM is piecemeal but HRM is integrated.
Corporate plan: PM corporate their plan marginal to and HRM corporate their plan central to.
Speed of decision: PM takes their decision slowly but HRM can fast.

Line management
Management role: Management role of PM is transactional where HRM is transformational
leadership.
Key managers: PM or IR specialists mange all thing at PM but in HRM, line manager do
everything.
Communication: PM communicates with employee indirectly but HRM communicate directly.
Standardisation: Standardisation of PM is high while HRM is low.

Key levers
Selection: PM select their employee separately where HRM integrated.
Pay: PM pay their employee by job evaluation though HRM pay by performance.
Job categories: PM has different job categories but amount of HRM is few.
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Job design: PM design their job through division of labour but HRM divide by teamwork (Bloisi,
2007).


1.3 Assess the implications for line managers and employees of developing a
strategic approach to HRM

The role of the line manager is to achieve organisations goals. He maintains all of things on
behalf of an organisation. In the view of my case study, HR of Unilever has already maintained
the role of manager. If he did not maintain the role of HR manager then organisation cannot go
to their goals.

The role of HR manager
Planning, resourcing and retention: A line manager need to know how many staffs are now
working, which department is busier, which department they need some people. When he will
indentify this things then he will plan how many staffs he will take and how process he will take.
For example Sainsbury is very busy at Saturday and Sunday. So managers of Sainsbury need
more staff for these weekend day. And he also needs to find out how many staff is good at for
operating system. Then he will take decision for taking or recruiting people. This is the planning
and resourcing role for line manager. Retention is also important role for line manager. It can be
define the retention like some of staffs are recruiting for new staff, but manager have to know to
know are they happy for their time being.

Recruitment and selection: When manger will confirm that they need people essentially, in that
time they need to find out appropriate people for their organisation, by which he can achieve
their organisation goals as well. It is most important role for a manager because if he cannot find
out right people then he will be failed for achieving organisation goals. To find out right people
he need to select more productive people who are very much enthusiastic, good behave and first
of all who can help organisation for achieving their goals.

Training and development: To take right people for their organisation manager manage to give
training to make appropriate for work. Because new people do not know what is their main
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responsibilities and operating system. So manager need to know everybody about their job. And
he also makes their as good employee for achieving their goals. By training method manager
develop their new employee.

Reward remuneration: Employees depend on their organisation for surviving their live. So
manager have to pay adequate and equitable. Manger also has to manage reward system like
pensions, healthcare, other financially. By rewarding employee get more satisfaction to work. If
employees are happier on their organisation then they will work more.

Employee relations: Employees relation is another important role of manager. Because manager
have to maintain good relations like good behave, easies with employee, reasonable for all, to
consider employee with their life (Bloisi, 2007).

M1- Identify and apply strategic approach of HRM in achieving Unilever objectives

The fast moving consumer goods industry is one of the most competitive in the world. Unilever
has established itself as a market leader across dozens of categories with brands such as
Continental, Rexona, Sunsilk, Dove, Lipton and Flora, just to name a few.

In early 2000 the company announced a five-year strategic plan focused on fewer, stronger
brands to promote faster growth. This involved the revision of some 1,600 brands down to a
portfolio of around 400. These brands currently represent 93 per cent of total sales (compared to
75 per cent in 1999), which is expected to increase to 95 per cent by the end of the year.

Such a drastic decrease in brand numbers also saw major organisational restructuring. This has
resulted in a much leaner Unilever, accompanied by a drive to simplify processes and reduce the
amount of non-value-add work for employees.

Working smart
Unilever introduced a program called Work Smart, which was designed to simplify the
organisation for employees at three levels, according to Geoff McDonald, human resources
director for Unilever Australasia. The program provided employees with a number of tools to
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simplify their work and better manage their time on the first level, while the second level focused
on how they operated within the business at the team level and the third level simplified work in
terms of organisational processes and employee engagement.

Organisational alignment
This three-tiered approach to HR also assists in strong organisational alignment with business
strategy, according to McDonald. His experience is that HR can play a critical role in helping to
drive business strategy forward by having its finger on the pulse of organisational capability
through people.

Emotional engagement with strategy
Another area where HR plays a critical role in driving business strategy is emotional alignment,
according to McDonald, which is about establishing and securing personal commitment to a
business strategy.

In recognition of this, Unilever has established a process for gauging and ascertaining emotional
commitment across the organisation. Originally a four-day process designed for the companys
executive ranks, it has since been expanded and tailored to cater to all levels of the company,
however the original design and concept remains the same.

Building a performance culture
Such processes have improved openness and honesty around business dialogue considerably,
Slator believes, as real issues are placed on the table quicker for quicker resolution as a
consequence. This is in line with Unilevers wider strategic plan, in which the culture has shifted
from being overly analytical (sometimes leading to paralysis) networked and quite comfortable,
to a more action-oriented one where you just get out and do it, McDonald says.

The competencies of management
In building a performance culture, Unilever has introduced a new set of competencies for
assessing management effectiveness and performance. These competencies provide a yardstick
for managers to measure not only what but how they deliver results, and play a critical role in
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Unilevers succession planning process. While the 11 specific competencies are for internal use
only, theyre based around the broader clusters of driving the agenda for growth, creating a
growth vision for people and building commitment to growth.

HR and stepping up to the plate of credibility
HR has played a critical role in defining the competency model for leadership capability and has
supported it with training, coaching programs and whatevers needed to develop leaders for the
future. And HR needs to demonstrate this kind of performance in its own function in any
organisation.


D1- Recommend a suitable HRM Model for Unilever Group of companies and use critical
reflection to evaluate your recommendation






LO2 (Task 02): Understand ways of developing flexibility within in the workplace
2.1 Explain how a model of flexibility might be applied in practice

The model of Flexibility
Employee with a minimum of 26 weeks continuous service may ask the company to consider a
request to work flexibly. Qualifying employees can request a change to their contracted hours,
working pattern and or places of work where such a change would facilitate the care of a child.
The company is under a duty to consider any application. Only one application to work
flexibility maybe made each year, if it is accepted it will result in a change to the employees
terms and conditions of employment.

Eligibility
In order to make a request to work flexibly you must:
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Be an employee
Have a child under the age of six years old, or a disabled child under 18 by the childs
mother, father, adopter, guardian or foster parent. Alternatively the law still applies if you
are married to, or the partner of the childs mother, father, adopter, guardian or foster
parent
Have or expect to have responsibility for the childs upbringing by making the
application to enable them to care for the child.
Have worked for the company for at least 26 continuous weeks at the date the application
is made
Have made the application on later than 2 weeks before a childs sixth birthday or 18
th

birthday in the case of disabled child.
Not have made another application to work flexibly under this right during the previous
12 months.





M2- Apply model of flexibility in a company like Unilever

Functional Flexibility: is sought so that employees can be redeployed quickly and smoothly
between activities and tasks. Functional flexibility may require multi-skilling.

For example, it may mean a reduction in demarcation lines between occupations, or in
boundaries between individual jobs. There are fewer jobs reserved for employees with specific
occupational backgrounds: in the NHS, for example, nurses are increasingly taking on functions
formerly reserved for medical staff. Job definitions become increasingly unhelpful in many
workplaces, particularly where team working or multiskilling is introduced


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Financial flexibility: provides for pay levels to reflect the state of supply and demand in the
external labour market and also means the use of flexibility pay systems that facilitate either
functional or numerical flexibility.

Example, by sales staff, performance (or profit) related pay has spread to other groups
throughout the workforce. This element of flexibility is important to employers as a means of
linking costs to output and reducing the importance of the link between pay and prices.

Flexibility in the pattern and organization of work which describes a wide range of practices
including:
- Numerical flexibility or the ability of firms to adjust the number of employees or the
number of hours worked to reflect business needs. Many more employees are now on
short-team or temporary contacts, or are employed on a part time basis, or self-employed.
This issue is discussed more fully later. We note her simply that the changes are driven
primarily by changes in the nature of employers business.

Example, supermarkets employ part-time labour so as to better match the hours when customers
prefer to shop; temporary contract for nurse may be used to match peak demand for hospital
services.
- Working time or flexibility, which relates to variations in the number and timing of
hours flexibility worked.
Example, include flexi time, annual hours contracts and overtime;
- Location flexibility, or flexibility for employees to work away from the office base,
Example, home working and teleworking

2.2 Discuss the types of flexibility which may be developed by an organization

Types of flexibility: There are different types of flexibility like part-time work, shift time work.
Description has given bellow:

Part-time working
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Part time working means that type of work where employee works standard time or less than full
time hour.

Flexitime
When employees work in a free time of starting, finishing and take break in order to employer.
Staggered hours: Staggered hour can be defined that employee has different starting, finishing
and breaking time allowing organisation to open longer hours.

Compressed working hours
Compressed hour means that an employee work 40 hours in a week but he wants to work same
hour within 5 days.

Job sharing
An employee who work as a full time worker but he wants to split between another employee
who agree to work with him.

Shift swapping
When employee manages their shift among themselves by covering all requirements of
organisation.

Time off in lieu
Sometime employee work more hour when organisation get peak activity but when organisation
get less busy time that time employee go for time off in lieu.

Term-time working
It can be described that normally in term time employee work in his organisation like 20hour per
week but when his or her school, college or university go to holiday in that time employee work
like term time.




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Annual hours
Annual hour means employee calculates his or her hours annually and the employer decorate
shift but employer keep some hours in their hand. When organisation get peak time, then they
call them for work.

Zero hours contracts
An employee work that hour which his need that is called zero hour (Business link, 2010).


2.3 Assess the use of flexible working practices from both the employee and
the employer perspective

Flexible working has both advantage and disadvantage. In my case study Unilever should take
decision after looking advantage and disadvantage of flexible working. Unilever needs to
achieve their goal so they Have to take decision is it helpful or not.

Advantage of flexible working: Advantage of flexible working has given bellow:
By flexible working employee can get good health.
By flexible working they can reduce their passion.
By flexible working employee can spend their life happily.
By flexible working responsibilities increase to employee for organisation
By flexible working employee and employer can spend their time with their family.
By flexible working travel costs decrease.
Flexible gives different shift patterns through organisation.
And finally flexible working gives more effective time management.

Disadvantage of flexible working: As flexible working has advantage similarly it has some
disadvantages too:

Sometime employee get downsize salary if he works few hours.
Flexible work creates separation from one and another colleague.
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By flexible work employee feel isolation.
Human resource cannot justify honestly the performance of employee.
Flexible works creates drawback to promotion.


D-2: Demonstrate your creative thinking on flexible working practices from both the
employee and the employer perspective in Unilever

The advantages
Employer
The most common factors driving organization to adopt more flexible working practices are:
Increased competitiveness both nationally and globally
New technology
Changes in labour demand and supply
Government policies
Whit regard to flexibility in the pattern and organization of work the main needs for employers
are:
Enables employers to match work provisions more closely with customer/product
demand
Reduces fixed costs.
Aids recruitment and retention of employees
Increase productivity those working for a reduced period of time are likely to be
less tired less stressed
Reduces absence and labour turnover.
Employee
Survey evidence of employees reactions to flexible working arrangements is thin, but generally
they are perceived as a good thing, offering employees:
He ability to combine work with outside with outside interests
Greater job satisfaction
Improved motivation
Less tiredness
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The disadvantages
Employer
Increased training costs
Higher direct costs
More complex administration
Communication difficulties
Management of the flexible workforce.

Employee
Unequal treatment in terms of pay and benefits
Reduced career development opportunities
Limited training opportunities
The psychological contract is threatened
Increased job insecurity
Increase stress.


2.4 Discuss the impact that changes in the labour market have had on flexible
working practices

Labour market flexibility refers to the willingness and ability of labour to respond to changes in
market conditions, including changes in the demand for labour and the wage rate. Labour market
flexibility is an important aspect of how labour markets function to adjust supply to
demand. Labour market flexibility is central to the supply-side of the macro-economy, and to its
overall performance in achieving macro-economic objectives.

The demand for labour is, of course, a derived demand. In the short and medium term, the
demand for labour adjusts to changes in national income and the business cycle. In the longer
term, the demand for labour can change as a result of large scale and deep-seated changes to the
structure of an economy, often brought about by changing technology or through globalisation
and deindustrialisation.
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LO3 (Task 03): Understand the impact of equal opportunities within the workplace

3.1 Explain the forms of discrimination that can take place in the workplace

Discrimination: Now-a-days discrimination is the common matter through the world.
Discrimination means to give the favour one people less than other people by ethnic, religion,
sex and so on. British Gas should omit the discrimination through their employee, by which they
can be trusted by their employee. There are different forms of discrimination which has given
bellow:

Direct discrimination
Direct discrimination is that discrimination where an employ get less favour than other employee
to base on age, sex.

Indirect discrimination
Indirect discrimination is that discrimination which is occurs on the requirement process of an
organisation.

Harassment
Harassment is unwelcomed conduct which has the effect of violating an employment
performance or making agree sieve, disgraceful, humiliating workplace for employment.

Victimisation
Victimisation is occurred to base on some reasons:
Create complaint under ACT.
Do anything which is unlawful or illegal

M3- Identify different forms of discrimination that can occur in Unilever and design
appropriate methods for minimize it

Unilever will not discriminate against the many people in our society that experience
discrimination or lack of opportunity for reasons which are unjust. These include disability
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(including mental illness), culture, religion or belief, colour, ethnic origin, language, political
beliefs, gender, sexual orientation, age, marital status, responsibility for dependents. This list is
not exhaustive and many other factors may contribute to discriminatory experiences.

Unilever will challenge discrimination and lack of opportunity in its own policy and practice and
that in employment practices and provision of services it will strive to combat all direct or
indirect forms of discrimination.

Racist incident
Any incident which is perceived to be racist by the victim or any other person. If the affected
person doesnt want to complain, another person may do so.
Discrimination in any of the forms stated above is unacceptable, regardless of whether there was
any intention to discriminate or not.
Unilever will take every reasonable step to ensure that no-one connected with the organization
receives less favorable treatment than others

Employment
Unilever will ensure that:
Discussion and in-house training is undertaken as necessary for personnel to combat
discrimination at work.

Practice and procedures reflect the physical, cultural and religious needs of any employees and
volunteers as well as those to whom services are extended.

All other appropriate measures are taken to ensure job satisfaction as well as the delivery of
services to individuals and organizations.

Recruitment and selection
Staff appointments will be monitored to ensure no discrimination is occurring at the point of
selection.

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3.2 Discuss the practical implications of equal opportunities legislation for an
organization

British gas need to maintain that equal opportunity policy has given bellow. It needs for this
organisation.

A range of current initiatives and practises which focus on equal opportunities in employment
has given bellow:

Employer develops an equal opportunities policy, covering recruitment, promotion and
training.
They set an action plan with targets so that employer and their staff have a clear idea of
what can be achieved and when.
They asses the present position to establish their starting point and monitor progress in
achieving their objectives.
They review their recruitment, selection and training procedures regularly, to ensure that
they are delivering on their policy.
Employer draw up clear and justifiable job criteria which are demonstrably objective and
job related.
Employer develops links with local community groups, organisations and schools, in
order to reach a wider pool of potential applicants (Bloisi, 2007).

3.3 Compare the approaches to managing equal opportunities and managing
diversity

Equal opportunities are at the heart of a policy for dealing with the management of diversity or
cultural differences, and organizations have policies covering the area to assert their intention to
provide equal opportunities for all categories of staff.

The term is sometimes held to concentrate on avoiding discrimination or unfairness as between
groups, but it should be more proactive than this.
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It should involve acknowledging, tolerating and indeed welcoming difference. It can also involve
being proactive, as in what the Americans call affirmative action such as boosting the
proportion of minority groups in employment.

It also needs to emphasize that equal opportunities is not just something to be pursued by
management, but is the responsibility of all workers towards each other.

Bullying and harassment are practices which are sometimes pursued by managers, but much
more frequently by workers or groups of workers against each other. (Rosemary P.160. 2002)

Managing diversity means that people should be valued as individuals for reasons relating to
business interests, as well as for moral and social reasons. It recognizes that people can bring
fresh ideas and perception which can make the way work is done more efficient and products and
service better (Institute of personnel and Development (IPD) 1997).

In order for diversity management to work there must be involvement from a wide range of
people, form the chief executive and the board through to the human resource management and
the line mangers. According to the CIPD managing diversity needs to become a mainstream
issue which influences all employment policies and working practices (IPD 1997)

D3- Use critical reflection to evaluate the approaches of managing equal opportunities and
managing diversity

Base on drivers for change
Equal opportunity drive externally but managing diversity drive internally.
Equal opportunity rests on proper and sound arguments and managing diversity rests on business
case.
Equal opportunity appreciates EO as a cost and it appreciate as investment.

Degree of combination
Equal opportunities are operational and managing diversity is strategic.
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Equal opportunity corporate with process but managing diversity corporate with outcomes.

Sensation of difference
Equal opportunity sensate as other and managing diversity sensate as asset.

Focus of action
Equal opportunity focus on group discrimination and managing diversity focus on improvement
for individuals.
It is group of initiatives and it is universal of initiatives.
It supported by narrow positivist knowledge base and it is supported by pluralistic knowledge
base (His academy, 2010).

LO4 (Task 04): Understand approaches to human resource practices in organisations

4.1 Compare different methods of performance management

Critical Incident Method
Under this method the performances and critical incidents of the employees are continuously
recorded along with the behavior to all positive or negative characteristics in a notebook which is
specially designed.
Weighted checklist method
This method involves weighting different items in the checklist. It contains a series of statements
about an individual that indicates some are more important than others.
Paired Comparison Analysis
Relatively this method is simple. In this method the employees are ranked by the appraiser by
comparing one employees with the other employees performances in a group, one at a time.
Graphic Rating scales
This is the most commonly used method of measuring performance. In a printed form, each
employees characteristics will be rated.



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Essay Evaluation method
In this method an open-ended appraisal of an employee will be conducted by the supervisor in a
free form in his own words and writes down his impression.
Behaviorally Anchored Rating Scales (BARS)
This method combines elements of the traditional critical incidents and rating scales methods.
BARS helps to describe the job behaviours from critical incidents. The ineffective and effective
behaviours are described more objectively.
Performance Ranking method
Employees in this method employees are ranked from best to worst on certain characteristics and
performances in that particular job category.
MBO(Management by Objectives)
Management by objectives can be described as a process whereby the superior and subordinate
managers of an organization jointly identify its common goals, define each individuals major
areas of responsibility in terms of results expected of him and use these measures as guides for
operating the unit and assessing the contributions of each of its members.
360 degree performance appraisal
In this method the appraisers are peers, supervisors, subordinates and employees themselves. The
Performance Appraisal by all these parties is called 360 degree appraisal and the employee
should be assessed without any bias.
Forced Ranking
In this method the raters tendency is corrected not to give consistently low or consistently high
ratings to all the employees.
Behavioral observation Scales
In this method the value and behaviour of the employees are measured whose performances
cannot be evaluated on productivity basis alone. This sort of evaluation is used to ensure whether
the employee is meeting the required expectation or necessary disciplinary action is to be taken.




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4.2 Assess the approaches to the practice of managing employee welfare in
Unilever







4.3 Discuss the implications of health and safety legislation on human
resources practices in Unilever

Occupational Health and Safety is an essential element of a successful and sustainable business
in today's global village. Consequently, Unilever takes responsibility for Occupational Health
and safety very seriously. Sustainable, profitable growth for Unilever is dependent on:

Providing consumers and customers with products that are safe in use.
Protecting the health and safety of employees and contractors.
Managing activities so as to provide care and protection of the environment

"To achieve a safe working environment and a world class reputation for Unilever in Health &
Safety at Work"

Some companies take some actions in order to retain health and safety in the company. Some
may be in success but some companies cant achieve that goal. Unilever achieves health and
safety by followings;

Developing, designing, operating and maintaining facilities and processes that are safe
and without risk to health.
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Developing, introducing and maintaining systems, which will establish appropriate
standards of occupational health and safety and ensure compliance with all applicable
legislation and internal Unilever standards by means of regular auditing?
Setting annual improvement objectives, targets, and reviewing these to ensure they are
being met at company, divisional and departmental levels to ensure continual
improvement.
Involving all employees in the preparation, review and implementation of this policy and
providing appropriate training and safety awareness.
Holding management at all levels accountable for the occupational health and safety
performance of their staff.
Providing for dissemination of information on health and safety at work by establishment
of suitable communication networks both within Unilever Ghana and with outside bodies.


4.4 Evaluate the impact of one topical issue on human resources practices in
Unilever

Recruitment refers to the process of screening, and selecting qualified people for a job at an
organization or firm, or for a vacancy in a volunteer-based organization or community group.
While generalist managers or administrators can undertake some components of the recruitment
process, mid- and large-size organizations and companies often retain professional recruiters or
outsource some of the process to recruitment agencies. External recruitment is the process of
attracting and selecting employees from outside the organization.

The recruitment industry has four main types of agencies: employment agencies, recruitment
websites and job search engines, "headhunters" for executive and professional recruitment, and
in-house recruitment. The stages in recruitment include sourcing candidates by advertising or
other methods, and screening and selecting potential candidates using tests or interviews.



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Job Analysis
The proper start to a recruitment effort is to perform a job analysis, to document the actual or
intended requirement of the job to be performed. This information is captured in a job
description and provides the recruitment effort with the boundaries and objectives of the search.
Often times a company will have job descriptions that represent a historical collection of tasks
performed in the past. These job descriptions need to be reviewed or updated prior to a
recruitment effort to reflect present day requirements. Starting recruitment with an accurate job
analysis and job description insures the recruitment effort starts off on a proper track for success.

Sourcing
Sourcing involves;
1) Advertising, a common part of the recruiting process, often encompassing multiple media,
such as the Internet, general newspapers, job ad newspapers, professional publications, window
advertisements, job centers, and campus graduate recruitment programs;

2) Recruiting research, which is the proactive identification of relevant talent who may not
respond to job postings and other recruitment advertising methods done in #1. This initial
research for so-called passive prospects, also called name-generation, results in a list of prospects
who can then be contacted to solicit interest, obtain a resume/CV, and be screened.

Screening and selection
Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and
computer skills. Qualifications may be shown through resumes, job applications, interviews,
educational or professional experience, the testimony of references, or in-house testing, such as
for software knowledge, typing skills, numaracy,and literacy, through physiological tests or
employment testing. In some countries, employers are legally mandated to provide equal
opportunity in hiring. Business management software is used by many recruitment agencies to
automate the testing process. Many recruiters and agencies are using an applicant tracking
system to perform many of the filtering tasks, along with software tools for psychometric testing.



Human Resource Management Page 24



Reference

Alderfer, C.P. (1972). Existence, relatedness, and growth: Human needs in organizational settings. New
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Bloisi, W. (2007) An Introduction to Human Resource Management, Maidenhead, McGraw-Hill
Education
Hackman, J.R., & Oldham, G. (1980). Work redesign. Reading, MA: Addison-Wesley
Herzberg, F., Mausner, B., & Synderman, B. (1959). The motivation to work . New York: John Wiley &
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Maslow, A.H., & Kaplan, A.R. (1998). Maslow on management . New York: John Wiley & Sons