WORKING WITH AND LEADING PEOPLE

ST PATRICKS INTERNATIONAL COLLEGE

STUDENT NAME : NAME: LEAH WAMBUI MUIGAI

STUDENT ID: P1001295

QUALIFICATION: HND BUSINESS MANAGEMENT

Working with and Leading People 2

TABLE OF CONTENT

Table of Contents
1.1: Job Description and Person Specification Documents..........................................6
TASK 1........................................................................................................................ 8
AC 1.2 The Impact of Legal, Regulatory and Ethical Considerations to the
Recruitment and Selection Process............................................................................8
1.3: My Role in the selection process.......................................................................11
1.4: Evaluation of the contribution made in the Process as the HR Personnel..........11
TASK 2...................................................................................................................... 13
2.1: The Skills and Attributes Needed For Leadership..............................................13
2.2: Explain the Differences between Leadership and Management........................14
2.3: Comparison of Leadership Styles for Different Situations..................................15
2.4: Ways to Motivate Staff at Delta Plc to Achieve Objectives................................17
TASK 3...................................................................................................................... 18
3.1: The benefits of team working for an organization.............................................18
3.3: Review of the Effectiveness of the Team in Achieving the Goals.......................19
TASK 4...................................................................................................................... 21
4.1: Factors Involved in Planning the Monitoring and Assessment of Work
Performance............................................................................................................. 21
4.2: Plan of Assessment of Development Needs of Individuals................................22
4.3: Evaluating the Success of the Assessment Process..........................................27

Working with and Leading People 3

Working with and Leading People

Executive Summary
This report explores the significance of human resource management, leadership, teams,
and personal development in the success of modern day organizations. Human resource practices
have always been a major component of the strategic vision of organizations since the discipline
emerged a few decades ago (Sims, 2007). However, human resource management has developed
over the years to become more indispensable for organizational management today. This study
seeks to analyze the influence of human resource practices such as recruitment, selection, and
retention on organizational success. Similarly, developments in leadership in terms of the new
approaches and styles of leadership have also been influential in shaping the destiny of
organizations.
Therefore, this report will also assess the impact of leadership on organizations. Another
crucial concept in organizational management is team work. Teams provide the organization with
a different perspective of utilizing the talent available within its human resource. However, the
challenge rests in how the organization manages its teams and groups to ensure the right
outcomes are attained (Sims, 2007). Finally, this essay will also assess various needs of

Working with and Leading People 4

individuals such as professional and personal development in order to be in a better position to
maximize their potential.
Introduction
The concept of working with and leading people is one of the most significant issues in
contemporary management and leadership. This is because leaders play a critical role in driving
their organizations towards success or failure. Therefore, good leaders ought to acknowledge the
enormity of the leadership task and work effectively with those around them to steer the
organizations in the right direction. Working with, and leading people is also one of the major
issues in human resource management today (Torrington, 2008). Human resource managers have
the responsibility of ensuring they maximize the potential of the available labor force in the
organization. Hence, it is important for an organization to have highly skilled, experienced and
qualified individuals as party of its human resource, if it desires to achieve greater heights.
Accordingly, this implies that organizations have to restructure their recruitment and
selection policies to attract the best qualified individuals to take up vacant positions (Price,
2000). Similarly, there need to be in place an elaborate strategy for maintain or retaining these
people once they join in. this entails creating a perfect environment for people within the
organization to flourish, both personally and professionally (Noe, 2013). Consequently, it is the
responsibility of the organizational leaders to balance between the individual skills and talents
among its human resource, the team tasks, and the organizational objectives in order to attain the
best outcomes.
Leadership is also critical in ensuring sustained development and success in an
organization. The contemporary business environment is coupled up with numerous challenges
such as rapid changes and uncertainty. Subsequently, leaders must possess the necessary skills
such as effective communication, team management, decision making, and conflict resolution in
order to manage the people within the organization effectively (Torrington, 2008). Success of

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any organization depends on its human resource, or the people working in it. This is what lays
the foundation for better recruitment and retention policies and employee motivation. Increased
competition in the labor market today has made it necessary for organizations to organize and
restructure their human resource management policies in order to gain the necessary competitive
edge.

LO1: Be Able To Use Recruitment, Selection and Retention Procedures

1.1: Job Description and Person Specification

Documents
Recruitment process entails several steps in the process of attracting, selecting, and
retaining individuals within an organization. This may either be on a permanent basis or
temporarily. The main steps in the recruitment process are job analysis, person specification, job
advertisement, interviews and selection (Price, 2000). Job analysis entails identifying and
determining the details of the vacant position in terms of the specific duties that ought to be
performed and the main requirements of the individuals best suited to fill the position. This
process also involves examining the relative significance given for to the job (Torrington, 2008).
The human resource personnel gather relevant data about the job and make the necessary
decisions that will initiate the next step, person specification. This involves drafting a detailed
profile of the prospective individuals to fill in the vacancy. For instance, issues such as academic
qualifications, level of skills, and experience among other attributes that the prospective
candidates must possess. This process uses the data gathered in job analysis to draft the profile of
an individual who will fit in the defined job.

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The third step, job advertising, focuses on attracting the right people to apply or submit
their interest in the available job. This refers to a formal or informal announcement that there is a
vacant position to be filled by the people who fit in the stipulated criteria (Armstrong, 2003).
Basically, this is the process of informing job seekers that there is an opening in the organization
for them to express their interests.
Finally, the individuals who apply for the job will be shortlisted based on the job
description and the profile of the prospective candidates. The shortlisted individuals are then
invited for an interview process to determine and assess their suitability (Schultz, and Schultz,
2010). The best or most suited individual will be given the chance to fill in the position and
contribute to the success of the organization. However, the human resource management team
continues to execute various practices that are aimed at motivating and empowering the
employees to perform better, even after the recruitment process (Torrington, 2008). For instance,
issues such as employee training, motivation, engagement, and team work will remain critical in
the success of the organization and in the strategy of the organization long after the recruitment
process. Therefore, recruitment is only the beginning of the process of human resource
management.
Job description or assessment is the first and most crucial step in the recruitment process.
It involves conducting research and gathering data about the job and aligning the job description
to the goals of the organization as well as relating it to other positions or jobs in the company.
The main objective of conducting job analysis, especially for newly created positions, is to come
up with a detailed documentation outlining the skills, knowledge, ability and experience relating
to the job (Schultz, and Schultz, 2010).
This will culminate in drafting documents such as job specifications and job descriptions,
which will outline the main roles and tasks the job entails. In cases of subsequent job
descriptions, the already drafted job descriptions will be reviewed, updated, and aligned to new

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strategic goals of the company in order to remain relevant (Hersey, Blanchard and Johnson,
2008).This information is necessary in initiating the recruitment process at Delta bank Plc.
because it provides a necessary background to the key issues such as job specification.
As the human personnel in charge of conducting the job description for the new position
of customer service advisor, this information lays a foundation for my role in the recruitment
process. Therefore, after conducting the necessary research and gathering data related to the job,
I developed the following job description document that outlines the key roles and tasks that the
job entails in line with the objectives of the bank.
[The job description document is attached in Appendix A]
After the job specification or description process, the person specification stage begins.
This involves drafting the profile of an individual who will fit into the job description provided
above. The main objective of the person specification document is to help the organization find
the right people to fill in the vacant position (Schultz, and Schultz, 2010). The document contains
information such as the level of education required, previous experience, specialized skills,
personality, general intelligence, interests and other physical requirements that can help the
individual to execute the role effectively. The job specification document for the above position
is as follows;
[See Appendix B]

TASK 1
AC 1.2 The Impact of Legal, Regulatory and Ethical
Considerations to the Recruitment and Selection
Process
The process of recruiting new employees is very complex and often extends beyond the
usual human resource practices in recruitment. For instance, the entire process is bound by

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various laws that can significantly affect the organizations progress in recruitment. Nevertheless,
these laws are aimed at helping the organizations by making the recruitment process fair and
equal for all prospective employees, eliminating discrimination on any basis, and ensuring that
the right of individuals to work within the UK is respected (Price, 2000). The legal framework
covering recruitment affects all the stages or steps in the recruitment and employment process as
well as guiding the organization in managing the employees after hiring them. Apart from the
legal and regulatory issues in recruitment, there are also various ethical considerations that need
to be brought to mind whenever recruiting people in an organization. These ethical values can
affect the companys image if ignored completely.
Some of the most prominent laws and regulations governing the recruitment process include
Sex Discrimination Act, Racial Relations Act, Employment Equality Regulations, and Disability
Discrimination Act (Hersey, Blanchard and Johnson, 2008). These laws cover a broad area of
issues in recruitment, including maters to do with payment or compensation for employees, the
messages passed over in job adverts, the methods used in the selection process, and the sources
of recruitment. In this regard, the law aims to step out discrimination of people on any basis
including sex, religion or race. Therefore, throughout the recruitment process, the organization
has to ensure that there is not any form of discrimination, either through discriminatory adverts
or dubious selection methods that undermine other people who may be equally qualified.
Given this scenario, the laws and regulatory frameworks covering recruitment are both
advantageous and disadvantageous. For instance, the legal framework ensures that each person
has an equal chance in being selected and hired. It also ensures that both men and women or any
other minority cohorts have a fair chance of getting employment. Furthermore, the laws help to
address historical injustices to marginalized groups such as women by stipulating that there
should be equal pay for equal work amount done (Schultz, and Schultz, 2010). The law also

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ensures that organizations take the recruitment process seriously by maintaining high moral and
ethical standards throughout the process. However, these sets of laws have their downside. For
example, they make the recruitment process complicated and intricate for most organizations.
Secondly, the laws slow down the recruitment process since they require companies to observe
several issues before settling on the right candidates.
For Delta Bank Plc., the most important legislations covering recruitment of employees
are the Sex Discrimination Act, and Racial Discrimination Act. These sets of laws are
particularly significant for the organization because prevalence of matters of sexism and racism
in the society today. These laws cover a broad area of issues in recruitment, including maters to
do with payment advertised, the messages passed over in job adverts, the methods used in the
selection process, and the sources of recruitment. In this regard, the law aims to step out
discrimination of people on any basis including sex, religion or race (Sims, 2007). Therefore,
throughout the recruitment process, the organization has to ensure that there is not any form of
discrimination, either through discriminatory adverts or dubious selection methods that
undermine other people who may be equally qualified.
These issues remain a challenge in many societies as organizations try to overcome the
challenges of racial and sex discrimination. Delta Bank aspires to be one of the leading banks
globally, hence the need to focus on eliminating the issues of racism and sexism from the
companys organizational culture. In the process of appointing a new Customer Service Advisor
at the bank, these regulations have been taken into account. For instance, the process used a nondiscriminatory approach, since its based on merit. The best candidate will be selected regardless
of the sex, religion, or cultural background.

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1.3: My Role in the selection process

The recruitment process in my organization is very intensive and often takes several days
to reach completion. The process entails five critical steps namely, job description and
specification, job advertisement, interview and selection process, hiring, and the induction
period. Given that the organization has been in existence for a long time, there are already
written documents describing the various jobs and people suitable for them. However, each time
a vacancy arises; these documents are retrieved, reviewed and updated with necessary
information (Torrington, 2008). For instance, as one of the Human Resource Personnel, there are
several contributions that were put in the recruitment process for a new Customer Service
Advisor. One of the most critical contributions was taking part in the interview panel that
consisted of other representative from other related departments in the company. The process
took about five months to complete. The entire process involved describing the job position,
profiling the individuals, advertising the position, scrutinizing the applicants resumes and
shortlisting successful candidates, contacting the shortlisted candidates and inviting them for
interviews, the interview process, and final selection and appointment.

1.4: Evaluation of the contribution made in the

Process as the HR Personnel
Apart from the steps of the recruitment process stated above, the organization also
engages in various other related processes so as to ensure the recruitment process meets the legal
requirements as well as thigh ethical standards set by the board. For instance, the human resource
department conducts several committee-like meetings to discuss the different dimensions of the

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process. This often entails contacting the legal department and other affected departments to
ensure that the entire process is consultative.
In order to maintain transparency throughout the process, as the HR manager it was
ensured that the whole process is guided by values of transparency, equality, objectivity, and
accountability (Montana, and Bruce, 2008). These values featured prominently in the process.
For instance, the job description process used a unifying message to explain the role of the
position in a manner that elicited interest from men and women as well as encouraging other
disadvantaged groups. Furthermore, the adverts for the position were placed in the public for
about a month through several mediums including both online, print and radio in order to reach
out to the most people (Tyson, 2006).
The selection method was interviews, where, as the HR manager a significant role was
played in assessing the suitability of the shortlisted candidates. The interview was very objective
and transparent, such that every candidate was informed whether they has met the cut or not as
well as the reasons for the decisions (Gunnigle, 2006). Finally, the selected person was hired and
given a three months probation or induction period, after which he would be given his letter of
engagement and be fully integrated in the team. Delta Plc. Preferred using interviews for various
reasons. First, interviews are more objective because there is a specific panel that assesses the
candidates based on their merit. Secondly, interviews create an opportunity for the recruitment
team to meet the candidates face to face not only to assess their suitability, but also to assess their
communication and relationship skills (Mathis, & Jackson, 2009). On the other hand, the
interview process is more time consuming as well as it takes up a lot of resources for the
company. Nevertheless, it often results in identifying the best candidates.
LO2 Understand the Styles and Impact of Leadership

Working with and Leading People 12

TASK 2
2.1: The Skills and Attributes Needed For
Leadership
Organizational leaders today must portray a wide range of skills and attributes in order to
be successful in driving their organizations to success. For instance, among the most significant
skills and traits that leaders need to have include, communication skills, team management
skills,decision making, and conflict resolution in order to manage the people within the
organization effectively (Montana, and Bruce, 2008). These skills will enable the managers and
organizational leaders in Delta Plc. Bank to be astute in their management and overcome
emerging and existing challenges for their organizations.
For instance, communication skills will enable the leaders in the bank to bring their
interpersonal skills into use when relating with different people and creating a common
understanding among key stakeholders in their organizations. Decision making and conflict
resolution will help the banks managers resolve any emerging challenges and conflicts by
making appropriate decisions that ensure the organization remains on course to achieve its
objectives.
According to Gordon Allports Traits theory, individuals have certain consistent forms of
behavior that often define their general personality. These traits influence how people behave and
are different from one person to another. The theory is based on the principle that some of the
traits are consistent and stable over time and often affect how people think, and show their
emotions. The theory goes further to state that these traits are inborn and often determine if an
individual will be a leader or not. This is because there are certain traits that predispose
individuals towards being great leaders naturally.
Therefore, if one is does not have these traits, the chances of them being leaders are
limited (Dale, 2004). This theory is particularly significant for leaders because it lays greater

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emphasis on the skills and traits that leaders must portray. However, in as much as there may not
be consensus as to whether these traits and skills are inborn or they can be nurtured, it remains an
important element in leadership.

2.2: Explain the Differences between Leadership

and Management
In as much as management and leadership both involve managing guiding a group of
individuals towards a certain objective, the two are very different concepts. However, both
concepts are complimentary to each other and often work hand in hand with each other.
Management refers to a set of processes that keep an organization functioning (Montana, and
Bruce, 2008). The processes are about planning, budgeting, staffing, clarifying jobs, measuring
performance, and problem-solving when results did not go to plan (Tyson, 2006). On the other
hand, leadership refers to the process of aligning people to the vision; that means, buy-in and
communication, motivation and inspiration (Montana, and Bruce, 2008).
The two processes or concepts are characteristically different from each other. For
instance, managers have subordinate staff who work under them. Their authority comes from the
companys constitution and by-laws that make up the organizations structure. Therefore, the
junior staff has no other option, but to obey and trust the managers. Managers also have limited
time and resources to handle all the work that is available to them, therefore, they hand over
most of the responsibilities to their subordinates so that they focus on other matters. Finally,
managers often tend to be well learned people with vast experience in business and
organizational matters.
On the other hand, leaders have followers, but not subordinates. They also focus on
inspiring people to achieve their objectives through charismatic and transformational styles.

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They also focus on helping and empowering individuals. Most of the leaders have humble
backgrounds, but with plenty of wisdom and courage to take risks.
While managers focus on maintaining stability and managing work and organizational
tasks, leaders focus on initiating change and leading people. The authority of the manager comes
from formal authority while that of the leader comes from personal charisma. Nevertheless, the
two concepts have a lot in common and are often viewed as complimentary. They both involve
helping people achieve greater objectives, efficient management of available resources, and
working towards desired objectives.
Delta Plc has both powerful individuals playing the roles of leaders and managers. For
instance, the managers execute the companys strategic goals at higher levels of the organization.
They focus on guiding subordinate employees towards helping the bank achieve its goals. On the
other hand, leaders within the organization consist of different charismatic individuals in charge
of various projects in the company or team leaders. These leaders play a vital role in the
organization as they use their leadership skills to inspire others under them to achieve more.

2.3: Comparison of Leadership Styles for Different

Situations
The recruitment process at Delta Plc faced a lot of challenges, like in most other
companies of this nature. This called for great leadership to take charge of different situations
that arose at different times and stages of the recruitment process to ensure all the objectives
were met. Some of the challenges encountered during the process include conflicts between
members of the recruitment team, differences in setting key objectives of the process,
competition among the individuals in the recruitment team, and challenges in assigning roles and
making critical decisions to move the process forward. These challenges represent different
phases during the recruitment process, which required good leadership.

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In the first instance when setting objectives for the recruitment process, members failed
to agree on the specific issues. However, it was discovered that the differences in opinions case
as a result of differences in experience, knowledge, and skills of conducting the recruitment
process since the team consisted of both first time members and experienced individuals. Since
this was a crucial stage in the process, it required an experienced individual with sufficient
knowledge of the intricacies in the selection process. Therefore, the most appropriate leadership
style in this situation was a visionary leadership so as to clearly set the desired goals for the
entire process.
Conflicts and disagreements also featured prominently in the process. For instance, when
people expressed different opinions on different candidates as well as in the decision making
process. Therefore, the most appropriate form of leadership was democratic leadership which
ensured that each member contributed sufficiently in the recruitment process.
3.2: Working in a Team as a Leader and Member towards Specific Goals,
Dealing With Any Conflicts or Difficult Situations

Working as a team leader in an organization can be a daunting task or role to play. For a
big organization such as Delta Plc, team leaders play a vital role in ensuring all projects are
completed in time as well as execution of various other mandates related to the companys
strategic goals. Being a leader and a member of the recruitment team in the company was a very
challenging task. The HR personnel was in charge of leading the interview and selection process,
while also making significant contributions in other steps in the recruitment process, including
the job description process, profiling, and job advertising. Therefore, as the HR manager played
both roles of a leader and a member of the recruitment team.
The role played as the leader of the team entailed leading team meetings, organizing and
scheduling projects within the team, allocating duties and responsibilities to team members, and
ensuring that the teams achieve their objectives within the time required. The team leader also

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has to ensure that each individual in the team plays a role in the final decisions and processes
within the team. Therefore, the success of the team will depend on the leadership qualities that
the team leader brings to the table (Raymond, 2004). The leader has to be strong enough to make
appropriate decisions to drive the team forward as well as responding to and resolving emerging
conflicts within the team in order to maintain harmony and unity among team members.
On the other hand, participating in the team as a member involved contributing
significantly towards attaining the common goals and objectives for the team. Members are
expected to oblige by the team rules, use their skills and knowledge to enhance the team, and
learn from other teammates on various matters as well as building stronger social professional
ties due to the closeness of people in the team.

2.4: Ways to Motivate Staff at Delta Plc to Achieve

Objectives
Employee motivation is critical for success of any organization. Several strategies and
theoretical models can be used to motivate employees. Delta Plc uses three main theoretical
models to motivate the organizations employees. These are Herzberg's two-factor theory,
Vroom's expectancy theory, and Locke's goal theory. According to Herzberg's two-factor theory,
there are two factors associated with employee motivation; satisfiers and dissatisfies. Satisfiers
are those factors that contribute to motivation through job satisfaction while dissatisfies ate
factors associated with maintenance and hygiene in the workplace. Managers at Delta Plc can
use satisfier factors such as employee recognition for better performance, employee training and
better compensation packages. The organization can also use ensure motivation by looking into
dissatisfaction factors like good working conditions, policies such as health and safety measures,
insurance policies among other factors.

Working with and Leading People 17

Vroom's expectancy theory, on the other hand, is based on the idea that people can be
motivated based on the desired outcomes they expect from an activity or a process. The theory is
based on three concepts of valence, expectancy and force. Valence relates to attractiveness of
expected rewards. Expectancy refers to the belief that one can or cannot achieve the desired
outcomes. Force is the actual motivation to perform better. Using these ideas, Delta Plc can also
set up relevant structures to reward employees periodically. The companys managers can set
achievable targets for employees, and creates necessary and sufficient conditions for them to
perform better.
Locke's goal theory is based on the fact that there is need to create specific achievable
goals to encourage employees to increase their performance, or setting difficult goals that will
challenge employees to work harder. Either way, employees will be motivated. Delta Plc uses
this theoretical model to formulate SMART goals and objectives that employees can easily
achieve.
LO3 Be Able To Work Effectively In a Team

TASK 3
3.1: The benefits of team working for an
organization
Teamwork refers to a combined effort of a group of individuals with a common purpose
or objective. This is an important element in organization performance in modern times;
especially since contemporary organization continue to face complicated tasks (Tyson, 2006).
For Delta Plc, team work is central to the success of the organization. Most of the work in the
organization is completed through teams in different departments consisting of individuals with

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different capabilities in terms of their skills, knowledge, and experience. Delta Plc enjoys many
benefits resulting from efficient team work.
Team working has numerous advantages for Delta Plc Bank. For instance, it enables the
organization to handle complex projects by bringing great minds within its human resource pool
to reflect on the incoming projects. For example, then bank may handle projects such as
introduction of new forms of technology. This will require input from people with different
levels of skills beyond the IT department. This is because of issues such as the paper work
involved, leadership required to oversee the project to completion. A good team would have
people with varied skills to contribute effectively in handling the project.
Secondly, team work ensures that the organization is able to maximize the potential of its
employees as each one will have to bring their best skills and knowledge to the team. The bank
has employees with different skills and abilities which may not be effectively utilized at the
individual level. For instance, some employees may be good with relationship skills,
communication skills and leadership skill. However, these skills will be underutilized if the
employees do not get the opportunity to express themselves in groups or teams.
Thirdly team work will help the employees in the organization to build stronger personal
and professional ties, hence remain highly motivated. Employees can interact with each other
and build stronger ties through team activities. This will make them more engage and involved in
their tasks

3.3: Review of the Effectiveness of the Team in Achieving the Goals

Effectiveness of the team to achieving the goal
There are several methods for evaluating the effectiveness of teams in an organization.
Some of the methods that Delta Plc uses to evaluate team performance This assesses factors such
as, team design , team size , team composition, team process and team effectiveness.
Team design this model will help the company know what kind of work the team is
doing and how many people are required in a team to meet the the required criteria , while in

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Team size this will help the company get the actual no of people to fit as a team ,which will be
more effective for solving any solution than an individual. In team composition its the total
number of characteristics of people in a team and tasks given this gives a strong influence on
team process which is the results that are achieved by the team, where all members are the
same .finally team The team effective model provides appropriate guidelines for enhancing the
effectiveness of a team. This focuses on the goals of the team, roles and procedures, relationships
and leadership within the team. An effective team should have clear goals expressed through its
values, mission, vision, and elaborate plans. Similarly, the team needs to have clear procedures
for decision making, resolving conflicts, and evaluating performance. Another important factor is
clear and defined roles and responsibilities of each member in the team in order to encourage
equal participation. Success and effectiveness of the team is also based on factors such as
relationships between the members. The team members must be able to support each other and
treat each other with respect and trust. Finally, leadership in the team is at the pinnacle of
success.
Factors that contribute to team effectiveness in Delta Plc
In order to perform effectively and remain within the realm of team effectiveness
described above, teams have to adhere to specific structural requirements that enhance
effectiveness Delta Plc uses this model of team effectiveness in creating teams of employees to
carry out the projects in the organization. Eg
. Cohesiveness
This factor commitment is needed in members of the team and they are willing to strive
for excellence ., as a team they have to love another , trust and respect another persons
capabilities and points of view
Communication
For a team member to be able to understand the aim of a goal and agree on how to
achieve the goal , teams hae to communicate among each other. communication can be effective
by willing to put out any opinions , getting engaged in the communication making .
Group think
This is when teams come up with a decision where they analyze the vie points , in this
way it reduces conflict among team memebers.
Role Identity

Working with and Leading People 20

Members get roles in different areas in this case the manager can identify the ability of
each member and put them in the role best for them .if it doesnt happen a team cannot do well.
Stability
This factor the memebers are comfortable with one another which builds a stronger
relationship. The teams have improved in communication methods and can easily identify a role .
Team size
By evaluating team size the bigger the number of memebers in a team the more facilities
are available to achieve a goal, when team members become more colflicts aslo increase that
leads to not getting work done done well . mnagers should ensure that teams are working
together to reach their target
Review the effectiveness of team in Delta Plc
Feedback method .
This analyses the efficiency of the team in working together to achieve the common
objectives [Johnson , schuler,werners Jackson ,2009]by giving regular feedback to team and
individual this will help everyone to focus , like open discussions to help in getting good results
. Employee success is by identifying the strengths and weaknesses and be able to give them
opportunities to speak out their concerns through training and monitoring programs .

LO4 Be Able To Assess the Work and Development Needs of Individuals

TASK 4
4.1: Factors Involved in Planning the Monitoring
and Assessment of Work Performance
There are several factors that can be considered when planning the monitoring and
assessment of work performance. Among such factors include smart objectives. The objectives
have to be aligned with the organizations goals in order to have a successful process of assessing
and monitoring the performance.
Business pressures are ever-increasing and organizations are now required to become
even more effective and efficient, execute better on business strategy, and do more with less to

Working with and Leading People 21

remain competitive. This puts focus on the work process and improving efficiency in how it is
carried out.
Organizations are implementing innovative solutions to ensure that work processes
deliver real results and improve business performance.Managers use many assessment tools and
processes to assess, improve and monitor work processes.
Performance assessment is a process that enables managers to assess, evaluate and
measure employees efficiency in order to improve and optimize productivity. It is an organized
activity used by managers to obtain valid information about the performance of individuals,
teams and departments and determine the factors that are affecting or may affect their
performances.

4.2: Plan of Assessment of Development Needs of

Individuals
Performance management refers to the processes aimed at assessing and evaluating
whether an organization, its departments or employees play their roles I a manner that facilitates
the organization achieving its objectives. Closely related to the concept of performance
management is training and development (T&D) needs. T&D needs encompass a wide spectrum
of issues aimed understanding the factors that help individuals to perform better. These include
issues such as career planning, employee training, and performance appraisal (Gibson, 2010).
These factors are aimed at continuously improving employee competence and strengthening
organizational performance. This section focuses on planning and delivering the assessment of
development needs for the Delta Banks accountant. The role of the accountant in the bank is to
prepare financial statements and maintain financial records of the banks business transactions for
reporting to the stakeholders.
One way of understanding the developments needs for the accountants position in the
bank is through conducting a SWOT analysis. This will help identify the specific areas of

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strength weaknesses, opportunities and threats associated with the position. Accordingly there
will be a focus on the areas of weaknesses and threats in order to eliminate them while also
strengthening the perfect areas ad taking emerging opportunities. The SWOT analysis for the
accountants position at Delta Plc is as presented in the table attached in the Appendix.
Among accountants strengths include timely financial reporting, prevention and detection of
fraud, and using technology to improve operations, among some of the weakness of the
companys accountant include poor communication skills, inability to handle complex business
transactions, planning for the future, and lack of abilities to work as part of a team. The
opportunities associated with the accountants position include access to relevant technology,
more additional staff to the department to help in the growing workload, further expansion of the
company that creates more room for professional growth, and new professional and personal
development strategies in the company. On the other hand, some of the threats associated with
the accountant include his limited experience, huge salary demands, and increased competition
from other highly qualified people.
Brief Profile:
The accountant of the bank has the responsibility of managing the firms
financial records. He is responsible recording all financial transactions, preparing
financial statements and financial reporting. The accountant is also charged with
the responsibility of ensuring the bank meets all its financial objectives throughout
the year. Therefore, the accountant has to work alongside other staff members in
planning and advising the bank on its financial management policies.

Strengths

Weaknesses

What is the candidate good at?

What does the candidate need to

Timely financial reporting

improve?

Working with and Leading People 23

Prevention and detection of fraud

Communication skills

Using technology to improve operations

Ability to handle complex business

transactions
Planning for the future
Team work in collaborating with
others in the department

Opportunities

Threats

What resources, advantages does the What constraints, disadvantages

candidate have?

does the candidate have?

Access to relevant technology

Increased competition for the same

Some additional staff to the department to

help in the work
Expansion of the organization with more
opportunities for growth
New professional development strategies

position from other highly qualified

people
Huge salary demands
Limited experience

Working with and Leading People 24

After identifying the SWOT analysis for the position, it is necessary to develop SMART
objectives to help the accountant to increase his performance. The SMART objectives imply
formulating specific, measurable, attainable, realistic, and time bound goals. This will focus on
enabling the accountant to overcome the threats and weaknesses while taking up the emerging
opportunities. Therefore, the SMART objectives for position are as follows;
To increase productivity of the company in financial management by 20% in the
next financial year
To reduce the number of unaccounted for transactions and other forms of fraud in
the company by 90% in two years.
To be able to work as a key member of a team in the organization
To improve immensely in skills and knowledge through appropriate training.

Personal Development Plan

Working with and Leading People 25

OBJECTIVES

ACTION

SUCCESS

TIME FACTOR

CRITERIA
What does the
employee need to
be able to do
differently
(improve skill/
knowledge/
change
behaviour)?

How could this be

done (reading,
shadowing,
coaching, project,
formal training,
other)?

Short Term

Through engaging

Objectives

in team activities

To become more of
a team player

with other
employees such as

How will you

check the
development has
been successful?

When does the

employee need to
do it by?

Evaluating whether
the employee can
function as a key
member and leader
of a team

Within the first year

of the firms
operations

Assessment of the
employees ability
to handle complex
tasks

Within the next two

team building in
order to build his
team working
abilities.

Through formal
training and further
education
Long Term
Objectives
To sharpen his skills
and knowledge

years

Working with and Leading People 26

short term

Time management

Be able to change
working time

Within the first

month

By giving out a
project

Able to decide
quickly what
approach will be
achieved in a
minimum of a short
period

Within 4months

objectives
Be flexible

Long term
objectives

Be able to work
under pressure

Finally, the accountants performance will be evaluated based on 360 degree feedback
method to assess whether the objectives were met and determine the areas that need further
development. This method collects data about the employees performance from the employees
peers, customers, seniors, and superiors or any other people who interact with the employee. The
data will be assessed and evaluated to determine whether the employee performed as expected.

4.3: Evaluating the Success of the Assessment

Process
Performance assessment is an essential element of organizational success. The assessment
process evaluates the performance of each employee or department in relation to the set goals
and objectives. This process should be done periodically or at the end of the year in order to
assess whether the organization is on track with its goals or whether it has achieved all the
desired objectives. One of the most critical departments at Delta Plc is the customer relations
office. The customer relations officer plays the role of maintaining strong relations with the
banks clients. Therefore, he is directly involved with communication with the clients and

Working with and Leading People 27

reaching out to new clients for the bank. It is necessary to evaluate the performance of this
position periodically to determine if the bank is in line with its objectives to build stronger ties
with customers.
In assessing the performance of the customer relations officer at the bank, the 360 degree
feedback method was used as well as conducting a SWOT analysis for the position and
formulating SMART objectives related to improving and strengthening the position. These
methods helped the company to determine the specific issues that limited the customer relations
officer from achieving most of the desired expectations (Compton, Morrissey, & Nankervis,
2009). Factors such as the growing number of customers, limited resources, and fewer personnel
in the department came up during the evaluation process. These challenges were discovered
through a SWOT analysis of the position. Similarly, the 360 degree feedback model brought to
the fore information such as the interaction of the customer relations officer with other
stakeholders and departments in the company. It was discovered that there needed to be a lot of
collaborative efforts and teamwork among the various departments in the company in order to
help each department achieve its objectives (Secord and Secord, 2003). Following this
assessment, the company decided to strengthen the position by increasing the personnel in the
department, acquiring more resources such as information technology systems and implementing
teamwork model that would help the position become successful in the future.

Working with and Leading People 28

Reference List
Armstrong M (2003). A handbook of human resource management practice. 9th ed. USA: Kogan
Page Publishers.
Banfield, P (2008). Introduction to Human Resource Management. Oxford: University Press.
Compton, R. L., Morrissey, W. J., & Nankervis, A. R. (2009). Effective recruitment & selection
practices. North Ryde, N.S.W: CCH Australia.
Dale, M (2004). Manager's guide to recruitment and selection. 2nd ed. USA: Kogan Page
Publishers.
Gibson, Lionel L. (2010). Human Resource Management Practices in the Church: A Study of the
H.r. Practices in the Church of God Reformation Movement in Barbados. Dorrance Pub
Co.
Gunnigle, P (2006). Human Resource Management in Ireland. 3rd ed. Cork: Gillmacmilian.
Hersey, P., Blanchard, K. and Johnson, D. (2008). Management of Organizational Behavior:
Leading Human Resources (9th ed.). Upper Saddle River, NJ: Pearson Education.
Jackson, S. E., Schuler, R. S., Werner, S., & Jackson, S. E. (2009). Managing human resources.
Mason, OH: South-Western Cengage Learning.
Mathis, R. L., & Jackson, J. H. (2009). Human resource management essential perspectives.
Australia: South-Western Cengage Learning.
Montana, P. J.; Bruce H. (2008).Management. Hauppauge, New York: Barron's Educational
Series, Inc.
Noe, R. A. (2013). Fundamentals of human resource management. New York, NY: McGrawHill/Irwin.
Price, A (2000). Principles of human resource management: an active learning approach.
London: Wiley-Blackwell.
Raymond A (2004). Fundamentals of human resource management. London: McGraw-Hill.

Working with and Leading People 29

Schultz, D. P. Schultz, S. E. (2010). Psychology and work today : an introduction to industrial
and organizational psychology (10th ed.). Upper Saddle River, N.J.: Prentice Hall.
Scott, C. A., & Jaffe, D. T. (2004). Managing change at work: Leading people through
organizational transitions. Boston.
Secord, H., & Secord, H. (2003). Implementing best practices in human resources management.
Toronto: CCH Canadian.
Sims, R. R. (2007). Human resource management: Contemporary issues, challenges and
opportunities. Greenwich, Conn: Information Age Publ.
Torrington, D (2008). Human Resource Management. 7th ed. London: Pearson Education.
Tyson, S (2006). Essentials of HRM. 4th ed. London: Elsevier.

Appendix A: Job Description for the accountant Position

Delta Bank Plc. accountant
Job Description for Position
Job Title: accountant
Job Description:
The accountant will be the first point of contact between the bank and the customers. Therefore,
this job entails talking to with customers, responding to their inquiries, and outlining the
companys objectives to them. This role is in-bound and pertains to attending to customers needs
in the banking hall by responding to email, telephone inquiries as well as serving clients within
the banking hall.
The Roles:
Processing cheque, cash and direct debit payments and withdrawals
Setting up and maintaining customers accounts
Dealing with enquiries

Working with and Leading People 30

Promoting and selling financial products and services to customers (if you have approval

to do this)
Using a computerized system to update account details
General administration tasks such as maintaining records, opening post and sending

letters to customers
Operating UK and overseas currency tills
Helping customers with loan and mortgage applications.

Working Hours:
Full-time working hours in high street retail branches are usually between 9am and 6pm,
Monday to Friday, with Saturdays on a rota. Shift work is common in contact centers, which
usually operate six or seven days a week until late in the evening. Part-time work is widely
available.
In a retail branch, you would spend some of your time working at a counter or front office. In a
contact center you would work at a desk with a telephone headset and computer.
Expected Income:
Starting salaries for this position will be between 12,000 and 17,000 per annum. However,
experienced individuals can receive a compensation package ranging between 18,000 and
30,000 per year, depending on the level of experience and skills. The company also has an
employee bonus and commission scheme for employees who meet certain specified targets.
Furthermore, there are other benefits, which are also associated with this position, such as loans,
insurance, subsidized mortgages, and employee pension.

Appendix B: Person Specification Document

Delta Bank Plc.
Person Specification Document for the Position of Customer Service Advisor

Working with and Leading People 31

Skills on the job

Excellent communication and 'people' skills

The ability to work as part of a team
Honesty and reliability
Good math skills
Accuracy and attention to detail
The confidence to sell financial products to customers
Good computer skills
A willingness to work flexibly
Discretion, to deal with confidential information.

Knowledge of and for the job

A bachelors degree in business or related field with a pass in GCSEs including English and
Mathematics
Length of experience for the job
A minimum of three years experience in the banking sector
Attitude for the job
The person should be passionate about delivering excellent customer service
Preferences
Both men and Women and encouraged to apply for the position
Presentability
The selected individuals must be neat and presentable

Working with and Leading People 32