Working with leading people

Task 1
BE ABLE TO USE RECRUITMENT, SELECTION AND RETENTION PROCEDURES

1.1 Prepare documentation to select and recruit a new member of staff

Tesco is the biggest private sector employer in the UK. The company has more than 360,000
employees worldwide. In the UK, Tesco stores range from small local Tesco Express sites to
large Tesco Extras and superstores. Around 86% of all sales are from the UK.

Tesco needs new member staff across a wide range of both store-based and non-store jobs:

In stores, it needs checkout staff, stock handlers, supervisors as well as many specialists,
such as pharmacists and bakers.
Its distribution depots require people skilled in stock management and logistics.
Head office provides the infrastructure to run Tesco efficiently. Roles here include human
resources, legal services, property management, marketing, accounting and information
technology.

Tesco aims to ensure all roles work together to drive its business objectives. It needs to ensure it
has the right number of people in the right jobs at the right time. To do this, it has a structured
process for recruitment and selection to attract applicants for both managerial and operational
roles.
Recruitment is the process of analyzing an organizations likely future needs for people in terms
of numbers, skills and locations. It allows the organization to plan how those needs can be met
through recruitment and training. It is vital for a company like Tesco to plan ahead. Because the
company is growing, Tesco needs to recruit on a regular basis for both the food and non-food
parts of the business.
Recruitment involves attracting the right standard of applicants to apply for vacancies. Tesco
advertises jobs in different ways. The process varies depending on the job available.
TESCO recruitment is two modes:
1. Internal recruitment
Tesco first looks at its internal Talent Plan to fill a vacancy. This is a process that lists
current employees looking for a move, either at the same level or on promotion. If there
are no suitable people in this Talent Plan or developing on the internal management
development programmers, Options, Tesco advertises the post internally on its intranet
for two weeks.

2. External recruitment
For external recruitment, Tesco advertises vacancies via the Tesco website www.tescocareers.com or through vacancy boards in stores. Applications are made online for
managerial positions. The chosen applicants have an interview followed by attendance at
an assessment centre for the final stage of the selection process.

People interested in store-based jobs with Tesco can approach stores with their CV or register
though Job centre Plus. The store prepares a waiting list of people applying in this way and calls
them in as jobs become available.
For harder-to-fill or more specialist jobs, such as bakers and pharmacists, Tesco advertises
externally:
through its website and offline media
through television and radio
by placing advertisements on Google or in magazines such as The Appointment Journal.
Tesco makes it easy for applicants to find out about available jobs and has a simple application
process. By accessing the Tesco website, an applicant can find out about local jobs,
management posts and head office positions. The website has an online application form for
people to submit directly.

1.2 Assess the impact of legal, regulatory and ethical considerations to the recruitment and
selection process
The success of TESCO depends on its efficiency the efficiency of an organization depends on its
employees. Efficient employees always make the work done effectively. This is the key factor of
company. So recruiting efficient employees has been considered one of the most important jobs
for a manager. The quality of TESCO is, to a large degree, merely the sum of quality of people it
hires and keeps. Getting and keeping competent employees are critical to the success of
company, whether the organization is just starting or has been in business for many years.
Studies say that efficient HR department could be a competitive advantage for a firm. Achieving
competitive success through people requires a fundamental change in how managers think about
their employees and how they view the work relationship. It involves working with and through
people and seeing them as partners, not just cost to be minimized or avoided. High-performance

work practices lead to both high individual and high organizational performance. The common
thread in these practices seems to be a commitment to improving the knowledge skills and
abilities of an organization's employees increasing their motivation; reducing loafing on the job;
and enhancing the retention of quality employees while encouraging low performance to leave.
1.3 Take part in the selection process
Short-listing

In most cases, once a job vacancy has been advertised and reached the close date, we will
shortlist candidates using the job description and person specification.
As soon as a decision has been reached, we will contact shortlisted applicants to arrange
interviews. Normally, you would expect to hear from us within two weeks of the close
date if you are to be interviewed.
In some cases, we will need to seek references prior to interview, in others we will only
seek these following an interview (see Job Offers below) but we require at least two
references from previous employers prior to appointing.
Unfortunately due to the number of vacancies and applications the University receives we
will not be able to provide feedback to those rejected at the short-listing stage, only to
applicants following interview.

Interviews

Interviews are normally conducted by a panel which will include the line manager, and
perhaps more senior members of TESCO.
Candidates will often be asked to give a presentation on a relevant topic as part of the
interview, which will be explained in the invitation to interview letter.
In some cases, there may be second or even third interviews. Some interviews may need
to be conducted by telephone.
In all cases, we do our best to ensure that all candidates are given fair and appropriate
opportunities to demonstrate their abilities to do the job.
You will be required at interview to provide original documentation of proof of your right
to work in the UK.
You will also be required to bring along to the interview original qualification certificates
and proof of professional registration.

Job Offers

Once the interviews are complete, we will select a preferred candidate and may issue a
conditional offer of employment - conditions may include satisfactory references,
medical, etc. When we have completed all the necessary employment checks on a

preferred candidate, we will issue a formal unconditional offer of employment and

contract.
We will also ask you to take part in a pre-employment health screen process which may
be simply completing a form or may need further information to make sure you are fit to
undertake the duties of the job
We will ask you to accept the offer by signing and returning the Statement of Particulars.
If you are relocating from another country, we will start the process of requesting a work
permit on your behalf, although you may still need to obtain a Visa or other permit to
remain in the UK.
UK citizens and members of the European Union will need to have provided evidence,
e.g. a passport, of their right to work in the UK.

1.4 Evaluate own contribution to the selection process

Tesco promoted a workforce planning where structured forecasting of staff demands had been
executed. This way, the organization's resource in-charge of recruitment and selections will have
ample time to either fill vacated positions or provide for new occupational spots. The act of
recruitment and selection, as described by Bach (2005), indicated the collaboration of the two
processes, where the former is undertaken to attract and draw in potential jobseekers in
organizations, while the latter comprises of predictive procedures on the suitability of applicants
with the set of job requirements drawn based from company standards. Pfeffer (1998) generally
presented the recruitment and selection processes frequently recommended, where there is a need
for large pool of applicants, properly evaluated for technical and cultural aptness through specific
scales in "critical skills, behaviors, or attitude." Moreover, multiple screening strategies should
be rendered, generating commitment in both recruiters and applicants with the involvement of
senior management sectors to promote better assessment details to the process.
The specific purposes of an employee evaluation interview are:

To assist in the assessment of candidates capacity and motivation to perform a particular

job within an organization, to the satisfaction of the organization.

To help the candidates formulate her / his own assessment of the job and the organization.

The interview may be the only tool which is used for selection, or it may form one stage in a
sequence of eliminating hurdles. These can include medical checks, school reports, references,
intelligence tests, personality tests, aptitude tests and group assessment techniques.

Validity of the employee evaluation and selection process

Much has been written about the validity of the interview as a selection tool. It is
regarded by some as being so subjective as to be totally worthless. Interviewer bias,
prejudice and the halo / horn effect undermine, so the argument goes, any pretence
of an objective assessment of the candidates suitability. The proponents of this view
advocate scrapping the interview in favor of tests.

Employee evaluation and selection process requirements

What is required during the employee evaluation and selection interview in particular is
interviewer discipline. Discipline to work out what it is that interviewer (or more appropriately
what the organization) is looking for and why is he looking for it;

to consider how he will recognize it when he sees it;

how he will judge whether it is there in sufficient quantity;

and to assess each employee or potential employee strictly in terms of the qualities and
attributes he has described, rather than in terms of his own likes and dislikes.

Importance of employee evaluation

Putting square pegs into round has never been good employment practice, and can have a very
adverse effect on the organizations performance if multiplied by a sufficiently high number.
Correct selection is therefore of crucial importance. And correct selection must mean that both
parties to the selection decision, interviewer and interviewee, are satisfied, in all circumstances,
the right decisions has been made. The candidate who has been subjected to a battery of tests,
however thoroughly validated, will not necessarily feel this if he / she has never had a chance to
talk to a member of the organization.

TASK 2.
THE STYLES AND IMPACT OF LEADERSHIP
2.1 The skills and attributes needed for leadership
Excellent Communication
Leaders also need finely-honed communication skills. These skills are general interpersonal
skills, not specific to leadership, but successful leaders tend to show high levels of skill when
communicating.

Good leaders tend to be extremely good listeners, able to listen actively and elicit information
by good questioning.

They know how to build rapport quickly and effectively, to develop good, strong
relationships with others, whether peers or subordinates.

They are usually very good at public speaking, equally skilled at getting their point
across in a formal presentation or Board meeting, or in an informal meeting or casual
corridor conversation.

They have strong negotiation skills, in the broadest sense, in terms of reaching winwin situations and making sure that they know their bottom line.

They have also honed their ability to communicate in difficult situations, usually by
practice over time.

Another area which is crucial for leaders is skills in leading people. After all, without
followers, there are no leaders. Leaders need skills in working with others on a one-to-one and
group basis, and a range of tools in their armoury to deal with a wide range of situations. One
of the first skills that new leaders need to master is how to delegate. This is a difficult skill for
many people but, done well, delegation can give team members responsibility and a taste of
leadership themselves, and help them to remain motivated.
http://www.skillsyouneed.com/leadership-skills.html#ixzz3cTsIwkpX

ATTRRIBUTES NEEDED FOR LEADERSHIP

Industry Knowledge
A good leader must know all about its industry inside as well as outside. They must be
experts in the market dynamics, to be on top in the industry trends, attend the event and to get
involved in various associations.

Business Savvy

But to know all about the industry isnt enough to have a successful company. Leaders must
have knowledge about how to run a business which means that they need to have clear
understanding of legal issues and finance. They must be able to read a spreadsheet and know the
difference between a balance sheet and a profit and loss statement.

Delegation
In order to be a successful leader people must be well informed, engage with their work and to
be able to trust and delegate tasks to their employees. They can not be micro managers they must
thrust their subordinates be trained well and put passion and satisfaction in accomplish their
projects.

2.2 Difference between leadership and management

Adapted from The Wall Street Jo urnal Guide to Management by Alan Murray, published by
Harper Business. Leadership and management must go hand in hand. They are not the same
thing. But they are necessarily linked, and complementary. Any effort to separate the two is
likely to cause more problems than it solves. Still, much ink has been spent delineating the
differences. The managers job is to plan, organize and coordinate. The leaders job is to inspire
and motivate. In his 1989 book On Becoming a Leader, Warren Bennis composed a list of the
differences:
The manager administers;

The leader innovates.

The manager is a copy;

The leader is an original.

The manager maintains;

The leader develops.

 The manager focuses on systems and structure;

The leader focuses on people.

The manager relies on control;

The leader inspires trust.

The manager has a short-range view;

The leader has a long-range perspective.

The manager asks how and when;

The leader asks what and why.

The manager has his or her eye always on the bottom line;

The leaders eye is on the horizon.

The manager imitates;

The leader originates.

The manager accepts the status quo;

The leader challenges it.

The manager is the classic good soldier;

The leader is his or her own person.

The manager does things right;

The leader does the right thing.

http://guides.wsj.com/management/developing-a-leadership-style/what-is-the-differencebetween-management-and-leadership/

2.3 Compare leadership styles for different situations expanded

Leadership Styles
Effective leadership involves the study of different styles of leaders. The literature suggests that
some types of leadership styles are preferred over others. This is especially true under different
working conditions as well as the subordinate's relation with the leader.
Authoritative:

This is a style where the leader is in complete control and orders his subordinates regarding their
duties without any consultation from them.

Participative:

This is the suggested style of leadership within organizations as it makes sure all the involved
parties are taken into account while making decisions.

Delegating:

This is when the leader leaves the decision up to the subordinates. This style is usually used
when the employees are more informed regarding the subject than the leader and can analyze the
situation better and come up with a better plan regarding what needs to be done.

Directive:

This is an autocratic style which is usually adopted when the leader has a need for power. Such
kind of leadership style is more effective in situations where subordinates are ill informed or ill
equipped for the task at hand.

Analytic:

This type of leader is a lot less authoritative than the directive type of leader and has more
tolerance for ambiguity. They also tend to have more approachable attitude as they tend to want
input from everywhere before reaching a decision.

Conceptual:

This style uses data from various sources and analyzes all possible solutions with great details
and looks at each and every alternative. It is quite similar to the behavioral style. The relationship
between the leader and his team is one of openness and trust.

Behavioral:
The managers who practice this style of leadership are highly concerned with their
workers well being and tend to be a great source of support for their employees' as
they are highly people oriented. They are very open and easy to communicate with.

http://www.ukessays.com/essays/management/different-situations-and-styles-ofleadership.php#ixzz3cTyg1nmi

2.4 Explain ways to motivate staff to achieve objectives

Goals give employees a framework for excelling in the workplace, but some staff members may
need assistance in reaching those goals. Success begins with the writing of the goals themselves,
which should remain challenging yet achievable. A goal that is out of reach, nonspecific or
irrelevant causes employees to lose interest in working toward the achievement. Once effective
goals are in place, you serve as a motivator and monitor of the employees' progress, with more
direct involvement required for employees who struggle to stay on track independently.

Step 1
Write the goals initially with the employee to get her more invested in achieving them. Help her
narrow down each goal to specific objectives that are measurable. Define the time frame for
completing the objectives.
Step 2

Meet with employees individually on a regular basis to evaluate where they are in reaching their
goals. Provide suggestions for getting back on track if the employees are having difficulty.
Adjust the details of the goals as necessary to make them more realistic.
Step 3
Set your own goals both individually and for the company as a whole. Demonstrate your own
efforts and motivation to reach those goals.
Step 4
Use a recognition system to celebrate the employees who reach their goals. Announce the
achievements, make a recognition bulletin board, publish the information in the company
newsletter or offer a small incentive like a gift card to a local business.
Step 5
Encourage creativity in employees to help them achieve goal objectives. Create a supportive
work environment that promotes risk-taking while showing employees that you trust their talents
and ideas. The ability to get innovative may motivate some employees to continue working
toward their goals.
Step 6
Pair up employees with similar career goals. The staff members may feed off one another for a
push toward their objectives.
Step 7
Provide the tools for employees to reach their goals. This might include training, informational
tools or software programs to make the tasks easier.

TASK 3
BE ABLE TO WORK EFFECTIVELY IN A TEAM
3.1 Assess the benefits of team working for an organization
When people speak with their team in a language other than their native one, it often affects
their ability to interact with the group. It potentially affects spontaneity, clarity of expression

(vocabulary and pronunciation), and willingness to express ideas. This is more challenging if
your culture is indirect or your personal style is more introverted. (Solomon&Charlene,2009)
Rewards and Benefits
Tesco offer competitive packages to successful candidates, including a bonus based on business
profit and personal contribution, company pension, and a minimum of 20 days holiday. As a
growing employer the company offer benefits to support stuff working life, such as childcare
vouchers and travel schemes.
Learning and Development
The opportunities for personal growth are significant in our business. This is supported the
company real investment in learning and development, from our minimum six-week Claims
induction training to our support for professional development.
Recruitment Process
Recruitment processes are designed to enable you to demonstrate how you would contribute to
our business and to ensure you share our values - they underpin how we deal with our customers,
and work together in everything we do. Tesco use assessment centres and/or occupational testing
to support recruitment - always explain what are doing and why, and make every effort to
prepare you, particularly if you have not experienced this previously!
Recruitment Vetting Steps
Like all financial services employers, because of the nature of our business, we must carry out a
number of pre-employment checks prior to you joining us. Tesco begin to collect this
information from you during the recruitment process itself. The company know that if you have
not worked in financial services previously, or there has been a change in your circumstances
since you were last checked, you may have questions about this - we encourage you to speak to
one of our HR team to address any concerns you may have at any stage of your recruitment.

3.2 Demonstrate working in a team as a leader and member towards specific goals, dealing
with any conflict or difficult situations
In some cases, the conflict can be a good thing like process improvements or better ideas to
service the customer. This can be part of the open communication that is encouraged within
the team. However, in most cases the conflict is more negatively based. Examples of conflict
are:

A personal problem with two or more people. It could be based on issues such as
values, beliefs, a friendship gone sour, flirting, sexual harassment, or vulgarity. These
incompatible situations can lead into arguments and even worse, physical fighting.
There is also the chance of termination, especially when dealing with sexual harassment.
The two most common sexual harassment categories, both of which are considered as
part of the 1991 Civil Rights Act as illegal employment discrimination with punitive
monetary damages, are:
1. Asking for sexual favors in return for providing a raise, promotion, etc. (Quid
pro quo).
2. What a woman perceives as a hostile environment like unwanted touching,
pin-up calendars, sexual jokes, sexual comments, leering, inappropriate photos,
etc.
A perception of one working harder than the other.

One person blaming another for past mistakes.

Rebellious jealousy because it looks like you are playing favorites.
Not happy or thinks its unfair with the type of work assigned to them.
Personality clash. For example, a systematic vs. unorganized approach to the job, or a
sensitive person vs. insensitive person.
Disagreements one person feels it should be done one way, and another feels it should
be done another way. This could be based on ideas, goals, process discrepancies, etc.
Inappropriate dress for work. It might be too revealing or unprofessional.
Personal hygiene.

3.3 Review the effectiveness of the team in achieving the goals

An organizations success depends very much on the people Working in it, and recruiting the
right people is a key factor. Organizations With effective recruitment and selection processes and
practices in place are more likely to make successful staffing appointments. In Competitive
labour markets this is a major advantage that well-organized businesses will have over their
competitors. It Is important, therefore, for learners to appreciate that the processes and
procedures involved in recruitment and selection to meet the organizations human resource
needs are legal. This Unit aims to develop learner knowledge and understanding of the impact of
the regulatory framework on the recruitment process.

TASK 4.
BE ABLE TO ASSESS THE WORK AND DEVELOPMENT NEEDS OF INDIVIDUALS

4.1 Explain the factors involved in planning the monitoring and assessment of work
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 remain
competitive. This puts focus on the work process and improving efficiency in how it is carried
out.
A work process is a series of steps or activities that use different organization resources (e.g.,
information, raw materials, human labor, machinery, supplies) to provide a product or service.
When thinking about how work gets done in an organization, we usually focus on how people do
their jobs and how each team and department gets the work done.
Roles, Functions and Purpose of Performance Assessment
1. Effective Goal Setting.
2. Using effective Assessment tools to track progress, identify obstacles, and report results.
3. Aligning individual employee's day-to-day actions with what the business objectives.
4. Communicating and clearly defining the task and setting specific performance
expectations for employees.
5. Documenting how individuals perform to support how they are compensated and career
planning decisions.
6. Establishing focus for areas of staff competency and skills development and selecting
learning activities.
7. Creating documentation for legal purposes, to support human resources decisions and
reduce disputes.
4.2 Plan and deliver the assessment of the development needs of individuals

The goal of Performance Assessment process is to evaluate the staff and bring his/her
competency levels in line with the productivity and efficiency targets that are required for the
assigned task/job.
Performance Assessment and Management helps businesses to make better decisions as it
provides an important tool to understand the competencies and needs of each individual and to
effectively plan his/her development.
Performance Assessment is not only concerned with evaluating how the individual is performing
but also how managers can better support the developmental needs of individual through
feedback, training and learning exercises, compensation and other incentives and recognition for
good performances.
Set Effective Goals: set specific performance expectations for employees. This is what result
he/she should produce at each point in the task.
Communication clearly define and communicate the task and the expected results.
Support - provide the staff with all the resources needed to work with and carry out his/her role
effectively.
Work Review / Performance Assessment: use appropriate tools to assess how the staff is
carrying out the assigned tasks.
Documentation: Documenting the processes and results of the Assessment.
Feedback: Report the findings of the Assessment. Discuss with the staff the areas of weakness
and strengths. Listen to the problems or challenges he/she faces. Plan improvement strategies
with the staff.
Training: Develop training and learning plans that are suitable to match the skills and
competency development needs of the individual.

Monitor Staff Development: To sustain improvements and to continuously retrain and retool
the staff for more complex assignments ongoing and scheduled performance assessment and
management of his/her work performance and personal development must take place.

4.3 Evaluate the success of the assessment process