Talent in the Workplace.

People are the most important asset of any organization and fully leveraging the potential of our people is critical to our competitive success. As a major employer, RBC can provide opportunities and experiences that lead to personal, professional and financial success for our employees.

In order to increase the diversity and inclusion of our workforce globally, we must create equitable opportunities for all employees regardless of race, age, gender, physical/mental abilities, sexual orientation, religion and backgrounds. Making diversity work requires the visible engagement of leaders who can profile issues, champion solutions and lead new approaches.

Developing talent in your small business is part of the larger talent management process that occurs over the years. In a global and virtual workforce, your employee base is increasingly diverse. This new diversity opens up opportunities to develop talent to achieve your vision. Developing talent also means projecting the skills you will need in the future and making sure those talents are there when shortages are projected.

The most important steps in talent search and development;

Step 1

Identify your small business goals over the coming years. Clarify the demands your goals place on employee skill sets. Look for “talent gaps”--skill sets lacking in your current work force--advises RMG Consulting.

Step 2

Devise a plan to recruit the talent you need and to develop talent you have. Develop talent over time using seminars, workshops and other professional development tools.

Step 3

Provide employees with tools to assess their professional goals and their strengths, advises the website All Things Workplace. Provide opportunities for employees to reject performing roles they do not want to do.

Step 4

Meet with employees to discuss their places in your business. Guide them to prepare for movement into more challenging tasks that match your company goals.

Step 5

Perform regular reviews and evaluations. Meet with your managers to assess progress and changes. Meet with employees to check on their development. Engage in dialog about your business strategies and their roles in your vision.

  

Talent in the workplace can be very difficult to pin point especially if there are informal structures of communication, there are high chances that real talent will go unnoticed for a while until the individual/individuals move on to greener pastures. Therefore although people study for a particular profession, talent search has realised that even if you study for a subject it does not necessarily mean you are the best at what you do. Basically you are even better at some other role other than the one you would have been employed for. Therefore in order for you to perform effectively and efficiently the newly found talent can be closely guarded and developed accordingly.         

                                          

A typical work scheme can be revisited and a new strategy put in play to assist and develop the talent management processes of your choice.

                                    

Head-Hunting.

Headhunting in the modern-day corporate jungle however, only showed significant growth in the early 1990s when conventional recruitment methods were deemed neither quick nor effective enough to find top talent. Is headhunting a skill or it can be coached through training? If it can be learnt through training, how is it done?

Employers and recruitment specialists increasingly began combing the offices of their competitors and contemporaries, tracking and luring people with scarce skills, particularly in the fields of information technology, engineering, accounting and senior management. Headhunting is usually out-sourced to specialist executive search companies that have the required resources, contacts and expertise to do the detective work and initiate discussions. The most effective headhunting assignments, say specialist head-hunters, begin with a good brief from clients.

Senior executive positions in large companies are often fulfilled through head hunting – either by a recruitment agency or by an employer. Head hunting is a specialized executive search for qualified and established individuals in a specific field. Most individuals who are headhunted are well known because of their professional success as well as through networking and recommendations.

In order to head hunt a business professional, recruiters are advised to research and network within the specific field they are headhunting. To find the perfect candidate for your company, you should search for individuals in the same profession and industry who have demonstrated exceptional levels of success. Additionally, scouting for a professional in a specific industry can be tedious as there are a number of potential candidates therefore listening to recommendations from valid and reliable resources can be the determining factor. These points are further explained below;

Research: by conducting in-depth and industry-specific research, recruiters are able to find information regarding professionals in the field. The most basic method is through the internet, using search engines such as Google and social media platforms, including Facebook, Twitter and LinkedIn. This will provide you information in regards to who are the leading professionals in a specific industry, as well as their current position in a company and their history. In addition to providing you with the contact details of the person, you can find out about their presence online and determine whether they would be a potential candidate for your company.

• Network: the “golden rule” for being head hunted as well as being the head hunter is networking. It is the most essential tool in this executive recruitment procedure. By networking with business professionals in a specific field, you are ensuring that you are connected with the relevant people in the industry.
• Recommendation: this point is closely related to networking as it is a direct result of it. When networking with business professionals in a specific field, it is likely that you will come across individuals who will offer you inside information in regards to how other individuals work. Whether they share success stories or inform you about issues of working with a potential candidate, it is important that you listen. If a business professional is recommended for your company, you should find other people who have worked with them and do further research before approaching them to ensure that they are the right person for your job opening.
  

Head-hunters' role is to source these people for difficult-to-fill positions. They differ from agencies because they focus exclusively on approaching people already working, rather than considering people looking for work.

• Why you use head-hunters
• Hiring a head-hunters
• Before you commission your head-hunter

Why you use head-hunters;

A good head-hunter will know the executive market intimately and will use that knowledge to maximise the chances of you selecting the right person for your company.  They should do in-depth background research on candidates, so that by the time an interview takes place, you have a full report on the candidate's track record and standing in the industry. They also help convince candidates that joining your business would be a smart career move, and negotiate on terms.

• Help you select the right person
• Provide you with background on candidates
• Help convince candidates to join you.

Hiring a head-hunters;

Choose a head-hunter specialised in the area you want to recruit for.  Draw up a short list based on their experience, then check them out. Talk to the consultants about their experience and success rates, but also seek testimonials or speak directly to other clients.  Things work best when you feel you trust and like your head-hunter.

• Go for specialists
• Check up on their experience and success rates
• Things work best when you feel comfortable with them.
  

Before you commission your head-hunter;

Before commissioning a head-hunter, be clear the about management gap that needs filling within your company.  Define exactly what you need in terms of skills, experience, personality and cultural fit.  Once you've done that it's easier to brief your head-hunter and draw up a job description.  Make sure you've worked out exactly what you're paying for and what will happen if they don't meet your needs.

• Define exactly what you need,
• Sign a contract with details of the desired services.
• Work out the particulars of pay.

Flexible Working.

Flexible working is a way of working that suits an employee’s needs, e.g. being able to work certain hours or work from home. Anyone can ask their employer to work flexibly.

Employees who care for someone in the UK (e.g. a child or adult) have the legal right to ask for flexible working.

Flexible working relates to an organisation’s working arrangements in terms of working time, working location and the pattern of working. We have resources covering all aspects of working flexibly and atypical working. You’ll find information on flexible working hours, part time working, job sharing, temporary working, agency workers and casual employment, term time and seasonal working, remote and home working and virtual organisations.

The right to request flexible working in the United Kingdom;

Key points

• Employees must have 26 weeks continuous employment at the date the application is made.
• Employers have statutory duty to consider applications.
• Once agreed it becomes a permanent change to the contract of employment.
• An employee has the right to appeal if necessary against the outcome.
• Negotiate an agreement if requested hours are not possible.
• Only one application can be made in a 12 months period.

There are many forms of flexible working. It can describe a place of work, for example, home-working, or a type of contract, such as a temporary contract. Other common variations include: part-time working, flexitime, job sharing and shift working.

Parents of children aged 16 or under, or disabled children under the age of eighteen (Parental Leave), have the right to apply to their employer to work more flexibly if they have:

• worked for their employer for 26 weeks continuously at the date that the application is made
• not have made another application to work flexibly under the right during the past 12 months

The request can cover hours of work, times of work and place of work and may include requests for different patterns of work.

The Government proposes to extend the right to request flexible working to all employees; they will remove the current statutory procedure for considering requests. Instead employers will have a duty to consider all requests in a reasonable manner; however, business will have the flexibility to refuse requests on business grounds.

The Government plan to legislate on this in 2013 and will introduce the changes to flexible working in 2014.

Types of flexible working

There are different ways of working flexibly.

Job sharing

2 people do 1 job and split the hours.

Working from home

It might be possible to do some or all of the work from home or anywhere else other than the normal place of work.

Part time

Working less than full-time hours (usually by working fewer days) and this is the most common way of flexible working.

Compressed hours

Working full-time hours but over fewer days, normally for people who are good at what they do and focus on the goal than the time spent working.

Flexi-time

The employee chooses when to start and end work (within agreed limits) but works certain ‘core hours’, for example 10am to 4pm every day.

Annualised hours

The employee has to work a certain number of hours over the year but they have some flexibility about when they work. There are sometimes ‘core hours’ which the employee regularly works each week, and they work the rest of their hours flexibly or when there’s extra demand at work.

Staggered hours

The employee has different start, finish and break times from other workers.

Phased retirement

Default retirement age has been phased out and older workers can choose when they want to retire. This means they can reduce their hours and work part time.

Flexible Working Arrangements;

To comply with the procedural requirement employers must:

• arrange a meeting with the employee within 28 days of receiving the application
• allow the employee to be accompanied by work colleague if they wish
• notify the employee of their decision within 14 days of the date of the meeting
• arrange a appeal hearing if necessary within 14 days of being informed the employee wishes to appeal
• notify the employee of the decision of the appeal within 14 days after the meeting.

Examples of where an application for flexible working can be refused are:

• the burden of additional costs
• detrimental effect on the ability to meet customer demand
• the inability to reorganise work among existing staff
• the inability to recruit additional staff
• where it will have a detrimental impact on quality and performance.

Once an employer approves the application the variation in contractual terms is permanent and the employee has no automatic right to change back to the previous work pattern. However, agreement can be made between both parties that the flexible working can be for a specified time period or a trail period may be agreed.

In the UK, What can an employee do if an application is refused?

Wherever possible it is better to reach agreement on flexible working within the workplace. However, if the application is refused at the appeal stage you can:

• have an informal discussion - there may be some simple misunderstanding which can be resolved in an informal route
• use the employer's internal grievance procedure
• seek assistance from a third party such as a trade union representative
• seek assistance from Acas through the conciliation process.

Where agreement cannot be reached you may wish to consider:

• a referral to the Acas Arbitration Scheme
• making a claim to an employment tribunal.
  
  
  
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Working Time.

At Humba-HR-Consultants, we define working time as any period during which an individual is working, is at the employer's disposal and is carrying out the employer's activities or duties. You’ll find here information on hours of work, working time regulations, overtime and shift working, holidays and annual leave, other time off, bank and public holidays, work life balance and reservists. While the organisational/business world defines it as, working time is the period of time that an individual spends at paid occupational labour. Unpaid labours such as personal housework or caring for children/pets are not considered part of the working week.

Many countries regulate the work week by law, such as stipulating minimum daily rest periods, annual holidays and a maximum number of working hours per week. Working time may vary from person to person often depending on location, culture, lifestyle choice, and the profitability of the individuals’ livelihood. For example someone who is supporting children and paying a large mortgage will need to work more hours to meet a basic cost of living than someone without children of the same earning power. As fewer people than ever are having children choosing part time is becoming more popular.

Standard working hours (or normal working hours) refer to the legislation to limit the working hours per day, per week, per month or per year. If an employee needs to work overtime, the employer will need to pay overtime payments to employees as required in the law. Generally stating, standard working hours of countries worldwide are around 40 to 44 hours per week, and the additional overtime payments are around 25% to 50% to the normal hourly payments. Maximum working hours refers to the maximum working hours of an employee. The employee cannot work more than the level specified in the maximum working hour’s law.

Some very influential economists have recommended moving to a 21 hour standard work week to address problems with unemployment, high carbon emissions, low well-being, entrenched inequalities, overworking, family care, and the general lack of free time. Actual work week lengths have been falling in the developed world, because of child labour laws and some other human right breaches because unregulated and corrupt governments. In the UK, Workers don’t usually have to work more than 48 hours a week on average, unless they choose to.

 Weekly maximum working hours and opting out

Employers can’t force adults to work more than 48 hours a week on average - normally averaged over 17 weeks.

Exceptions:

These rules don’t apply to jobs:

• where the working time is not measured and the worker is in control - eg managing executives with control over their decisions
• in the armed forces, emergency services and police - in some circumstances
• in security and surveillance
• as a domestic servant in a private household
• where 24-hour staffing is required
• certain categories of seafarers, sea-fishermen and workers on vessels on inland waterways

Other work sectors might have different rules on maximum working hours and workers should always speak to their employer.

Opting out of the 48-hour week

Workers 18 or over who want to work more than 48 hours a week, can choose to opt out of the 48-hour limit.

This could be for a certain period or indefinitely. It must be voluntary and in writing.

It can’t be contained in an agreement with the whole workforce. However, employers are allowed to ask individual workers if they’d be willing to opt out.

An employer shouldn’t sack or unfairly treat a worker (e.g. refused promotion) for refusing to sign an opt-out.

Workers who can’t opt out

Employers must not allow the following staff to opt out:

• workers on ships or boats
• airline staff
• workers in the road transport industry, e.g. delivery drivers (except for drivers of vehicles under 3.5 tonnes using GB Domestic drivers’ hours rules)
• other staff who travel in and operate vehicles covered by EU rules on drivers’ hours, eg bus conductors
• security guards on a vehicle carrying high-value goods.

Cancelling an opt-out agreement

A worker can cancel their opt-out agreement whenever they want - even if it’s part of their employment contract.

They must give their employer at least 7 days’ notice. This could be longer (up to 3 months) if the worker previously agreed this in the written opt-out agreement with the employer.
The employer is not allowed to force a worker to cancel their opt-out agreement.

16 and 17 year old;

16 and 17 year olds can’t normally work more than 8 hours a day or 40 hours a week.

The hours can’t be averaged out for 16 and 17 year olds. There is also no opt-out which means that they can’t work longer hours even if they want to.

Calculating your working hours:

Only certain hours count as work when weekly hours are calculated.

What counts as work?

As well as doing the normal duties, a working week includes:

• job-related training
• time spent travelling for workers who have to travel as part of their job, eg travelling sales reps or 24-hour plumbers
• working lunches, eg business lunches
• time spent actually working abroad in some cases
• paid and some unpaid overtime
  
• time spent on call at the workplace
• any other time that is treated as ‘working time’ under a contract

What doesn’t count as work

A working week doesn’t include:

• breaks when no work is done, eg lunch breaks
• normal travel to and from work
• time on call away from the workplace
• evening and day-release classes not related to work
• travelling outside of normal working hours
• unpaid overtime a worker has volunteered for, eg staying late to finish something off
• paid or unpaid holiday

Time used to calculate average hours

The average working hours are calculated over a ‘reference’ period. This is normally a 17-week period.

Someone can work more than 48 hours in 1 week, so long as the average over 17 weeks is less than 48 hours a week.

Some jobs have different reference periods:

• doctors in training have a 26-week reference period.
• the offshore sector has a 52-week reference period.
  

Working hours if someone has more than one job:

If someone works for more than one employer, the amount of combined hours should not be legally more than 48 hours on average a week.

Workers with more than one job could either:

• consider signing an opt-out agreement if their total time worked is more than 48 hours.
• reduce their hours to meet the 48-hour limit.
• working from on some online surveys or data entry posts which do not require stipulated hours but work to be done on time.
• find time to rest enough, in between their working arrangement.

Human Resources Outsourcing.

Human Resources Outsourcing is defined as contracting with a third-party provider to manage certain HR services and functions. Some services are full-service and will provide these as well as additional services like on-call consultants, who will come in to train or even settle a dispute. However as the world channels to the 22nd century a lot of astronomical innovations are being introduced therefore be aware of the electronic and gadget platforms being set with the technology sector without precedence; whilst keeping in mind the pros and cons of such developments.

Online services tend to be limited in their offerings, but you'll get added options like web access, which will allow you to view information (like benefits packages) and even make changes to such information online. Most will give you and your employee’s access to view their benefits plans, enrol in benefits, read policies, and make changes to current data.

What are the biggest advantages to outsourcing your HR needs? Does your business allow you the time to personally deal with federal and state employment laws? A big reason businesses turn to HR services is that they don't have the time, or expertise, to deal with this. And if you choose to go with a PEO, you can pass the legal responsibility of your employees onto them.

You may also save money. You can usually count on a reduced benefits rate when outsourcing to HR services. Because they buy so often from vendors, they usually get a discounted rate that they pass on to you.

Advantages

What are the biggest advantages to outsourcing your HR needs?

Does your business allow you the time to personally deal with federal and state employment laws? A big reason businesses turn to HR services is that they don't have the time, or expertise, to deal with this. And if you choose to go with a PEO, you can pass the legal responsibility of your employees onto them.

You may also save money. You can usually count on a reduced benefits rate when outsourcing to HR services. Because they buy so often from vendors, they usually get a discounted rate that they pass on to you.

If you opt for an online service (ASP/e-service), you don't have to purchase software, install it, and worry about configuring it. An ASP business model is hosting software, so you don't have to bother with additional software or installation.

Downsides

So what are some key things you'll have to give up if you favour outsourcing to hiring a full-time, in-house HR department?

There are some definite drawbacks to not having an HR manager in-house. An in-house HR person handles perks that you can't necessarily count on an outsourcing service to carry out--like looking into group offerings, building employee incentive programs, even taking care of recognition for employees' birthdays. And employees may want someone in-house--an impartial co-worker they can trust and see daily--to turn to if they have a work-related problem or dispute with another co-worker.

Because an in-house HR person interacts daily with your employees, they will likely have more of an interest in your employees. For example, employees often appreciate having someone on staff who will help negotiate in their favour for certain benefits that are critical these days for employee retention (like 401(k) plans and vacation policies).

Also, in the case of using a PEO, giving up the right to hire and fire your employees may not be desirable for your particular business. Most PEOs insist that they have the final right to hire, fire, and discipline employees. While having the extra time and not having to deal with the stress of this may be appealing, you may not want this responsibility out of your hands.

And if you decide to use an e-service, the same issues you'd have with any ASP remain. When everything is stored and handled online, there are concerns about security as well as potential crashes, both of which can be detrimental to your business.

Common complaints about HR outsourcing range from payroll mix-ups to payroll not being deposited on time to denied medical claims.

If you opt for an online service (ASP/e-service), you don't have to purchase software, install it, and worry about configuring it. An ASP business model is hosting software, so you don't have to bother with additional software or installation.

So what are some key things you'll have to give up if you favour outsourcing to hiring a full-time, in-house HR department? There are some definite drawbacks to not having an HR manager in-house. An in-house HR person handles perks that you can't necessarily count on an outsourcing service to carry out--like looking into group offerings, building employee incentive programs, even taking care of recognition for employees' birthdays. And employees may want someone in-house--an impartial co-worker they can trust and see daily--to turn to if they have a work-related problem or dispute with another co-worker.

Because an in-house HR person interacts daily with your employees, they will likely have more of an interest in your employees. For example, employees often appreciate having someone on staff that will help negotiate in their favour for certain benefits that are critical these days for employee retention (like 401(k) plans and vacation policies).

Also, in the case of using a PEO, giving up the right to hire and fire your employees may not be desirable for your particular business. Most PEOs insist that they have the final right to hire, fire, and discipline employees. While having the extra time and not having to deal with the stress of this may be appealing, you may not want this responsibility out of your hands.

And if you decide to use an e-service, the same issues you'd have with any ASP remain. When everything is stored and handled online, there are concerns about security as well as potential crashes, both of which can be detrimental to your business.

Common complaints about HR outsourcing range from payroll mix-ups to payroll not being deposited on time to denied medical claims.

So should you consider outsourcing? If you have fewer than 100 employees, it might not be a bad idea. At this size, you often don't have the resources for an in-house HR staff, so outsourcing is just right for you. You don't have to worry about managing all the details that are so critical to HR in your business, and most small-business owners just don't have the skills and experience to do so. Remember, HR functions must be handled correctly as close to 100 percent of the time as possible; slip-ups can cause your business major problems.

If you have at least 12 employees, consider a PEO. Most PEOs only take on businesses with at least a dozen employees. Get recommendations and references for PEOs, and consider one that is part of the NAPEO (National Association of Professional Employment Organisations). The NAPEO is committed to educating PEOs. If a PEO is a member, it's a good sign that they are committed to being the best in the field.

If you're even smaller, online services are the way to go. These services are tailored to work with all sizes of businesses, even the smallest. You don't have to give up legal responsibility just yet, and you'll be able to easily access your information online. And since the charge is usually by user, you won't be overpaying.

If you're uncertain about outsourcing everything but know you don't have the staff or experience to keep it in-house, try outsourcing only certain parts, such as payroll and benefits. You can also purchase HR software right off the shelf to support any in-house efforts.

Whatever you decide, make sure to keep your employees in the loop; they will appreciate knowing that you are seeking the most affordable solution for the business while doing your best to meet their needs.

Pricing

There are no clear-cut price ranges with HR outsourcing. The fees range greatly between services, as well as within the services. Aspects like number of employees, the options you choose to use, and even geography, will affect your overall cost.

A PEO typically charges 4 percent to 8 percent of each employee's pre-tax salary per month. The monthly range can be as little as £14 per employee to as much as £140.

A typical package with an online service, including insurance, 401(k) and workers' compensation, costs £45 to $130 per employee per month with an upfront setup fee of about £1,400.

If you think this sounds expensive, do a cost comparison of an outsourcing program you are investigating and the average salary and maintenance of an in-house HR director or staff. You might find significant savings either in money, hassle, or both.

Contracts with HR outsourcing firms will usually run a year. But you should work in a clause in which you can give 30 days' notice to break the contract if you are dissatisfied with the services or don't need the services anymore.

Should you consider outsourcing?

If you have fewer than 100 employees, the answer is yes. At this size, you often don't have the resources for an in-house HR staff, so outsourcing is just right for you. You don't have to worry about managing all the details that are so critical to HR in your business, and most small-business owners just don't have the skills and experience to do so. Remember, HR functions must be handled correctly as close to 100 percent of the time as possible; slip-ups can cause your business major problems. At Humba-HR-Consultants we have always advised anyone looking to provide such services to seek professional advice before anything, so that you know what you are exactly getting yourself into before the what-ifs.

Human Resources in Organisations.

Human Resources is defined as the division of a company/businesses’ departments that is focused on activities mainly relating to employees. These activities normally include recruiting and hiring of new employees, orientation and training of current employees, employee benefits, and retention. Formerly called personnel had some additional functions which now broadly escalate its responsibilities.

Human resources are the set of individuals who make up the workforce of an organization, business sector or an economy. "Human capital" is sometimes used synonymously with human resources, although human capital typically refers to a more narrow view; i.e., the knowledge the individuals embody and can contribute to an organization. Likewise, other terms sometimes used include "manpower", "talent", "labour", or simply "people".

The professional discipline and business function that oversees an organization's human resources is called human resource management (HRM, or simply HR). Any mix-up concerning these issues can cause major legal problems for your business, as well as major employee dissatisfaction. But small businesses often don't have the staff or the budget to properly handle the nitty-gritty/finer details of HR. Because of this, more and more small businesses are beginning to outsource their HR needs.

From the corporate vision, employees are viewed as assets to the enterprise, whose value is enhanced by development. Hence, companies will engage in a barrage of human resource management practices to capitalize on those assets. HR outsourcing services generally fall into four categories: PEOs (professional employer organization), BPOs (Business Process Outsourcing), ASPs (Application service providers) or e-services. The terms are used loosely, so a big tip is to know exactly what the outsourcing firm you're investigating offers, especially when it comes to employee liability.

A Professional Employer Organization (PEO) assumes full responsibility for your company's HR administration. It becomes a co-employer of your company's workers by taking full legal responsibility of your employees, including having the final say in hiring, firing, and the amount of money employees make. The PEO and business owner become partners, essentially, with the PEO handling all the HR aspects and the business handling all other aspects of the company.

By proper definition, a service is only a PEO when it takes legal responsibility for employees. But take note--some HR outsourcing services like to use the recognized term "PEO" when they handle the primary aspects of HR like payroll and benefits, yet don't take this legal partnership.

Business Process Outsourcing (BPO) is a broad term referring to outsourcing in all fields, not just HR. A BPO differentiates itself by either putting in new technology or applying existing technology in a new way to improve a process. Specifically in HR, a BPO would make sure a company's HR system is supported by the latest technologies, such as self-access and HR data warehousing.

Application service providers (ASPs) host software on the Web and rent it to users--some ASPs host HR software. Some are well-known packaged applications (People Soft) while others are customized HR software developed by the vendor. These software programs can manage payroll, benefits and more.

E-services are those HR services that are web-based. Both BPOs and ASPs are often referred to as e-services.

In governing human resources, three major trends are typically considered:

1. Demographics: the characteristics of a population/workforce, for example, age, gender or social class. This type of trend may have an effect in relation to pension offerings, insurance packages etc.
2. Diversity: the variation within the population/workplace. Changes in society now mean that a larger proportion of organizations are made up of "baby boomers” or older employees in comparison to thirty years ago. Advocates of "workplace diversity" advocate an employee base that is a mirror reflection of the make-up of society insofar as race, gender, sexual orientation etc.
3. Skill and qualifications: as industries move from manual to more managerial professions so does the need for more highly skilled graduates. If the market is "tight" (i.e. not enough staff for the jobs), employers must compete for employees by offering financial rewards, community investment, etc.

In regard to how individuals respond to the changes in a labour market, the following must be understood:

• Geographical spread: how far is the job from the individual? The distance to travel to work should be in line with the pay offered, and the transportation and infrastructure of the area also influence who applies for a post.
• Occupational structure: the norms and values of the different careers within an organization. Mahoney 1989 developed 3 different types of occupational structure, namely, craft (loyalty to the profession), organization career (promotion through the firm) and unstructured (lower/unskilled workers who work when needed).
• Generational difference: different age categories of employees have certain characteristics, for example, their behaviour and their expectations of the organization.

One major concern about considering people as assets or resources is that they will be discommoded and abused. Some analysis suggests that human beings are not "commodities" or "resources", but are creative and social beings in a productive enterprise.

You will find there is information on HR’s role in building organisational capability, HR leadership, improving the HR function, HR transformation, managing the HR department, HR audits and bench-marking, HR planning, shared services and HR outsourcing, HR competencies, HR managers, HR directors, HR brand and HR consultants. The department or support systems responsible for personnel sourcing and hiring, applicant tracking, skills development and tracking, benefits administration and compliance with associated government regulations; how Humba-HR-Consultants would briefly define the whole Human Resources Topic.

Ex-Offenders and Employment.

(Ex-Offenders) is defined as anyone with a record of arrest, conviction or imprisonment, and anyone who has ever been on probation or parole. At Humba-HR-Consultants we respect the skills and all other factors surrounding the offences and in the event the convictions are of a critical nature we deal with each case on its merits and not just dismiss a job application - who knows that person might actually be rehabilitated and potential big break within an organisation.

Ex-offenders, a significant and hidden group within the workforce, have been marginalised from mainstream employment and fair and responsible policies and practices are needed when employing them. You will find here information on employing people with criminal records, spent convictions and the rehabilitation of offenders.

Employers can’t turn someone down for a job just because they have been convicted of an offence if the conviction is ‘spent’.

Job applicants also don’t need to tell potential employers about spent convictions.

Convictions with a sentence of 30 months or less will become spent after a certain period of time. This period is known as a ‘rehabilitation period’. Its length depends on how severe the penalty was, exceptions are made if the job requires a criminal record check, and this shows that someone’s not suitable for a job because of a spent conviction; the employer can withdraw a job offer.

Criminal record checks in the United Kingdom are carried out by the Disclosure and Barring Service (DBS), which used to be the Criminal Records Bureau (CRB). CRB checks are now called DBS checks. More information of reintegrating ex-offenders  aimed at those wishing to raise awareness for the business case for employing ex-offenders, and those with general responsibility for recruitment and selection, can be found here - http://www.caringforexoffenders.org/ .

To help you meet this requirement the CRB has produced the following sample policy statement which can be used or adapted for this purpose.

This policy statement can also be included within your company’s Equal Opportunities policy.

Sample Policy Statement stipulated by the Criminal Records Bureau;

• As an organisation using the Criminal Records Bureau (CRB) service to assess applicants’ suitability for positions of trust, [Organisation Name] complies fully with the CRB Code of Practice and undertakes to treat all applicants for positions fairly. It undertakes not to discriminate unfairly against any subject of a CRB check on the basis of a conviction or other information revealed.

• [Organisation Name] is committed to the fair treatment of its staff, potential staff or users of its services, regardless of race, gender, religion, sexual orientation, responsibilities for dependants, age, physical/mental disability or offending background.

• We have a written policy on the recruitment of ex-offenders, which is made available to all CRB applicants at the outset of the recruitment process.

• We actively promote equality of opportunity for all with the right mix of talent, skills and potential and welcome applications from a wide range of candidates, including those with criminal records. We select all candidates for interview based on their skills, qualifications and experience.

• A CRB check is only requested after a thorough risk assessment has indicated that one is both proportionate and relevant to the position concerned. For those positions where a CRB check is required, all application forms, job adverts and recruitment briefs will contain a statement that a CRB check will be requested in the event of the individual being offered the position.

• Where a CRB check is to form part of the recruitment process, we encourage all applicants called for interview to provide details of their criminal record at an early stage in the application process. We request that this information is sent under separate, confidential cover, to a designated person within [Organisation Name] and we guarantee that this information will only be seen by those who need to see it as part of the recruitment process.

• Unless the nature of the position allows [Organisation Name] to ask questions about your entire criminal record, we only ask about ‘unspent’ convictions as defined in the Rehabilitation of Offenders Act 1974.

• We ensure that all those in [Organisation Name] who are involved in the recruitment process have been suitably trained to identify and assess the relevance and circumstances of offences. We also ensure that they have received appropriate guidance and training in the relevant legislation relating to the employment of ex-offenders, e.g. the Rehabilitation of Offenders Act 1974. 

• At interview, or in a separate discussion, we ensure that an open and measured discussion takes place on the subject of any offences or other matter that might be relevant to the position. Failure to reveal information that is directly relevant to the position sought could lead to withdrawal of an offer of employment.

• We make every subject of a CRB check aware of the existence of the CRB Code of Practice and make a copy available on request.

• We undertake to discuss any matter revealed in a CRB check with the person seeking the position before withdrawing a conditional offer of employment.

Many ex-offenders do a training course or some volunteering to learn new skills and do something positive and constructive. If you've got a recent work or learning experience to talk about at interviews it can help convince employers you've put your offences behind you. You will also make new contacts, which can increase your chances of being offered a job.

Even if you're still in prison, ask about courses and training. Make a start and don't leave it until you're released. Some prisoners can go to college, do training or study on day release. There should also be job clubs and centres with resources and staff to advise you. If you've got access to the internet you can use that to look for work. You can find out about courses and how to fund them from your jobcentre, probation officer, and support worker or by getting in touch with Next Step. Advisers can help you to decide which course would be the best one for you.

You could ask about Apprenticeships, where you learn on the job. As an apprentice you’ll be employed and receive a wage, you’ll work towards work-related qualifications, and you might be kept on by the employer at the end. There are no age limits to apprenticeships.

You can learn new skills through volunteering and get a recent reference after your conviction. It will also get you out and about, maybe among-st people who can offer you a job. Six out of ten jobs aren't advertised, so word of mouth is a good way to find a job. You can also make a good impression on potential employers first, which can encourage them to look beyond your convictions and see you as you are now.

As with most cases ex-offenders are not tailored with the same frame. Most Managers/Supervisors out there believe in second chances depending with the work environment that you work in; they are likely to give you a job on a lengthy probationary period in order to assess you before making you permanent.

There are some very serious and vulnerable jobs which include working with children and the elderly. These have to be considered and analysed at the very highest of regard because both the employee and employer might be penalised for negligence and a possible jail sentence just for overlooking these facts.