Archive for year: 2023

Overview: For this milestone, review the case study A.P. Moller-Maersk Group: Evaluating Strategic Talent Management Initiatives through page 13 (up to HRCustomer Initiative at Maersk) and the job posting for a Customer Service – CARE Business Partner. View the SHRM PowerPoint presentation and its note pages: Unit 6: Training Methods, Experiential Learning and Technology. Using the material on needs assessment and training strategies provided in this week’s lesson and the case study, in a short paper you should:  Illustrate the value of a training needs assessment in an organization in general, supporting your response.  Describe the components of a needs assessment used to determine the training requirements of a Customer Service – CARE Business Partner at Maersk.  Describe the importance of creating Specific, Measurable, Achievable, Realistic, and Time-oriented (SMART) objectives for a training plan.  Explain the importance of developing learning activities for a Maersk Customer Service – CARE Business Partner training program.  Describe how you would incorporate adult learning principles and methods of experiential learning from this course into the Maersk Customer Service – CARE Business Partner training program. Guidelines for Submission: Your submission should be 2–3 pages in length and double-spaced using 12-point Times New Roman font. Be sure to list your references at the end of your paper.

 

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Tutor Support session

Vanesa Serafini

5EML

Employment Law

Agenda

Overview of unit

Activities & Criteria explained

Format & Submission

Questions

Explain 3 objectives of Employment Law

Social justice, employee protection, fairness, justice, implementation of government policy and / or commitment with international legal obligations (think EU), etc

Activity 1

1.1 Explain the aims and objectives of employment regulation

It is advisable that you:

Use three separate headings and paragraphs.

Select three from the list above

3

Explain how employment law is enforced by the courts

from the tribunal claim all the way through the courts up to the highest court (ECJ)

You could use a flowchart to illustrate the journey of an employment tribunal claim through the courts, with a narrative to explain what happens at each stage

Activity 2

1.2 Describe the role played by the tribunal and courts system in enforcing employment law

Make sure you explain the stages in your own words and do not leave a flow-chart or a graphic that you have found to answer the criterion point.

4

Identify and explain 2 recognised alternative ways of resolving disputes outside the courts (see below table)

Explain their purpose, 2 advantages and 2 disadvantages

You could Explain the role of ACAS

Activity 3

1.3 Explain how cases are settled before and during formal legal proceedings

Dispute resolution method Purpose Advantage Disadvantages
Mediation
Conciliation
5

Explain the legal principles of the Equality Act in relation to recruitment, selection and employment (three separate paragraphs is recommended)

Explain 2 types of discrimination direct, indirect, by association, etc

You must Refer to the Equality Act 2010 throughout

You could discuss examples of consequences of non-compliance

tribunal, hinder organisation’s reputation, impact on employer of choice

Activity 4

2.1 Identify the main principles of discrimination law in recruitment and selection and in employment (all 3)

6

Explain (not just list) all 4 elements of a valid contract

offer, acceptance, consideration, intention to create legal relations

https://www.wrighthassall.co.uk/knowledge-base/an-enforceable-contract-the-key-elements

Discuss the difference between express and implied terms

Outline 5 of the mandatory express terms a contract must contain

salary, starting date, hours of work, etc

Activity 5

2.2 Explain how contracts of employment are established

7

Begin with a brief explanation of what triggers reorganisation and a need of change of contract (recession, expansion, relocation, merger, etc)

Define flexibility clauses and explain their purpose

Mention that they are a key feature of a lawful contractual change

Discuss two alternative ways an organisation has to change contracts in the absence of flexibility clauses and the steps involved

agreement, dismissal and re-engagement, forcing the change, etc

You could describe their potential consequences for the organisation

potential tribunal claims, disgruntled employees, low morale / productivity, etc

Activity 6

3.1 Describe when and how contracts can be changed lawfully

8

Identify the law relating to redundancy (Employment Rights Act 1996, Trade Union and Labour Relations Consolidation Act 1992)

Briefly explain the above law’s objectives: for example, what rights do they confer on employees? What obligations on employers?

Outline and explain all steps for a lawful redundancy (ACAS)

Briefly discuss the consequences for the organisation of not following these steps tribunal claims, negative impact on morale, staff turnover, etc

You may wish to explore the ACAS website for this section.

Activity 7

3.2 Explain the main requirements of redundancy law

9

Identify what pieces of legislation regulate TUPE

TUPE Act, ERA 1996, TULRCA 1992 etc

Explain the objectives of the legislation in this area i.e protection of the rights of employees

You could include a brief explanation of the situations where TUPE applies i.e. when transferring to a new employer under TUPE

Outline and describe the full process an organisation should follow for a successful TUPE transfer (ACAS)

DO NOT LEAVE A REFERENCED FLOWCHART TO ANSWER THE QUESTION

Activity 8

3.3 Explain the main requirements of the law on business transfers

10

Identify and explain these 3 categories of rights with one example of each, illustrate with statute or case law

Category Example + Relevant statute / case law
Pay Equal pay (Equality Act 2010) National Minimum Wage (National Minimum Wage Act 1998)
Leave Annual leave(Working time regulations 1998)
Working time Rest periods (Health and Safety Act 1972)
4.1 Identify the major statutory rights employees have regarding of pay, leave and working time (all 3)

Activity 9

11

You must refer to the Equality Act 2010

Identify and explain the law relevant to equal pay AND gender pay reporting

4.2 Explain the major requirements of equal pay law

Activity 10

12

Identify and explain relevant pieces of legislation (minimum of 2 OVERALL) relating to all 3 rights:

Maternity

Paternity and

Family friendly rights

You could include: What is the objective of the legislation? What does it cover / protect?

4.3 Explain major maternity, paternity and other family-friendly employment rights (all 3)

Activity 11

13

Identify the principles of health and safety law and employee health and well-being;

You must make reference to the HASAWA 1974, and could include:

What are the employers’ duties under the Act?

the relationships between line managers and employees

whether employees are involved in organisational issues and decisions

job design

availability and acceptability of flexible working

awareness of occupational health issues.

5.1 Identify the major requirements of health and safety law

Activity 12

14

Explain the concept of the duty of trust and confidence cooperation, fidelity, respect, fair treatment, etc

Identify whether it is an express or implied term of the employment contract

Identify the consequences of breach, for example, the employee may resign and claim constructive dismissal, low morale, legal fees involved, etc

Describe briefly how the organisation AND the individual can resolve issues which may amount to a breach of this term

organisation => promote open communication, address allegations straight away, up to date and fair policies.

employee => follow grievance procedure if an issue arises, cooperate with employer

Explain the concept of constructive dismissal is (ACAS)

5.2 Explain the significance of implied duties regarding the management of employees at work

Activity 13

15

Briefly explain the concept of freedom of association and how it is protected by law

Human Rights Act 1998, article 11

In your own words briefly Summarise article 11 (of the Human Rights Act 1998)

Mention the rights of employees to join, or not join, Trade Unions

What are the employees’ rights, what are the consequences for the organisation if the right is not respected? What can the organisation do?

5.3 Explain the principles of the law on freedom of association

Activity 14

16

Distinguish between capability and misconduct issues (ACAS)

Outline and explain the process to be followed when addressing misconduct

(from suspension all the way through appeals)

Outline and explain the process to be followed when addressing capability (improvement note, coaching and mentoring, training, performance appraisals, action short of dismissal (a last resort))

Outline all 5 fair reasons for dismissal and the relevant legislation ERA 1996

You could refer to the ACAS Code of Practice and provide an explanation of when summary dismissal is and is not lawfyl.

6.1 Explain the main requirements of unfair dismissal law in respect of capability and misconduct issues

Activity 15

17

Explain the importance of the right to be accompanied

Explain who can be a companion

Explain the role of the accompanying person – what are they allowed to do? What can they not do?

6.2 Explain the scope of the right for employees to be accompanied at serious discipline and grievance hearings

Activity 16

18

Do’s and don’ts

All concepts and explanations must be in your own words and referenced if secondary sources were used. Do not use direct quotes.

4500 words +/-10%

Make sure you are thorough

Illustrate with examples of your organisation or one you know well

Reference legislation, write the full name of the act and the year

Don’t leave it until the last minute, it is a long assignment!

Format & Submission

Word document with headings and subheadings of each assessment criterion you are addressing

Arial size 12 preferred. Single line spacing

Keep the number of documents to a minimum

Diagrams and Tables should be numbered e.g.; (fig 1)

Explain Appendices in your narrative

Use Reference guides and tools

A Bibliography is to show your wider reading

20

“I will gather feedback from the forums and the assessment questions, to develop the student led tutor support sessions”

04/08/20 at 1PM and 7PM (UK Local Time) 2nd tutor support session

Cohort Café – date TBC

16/08/20 midnight – 5EML assignment submission deadline

13/09/20 midnight – 5EML assignment Resubmission deadline

21

Q & A?

Thank you

 

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Julia’s Food Booth Case Problem

 

Julia Robertson is a senior at Tech, and she’s investigating different ways to finance her final year at school.  She is considering leasing a food booth outside the Tech stadium at home football games.  Tech sells out every home game, and Julia knows, from attending the games herself, that everyone eats a lot of food.  She has to pay $1,000 per game for a booth, and the booths are not very large.  Vendors can sell either food or drinks on Tech property, but not both.  Only the Tech athletic department concession stands can sell both inside the stadium.  She thinks slices of cheese pizza, hot dogs, and barbecue sandwiches are the most popular food items among fans and so these are the items she would sell.

 

Most food items are sold during the hour before the game starts and during half time; thus it will not be possible for Julia to prepare the food while she is selling it.  She must prepare the food ahead of time and then store it in a warming oven.  For $600 she can lease a warming oven for the six-game home season.  The oven has 16 shelves, and each shelf is 3 feet by 4 feet.  She plans to fill the oven with the three food items before the game and then again before half time.

 

Julia has negotiated with a local pizza delivery company to deliver 14-inch cheese pizzas twice each game-2 hours before the game and right after the opening kickoff.  Each pizza will cost her $6 and will include 8 slices.  She estimates it will cost her $0.45 for each hot dog and $0.90 for each barbecue sandwich if she makes the barbecue herself the night before.  She measured a hot dog and found it takes up about 16 square inches of space, whereas a barbecue sandwich takes up about 25 square inches.  She plans to sell a slice of pizza and a hot dog for $1.50 apiece and a barbecue sandwich for $2.25.  She has $1,500 in cash available to purchase and prepare the food items for the first home game, for the remaining five games she will purchase her ingredients with money she has made from the previous game.

 

Julia has talked to some students and vendors who have sold food at previous football games at Tech as well as at other universities.  From this she has discovered that she can expect to sell at least as many slices of pizza as hot dogs and barbecue sandwiches combined.  She also anticipates that she will probably sell at least twice as many hot dogs as barbecue sandwiches.  She believes that she will sell everything she can stock and develop a customer base for the season if she follows these general guidelines for demand.

 

If Julia clears at least $1,000 in profit for each game after paying all her expenses, she believes it will be worth leasing the booth.

Instructions

Address each of the issues A-D according to the instructions given.

(A)  Formulate and solve a Linear Programming Model for this case.

(B)  Evaluate the prospect of borrowing money before the first game.

(C)  Evaluate the prospect of paying a friend $100/game to assist.

(D)  Analyze the impact of uncertainties on the model.

 

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Discussion 1:

Question:

What labor markets should be considered when recruiting to fill an opening for a housekeeping staff at a local hospital? What labor markets should be considered for staffing the chief surgeon for the local hospital?

Considerations in staffing a housekeeping staff and chief surgeon are different due to differences in duties. Education is an important element in recruiting housekeeping staff but not as important as the skills. Housekeeping is not just cleaning the rooms and ensuring the “house is clean and orderly.” It requires customer-service skills since the housekeeping staff would relate with the patients at some level. Therefore, concentrating on the skills is important to get the right housekeeping staff (Ekwoaba, Ikeije & Ufoma, 2015). Additionally, the experience is also an important element to save time and cost of training housekeeping staff new to the housekeeping role. Recruiting housekeepers with at least two years of experience would ensure the hospital get staff with experience in the housekeeping role. Consideration for hiring a chief-surgeon include the level of education and experience. A chief surgeon is the leader of all surgery-related matters and thus need to have exceptional education level, skills, and experience. The duties of a chief surgeon necessitate concentrating on the education level, skills, and years of experience when recruiting (Mathis, Jackson, Valentine & Meglich, 2016). As compared to recruiting housekeeping staff, recruitment of chief surgeon requires thoroughness to ensure quality recruitment to ensure effective and efficiency in a handling surgery-rated matters in the hospital.

Discussion 2:

Question:

What labor markets should be considered when recruiting to fill an opening for a housekeeping staff at a local hospital? What labor markets should be considered for staffing the chief surgeon for the local hospital?

In human resource management,  recruitment is the process of finding and hiring the best and most qualified candidate for a job opening, in a timely and cost-effective manner (Martin).  Hiring the housekeeping staff would be a lot easier then the chief surgeon because they do not require as much skill or educational requirements.  Working at a hospital is still different then housekeeping at say a hotel, but I would just make sure the applicants knew it was a hospital and there may be more patience or time required.  I would go to a local job fair and try and find college kids who are still in school and maybe pay them a little bit more than other people so I can find good candidates that have hopes of moving up once they graduated.  Recruiting is a little tougher now than it used to be because the applicant pool is so rich with people.  Out of 800 recruiters, 74 percent of them said that hiring will become more competitive this year (Maurer).  That being said hiring the chief surgeon, I would make sure it was a highly skilled and educated person with great surgeon experience.  It will be harder and more time consuming to find the right candidate because the skill level and educational experience is so much higher than the housekeeping staff.  The chief surgeon is also responsible for hiring and recruiting people to his/her surgical staff so I would make sure the person has experience in the hiring and recruiting area.  As a member of HR I would work directly with the surgeon to help him/her find the best possible candidates for their staff.

 

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