Level 3:
Diploma in Business & Management
Module 5:
Managing People in Organisations
Code:
Credits:
GLH:
20
120
H/508/3604
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Signature:
 Merit
 Distinction
Signature:
Date:
20yy/mm/dd
Date:
20yy/mm/dd
Task 1:
LO 1: Understand key elements of the recruitment and selection process.
On the 10th of May you receive a message from Anna: Due to recent staff
resignations and hotel expansion in South East Asia we need to recruit new staff.
1 Task 1 relates to LO #1.
TO PASS:
1.1
In your folder explain the recruitment methods and processes used by
organisations. This will give you a useful background to the range which can
be used by Interglobal.
There are 5 common recruitment methods that businesses use, namely:
1. Advertising: Advertising is when the business makes use of job posts, the
business makes a post (advertisement) for a job opportunity, naming the
requirements that the candidate should have, their experiences, what the job
consists of and offers the candidate and the annual pay that the candidate will
receive. The job posts are likely placed in newspapers, magazines but mostly
online such as the company’s social media sites.
For example:
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https://adbuilder.io/blog/attracting-staff/job-advert-example/
2. Recruitment agencies: Instead of the business creating an advertisement on their
own, they use an advertising company to attract a certain number of candidates,
also through the internet or magazines.
For example: Creation Wines do not have the sources to make a job
advertisement, so they give the task over to Hermanus Personnel, a requirement
agency based in Hermanus. Creation Wines will pay Hermanus Personnel the
required fee for the task, and provide them with the job related information that
they want in the job advertisement such as the job description, candidate
requirements, the salary, and job requirements.
3. Internet recruitment sites: Internet recruitment sites are online hubs for
businesses and candidates. The business can create an account on the site and
advertise a job, specifying what they are looking for, and multiple candidates that
also have accounts on the site can apply for the job is they have the right
requirements.
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For example: LinkedIn is an internet recruitment site where businesses can create
profiles where they advertise jobs, and individual people can have profiles as well
to apply for jobs.
4. Head hunters: Head hunters are recruitment agencies for high job posts such as
chairman etc. The agency chooses suitable candidates and present them to
businesses that are looking for new staff.
For example: A business might recruit a highly skilled recruiter that works
seperately from a recruitment agency to find someone that meets the specific
requirements for a high level job role such as an executive.
5. Internal recruiting: Internal recruiting is setting up job posts inside of the
organisations, open to everyone already working for the business, for most
businesses internal recruiting is compulsory whilst recruiting externally.
For example: Internal recruitment should always be done before external
requirements to find out if there isn’t already a skilled candidate for the job. The
business might advertise the job post within the company, or offer the job post to
candidates that fit the job role, this will offer promotions within the business and
allow more efficiency.
Recruitment Specifications: In order to make a job post, the business writes the
job specifications, namely the annual pay, the level of the job, the requirements to
be able to apply to the job, the candidates experiences in the field, the work
environment and the demands that the job will require of the candidate.
For example: Candidate requirements: -Wine Sommelier Diploma
- South African Wine Level 1-3
- A passion for wine.
- 2-5 years experience in working as a sommelier.
- Outgoing and willing personality.
- Positive and helpful attitude.
- Drivers licence and own transport.
Candidate specifications: The business then specifies the person requirements,
meaning the level of education and work experience they should have, their
personal characteristics, their skills and physical capabilities.
After the business has chosen suitable candidates, the business then interviews
the candidates personally to experience the candidate and to ask more questions.
The business looks at how the candidate presents themselves and their person
skills. The candidate then does tests and assessments to test their capabilities in
working in the specified environment.
For example: Candidate requirements: -Wine Sommelier Diploma
- South African Wine Level 1-3
- A passion for wine.
- 2-5 years experience in working as a sommelier.
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-
Outgoing and willing personality.
Positive and helpful attitude.
Drivers licence and own transport.
1.2
Prepare a job description and person specification for a specified job relevant
to Interglobal.
Job description:
Wine Sommelier – Creation Wines
Job title: Junior Wine Sommelier
Location: Creation Wines, Hemel en Aarde
Terms: Full time. Contract.
Salary/Rate: R25,000 p/m incl commissions.
Requirements: Wine Sommelier Diploma, South Africa Wine Level 1-3
About us: Excellent, sleek winery situated in the Hemel-enAarde valley, with
beautiful mountain views, excellent wine and food pairings.
About the role: We are looking for a well-qualified Junior Wine sommelier, who can
work with clients, presenting wine tastings and food pairings on a daily basis. A
well rounded knowledge in wine and wine parings.
Responsibilities: -
Presenting Wine tastings
Presenting Food pairings
Engage with the guests, enthuse them about our wines.
Encourage guests to broaden their wine preferences, to try
new wines.
- Training new sommeliers
- Helping with management
Candidate requirements: -Wine Sommelier Diploma
- South African Wine Level 1-3
- A passion for wine.
- 2-5 years experience in working as a sommelier.
- Outgoing and willing personality.
- Positive and helpful attitude.
- Drivers licence and own transport.
1.3
Produce some guidelines for interviewers to ensure they carry out best
practice before, during and after the interview process.
The Interview Process:
1. Presentation : The candidate has a face to face meeting with the person of the
Creation Winery responsible for recruiting candidates. This can be done in person,
or digitally via FaceTime, Zoom or WhatsApp video call. The interviewer will
observe how the candidate can present themselves, their manner and speech. The
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interviewer will also ask more specific questions about the candidate, and see if
they will be an advantage to the winery and fit the job description. The interviewer
will look at the candidate’s presentation skills, how accurately they can answer
questions and how business appropriate they are.
2. Psychometric Tests: After Creation is satisfied with the presentation, the
interviewer will ask the candidate to complete some questionnaires, known as
psychometric tests. The psychometric tests consist of questions such as: Cognitive
ability (the candidates skills and intelligence) Personal traits (the candidates
behavior, values, interests and attitude) Mental Health Status ( to know whether
the candidate has any disorders or conditions, however the candidate may
sometimes decide to withhold their mental health history)
The purpose of a psychometric test is to have a closer knowledge of what the
candidate is strong and weak in. To compare candidates with each other without
bias using the data they have obtained through the test.
3. Assessment Centre: An assessment centre is controlled by people with a special
knowledge about recruiting and candidate workplace skills. The assessment
centres involves having candidates work together to complete assessments,
challenges and tasks, such as: testing leadership and teamwork capabilities,
puzzles and emergencies, thinking skills and on pressure decision making skills.
The purpose of an assessment centre is to ensure that a candidate, without bias,
has the right skills and personal attributes for the job role.
4. Graphology assessment: A graphology assessment assesses the candidates
handwriting through a qualified graphologist, however, it is more than just the
handwriting; the graphology uses handwriting patterns to asses the person’s
personality traits. They study the strokes of the person’s handwriting to determine
their personality. Graphology looks at the spacing, pen pressure, margins and size
of the letters.
5. Recruitment through advertising: All job posts have a deadline, to provide a
structure and to give the recruitment teams a heads up and when to expect certain
processes. Recruitments usually ask for a candidate to fill in an application form or
hand in a Curriculum Vitae (CV).
6. Sorting Applications:
6.1. Receiving the applications: The recruitment teams go thoroughly through the
applications or cv’s of the candidates, and measure them to the job standards
and what they are looking for, to see which candidates meet the requirements
of the job, and which suit more than the requirements. If the candidate has the
necessary skills, backgrounds, experience, education and qualifications.
6.2. Go through the applications: the recruitment teams divide the applications
into three parts, namely the candidates with the best applications (to interview
them first) the second section is the candidates that should be interviewed if the
first section has no suitable candidate and the thirst part is the candidate who
do not meet the job requirements and are to be rejected.
6.3. Short-list: Short-list is a list that consists of questions involving where the
interview will be held, how they will be held, when they will be held and who will
hold the interviews.
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Interview Planning: Interview planning is the same as the short list, consisting of when
the interview will take place, where the interview will take place and who will hold the
interview. The recruitment team plans the time and place of the interview and choose
suitable interviewers who are in the position to choose candidates. And whether one or
more people should hold the interview. It is the responsibility of the team to choose a
location that is proffesional, quiet and private.
EXTENSION ACTIVITIES :
1 M1: Describe the difference between direct and indirect discrimination.
[Type here]
1 D1: Evaluate the effect of legislation on the recruitment and selection process.
[Type here]
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Task 2:
LO 2: Know how organisations carry out performance management
The 15th of May: Anna has now returned from her trip and is keen to further
develop your understanding of HR processes:
2 Task 2 relates to LO #2.
TO PASS:
Anna asks you to prepare detailed notes which:
2.1 Describe each stage of the seven-step process for managing performance.
1. Set Standard: Setting standards is to benefit you and the employee. The standards
are what you want them to do, and what you not want them to do. And to what
level you want them to do it. This gives the employee a main guideline to work
from, and to work towards. They won’t have to guess what you want them to do,
and do it wrongly. However,it is important for you to explain the standard in detail
to them.
2. Explain Standard: When the standard is set, and the employee knows to what
standard to work at, you should then explain to them the standard. An in depth
discussion of what you want them to do, and how they should do it and to what
level. It is also important to tell them what they should not do. Add the little details.
For example: You hired a garden boy, the standards are that they should clean the
garden and plant rose bushes. You explain the standard to them, you say that they
should only remove weeds and leaves that are laying around, trim the overflowing
plants and they should plant the rose bushes next to the olive tree in a row, a
meter apart from each other. After all this is done, the garden boy should water all
the plants and call the employee when he is done. This gives the garden boy
clarity of what he should do and it makes his job easy and without mistakes.
However, sometimes employees listen only half to what you say, which makes it
important to observe them now and then, and correct them when they are doing
something the wrong way
3. Observe process: Every now and then, you should check up on their work and
remind them of the standards. This way you can prevent them from making a
mistake and keep them on the right path. You should check if the employee is
doing fine, and that it is not an overloading job for them. Look into specific details
and see to it that they are not struggling in certain areas, maybe with managing
their time or have a lack in skill in what they are doing. It is important for you to
give them a time at which they should be done with the job, dependant of the job,
for example: if it is a garden boy, it is acceptable to tell him that the job should be
done by a certain time, however, if it is a customer service employee, it is not
necessary for a time of completion since it is a full time job.
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4. Provide feedback: Deliver feedback of the job they aware doing after observing
their work closely, if they are not doing something up to standard or in time, you
should think about how you are going to deal with the problem and tell them
politely what they are doing wrong and how you expect them to do it.
5. Observe progress: After providing feedback you can let them resume and from
time to time check up on them and see if they are doing better after giving them
feedback. Remember to not watch over them all of the time, it can make them
stressed, but also remember that it is still important to observe the progress again
and to not assume that it is not necessary and that the employee will do the job
better after receiving feedback.
6. Review progress: Review process, also know as performance review and
appraisal. This is a step that always takes place in a business, it is true time to
review what the employee has done and what they should do in the future.
Companies have a review process with employees sometimes every 9 months.
However it can differ from business to business. You give the employee feedback
of what they can improve on, appraise them for what they have done well and
comment on areas where they have done exceptionally well to motive them for the
future. This is a time for employees as well to comment on areas where the
standard was too high for them, or areas where they have struggled and any job
related requests.
7. Deal with problems/reward: It is important to show the employee that you
recognise their hard work and applaud them for it. You can think about suitable
rewards such as a bonus pay or a promotion, dependant on the job. This it the
time to inform them if they have done anything wrong if there was anything.
Depending on the severity of the problem, you should consider solutions such as
extra training, moving them to a different job or send them to counselling after
checking their past working record.
2.2 Explain why standards are necessary for performance management. Anna has
specifically requested that you use examples here as this will help you to know how
standards can be used.
Standards are something that you set up to know what to expect of someone, and to
know when they are failing you. Standards are important for performance management to
ensure that the person knows what you expect of them, you can measure their work to
your needs and inform them when they are not doing a satisfactory job.
The person can inform the employee what they expect of them, what they must do and
what they must not do. Setting standards encourages and motivates an employee when
they know they are doing their job correctly and up to the standards that you have set up
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for them. Setting standards gives employees direction and ensures improved efficiency
when they know to what standard they have to do a task.
Example: An employee is responsible for packing tea boxes. The standard that you gave
them was to fold the tea boxes according to their instruction manual, stick the company
label on the boxes exactly 2cm below the top fold and 2cm from the sides of the box.
They have to pack 20 packets of tea into a box, and only pack tea bags that have their
strings perfectly stitched on. They have 2 hours to fill 50 boxes of tea. A lunch break is
provided after one hour for 15 minutes. While they are working, they must not do anything
else but pack the tea boxes. This way the employee will know what they must do and how
long it will take them and what not to do. A job is easier when the standards are clearly
explained.
EXTENSION ACTIVITIES :
2 M1: Explain performance management and the benefits to employees, managers,
and organisations like Interglobal.
[Type here]
2 D1: Design an appraisal process including examples of the documentation which
will be used.
[Type here]
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Task 3:
LO 3: Know how organisations develop people.
The 30th of May: you receive the following positive email from Anna. Well done your
work is meeting the standards I have set for you. Given the new staff and existing
personnel, we need to know how to develop these people. I want you to be
involved in this work. so please add to your file of detailed notes.
3 Task 3 relates to LO #3.
TO PASS:
3.1 The 1st section: Explain the difference between training, coaching, mentoring,
and counselling.
Training involves people to learn new skills and develop their existing skills in a specific
area. In a business workspace, training might involve with the person learning small work
related skills such as working the computer, driving the work truck or how to print
documents. Developing existing skills in a workplace involves the area they are working
in for example: if someone is working in the accounting department, they might learn to
work Microsoft excel better. Training has a specific timeline and a concrete aim. Coaching
involves someone with higher skills and more experience in a specific area to help and
give advice to someone with less skills and experience in the process of the person with
less skill and experience will observe the person with higher skill in their workplace in a
short time structured manner. Coaching is a collaborative process, while training is not.
Training has a start and an end and the training comes from one side. Coaching is more
of an observing process whereas training is mainly advice and information given unto the
person.
Mentoring is a long and open term process where someone with higher skills gives advice
to someone with lower skills. The mentor gives advice, informally, based on their own
experiences in the work place. Mentoring has no specific end date and go a long way
towards development, while coaching has more of a formal structure.
Counselling focuses on emotional development and emotional skills. Counselling is
formal and it follows a medical structure, it has certain time periods where it takes place
and the counsellor and the employee’s personal lives don’t overlap whereas with
coaching it sometimes does, the coach and the employee might develop a personal
connection. Coaching focuses on work based skills in a specific area whereas counselling
mainly focuses on emotional and personal skills and development. Everything in
counselling is private, and by law the counsellor is not permitted to share information
about the employee, whereas coaching has no such rule.
3.2 Describe what is meant by the learning cycle.
The learning cycle involves someone being exposed to knowledge and going through a
process in which they acquire the knowledge in which they can utilise what they have
acquired. The learning cycle has stages through which the person goes, these stages
include the person experiencing the knowledge or skill, reflecting what they have
experienced, thinking, and acting on what they have learned.
The four stages of the learning cycle are:
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1. Concrete experience (Feeling): Concrete experience is the first stage of the
learning cycle, at this beginning stage the learner would act more on feelings and
personal involvement rather than logical approaches and other’s point of view.
2. Reflective observation:
3.3 Describe a range of psychometric tests and describe how we could use them.
We can use psychometric test to gain knowledge about several traits about ourselves.
Such as:
Personality: Personality tests, test your personality characteristics, traits, strengths and
weaknesses such as intuition, intelligence, emotional stability, extrovercy, introvercy,
thought, judgement, perceptions and feelings. To test your personality, a criterionreferenced asses,ent is used, which consist of a number of questions and answers such
as “agree and disagree”. Your answers are then compared to other people who took the
same test called the “norm”.
Interests: An interest test calculates someone’s interests in certain areas such as artistic,
mathematical, scientific etc.
Values: A value test calculates a person’s ambitions, morals, independence, ambition etc.
We can use psychometric tests to see whether someone is fit for a certain job,a job
position, leadership or what their career direction should be.
EXTENSION ACTIVITIES :
3 M1: Describe different opportunities which organisations like Interglobal use to
develop employees. Anna has specifically asked you to illustrate your notes with
examples.
[Type here]
3 M2: In addition, Anna has asked you to choose some different scenarios and
explain the support you would give to individuals in these cases.
[Type here]
3 D1: Evaluate the benefits of training, counselling, mentoring and coaching to
individuals and organisations.
[Type here]
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Task 4:
LO 4: Know how to ensure employee training is effective.
Anna has called a meeting of the team of staff in the HR department at head office
which will take place on June 25th. The purpose of the meeting is to ensure
colleagues know how to ensure employee training is effective. Anna has been
unexpectedly called away to deal with a personnel issue in a hotel in Paris. You
receive an email about work she wishes you to draft for her:
4 Task 4 relates to LO #4.
TO PASS:
Prepare a presentation which:
4.1 Explains the key elements of a Learning Organisation.
Open culture: An open culture allows the employees of the business to share their
information with one another, be open about their mistakes and help each other find ways
to practice and improve their skills. As well as being open to criticism in order to improve.
For a business to have an open culture, the employees and leaders must be more
personal and human, in order to co-operate, learn and improve together.
Feedback loops: Feedback loops asks everyone their opinion and criticism, from lower
employees, to customers and even managers. The business then reflects together on
what they have learned and observed from their mistakes.
Personal mastery: The business supports each individual’s personal growth and
development. For them to be the best in what they do. It is the manager’s job to recognise
every individual in the business’s personal skills and put the place together.
Intelligent fast failure: Minimum viable product is a product created with the core
functions and needs that a business creates instead of making a paper concept. The
prototype is then presented to customers to gain their opinion about it, that way it is
easier for the business to I,prove the product or change it through immediate failure or
success, thus they gain information the fastest on how to improve.
Best practices: The business observes other companies strategies and practices and
then steal and adapt that practice, to rise above the rest.
Common vision: it is important for all the members of a business to share the same
vision and be on the same page about the goal, thus it gives clarity to employees on the
importance of their personal job, and create a connected thinking space which creates
better products.
4.2 Describes the elements of the training cycle.
1. Training needs analysis: This is the first stage of the training cycle and it is
where the business needs to analyse the workplace and find out which employees
need training. It might be new employees that have not been working for the
business long, hence they need training in how to do their specific job
appropriately according to the business standards. Or it is employees that are
looking to do something new out of their specific field that need training in the new
skills.
2. Training designs: The business now has to plan the training. They should plan
what skills they will be training and what is needed for the training. How long the
training will endure, meaning the start and the end date. The business will then
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decide who is equipped to give the training to the employees, if they have the
required skills and experience for the training. The business will decide where the
training will take place, for example at the business building.
3. Training materials development plan: This is where the business gathers the
necessary materials to give the training, equip the location to be suitable for the
training, and finally advertise the training within the business. The company. Ishtar
create handouts and put them up in the workplace, or put up an advertisement on
the company website to gain attention to the training program.
4. Training delivery: The business has done all the previous steps and now started
the training with the candidates.
5. Training evaluation: After the training has finished, the business will analyse
whether the candidates have fully understood the training and took it in as useful
skills. Gain information about what the candidates opinions are about the course.
And most importantly if the business can see that the candidates are using the
skills that they have learned in the workplace.
Produce a handout for colleagues at the meeting which:
4.3 Explains the characteristics of effective training courses.
Interesting content: It is important to make the content of the course interesting for the
learners. It will make it easier for them to store the information when it interests them, and
motivate them to learn the course. If the information is not interesting the learners will get
bored and just learn the course to get it over with and forget the information later.
Easy to understand: It’s important that the business makes the information easy to
understand for the candidates. It is easier to learn and positively intake information if the
information is simplified. Candidates will become frustrated and lose interest if the
information is too complicated to learn.
Collaborative: It makes the learning fun and easier when the candidates are allowed to
work in teams. Working in teams creates an creative environment for the candidates to
share their views and ideas, working in teams also makes it easier for candidates to stay
on the right path, because if they feel uncertain about something, they can ask their
teammates for help.
Personalised: It creates a better understanding environment when the information is
specifically aimed to the candidate’s skills and potential. When the information is
specifically made for them, it creates more interest and a willingness to learn.
Interdisciplinary: A course that touches more than one skill subject, allows the
candidates to learn more skills different to their assigned work field, which allows the
candidates to become more wise and capable in the company with skills not just for their
job title.
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EXTENSION ACTIVITIES :
4 M1: Explain the purpose of a training needs analysis and how this is carried out.
[Type here]
4 M2: Names 3 different training methods and describes their advantages and
disadvantages.
[Type here]
4 D1: Produce the learning objectives for a training course for Receptionist to
improve their interaction with hotel guests.
[Type here]
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Task 5:
LO 5: Review own personal effectiveness.
Anna has set up a meeting with you on July 15th: to assess your progress in the
role to date. She has informed you that in the meeting she will focus on your
learning styles and time management. You decide to produce a document that will
be presented to Anna at the meeting and used to inform the discussions:
5 Task 5 relates to LO #5.
TO PASS: In the document you should:
5.1 Identify your preferred learning styles.
My preferred learning style is the Activist learning style. I learn best from experiencing
something first hand, and in real life. I’m very open minded and unbiased when it comes
to problem solving and solutions, which is why I am open to working in a team and
brainstorm solutions to a problem together. I like being in pressuring situations, it makes
me more creative and come up with solutions easier.
5.2 Assess own time management skills.
Planning: In the beginning of the week I create a time management plan for the week
and assign objectives to specific time slots. This helps me to stay on schedule and
complete my objectives for the week. For example: Everyday at 10:00am I have to
complete three questions from my business module. At 12:00 I gym until 13:30.
Prioritisation: I prioritise objectives that are more important and urgent than others that I
do them first and that I have enough time for it. For example: I must complete Module 1 of
my business course before Friday, which is why I create a big time slot for working on
Module 1 and time that I have left I use for smaller, less important objectives.
Setting boundaries: I decide that after 6 total hours of work a day I can rest or do a fun
activity or hang out with friends. If I did not do 6 total hours of work, I have to complete my
important objectives before doing things for fun.
EXTENSION ACTIVITIES :
5 M1: Set yourself SMART personal and work-related goals.
[Type here]
5 M2: Produce evidence that shows that you have used techniques to prioritise
your own workload.
[Type here]
5 D1: Devise solutions for handling non-productive time-wasting activities.
[Type here]
5 D2: Produce evidence to show that you have used a range of tools and
techniques to develop your own creativity at work. This could include evidence
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from any of the assignments you have completed for this qualification or from
other personal or work activities.
[Type here]
TO PASS: The progress meeting went well. Anna has set two action points for you
to complete following the meeting
5.3 Describe the behaviours of people who are confident, lacking in confidence,
and over-confident.
Confident: A confident person has trust in themselves that they can accomplish things
which their abilities allow. They trust in themselves to push through difficult times and
difficult decisions, as well as trust in others to help them, but enough trust in themselves
to do it alone if other people are not helping. A confident people is able to talk to new
people easily and express themselves fully, they are good in working in teams and share
their ideas and opinions with the team. However, confident people know their limits and
not to become full of themselves and bring other people or themselves down. Confident
people listen to other people’s advice and ideas fairly and find worth in them.
Lacking in confidence: People who lack confidence struggle to talk to new people and
share their ideas with the team and express themselves. They often let other people take
the lead and follow their ideas even if their own might have been better, they lack the selfconfidence to share their ideas. They do not trust enough in themselves to accomplish
things and have a disbelief in their own abilities and their possibilities, as well as a
struggle to help others.
Over-confidence: Over confident people are too full of themselves and forget to think
realisticly about things. They forget the capabilities of their abilities and skills, and fail to
do things because of their stubbornness. Over confident people don’t take advice and
ideas from other people because they think that their ideas and their ways are the best,
this behaviour can bring other people down and result to failure in objectives and long
term goals. This person will not succeed forwards but will stay in the same place or go
backwards even.
5.4 Explain the goal-setting process and the difference between long-term and
short-term goals.
Goals help you to determine what you want, and how you’re going to achieve it. Goals
are important because it can be personal or in a workplace, it helps you keep focus and
maintain direction of your goal, goals enforces growth within an individual or the
workplace. Goals demands you to take action and inspires you to do more.
Setting SMART goals: SMART goals ensure that a goal is meaningful and worth
pursueing. It helps you to prevent wasting time on goals that will lead to nowhere, and
focus on goals that are meaningful and productive. The abbreviation for SMART is:
-Simple: Simplifying a goal makes it clear what the objective is and lets you know exactly
what you want to achieve. You can simplify a goal by taking away all the unnecessary
objectives and mainly focus on one important objective that you want to achieve.
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-Measureable: This works as a guideline for you to measure whether you have achieved
the thing you wanted to or not. If you have achieved the goal you set out to achieve up to
the standers you wanted to straight away.
-Achievable: This determines whether the goal is achievable and whether it has a good
chance of success, to know you are using your time effectively when pursueing your goal
and not wasting your time.
-Realistic: Wheter your goal is realistic and sensible and will benefit you when you
achieve this goal or not.
-Time related: This sets up a deadline for the completion of the goal for you to work with
and know that you are up to date.
Short term goals: Short term goals have a short deadline and are usually aimed to be
achieved within six months or less. Short term goals can be either for personal
achievements or work achievements. Personal achievements are aimed mostly for your
personal growth and gain. Personal short term achievements for example are: Attend
Yoga classes twice a week. Go swim in the tidal pool every morning.
Short term work achievements are work related and focus on your growth within your
workplace. Short term work achievements for example are: Attend skill training classes.
Research customer service ethics.
Long term goals: Long term goals are set out for a longer period of time, usually up to a
year or more. Personal long term goals are focused specifically on personal growth and
matters. Examples for personal long term goals are: Buy a house in 5 years. Adopt a
baby in 2 years.
Work long term goals are specifically workplace oriented and focus on your growth within
the workplace. For example: Receive a promotion in two years. Get a Masters degree.
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Task 6:
LO 6: Know the steps taken by organisations to ensure workplace welfare
On July 17th: Anna received a communication from the staff in a large Interglobal
hotel in Athens about issues with workplace welfare. She has decided that this
requires a face-to-face meeting, and she has invited you to accompany her on the
visit:
6 Task 6 relates to LO #6.
In preparation for the visit, you decide to write some detailed notes so you know
the steps organisations take to ensure workplace welfare. The notes must:
TO PASS:
6.1 Explain the term workplace welfare.
Workplace welfare sees to it that the work environment is healthy for the people, meaning
that workplace welfare ensures that the work does not affect the people’s physical or
mental health in a negative way. This provides a healthy working environment. Workplace
welfare also sees to it that the work environment is physically safe for the people,
meaning that nothing can cause physical accidents. The business is responsible for the
health and safety of the employees, the customers and the general public. The business
or employers has to see to it that the business has no negative health impact on their
surroundings.
6.2 Describe the health and safety responsibilities of employers and employees.
Employers: Employers have a responsibility to see to it that the workplace provides a safe
environment for employees, to ensure that the employees are safe from physical
accidents and that their work is healthy for their physical and mental health. As well as
that the work environment is safe and healthy for customers that come in and that the
environment or the public is not negatively impacted by the business.
Employees: Employees are responsible for the health and safety of customers who come
in the shop, that they are safe from accidents and that employees provide a friendly
atmosphere. Anyone using their products or equipment are safe from harm, co-workers
have a safe environment and a healthy atmosphere. The general public is safe from
anything that the business produces, such as pollution etc.
6.3 Explain how organisations such as Interglobal can reduce the occurrence of
work related stress.
Companies can reduce work related stress by making sure that employees has no
conflict with one another which can induce stress, always keep people up to date about
upcoming events and projects so that they don’t stress about uncertainties, provide
training to the people who need it so that they are fully capable for their jobs, being aware
of people who are suffering from workload and provide suitable help and advice for them
to prevent the stress of a heavy workload, keeping the work interesting for employees so
that they do not suffer from boring and repetitive tasks, providing realistic goals and
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deadlines, providing safe and helpful equipment specifically for certain jobs to aid their
work, creating an open space for ideas and creativity.
EXTENSION ACTIVITIES :
6 M1: Explain each step of the 5-Step Health and Safety Management Procedure.
[Type here]
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Task 7:
LO 7: Know how to manage change
On September 2nd: all staff at Interglobal receive a personal letter from the
Directors informing them of planned changes to the business. This will involve the
sale of some five-star hotels in coastal resorts and the introduction of lower-price
hotels on motorways in Spain, which will meet the needs of tourists traveling
through the country. This type of accommodation is significantly underdeveloped,
and the Directors feel this is a good business opportunity. The HR department has
decided to produce some materials to support staff through this period of change.
You have been asked to complete the following tasks and submit drafts to Anna for
her approval.
7 Task 7 relates to LO #7.
TO PASS:
7.1 Produce communication for staff that explains why organisation must embrace
change.
Change is inevitable. If one does not accept that change always happens, you will
become impacted by negative factors such as stress, anxiety, confusion, palpitations etc.
Businesses grow through change, people do too. Change in the workplace can open up
many new opportunities for business growth and personal growth.
7.2 In a separate document describe the most common reactions to change.
Stress/anxiety: change in the business can cause employees to become stressed and
anxious, because of having to adapt to the change and the discomfort. They might stress
about losing their job or having too much work to do because of the change.
Confusion: Confusion about what will happen next in the business and if every will go
well.
Anger: Anger and frustration about the change and the loss of comfort and the things they
were used to.
Depression: Too much workload or stress about the job can cause depression.
Panic attacks: Stressing about what happens next and all the work that has to be done
can lead to panic attacks.
EXTENSION ACTIVITIES :
7 M1: Explains the Four-Step Change Management Process and how this will help
organisations like Interglobal.
[Type here]
7 D1: Assess your own personal reactions to change.
[Type here]
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