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Why Plan RECRUITING Carters Supermarkets Business Essay

Considering the plan of an expansion of Carter's Supermarkets, and the actual fact that the company will have to deal with increased number of staff, we, Alex and Jennifer Carter, intend to highlight the value and to put forward our ideas about human source planning and human resource policies inside our organisation.

Why to plan recruiting?

Since our company is at a stage of business development through opening 3 new supermarkets, four times bigger than existing ones, and with new specialist departments, it is clear that people have a demand for new staff to meet the organisation's objectives.

Therefore, human tool planning (HRP) will help us to analyse and identify how many new people we require, when we need them, what selection of skills we expect these to have, are these folks available on the labour market or we have to train them to achieve our targets.

HRP will also check out such aspects as competition, impact of the location of our own future supermarkets; audit of current labor force, and utilize this information to fit with company's goals.

If we do not consider human source planning, our business may therefore suffer as

We may not create any new customers,

We may lose faith of our existing ones by delivering unprofessional, poor service in our new departments;

We risk to recruit incorrect people;

We may retain wrong number of men and women and influence our labour finances.

These factors will severely affect our business and we may, by the end, give up our position to our competitors.

What will be the workforce requirements for each supermarket?

The following options will help us to recognize the workforce requirements (Martin, 2009)

We need to convert our business projects into future labour requirements. This means, we have to break down projected labour regarding to their functions in a supermarket, their different categories, skills and knowledge they'll need.

We need to create a profile of the prevailing workforce, this means we have to assess the number of the existing staff and their suitability for the future job positions.

These methods will permit us to recognize just how many new people of which categories we should recruit that positions, and what skills and knowledge they have to possess.

Coming to our project of development, we will take the following step-by-step approach to identify our workforce requirements:

What is our target?

To available 3 new supermarkets four times bigger than existing ones.

Where will they be located?

One in Tooting; One in Clapham Junction; One in Putney.

What products will each supermarket offer?

Dairy products

Fruits &Vegetables

Canned and packaged products

Household products

Soft refreshments section

Frozen food section

New departments:

Fresh meats counter

Fresh seafood counter

Bakery

What will be supermarkets' beginning hours?

8am to 10pm.

How many people do we are in need of?

The staff will work in two shifts: 8 a. m. - 3 p. m. , and 3 p. m. - 10 p. m.

On each switch we'd consider to obtain:

1 Butcher

1 Fishmonger

2 people to fill up shelves (one that will also check out customers in occupied times, or if the cashier needs five minutes period of time);

1 Cashier

2 people in the bakery

Supervisor (who will be in demand for other shops as well).

Total number of staff per shift: +8.

What are the requirements for each and every category of personnel?

Requirements

Qualities

Butcher & Fishmonger:

- Good understanding of the merchandise they sell (names, characteristics of the meats, etc. );

- Knowledge of different meals and ways of cooking of beef;

- Good communication skills;

- Previous experience is preferable.

- Interested in their careers;

- Friendly;

- In a position to show own initiative (by telling customers different ways of preparing, for example);

- Confident.

Cashier:

(also the individual who will look after cabinets and assist customers)

- Understanding of basic arithmetic;

- Skill in handling cash;

- Good communication skills;

- No past experience required.

- Friendly;

- Helpful;

- Trustworthy;

- Complete (able to rotate the merchandise according to their shelf-life);

- In a position to handle difficult situations.

Baker:

- Preceding work experience required.

- Interested in their job;

- Able to work under great pressure.

Supervisor:

- Ability to deal with team;

- Knowledge of marketing;

- Ability to coordinate orders and deliveries;

- Good eye for fine detail;

- Accountability for stock;

- Prior experience required.

- Passionate and dedicated;

- Friendly and approachable;

- Sensible;

- Multitask;

- Confident.

What is our existing workforce profile?

We have currently two existing shops with the total number of staff of 5 people, that 3 - sales folks (revolving between two shops Catherina Pacetti, Victoria Smith and Rashid Malik), 1 person in charge for companies and deliveries for both outlets (Alex Carter), and Jennifer Carter, responsible for all newspaper works.

How will we plan our recruiting?

The diagram in the Appendix presents our suggested plan for staffing:

Catherina, Victoria and Rashid will be used in new sites as Mind Sales Assistants. Each will train other 2 newly-hired people for Sales person/Cashier positions.

2 new experienced sales staff will be recruited for our existing outlets.

We have to recruit 6 experienced Fishmongers and 6 Butchers for our new sites, as well as 2 Bakers for every of new supermarkets.

As the quantity of work will increase, Alex and Jennifer will require assistants. Therefore, we have the demand for 1 person to aid Jennifer at work, and 1 Supervisor responsible for our existing shops, who will report to Alex Carter, Head Supervisor/Supervisor.

Total range of personnel to recruit: 28, of which

1 Helper for Jennifer

1 Supervisor to report to Alex Carter

6 Butchers

6 Fishmongers

6 Bakers

8 Sales/Cashier people.

How human source planning will donate to organisation's objectives?

Provided that people:

Regard people as a source of competitive advantage

Plan human resources carefully

Recruit right people for the right positions

Give necessary training to your staff

Respect the needs of our employees and treat them fairly

Appraise their contribution giving responses or reward

We can perform a wholesome organisational culture. This strategy will ensure that our employees are satisfied about their careers, provide high quality customer service, are devoted and motivated to attain our organisational targets.

Overall, our real human reference planning strategy will contribute to our company's aims for becoming a strong competition for other grocery supermarkets, and growing by making good income.

Why should we've human resource regulations in our company?

We must have HR plans for the next reasons:

It would show the compliance of our organisation with regulation;

A clear romantic relationship between our company and our employees would be proven;

Employees would know their rights and what to expect from us;

There would be a solid base for all employees to be cared for equally;

A variation between appropriate and unacceptable behavior would be attracted;

All steps and operations of work would be plainly defined;

HR procedures would create our organisational culture: such procedures as recruitment, retention, pay, holidays, reward, would show how exactly we value our employees;

If we have HR policies, we are prepared to take activities if some difficult situations occur, and resolve problems according to the legislation.

All these create a legal construction within which Human Resource runs and grows a good practice.

What will be the impact of career legislation on individuals resource policies in our organisation?

When building our organisation's HR plans, we have to take accounts of the existing law and career regulations that apply to us. Different facets of HRM, such as employment rights and duties, contractual term and conditions, data safety, pay, health and basic safety, discrimination issues, already are covered by the legislation.

Thus, we need to design HR procedures that would meet our organisation's targets and echo existing human resources laws.

The following are the examples of laws, which our HR procedures and procedures will be based upon:

Employment Right Act 1996

Health and security at Work Take action 1974

National Minimum Income Act 1998

Sex Discrimination Function 1975

The Race Relationships Act 1976, and others.

These main legislation documents will help us to condition our HRM procedures and techniques such as

Recruitment strategy and practice, selection techniques, retention;

Pay and benefits (pay systems, holidays, pension agreements, sickness and suffering pay, maternity rights and benefits);

Equal opportunities (intimacy, race, impairment discriminations);

Training and development (induction and required training, appraisal and performance management);

Employee relations (disciplinary, grievance and dispute techniques);

Redundancy and reorganisation (handling redundancies, reorganisation and taking care of interior change);

Health and safe practices and risk management (the enforcement and management of health and safety at the job).

CONCLUSION

To conclude, if we are to grow our business even further, meet our customers' needs and make good revenue, we have to practice strategic human being learning resource planning and put into action HR guidelines and systems. We believe this will allow us to obtain right, dedicated and encouraged employees that provides excellent customer service and donate to getting together with our company's overall aims.

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