Case Study on Hr Planning Essay Example for Free

Case Study on Hr Planning Essay It is the country†s best recognised energy brand. Centrica is a multinational company, with businesses in many countries. Centrica was formed in 1997 and consists of eight separate energy-related businesses, ranging from the supply of gas and electricity to consumers and organisations in the UK and Europe, to storage of gas for other providers, and drain and pipe work maintenance. The UK energy market is highly dynamic. Customers look for the best deals and are increasingly prepared to switch suppliers. In 2007, 900,000 customers switched energy providers. An energy company needs to show it is not just competitive on price, but that it can also provide the right levels of customer service to attract and retain customers. British Gas does not only supply gas but also deals with the installation and maintenance of domestic central heating and appliances. It provides a maintenance and breakdown service for electrical white goods and home wiring. Through the Dyno brand, British Gas also offers drain clearing services, plumbing and home security services. To deliver these services, British Gas needs high calibre staff. It employs more than 9,000 trained gas engineers to install and maintain central heating and gas appliances. This case study explores how British Gas manages the recruitment and selection of new employees. Page 2:  The role of human resource management Managing a successful large business involves acquiring, developing and maintaining a wide range of resources. These resources include materials, buildings, land, equipment, technology and, crucially, people. Any organisation needs good employees who have the right skills to achieve the company†s aims and objectives. Human resource management (HRM) is the business function that focuses on the people aspects of an organisation. It ensures the efficient management of people in the business. It is responsible for ensuring that an organisation has the right people to deliver its overall business plan. Meeting customer needs Centrica, the parent corporation of British Gas, has to deliver long term profitability. Its shareholders expect the business to show a return on their investment by making profits, now and in the future. British Gas needs to contribute to these profits. This means consistently meeting the needs of its customers with competitively priced products and services that give good returns to the company. Residential consumers across the country are the core customer base of British Gas. These customers expect top-class service at keen prices. If British Gas does not meet this standard, the company may lose business to competitors. To ensure customer satisfaction, British Gas engineers must have the technical skills to undertake work to the required standard and the people skills to deliver good customer service. Through its engineer recruitment team, the British Gas Academy must therefore ensure that the company attracts and retains the best engineers. This involves several complementary tasks. It requires planning to assess the future needs for skilled employees at British Gas. It requires a recruitment and selection programme to bring new people into the business. It requires a training operation to equip new recruits and existing employees with the right skills. Retaining people Importantly, British Gas must also ensure that it retains its best people. It is much more cost effective to retain trained and highly skilled staff than recruit and train up new people. British Gas seeks to retain people by offering a mix of financial and non-financial benefits. As well as good pay and a pension scheme, the company provides employees with the opportunity to buy shares in Centrica and it offers a great place to work and high-class training. Page 3:  Training As an expanding business, British Gas needed to increase its workforce to meet customer demand. At the end of 2002, British Gas established the British Gas Academy. The Academy has helped to develop and refocus training facilities to handle the extra training requirement in recruiting an additional 5,000 employees into the engineering workforce. * British Gas runs an intensive apprenticeship programme. This is delivered in training centres. Trainees should expect to qualify by year five. All domestic gas engineers become fully acquainted with the latest computer-aided diagnostic technology. There are also traineeships, which provide a way for new recruits to learn about the gas industry and gain relevant skills and qualifications. British Gas provides technical training for all its engineers throughout their careers. This ensures that its employees are kept up-to-date with new information and technologies to enable them to provide the best service possible. Training does not simply focus on technical skills and knowledge. Most employees have direct contact with customers, so it is important that they have good people skills. Awareness training is provided for employees across British Gas through an online learning package. Another programme is improving staff†s cultural awareness, particularly to support the growing international operations at British Gas. Page 4:  Workforce planning Workforce planning is the process of assessing a company†s current and future labour needs. The British Gas Academies must consider not just overall employee numbers but also the skills that will be required within the business. Workforce planning also involves managing any training and recruitment process to ensure the organisation has the right staff in place. Managers at British Gas conduct a programme of forecasting to predict how much the UK market for domestic gas engineering services will grow. This helps the company decide how many additional engineers it will need in the future. British Gas makes detailed forecasts of its demand for engineering personnel for one year in advance and makes more general estimates for a further two years into the future. Factors affecting workforce planning At British Gas, workforce requirements are driven by two different demands. First, there are contract customers that have service agreements with the company. Second, there are customers who call for one-off assistance if they have a specific problem. Demand for both these services has grown. In the last three or four years, the need for engineers has expanded accordingly. This has meant that it has had to recruit more staff. There are several other factors that influence workforce planning for British Gas. Engineering skills need to be constantly updated. Health and safety issues are also critically important in the gas industry. Health and safety regulations are changing all the time and EU regulations must also be considered. Apart from regular formal training to close skills gaps to ensure engineers stay up to date with technical matters, British Gas can alert engineers about technical changes via field radio or text messaging. Engineers can work all their careers in the field until they retire. Qualified engineers may spend up to 10 years gaining their skills, qualifications and experience. They have valued practical skills that are needed to deal with equipment and customers. However, British Gas also needs suitable people for promotion to higher roles, such as management jobs. It needs managers to plan, organise and co-ordinate the teams of engineers. It therefore needs to attract and recruit a wide range of people into the organisation. Page 5:  Recruitment As part of its workforce planning, British Gas implements a diversity and inclusion strategy using tailored action plans. This means it actively seeks new recruits from a wide range of backgrounds. The need to recruit a diverse engineering workforce is seen as critical by British Gas. It plans recruitment to ensure it has a socially inclusive workforce. This is important as it will enable British Gas to reflect the diversity of its customer base. For example, it is useful to have employees from different nationalities and backgrounds to communicate with customers that do not speak English as a first language. Recruiting more women engineers may help to attract female customers. British Gas has won a national award from the Council for Registered Gas Installers (CORGI) for its efforts to encourage and attract women into the engineering workforce and into plumbing and associated trades. To dispel the myth that only men can be good engineers, British Gas runs a Georgina and the Dragon campaign for children. What British Gas recruitment programmes  have achieved  is demonstrated by various awards during 2009: * British Gas  won awards from the Local Employment Partnership in the East Midlands. The awards for â€Å"Unlocking Talent†Ã‚  and the  Ã¢â‚¬Å"Outstanding LEP Achievement Award†Ã‚  recognise  the companys recruitment work with the LEP and Jobcentre Plus in the region. * British Gas has been named in the 2009  Sunday Timess 20 Best Big Companies to Work For. * The British Gas Academy won an award from Women into Science and Engineering (WISE). The award Investor in WISE   rewarded the efforts British Gas makes  to promote science,  engineering and construction  to girls and young women. Advertising British Gas tries to appeal to a varied and diverse audience when promoting its apprenticeships. To advertise opportunities widely, British Gas uses specialist Sky channels like Parliamentary Projects TV, which focuses on careers, and Passion TV, which is aimed at the black community. In print media, it uses womens magazines, publications targeted at ethnic minorities such as The Muslim Weekly as well as other careers directories for the same reason. Other channels include radio, newspapers,  British Gas website  (www. britishgasacademy. co. uk) and a DVD for schools. Recruiting gas engineers of the right level is important. Candidates for a British Gas apprenticeship must be at least 16 years old, and have a minimum of four GCSEs at grade C or above or equivalent (e. g. NVQs). However, they need more than academic qualifications, they must be able to show some aptitude for customer service, such as being able to listen to customers and understand their requirements. Application British Gas uses an online application form. To help British Gas decide an applicants suitability, this includes a value-based questionnaire. This requires responses to a series of statements about attitudes to work. There are 90 statements in all, and an applicants overall responses are rated green, amber or red. The colour reflects the attitudes the applicant has about work and people. This helps to show which roles a person is best suited to. British Gas does not take applicants with red ratings further as they may not show a fit with the company requirements. However after an initial screening, green and amber applicants are invited to an interview and assessment centre for the final selection process. Here, candidates must show evidence of qualifications, ID and driving licence. Page 6:  Selection At the British Gas assessment centre the emphasis is very much upon core competencies and life skills. Life skills are personal skills that are likely to affect the customer experience when someone is working in the field. British Gas engineers needs to show courtesy and politeness, for example. These are personal qualities that have a direct impact upon customer perception. Core competencies involve team working, interpersonal skills (such as dealing with people), motivation and responding to change. These are crucial skills that can affect the way an individual fits in and works within an organisation. Candidates attend the centre for a half-day assessment. This has three elements. The total scores from the three-part assessment help British Gas to decide who receives a job offer. Candidates are notified of the outcome within 14 days. All candidates can receive feedback. For those candidates offered a job, British Gas provides the usual job benefits including a van from the outset and a competitive starting salary. The new recruits then go on to benefit from the comprehensive programme of training through its Academy. This ensures that they are given the best start in their new careers. It also builds employee motivation and commitment to the company. Recruiting and selecting staff is an expensive process. By following a robust selection programme in this way, British Gas is able to ensure it gets the right people with the right skills. It also means it maximises the benefit from its investment. Page 7:  Conclusion Recruitment and selection at British Gas is driven by the need to maintain the competitive position of the company within the energy market. Domestic gas customers demand the very highest standards of service. They can be assured that British Gas engineers have high-level skills and expertise through its careful specification of entry qualifications followed by top quality training. British Gas also assesses the personal attributes of staff through role play and questionnaires as these influence customers perceptions of the service and the company. Great care is taken in determining the organisations future staffing needs. This drives the recruitment and selection process to ensure British Gas is seen as offering dynamic and exciting career paths for people of all backgrounds. By developing and nurturing its people, British Gas ensures that new recruits have the right qualities to help the business to compete.

Flucations In The Australian Dollar :: essays research papers

The Australian Dollar is a "Commodity Currency". A "Commodity Currency" means that its fortunes are heavily dependent on the prices of Gold, Copper, Nickel, Coal and Wool. All of these commodities are Australia’s main exports. At present, commodity prices are low, especially gold. Melbourne-based mining consultant Surbiton Associates said exports of Australian gold were in danger of declining if exploration failed to be supported and production declined as a result. The country produces about $5 billion worth of gold each year and over the past 10 years the metal has earned $42 billion in export revenue. Presently, our dollar has been the weakest in history, comparable to the United States (US) dollar. The record low occurred in early April where it sank to 47.75 US cents. Compared to the US dollar, our Australian dollar buys at present 50.81 US cents. (27 July 2001). It is unrealistic to determine what started the dollars slide or when it started. In this graph it is visible that the dollar started to drop as far back as April 1997. Although, we can never be sure that the fluctuations are actually fluctuations in the $A or those of the $US. For that reason the following figure shows the movements in the $A against the trade weighted index (TWI). As its name indicates, the trade weighted index tries to measure the value of the $A against a basket of currencies. Those currencies are chosen to reflect the weight in Australia's trade with the countries issuing the currencies in the index. At the moment, the US dollar is very strong. This is surprising considering that the American economy is not very strong. Interest rates in the US basically show the situation. Americas interest rates have seen five cuts over the last four months to where it now sits at 3.75%. This was the US governments’ way of trying to kick-start the economy through fiscal policy. This is why many economists believe the US dollar will subside, as there is no backing in the economy. The â€Å"Aussie†, as it is referred to in foreign markets, is believed to be dependent on the performance of the Japanese Yen and the new Eurodollar, with the three currencies tending to move in tandem. This is because of Australia’s importing and exporting relationship with the two other currencies. Interest Rates At the moment the interest rate in Australia sits at 5%. In resent times interest rates have been subject to three cuts.

Hazara people Essay

1. Friendship, guilt, redemption â€Å"He knew about Assef, the kite, the money, the watch with the lightning bolt hands. He had always known. ‘Come. There is a way to be good again,’ Rahim Khan had said on the phone just before hanging up. Said it in passing, almost as an afterthought. † (Chapter 14, pg 202). This quote symbolizes how Amir strived to do everything to forget, all he needed to do was to fly to Pakistan and see what Rahim Khan wanted him to do. So that’s exactly what Amir did. Rahim Khan tells Amir that â€Å"there is a way to be good again†. Amir knew straightaway what he was talking about. He realizes, that all of those years, Rahim Khan had known about Assef, the kite, the money, the watch with the lightning bolt hands. He had always known. Rahim Khan had knew about Hassan getting raped. He needs to go to Afghanistan and talk about the ‘unspoken secret’ they both knew about. After the phone conversation, Amir keeps remembering Hassan saying ‘for you, a thousand times over! ’ Thinking of this, he knows he has to go to Afghanistan, see Rahim Khan, uncover the secrets and do whatever he asks to ‘be good again’. By this he means that Amir has the opportunity to make up for his betrayal of Hassan by saving his son, Sohrab. Rahim Khan knows what really happened to Hassan and also knows that this has been bothering Amir for years so he is basically implying that Amir can still redeem himself if he goes back to Afghanistan. When Amir ran, he ran from jealousy and fear; fear of Assef and fear of his own reputation as a Pashtun standing up for a Hazara. The negativity of the social setting influenced Amir’s rash decision on betraying Hassan. The prevailing theme of guilt and redemption is weaved through the journey of Amir’s life, influenced by the society, where Hazaras are betrayed. 2. Parental relationships â€Å"Here is another cliche my creative writing teacher would have scoffed at; like father like son. But, it was true, wasn’t it? As it turned out, Baba and I were more alike than I’d ever known. We had both betrayed the people who would have given their lives for us. And with that came this realization: that Rahim Khan had summoned me there to atone not just for my sins but for Baba’s too. † (Chapter 18, pg 238) I chose this quote because not only is it ironic in and of itself, but it also ironically characterizes all the characters in the novel. Amir felt his â€Å"sin†Ã¢â‚¬â€betraying Hassan—made him so different from his father. He has spent much of his life trying to please Baba and mimic his father’s life. It is ironic that now, all these years later, when he discovers he and had father were so similar, it sickens him rather than bringing him joy. In the novel, he continually states that he would’ve never would have dreamed that Baba’s greatest sin would be theft on so many different levels (stealing wife, purity, truth) and gone against the nang and namoos, he so adamantly preached to his son. Amir and Baba’s relationship changes throughout the novel. The novel starts out with Amir doing whatever he could to win his father’s attention, which includes betraying his best friend, Hassan. He betrayed Hassan for his father’s full attention. He then earns it when Hassan and Ali move out and Baba and Amir move to America. This quote shows that Amir and Baba are very alike. They both betrayed their best friends. Baba betrayed Ali by sleeping with his wife, and Amir betrayed Hassan by not standing up for him while getting assaulted. Then they both try to redeem themselves with doing other good deeds. Baba, running an orphanage, and Amir going back to Kabul to save Sohrab, Hassan’s son. 3. Maturing â€Å"Earlier in the morning, when I was certain no one was looking, I did something I had done twenty-six years earlier: I planted a fistful of crumpled money under a mattress† (Chapter 19, pg 254) This quote shows how Amir had changed and grew more mature than before. In Kabul, before he had done the same thing to kick out Ali and Hassan. â€Å"I lifted Hassan’s mattress and planted my new watch and a handful of Afghani bills under it. I waited another thirty minutes. Then I knocked on Baba’s door and told what I hoped would be the last in a long line of shameful lies. † (pg. 110) Before, when he put the money under Hassan’s mattress, it was a coward move. He did it so Baba would get rid of both Hassan and Ali. Amir kept trying to cover up his past and get rid of it by setting Hassan up. He thought if Hassan left, then everything would go back to normal, but it didn’t. Now, Amir had a heart. Rahim Khan told Amir to come back to Afghanistan to rescue Hassan’s son Sohrab. Amir stayed with Wahid’s family. They didn’t have much at all. They served Amir all their food they had. Amir felt guilty for all the riches he had. Living in America, without war, having sanitary living conditions and enough food for meals three times a day. So, when it was time for Amir to leave, he snuck a fistful of money under the mattress. This time, it wasn’t a coward who had done it, it had been a loving, but guilty man. Amir was slowly paying back his dues and hardships he had created in the past. 4. Strength of the human spirit â€Å"Then I told him I was going to Kabul. Told him to call the Caldwells in the morning. ‘I’ll pray for you, Amir jan,’ he said. †(Chapter 18 pg 239) Not only did Amir not stand up for himself, he did not stand up for others either (like Hassan when he got raped). Amir didn’t dare to say his opinion, to the public, or to Assef that he and Hassan are friends because Hassan is Hazara and always was going to be. Later that changes. He fights for Sohrab, in fact what he really is doing is fighting back for all the times he didn’t fight for Hassan, against Assef. In the fight he gets hare lipped just like Hassan, I think that’s a symbol. A symbol that says that he has become as brave as Hassan. Another thing that indicates this change is that in the dreams he used to have where he couldn’t part his father from the bear he later dreams of himself as the bear. He always admired his father, and his father was very brave. Bears are significant as brave and fearless. Back in Kabul, it seemed like Amir was finally doing something good in his life. After some misgivings, Amir agrees to rescue Hassan’s son, Sohrab, from an orphanage in Kabul. Amir even fights against a Taliban official who turns out to be Assef in order to save Sohrab. This reminds Amir and the readers that this time it wasn’t Hassan who was in Assef’s fist, it was his son and Amir had to save Sohrab because he couldn’t save Hassan last time. This is action instead of inaction; bravery instead of cowardice; selflessness instead of self-absorption. Perhaps this streak of good deeds will make up for his betrayal of Hassan. It’s almost as if the confident Amir combines with the helpless and coward childhood Amir. While saving Sohrab, Amir makes a huge mistake and goes back on a promise to Sohrab. As a result, Sohrab tries to commit suicide. We’re watching Amir repeat mistakes from the past even as he attempts to put the past to rest. This is Amir at his best and worst and perhaps this is the real Amir that really combines all the previous versions of him. He’s weak and blind, but also essentially kind. He’s jealous, but in the end only wants to be loved. Even though sometimes during the book, we would want to scream at Amir, but as we know that he’s an utterly human character, and can’t blame him for anything. 5. ‘Discrimination and prejudice â€Å"True, I hadn’t made Ali step on that land mine, and I hadn’t brought the Taliban to the house to shoot Hassan. But I had driven Hassan and Ali out of the house. Was it too far-fetched to think things might have turned out differently if I hadn’t? Maybe Baba would have brought them to America. Maybe Hassan would have a home of his own now, a job, a family, a life in a country where no one cared that he was a Hazara, where most people didn’t even know what a Hazara was. Maybe not. But maybe so. † (Chapter 18, pg 238) The Kite Runner tackles the issue of discrimination in Afghanistan with an example of the relationship between Pashtuns and Hazaras. Baba’s father sets an example for Amir of being kind to Hazara people, even though they are historically not appreciated and persecuted. Baba could have easily sent Ali to an orphanage after his parents’ death, but he chose not to and picked the decision of raising him in his household. Baba does the same with Hassan, although this is because of the fact that Hassan is actually his son after all. Even in Baba’s house, the house of best intentions, the class barrier between the Pashtuns and Hazaras endures. Ali is as dear to Baba as a brother. Baba calls him â€Å"family. † But Ali still lives in a hut and sleeps on a mattress on the floor. He tends the garden, cooks, and cleans up after Baba, and raises Hassan to do the same. So strong is Hassan’s identity as a servant that even as an adult, when Baba is gone, he has no sense of entitlement. He insists on staying in the hut and doing housework. When Hassan dies defending Baba’s house, he does so not because he feels it belongs to him, but because he is being loyal to Baba and Amir. Discrimination is everywhere and nowhere at the same time. Assef tells Amir, â€Å"Afghanistan is like a beautiful mansion littered with garbage, and someone has to take out the garbage. † Like his idol, Hitler, he feels entitled to killing those he deems unworthy of living in his land. He even relishes the term â€Å"ethnic cleansing† because it goes so well with his garbage metaphor. Like Baba, many people do not mention the Hazaras’ history of persecution. The author shows that the persecution of the Hazaras is not new, but a greatly intensified outgrowth of long-held discrimination. 6. Man’s inhumanity to man â€Å"How could he have lied to me all those years? To Hassan? He had sat me on his lap when I was little, looked me straight in the eyes, and said, There is only one sin. And that is theft†¦ When you tell a lie, you steal someone’s right to the truth. Hadn’t he said those words to me? And now, fifteen years after I’d buried him, I was learning that Baba had been a thief. And a thief of the worst kind, because the things he’d stolen had been sacred: from me the right to know I had a brother, from Hassan his identity, and from Ali his honor. His nang. His namoos. † (Chapter 18, pg 237) Until Rahim Khan reveals Baba’s secret, Amir thinks he is the only sinner among his family and friends. The biggest shocker to Amir was that Hassan was really his half brother. After Amir’s mother died, Baba had slept with Hassan’s mother and got her pregnant. All along Baba knew that Hassan was his son and Ali covered as his father and the two of them were servants in Baba’s house. Amir thought about the reason why Baba was so worked up over Amir’s mentioning of getting new servants was because he would be losing his son that way. There were so many signs he realizes like the plastic surgery and always inviting Hassan to events. Amir was filled with anger and he felt betrayed by Rahim and especially Baba. The regret is even greater in his life that he had driven out his own half brother and did not even know it, and now there is no way to make things right because Hassan is dead. Amir is shocked, taken back, and deeply hurt. Even before Amir betrays him, Hassan makes him feel guilty simply by being such a righteous person. Amir is constantly trying to measure up to Baba, because he does not realize that Baba is so hard on him because of his guilt over his own sin. Amir feels as though his entire life has been a cycle of betrayal, even before he betrayed Hassan. But having a taste of betrayal himself does little towards redeeming Amir. In Ghazi Stadium, the Taliban skews the words of Muhammad in order to justify murdering the alleged adulterers. The mullah announces that every person should have a punishment befitting his sin. Although he would not want to compare himself to the Taliban, Amir believes this in regards to his own sin. When he tried to get Hassan to pelt him with pomegranates, he was expressing his feeling that in order to be forgiven for hurting Hassan, Hassan must hurt him. When Assef almost kills Amir, he felt â€Å"healed,† as though now that Assef has hurt him, it is fair. He even tells Farid that in the room with Assef, he â€Å"got what he deserved. † In the end, Amir finds out that punishment is not what will redeem him from his sin. It is not even saving Sohrab. In order to make up for his sin and Baba’s before him, Amir must erase the lines of discrimination he has lived with all his life by giving Sohrab an equal chance at success and happiness.

Lewis Carroll s Wonderland A Magical Underworld Named...

Lewis Carroll s novel Alice in Wonderland, tells the story of a young girl named Alice who adventures through a magical underworld named Wonderland. This young girl s adventures in Wonderland can be seen as a metaphor for the experience of growing up, both in terms of physically growing up and physiologically maturing as she gets to understand the adult world through her autonomy and experiences. She physically grows and shrinks again and again in the story up to a total of 12 times. Her constant physical change as she attempts to find the ideal size, evokes how complex the idea of growing up can be as these changes can be both confusing and extremely stressful. With the help of a fairy tale style, Alice continues to grow taller then shrink. These physical alterations that Alice is going through symbolize a young adolescent s experiences during puberty. This is evident in the opening of the novel as Alice falls down the rabbit hole and sees â€Å"cupboards and book-shelves .... maps, and pictures hung upon pegs† (Carroll, 3). Carroll instantly places the reader in the world of Wonderland where it s setting is full of colours and imaginative creatures. This setting represents a world where a young girl like Alice can be free of stress and wrapped in a colourful loving environment. As the reader dives deeper in Wonderland, it is clear that it is a fun world but also very confusing and changes its atmospheric mood constantly. This represents exactly what puberty is; a time