Essay Writing Service

1 Star2 Stars3 Stars4 Stars5 Stars (No Ratings Yet)
Loading...

LSG Sky Chefs Human Resource Management Case Study

Contents

Task-1

Executive Summary

Introduction:-

Objectives

Organisation structure of LSG SKYCHEF

Structure in terms of the functions and activities of the operation

Skills required for three staff positions

Chillers Manager:

Delivery Service

Bond store Manager:-

Kitchen/ Bakery Manager

Identify any deficiencies in skills and abilities

Assess the existing staff skills and abilities against the optimal staff skills and abilities:

Recommendation regarding organisational structure, staff Production and training and staff number.

Describe alternatives for staffing the operation in terms of their ability to meet organization needs.

Task 2

Employer’s obligations and responsibilities

Wages

HOLIDAYS

Annual/Sick Leave

Public Holidays:-

Training

LEAVES AND EQUAL WAGES

Health and Safety

Equal Employment Opportunities

Paye, ACC

Human Rights

Equal employment opportunity

Collective agreements

Individual Agreement

Contract for Service in LSG SKYCHEF

Short term contracts

Identify and explain the procedures for settling personal grievance

Unjustifiable dismissal or action at LSG SKYCHEF.

Sexual harassment by a person in authority

Duress

Discrimination

Task 3

Assess Introduction

Potential sources of training at LSG SKYCHEF

Self-management and professional development for LSG SKYCHEF

Personal goals of staff at LSG SKYCHEF

Task 4

Advertising positions:

Screening:-

Short Listing:-

Interviewing of candidates:-

Identify the legal, equal employment and organisational requirements regarding recruitment.

Describe the recruitment procedures for advertising positions, screening, short listing and interviewing of candidates in terms of compliance with these requirements

Interviewing methods

Systematic Interview

Reference assessments and checks:-

Application or Pre-employment forms:

Curriculum vitae for LSG SKYCHEF

Barriers to selection at LSG SKYCHEF

LSG SKYCHEF feedback procedure

Minimize the negative effects on remaining staff and affected persons

Natural justice

Legal requirements

Professional advice on human resources, labor relations or arbitration

Discipline

Negotiations and Information

Conclusion:

Bibliography

The name of my business is LSG SKYCHEF, Auckland and my role is as a Human Resource Manager.

Task-1

Executive Summary:- I have chosen the LSG SKYCHEF for my Human Resource Management. I have mentioned about my introduction of business which include the organisational structure, Duties of the managers. I have also mention about wages, holidays, leave, equal pay, Health and Safety rules and equal employment opportunities.  I also discussed about the illegal act which are prohibited at my workplace which include Sexual harassment, unfair dismissal, Unjustified, Duress and Discrimination. Then I mentioned about my business’s legal requirements and conclusion. I have also mentioned about the human resource department who is working in the managing the staff. As a human resource manager, my business covers all the aspect of the employment and prohibits the illegal act against any worker or employees. I also mentioned about the contracts which are signed between the employer and employees. Employees have the right to apply the ACC is case of any happening at the workplace and they are protected against any type of exploitation at the workplace. I also mentioned that leading departments follow the all legal requirement which are necessary for the protection of wages and benefits of my employees.

Introduction:-

LSG SKYCHEF is a big Airlines food industry of Zealand">New Zealand. LSG Sky chef have more than 300 airlines throughout the world which includes 214 airports and operates almost near about 200 centers for customers services in the 51 countries and prepare the food  for 591 million carts in a year.

This site has 2,500 square-meter production area and more than 500 employees prepare and produce 17000 meals for flights and seven thousands fresh-food for international flight on every day such as Air New Zealand, Singapore, Qantas, Korean and China Southern Airlines as well as for national and local flights. I am the Human Resource Manager in LSG Sky Chef Auckland (objective, 2017).

Objectives

  • Increase the production in all department
  • Increase the profit with 3% in every year
  • Increase the area for the building
  • Increase the Airlines

 Organisation structure of LSG SKYCHEF

(objective, 2017)

Structure in terms of the functions and activities of the operation

(Manager A. , 2017)

Skills required for three staff positions

Chillers Manager:

LSGSKYCHEF is a busy place which needs details of monitor. Every area and chiller is operated by a supervisor. Floor managers maintain the stock on the shelves and supervise the people who work in the chillers. They assist in setting up the food with proper care and ensure that it could not be damaged. They maintain the tagging with proper manner and care. They updated the food with their dates of manufacturing and expiry dates. He must be qualified with food safety education and business course with good experience.

Delivery Service

  1. Provide excellent food delivery time to time to the production areas.
  2. Excellent communication skills.
  3.  Willingness to maintain the timesheets for their staff.
  4. An ability to learn quickly and constantly update your product knowledge

Product knowledge

Food Safety manager must have all the information regarding the food and its safety. Food must be placed in proper manner in proper temperature. Keep the record of what’s on the shelves and on the floor and which order will be prepare. Every raw food like meat, frozen vegetable and milk needs proper temperature so it’s responsibility of food safety manager to store it with proper care (Supervisor, dispatch, 2017).

Open and Close the Stock time to time

It is expected to maintain the stock every day with either opening or closing. He have to keep the record the items which supplied to other department and which items are available in the stock and which items are to be ordered (Manager B. , 2017).

Bond store Manager:-

Requirements for the post of Bond Store manager:

Managing in Business certificate and Liquor Study certificate

He is responsible for the liquor packing in carts and supplied to the trucks for airlines with the proper order according to the time sheets issued by the dispatch room. He must be a manager with an appropriate Manager’s Certificate, Licence Controller Qualification and New Zealand Qualifications Authority unit standards on duty at all times.

If you are the manager, it is your job to make sure that the employees and premises meet the regulations of Liquor Act. Manager’s certificates are portable which means you can also perform the duties and responsibilities of a manager in the premises. This certificate authorises you to manage any licenced premises such as an on-licence, off-licence, club licence or special licence, and includes conveyances such as aircraft and motor vessels. A pre-requisite to hold a general manager’s certificate is that you hold the Licence Controller Qualification (LCQ).His study must meet the requirement of the unit standard of NZQA (Manager B. , 2017).

Kitchen/ Bakery Manager

Bakery managers have numerous responsibilities, all of which are important to a well-functioning bakery. He must be completed his NEW ZEALAND CERYTIFICATE IN BAKERY and HOSPITALITY LEVEL 4. However, applicants who have a background in baking such as training in pastry preparation and experience working in a bakery may have an edge over applicants who don’t have such experience. Bakery managers must have experience preparing baked goods such as pastries, breads, cakes and cookies for all airlines.  Furthermore, bakery managers have the experience for cooking the large amount of bakery products. IT depend on the check list which order, a bakery manager have to necessary for baking goods (Supervisor, dispatch, 2017).

Personnel Responsibilities

The manager of bakery oversees his baking staff to maintain the standards of the bakery. That means staff must be complying with the safety policies. Bakery manager have the power to hire and terminate the staff in the depending conditions. Moreover he is responsible for making the scheduled the employees and ensure the payroll of the bakery maintain in the budget granted by the LSG SKYCHEF operational office.

Inventory

Proper managing is part of a bakery manager’s responsibility. Overseeing inventory includes the make orders and rotating ingredients such as flour, milk, fruits, sugar, and butter; it also contain receiving the check list of airlines. Tracking inventory requires the proper mixer of calculation of the proper part of ingredients which are necessary for the production of baking items for the specified flight.

Prepare time sheet time to time

Bakery managers are responsible for preparing the time sheet which includes the details of time, dishes, cart numbers and flights.

Cleanliness and Safety

It is the duty of the bakery manager to enforce the standards regarding food handling practices, safety and sanitation J5-12 before place the food on the tables (Manager B. , 2017).

Identify any deficiencies in skills and abilities

Job Types Skill and abilities Deficiencies Recommendation
Chiller Manager Delivery Knowledge. 

Product knowledge

Manage Employees

No connection to an organization with this type of duties 

Need more experience require in the field food preservation

Should be able to demonstrate the things to all staff and should have leadership qualities. 

Need one assistance

Bond Store Manager Liquor study and Two years of experience in managing liquor industry. 

Strong communication  and interpersonal skills

Need one more assistance 

More number of time sheets put high burden on him

Maintains Quality of work Operations at all the time.
Bakery Manager Prepare time sheets. 

Maintaining cleaning

Prepare the bakery product with proper instruction

Late handover  area 

Burden of work

Provide extra worker for prepare time sheet and cleaning

(Manager, 2017).

Assess the existing staff skills and abilities against the optimal staff skills and abilities:

As I have selected three department heads they are

  1. Liquor Manager.
  2. Grocery Manager
  3. Bakery Manager

As we are all aware that no one is perfect there is always something which we need to look. There are some gaps in those department heads professional life

  1. Grocery Manager: He is having good personality about the thing he need to look his leadership skills. Sometime he is not able to convince his point though he may be right at that time. To overcome that he is attending workshops on leadership training.
  2. Liquor manager: He is hard working and charming personality but sometime he is not able to make some strategic decisions. So we are arranging some strategic development programme for him with his consent.
  3. Bakery Manager: Bakery manager is also a hardworking and energetic personality but he is not introducing many new things in bakery that might be possible that he is not having knowledge of the new products, that is why I have arranged a session with him that what are the issues he is facing does he need any training if so then we can do some arrangement from our company side. Or does he need more staff to do the things properly (Supervisor, dispatch, 2017).

Recommendation regarding organisational structure, staff Production and training and staff number.

Organisational structure is Hierarchical based but I personally recommend that if we make it accessible for each and every staff that if they are not feeling that there issues are not being addressed by the seniors they can contact the owner or managing director easily by fixing prior appointment.

Staff Production and training: In that we have designed a programme in that every six months. We will give bonus to the staff so that they will feel more like good of environment and they will work more hard towards the benefits of the company. We have in house training schedules where we provide training to our employees but we are designing programme and we have contacted with other organisations where we can send our employees for training.

Staff numbers: Currently we are focusing on permanent full time staff members which are costing more to the company. We have designed a programme with which help we are going to hire part time and contract based staff to whom we should be able to call when we need them in our busy time period. This will help to maintain the budget of the company (Manager A. , 2017).

In our organisation we have to work according to the guide lines of the Food Stuff, but internally there are many ways with which we can improve our staff skills at high level.

In our organisation we value people or work force which is a key to our success.

We also put stress to develop leadership qualities in our organisation.

Improvement is the structure.

1 .Currently we are not having any policy for assistant manager in our departments but in future we will introduce the policy to bring assistant manager so that in case if manager leaves or on sick leave his or her department work shouldn’t suffer in his/her absent.

2. Currently owner is looking all legal matters but in future we are going to make a policy and some of legal matters can be looked after by our Lawyer as well to cut the Burdon of our owner operator (Supervisor, dispatch, 2017).

Describe alternatives for staffing the operation in terms of their ability to meet organization needs.

Supervisor as Manager:

If manager of any department is going on leave or having suddenly sick leave and coming back to work after some time then rather than hiring someone owner can take over the position but he need some qualities to perform that job.

Skills needed:

  • Great leadership quality
  • Team management
  • Effective communication skills.
  • Time management
  • Effective verbal and listening skills
  • Decision making.

Team Leader as Supervisor:

At, LSG SKYCHEF if Supervisor of the assembly department suddenly called sick then his/ her duties needs to be performed by team leader in his/her absence and that is the responsibility of the manager to do the task done by the staff.

Skills needed:

  • Time management
  • Also, as the face of the team, a personable appearance along with a professional behaviour is an asset. Due to the fact that you’ll encounter hundreds of staff on a daily basis, patience is a virtue.
  • Apart from that, great attention to detail, the ability to stand for long durations, and interpersonal and communication skills will work to your advantage.
  • Maximize the services quality level at all the time.

Part time staff as a Full time Duty Staff:

In case full time staff gone on holiday then he/ she need to replace by the part time staff as soon as possible.

Skills needed

  • Good customer service skills
  • Polite and friendly.
  • Time management
  • Punctual, reliable, honest and hardworking.
  • Good learner.
  • Should be able to work under pressure (Supervisor, dispatch, 2017).

Task 2

Employer’s obligations and responsibilities

As an HR Manager of LSG SKYCHEF, it is our responsibility to ensure all your employees receive certain basic employment rights, everyone in the organisation should be treated as same at all the times.

Wages

LSG SKYCHEF follows the all legal requirement of the workplace. The minimum wage rates are reviewed every year. The current adult minimum wage rates (before tax) that apply for employees aged 16 or over given by our restaurant are as follows:

• $15.75 60 minutes; which is:

• $126.00 for a 8-hour day or

• $630.00 for a 40-hour week or

• $1,260.00 for a 80-hour fortnight.

Representatives must be paid at any rate on the base of time-based compensation rate for any additional time worked more than eight hours a day or more than 40 hours a week or 80 hours for every fortnight.

HOLIDAYS

Employees are able to ask their employer to pay out in cash up to one week of their minimum entitlement to annual holidays per year.

For getting the annual leave holidays, employee has to make the application in writing.

Annual/Sick Leave:- Every employee of the LSG SKYCHEF get the Annual and Alternative leave in every month. They are also getting the sick leave in every year. If an employer is found to have incorrectly paid out a portion of the employee’s annual holidays where the employee did not request it, the employee is still entitled to take the portion of annual holidays concerned and to keep the money. The employer may also face a penalty.

Public Holidays:-

Every employee of LSG SKYCHEF get the Public holiday if they did the work on public holiday then they get the pay and half for that day and they are also get the another alternative holiday.

Training

Training is essential for everyone in our organisation and that is they key of success and development of our organisation. It is fruitful to both employers and employees of an organization. An employee at LSG SKYCHEF will become more efficient and productive if he is trained well.

  • New staff who join an organization are given training. This training familiarizes them with the organizational mission, vision, rules and regulations and the working conditions.
  • The existing employees are trained to refresh and enhance their knowledge.

LEAVES AND EQUAL WAGES

In LSG SKYCHEF, our workers would tell you they get a good amount of leave, at least by international standards. If you need to go back home to visit family, you’ll get a minimum of four weeks annual leave. In addition, there are 11 public holiday days.

If you work on a public holiday, your employer has to pay you extra. You may also be able to take the holiday on another day – it’s called “taking a day in lieu”. After six months an employee is entitled to five days sick leave on pay.

Employees are entitled to five days sick leave for every 12 months after that. Sick leave can be taken if:

  • the employee is sick or injured or
  • the employee’s spouse or partner is sick or injured or
  • A person who depends on the employee for care is sick or injured.

Employers must pay employees their relevant daily pay or average daily pay (if applicable) for sick leave https://employment.govt.nz/leave-and-holidays/Invalid source specified..

Hours of Work- Every staff have to work for at least 8 hours.

Type of minimum wage Per hour 8 hour day 40 hour week 80 hour fortnight
Adult $15.75 $126.00 $630.00 $1,220.00
Training $12.20 $97.60 $488.00 $976.00

(Supervisor, Wagerate, 2017)

Health and SafetyImage result for health and safety rules nz restaurantDescription: C:Documents and SettingsSTUDENTDesktopAlsco-NZ-Training-Safety-Posters-rules-workplace-safety-A4.png

In case of fire everyone in the our restaurant needs to use fire extinguish for control the fire and they have to learn the use the First Aid kit in the case of any injury to staff on the work. They have to place the every equipment in the proper manner so no one can get the injury (Health and safety, NZ, 2017).

Equal Employment Opportunities

Gender equality

Our LSG SKYCHEF is proud to have equal gender participation in our workforce. In our restaurant both men and women are working and they get equal pay. Our workplace practices and policies promote equal opportunity for all employees – irrespective of gender. With such diversity across service type, employment options, locations and industry sectors, Spotless is truly committed to gender equality across its workforce. Both males and females workers are work at same pay rate.

Employment conditions that must be covered in the employment agreement

Great business connections start with a decent appointment so that everybody has clear assumptions about the part, working conditions and business rights.

All business is work in accordance with some basic honesty between a business and employees for the benefit of their individuals. Bosses must not unduly impact representatives to join or not join a union.

These are sketched out in the Employment Relations Act 2000.

Paye, ACC

At LSG SKYCHEF, If an employee has met with any accident or injury then he should be covered under the ACC (Accident Compensation Corporation):-

  • If accident or injury related with the workplace then, the employer has to pay “first week compensation” which is equal to the 80% of the earnings of the employees
  • Employer doesn’t have to pay the employee if he is getting weekly compensation from ACC.
  • If the time period of leave of ACC is 5 or more days then employer and employee can agree with that employer will top up the ACC payment from 80 to 100% by using the one day of the employee’s sick leave for every five days’ leave taken (ACC at Workplace, 2017).

Human Rights

Discrimination means when one person is treated unfairly than another person for the same situation or work then you have to take action.

At LSG SKYCHEF, it is duty of the employers to take necessary steps to stop the type of discrimination and harassment. This includes harassment by employees or clients. This all related with the human right which is common for all workers (Human rights/business-and-work, 2017).

Equal employment opportunity

In LSG SKYCHEF all Staff, including those that fall under the protected classes, have an equal opportunity for employment and advancement within an organization. There is no space for any kind of discrimination in our organization on any grounds like age, national origin, Color, disability, sex, and in some cases family status. The employee must prove they were discriminated against when they were treated differently because of their status in one of those protected classes (Manager, 2017).

2.2

Collective agreements

There are set procedures for negotiating a collective agreement and these must be complied with by all parties. These procedures are set out in detail under Collective bargaining contents. These systems are set out in detail under Collective dealing strategies .This must agree to various lawful necessities.

It must:

• In writing

• Be marked by the employer and parties

• Identify the work that the contract covers.

• Include a plain clarification of the administrations accessible to deal with any future work relations issues

• Include a condition expressing how the understanding can be changed

• Include the expiry date (or the occasion that will trigger expiry)

• Include the policies that follow the Holidays Act 2003 prerequisite for representatives to be paid at any rate time and a half for work on open occasions

• In important cases, it should likewise incorporate an arrangement setting out how the business will secure his representatives if the business is sold or contracted out.

The gatherings to an aggregate understanding must guarantee that, when practicable after they go into the contract, a duplicate of the understanding is sent to the Ministry of Business Innovation and Employment. They must also include any other document referred to by the collective agreement or incorporated into it unless that document is publicly available.

One copy of contract must be given to employer and contracted employees (Manager, 2017)

Individual Agreement

Content of individual employment agreements

An agreement may contain any terms and conditions that the employee or employer agree to but must include the following:

1. The names of the representative and business concerned; and

2. A depiction of the work to be performed by the worker; and

3. A sign of where the representative is to play out the work; and

4. A sign of the game plans identifying with the circumstances the representative is to work; and

5. The wages or pay payable to the representative; and

6. A plain dialect clarification of the administrations accessible for the determination of business relationship issues, including a reference to the time of 90 days inside which an individual grievance must be raised.An individual employment agreement must not contain anything

1. Contrary to law, or

2. Inconsistent with the ERA (Agreements, 2017).

Contract for Service in LSG SKYCHEF

A contract of services has been different from an “contract for services”, the articulation modified to infer the separating line between a man who is “utilized” and somebody who is “independently employed”. The reason for the separating line is to credit rights to a few sorts of individuals who work for others. This could be the privilege to a lowest pay permitted by law, occasion pay, debilitated leave, reasonable expulsion, a composed explanation of the agreement, the privilege to sort out in a union and so on. The assumption is that truly independently employed individuals ought to have the capacity to care for their own issues, and in this manner work they improve the situation others ought not convey with it a commitment to take care of these rights (Manager, 2017).

 Short term contracts

In LSG SKYCHEF an employee may be employed under a contract for a limited duration or short term. An employee whose contract is for a specified fixed term of two years or more may agree in writing to exclude any right to a redundancy payment or, for contracts of one year or more, to complain of unfair dismissal although this will be effective only where the term expires without renewal, not if the contract is terminated at some earlier date. Short term contract workers are often known as temporary workers or casual workers. See typical workers, fixed term contract. But there are no such types of employees in our organisation as on now.

Explain the obligations for the provision of information and advice to the employees in relation to the requirements of the employment Relations Act.

These obligations stand regardless of whether we hire one employee part-time for two hours per day, or have multiple employees on full-time contracts. The Employment Relations Act is the legislative foundation of all relationships between employees and employers in New Zealand.

The Employment Relations Act covers a range of topics including:

  • Recruiting, and selecting the right candidate for the job.
  • Written employment agreements.
  • Trial and probation periods.
  • Union membership.
  • Workplace training and development.

The objective of the Act is to maintain fair and productive relationships between employers and their employees.

Workplace based on the below mention conditions:-

  • Recognizing that employment relationships must be built on mutual trust and confidence as well as certain legislative or legal protections
  • Understanding that there is a degree of inequality of power in employment relationships that needs to be mutually understood
  • Respecting the integrity of individual choice
  • Promoting mediation as the primary problem-solving mechanism – reducing the need for judicial intervention (Requirement of ERA, 2017).

Identify and explain the procedures for settling personal grievance and Employment disputes in terms of legal requirements and principles of natural justice.

Under The Employment Relations Act all employees of LSG SKYCHEF has right to pursue a personal grievance if they have any of the following complaints:

Unjustifiable dismissal or action at LSG SKYCHEF.

At LSG SKYCHEF an employee has a right to complaint against the personal grievance. This must be done within 90 days of when the grievance occurred or came to his or her attention. However, the LSG SKYCHEF may consent to a personal grievance being raised after that time. If they don’t give consent the employee may apply to the Employment Relations Authority to be allowed to raise the personal grievance after the 90 day period. As noted above, if the employee has been given notice of dismissal during a trial period, a personal grievance may not be raised for unjustified dismissal unless the personal grievance was about discrimination or harassment.

Sexual harassment by a person in authority

At LSG SKYCHEF, An employee is also sexually harassed in the employment, if that person who is in under the employ of the employer or who is a customer or client of the employer, makes a complaint against such employer that he pressurise him for making directly or indirectly sexual intercourse or sexual contact then such employer will be punished under New Zealand law.

Duress

In some situations at LSG SKYCHEF, employees could be subjected to duress by their employer

Duress can occur when an employer or an employer’s representative says that an employee must have to do this act if he wants to keep his job safe.

If employer threatens to employees or disadvantage the employee, in order to get an employee to leave or join a union or an employees’ organization or a proposed one, or

It is undue influence if the employer takes the advantage or threatens to disadvantage an employee to try and stop the employee from acting on behalf of other employees.

Discrimination

Discrimination in the workplace is a major concern in today’s business community. The increase in cultural and gender diversity in the workplace has obligated employees from different ethnicities and backgrounds to work together work together to meet the goals of the company. Unfortunately, differences between people have a tendency to lead to misunderstandings, and result in conflict and discrimination. But in LSG SKYCHEF, all employees and employer are treated equally without any discrimination. Employers have a responsibility to their workers to protect them from discrimination and unfair treatment in the workplace.
Disadvantages:-

Make sure that each party to the dispute must be her before reach on a final decision, so that no one should be ignore without giving him opportunity to prove his innocence (Community-law, 2017).

Task 3

Assess Introduction programme in terms of timing and procedures to introduce new staff to organisation rules and procedures, organisation culture employee tasks and work environment and premises.

These are the lists of programs followed after anyone got successfully into our organization.

DURATION SESSION SUGGESTED CONTENT OF SESSION
Day 1 Introduction to the work area. 

Induction Process.

Rules and regulation to follow all the time.

 

  • Mission, Vision, Objectives of work area.
  • All key operational and social areas to be visited.
Day 2 Introduction to the other teams within the Work area (if appropriate)
  • Purpose/Activities of the other teams/work areas
  • How the team fits in to the work area
Week 1 Performance Standards 

 

  • Outline specifics of job role – (job description)
  • Define goals, objectives, and expectations
  • Review probation and performance and development review/ ADR/ appraisal process.
Week 1 Culture of the Work area 

 

  • Make new local arrangements regarding hours of work, holiday requests, sickness procedure, after hours working, dress code, lunch arrangements, etc.
  • Other company procedures e.g. internet and e-mail usage, transportation and parking, etc.
Week 2 Office Systems
  • Review processes for using office equipment such as: computer, telephone, voicemail, fax, printer, photocopier, etc.
  • Review processes for using other company equipment/systems such as: open access computers, etc.
  • Review computer security, and software usage.
  • Consider environmental efficiencies
Week 2 to 4 Job Specific Training and Development
  • Role specific development needs should be reviewed and a suitable programme of training should be planned that aligns the individual’s skills to their core duties.
  • Staff with line management responsibilities should be clear as to their duties and attend any relevant training.
  • Outline the use of annual performance and development reviews/ ADR as one method for determining on-going role specific development needs.
  • Introduce companywide training and development opportunities available to staff.
  • Review use of personal development planning tools (i.e. PDP)
Week 1 Health and Safety
  • Physical – fire exits, fire alarms, fire evacuation procedure, fire-training arrangements, manual handling, first-aid arrangements, VDU usage, and other arrangements as required.
Week 3 to 6 Monitoring and Evaluation
  • It is important that the Induction programme is monitored and reviewed.
  • Throughout the period regular review meetings should be held and any adjustments made.
  • See sample templates to support this process: Checklists, Evaluations.
Week 6 Probation 

 

  • For new staff the Probation Policy will apply

(Manager A. , 2017).

Potential sources of training at LSG SKYCHEF

At LSG SKYCHEF our Internal Human Resource Manager looks for training needs of new employees.

  • Regular management reports tell about sale or inventory problems about trends in turnover, or grievances about an array of things that cause Human Resource managers to ask whether human performance could be a cause. Special reports and requests reveal future plans, shifting priorities, problem areas, successes, failures—many of which either result from human. They reveal new strategies and programs that may require people to do things they have never done before. That means potential inadequate human inventories, and inadequate human inventories are symptoms of potential training needs.
  • New Machinery usually means new training for old staff sometimes new positions.
  • New products, which can result only if a new technology (or significant amendments to old technologies) are acquired by significant numbers of employees.
  • Changes in standards, as we have noted so many times, inevitably mean that large numbers of people must be informed—and sometimes trained. Frequently, incumbents need a chance to express their feelings about the change, to understand the reasons for the new standard so that they can accept it more easily—or at least respond effectively by “going along with it (Supervisor, dispatch, 2017).”

Self-management and professional development for LSG SKYCHEF

At LSG SKYCHEF effective self-management understands own strengths and development needs. They show personal responsibility, initiative, creativity and enterprise with a commitment to learning and self-improvement. They actively embrace change, responding positively to new priorities, coping with challenges and looking for opportunities. Self-management skills do not stand in isolation. They underpin the other skills that people need in their repertoire to become fully effective in learning, the workplace and in life. The resources in Self-managers and Reflective learners will help you understand how making the learning process explicit in your teaching can promote self-management and development.

For professional development we are having a policy of sponsorship scheme if any employee is keen to learn more new things they need to register with Human resource Department then the manager will let them know when their turn comes on (Supervisor, dispatch, 2017).

Organization procedures followed by LSG SKYCHEF

A procedure is a means to an end. Procedures are step by step instructions, prescribing an exact sequence of action. A procedure explains how to and who (which position) will implement the policy. At LSG SKYCHEF procedures are specific, factual and succinct. They may include timelines, specific forms to be used and template forms. Procedures assist in eliminating common misunderstandings which can result in costly mistakes.

  • Identify specific and alternative actions
  • Explain when to take actions
  • Describe emergency procedures
  • Include warnings and cautions
  • Give examples
  • Show how to complete a specific form
  • Prescribe how to carry out the action through step by step instruction
  • Less flexible – concise and exact sequence of activities

Personal goals of staff at LSG SKYCHEF

Employees want to see how their work contributes to larger corporate objectives, and setting the right targets makes this connection explicit for them, and for you, as their manager. Goal-setting is particularly important as a mechanism for providing on-going and year-end feedback. By establishing and monitoring targets, you can give your employees real-time input on their performance while motivating them to achieve more (Supervisor, dispatch, 2017).

 Task 4

Advertising positions: – Without giving any post to any staff in LSG SKYCHEF, HRM always advertise the post in the website and web pages like trade me, so that everyone can apply the job with their capabilities.

Screening:- It is important tool in the hands of HRM to select the candidates for for the job and it also fast tool for reject the application who are not match with qualification of that job by examining their resume.

Short Listing:- The purpose of short-listing  to examine the candidates who meet with the selected conditions  for the post or who are the most likely for carrying the duties of the job. Candidates are selected in the formal interview by the panel of person.

Interviewing of candidates:- It the main tool to select the candidate in the LSG SKYCHEF by go through the direct interview of the candidates (Manager, 2017) .

Identify the legal, equal employment and organisational requirements regarding recruitment.

The goal of the Equal employment law and program is to make discrimination in employment illegal. Equal Employment Opportunity programs include affirmative action for employment as well as processing of and remedies for discrimination complaints. All employees of LSG SKYCHEF including supervisors, managers, former employees, and applicants for employment, regardless of grade level or position, are covered under this legislation. The Equal Employment Opportunity Act of 1972, which amended the Civil Rights Act of 1964 to include public employees, granted enforcement authority to the Civil Service Commission (now the Office of Personnel Management) to ensure non-discrimination in human resources actions and to establish affirmative employment measures (Recruitement, 2017).

Describe the recruitment procedures for advertising positions, screening, short listing and interviewing of candidates in terms of compliance with these requirements

Interviewing methods

You have to come to our organization for the interview with all your documents properly arranged. You will be tested on your various skills and especially your communication skills. If you are selected for the job we will inform you by calling or by sending you the mail.

Systematic Interview Schedule for LSG SKYCHEF


(Systematic interview, 2017)

Reference assessments and checks:-

The best tools for check the future of candidate is check his past performance, and his ex-employer is the best source of this information. Employers can get the more information of the candidate’s status, attitude, and behavior.  . Employers can also reject the hire candidate if they found any negative issue in his past.

Application or Pre-employment forms:

  • If the candidates want to do the job in the LSG SKYCHEF then they have to fill up the pre-employment form of LSG SKYCHEF.
  • He has to fill up his all detail accurate information and drop it to our HR office.
  • After examining their application, we will select the few suitable application and reject the rest of all who don’t fulfil the requirement of our job description.
  • We communicate them for interview.
  • Then, we interview with the selected application one by one, and then if they passed our interview then we give the job to that person and give the job offer (Manager, 2017).

 

Curriculum vitae for LSG SKYCHEF

Curriculum vitae (CV), also spelled curriculum vitae, provide an overview of a person’s experience and other qualifications. In some countries, a CV is typically the first item that a potential employer encounters regarding the job seeker and is typically used to screen applicants, often followed by an interview, when seeking employment.

Please don’t forgot to attach your CV

Barriers to selection at LSG SKYCHEF

The main objective of LSG SKYCHEF selection is to hire people having competence and commitment. This objective is often defeated because of certain barriers. The impediments which check effectiveness of selection are as follow:

  • PERCEPTION
  • FAIRNESS  (Manager A. , 2017).

LSG SKYCHEF feedback procedure

At LSG SKYCHEF, every department gives their feedback through emails to the selected candidates and they are also sending the e-mails to the rejected candidates about rejection (Manager A. , 2017).

Maintain the respect and dignity of all parties

  • To raise awareness on the prevention of bullying and harassment
  • To support good communications amongst colleagues, staff and students and to set standards of behavior which are acceptable
  • To set out everyone’s individual responsibility in both making themselves aware of the policy and their responsibility to resolve matters as quickly and as confidentially as possible
  • To provide methods of resolution for staff and students in which they have a number of opportunities, both formal and informal, to resolve their individual situations.
  • To promote an environment in which diversity is respected (Manager A. , 2017).

Minimize the negative effects on remaining staff and affected persons

Change is an inevitable part of business; however, for some it is an easier process to deal with than it is for others. In fact, some employees put up resistance to the process, which can have some negative effects for the company in question. These effects can be widespread and may affect the morale of the staff if they are not addressed in a timely manner. Understanding the negative effects of resistance to change in your organization is the first step.

When staff resist a change taking place at work, they may feel less optimistic and hopeful about their professional future with the company. This is particularly so if there is a lack of communication regarding the change. Among other negative effects of resistance to change, lowered morale can spread throughout the entire staff, which can in turn cause issues with both recruiting and retention (Manager A. , 2017).

Natural justice

Things just aren’t fair for business managers when it comes to creating perceptions of justice in the workplace. Every time they allocate resources or recognize one employee above another, they risk the ill will of those left behind or disappointed. Yet promotions must be given. Salaries must be allocated. In some cases layoffs must be made.

The first component of organizational justice is called distributive because it deals with the allocations that some get and others do not. In most cases, members of an organization feel justify treated as long as they receive rewards in accordance with how much they contribute. An individual who earns less than another may feel justly treated, as long as that individual also contributes less to the organization. Likewise, a person who is paid equally to another may feel unjustly treated if he or she contributes substantially more (Community-law, 2017).

Legal requirements

Employers manage and conduct their work activities in such a manner as to ensure the safety, health and welfare of employees. A risk assessment is carried out by the employer or person in control of the place of work.

Transport hazards that exist in the workplace must be assessed as part of this risk assessment and appropriate steps taken to eliminate or reduce any risks found (Supervisor, dispatch, 2017).

 Professional advice on human resources, labor relations or arbitration

Employee and labor relations are the bread and butter of human resources. While the visible, external face of HR for most employees is in the area of recruitment, compensation and benefits, HR is at the core of employee and labor relations, working with unions, representing management in labor relations forums and underpinning the disciplinary process throughout the organization (Human labour, 2017).

Discipline

HR is responsible for discipline throughout the LSG SKYCHEF. Typically, the HR department writes or reviews disciplinary actions, ensuring the documentation meets legal standards and does not pose liability issues for the company. HR monitors discipline across the company, so that an employee in one division can be reasonably assured of receiving the same level of discipline as a similarly situated employee working for a different manager in another division of the organization. HR stores disciplinary documentation in the employee’s personnel file for future reference and sometimes maintains statistical information on the disciplinary measures issued for analysis purposes (Human labour, 2017).

Negotiations and Information

LSG SKYCHEF, HR typically is heavily involved with the labour negotiations process. Often, the chief negotiator representing management at the table is an employee from the company’s HR department, and that person typically also is responsible for keeping the CEO, board and top executives informed about bargaining activity. In LSG SKYCHEF, HR must find out the priorities of each division to assess management’s goals for collective bargaining, then gather and analyse relevant information. HR typically responds to the union’s information requests and could run various reports from the HR information system as needed (Supervisor, dispatch, 2017).

Conclusion: – I am concluding that every business has a human resource department who is working in the managing the staff. As a human resource manager, I conclude that my business cover all the aspect of the employment and prohibit the illegal act against any worker or employees. I can say that my leading departments follow the all legal requirement which are necessary for the protection of wages and benefits of my employees are fulfilled.

Bibliography

ACC at Workplace. (2017, 10 25). Retrieved from https://www.employment.govt.nz: https://www.employment.govt.nz/leave-and-holidays/sick-leave/sick-leave-and-acc-payments/

Agreements. (2017, 10 25). Retrieved from http://www.legislation.govt.nz: http://www.legislation.govt.nz/act/public/2000/0024/109.0/DLM58317.html

Community-law. (2017). Retrieved from http://communitylaw.org.nz: http://communitylaw.org.nz/community-law-manual/chapter-17-resolving-employment-problems/personal-grievances-chapter-17/

Health and safety, NZ. (2017). Retrieved from www.worksafe.govt.nz: www.worksafe.govt.nz

Human labour. (2017). Retrieved from http://study.com: http://study.com/academy/lesson/the-role-of-hr-in-employee-labor-relations.html

Human rights/business-and-work. (2017, 10 25). Retrieved from https://www.hrc.co.nz: https://www.hrc.co.nz/your-rights/business-and-work/guidance-workers/using-your-rights/

natural justice. (2017). Retrieved from https://www.employment.govt.nz: https://www.employment.govt.nz/resolving-problems/employer-and-employee-must-dos/fair-process/

objective. (2017). Retrieved from http://www.lsgskychefs.com/: http://www.lsgskychefs.com/media/news/lsg-sky-chefs-opens-new-auckland-facility/

Recruitement. (2017). Retrieved from https://www.hrc.co.nz: https://www.hrc.co.nz/your-rights/business-and-work/

Requirement of ERA. (2017, 10 25). Retrieved from http://www.legislation.govt.nz: http://www.legislation.govt.nz/act/public/2000/0024/109.0/DLM58317.html

Systematic interview. (2017). Retrieved from https://www.google.co.nz: https://www.google.co.nz/search?biw=1348&bih=632&tbm=isch&sa=1&ei=eO3vWYeeC4m30gTB5KeoBQ&q=systematic+interview+process&oq=systematic+interview+p&gs_l=psy-ab.1.0.0i24k1.3057.3912.0.5239.2.2.0.0.0.0.219.422.2-2.2.0….0…1.1.64.psy-ab..0.2.419….0.HJGYhz

Frank Steeneken and Dave Ackley. (2012). www.bptrends.com. Retrieved november 15, 2013, from www.bptends.com.

Manager. (2017, 10 25). Contract. (Me, Interviewer)

Manager, A. (2017). Lsgskychef. (me, Interviewer)

Manager, B. (2017). intro. (me, Interviewer)

newzealand.govt.nz. (2013). newzealand.govt.nz. Retrieved from .newzealand.govt.nz: http://www.newzealand.govt.nz/

Supervisor. (2017). dispatch. (me, Interviewer)

Supervisor. (2017). Wagerate. (me, Interviewer)



Recommendation
EssayHub’s Community of Professional Tutors & Editors
Tutoring Service, EssayHub
Professional Essay Writers for Hire
Essay Writing Service, EssayPro
Professional Custom
Professional Custom Essay Writing Services
In need of qualified essay help online or professional assistance with your research paper?
Browsing the web for a reliable custom writing service to give you a hand with college assignment?
Out of time and require quick and moreover effective support with your term paper or dissertation?