• Illustrating how to define people in terms that can be assessed and tested during selection;
• Describing what’s meant by general mental ability, personality and person-environment fit;
• Telling how the various characteristics impact on job performance;
• Showing how job descriptions can be analysed to give the necessary competencies and behaviours; and
• Discussing how managers typically make decisions during selection and how this should be done.
• Emphasising the crucial interactions between you and your chosen candidate at this final stage;
• Showing you how to close and interview whilst opening the gate for an offer and acceptance;
• Showing you how to build a compelling verbal offer;
• Setting out the documents and detail of those documents to make a written offer; and
• Illustrating how to use the various steps and documents to close the deal.
Ensure that you give your staff the correct amount of holiday. You must give at least the statutory minimum. Calculating holiday for staff who work a regular daily pattern, five days a week is easy. Not so when patterns are unusual, continuously changing and hourly based.
The manager is constantly sensing performance given by his or her people. He or she has in mind a reference performance for each person that they’d find acceptable. And the manager is constantly comparing the actual performance with the reference. If the performance falls below the reference performance, the manager will act by way of an intervention. Here's how it works.
Why would any manager grant his or her workforce flexibility in when and where they worked? Just think about it. Flexibility suggests that the manager doesn't know when or where the worker is working. Put that way, flexible working is nonsense. But analysis of what the manager gets back suggests huge returns for the firm. It just takes a bit of trust.
Managers often lament the attitudes and commitment given by those born in the 80s and 90s. Getting commitment from generation Y is difficult. They say that staff from this generation are self-opinionated, lazy and have little respect for authority. But many of these opinions are formed because Generation Y are simply different – different from their Generation X managers and Baby-Boomer parents. Commitment can be had from Generation Y if managers work at it. Here's how.