Reasons For Using A Needs Review (Assessment) For Customer Service Training

Title: ASSIGNMENT - HR TRAINING CLASS

Reasons For Using A Needs Review (Assessment) For Customer Service Training

A needs review or assessment shows evidence of how effective the customer service training activity will be before it takes place, that’s according to Kusek(1). It will build credibility for the training program among all stakeholders of the retail store, It will also justify the need for a training budget for employees who are important to the store.

A needs assessment will lead to training the Right Employees, at the right time and, with the right approach – With the needs assessment, we shall find out if we are meeting the industrial standards (the retail industry).

We shall identify the relevant training content for employees. This will increase employee engagement in learning and in turn it will lead to achieving the set overall business goals; not to mention how staff will also be engaged when it is time for the training sessions.

That is why once we figure out whom (of the employees) need to go through the training, it will help to better design the customer service training to meet the learning needs of trainees.

- Helps determine what needs to be trained-A Training Needs Assessment identifies the specific knowledge and skills that employees need to become more productive, efficient, and innovative in their jobs.

It will help us identify the skill gap affecting our retail store. It will help us determine whether or not training is necessary based on the results from the questionnaire that we conduct. And, If training is necessary, the needs assessment will reveal what areas of the employee training objectives to target. For example, Surveys (with relevant questions ) will reveal to us the exact areas in which employees believe training would be most helpful.

It Helps in distributing resources to areas of greatest priority

We shall save time and resources once we know exactly what areas of training to concentrate on. This will help us know which training is urgent and which one is not. For instance, when they are no gaps in knowledge or skills in a particular area, then running further training on it could be a waste of time and money!

Improves the productivity of employees

Roush had a view, that the needs assessment will reveal to us which areas need training most (2), we shall then apply the appropriate training to those areas to increase the skills and competencies of each and every employee. And, in turn, employees will feel more confident when it comes to carrying out their duties, thus it increasing their productivity. The employees will be taught how to properly use the tools and communication channels at the store to perform their work effectively.

Once the training needs are known and implemented, it increases the return on investment. This is when the training pays off as it solves the skill gap identified by the training needs assessment. Once employees are trained, the retail store will get more customers and make more money, pay for all upcoming activities.

The training needs assessment will make the employees feel valued by the retail store, through the contribution they make when answering questions in the survey. Willis has also noted that Staff who feel their employees listen to them and acknowledge their input is almost 5 times more likely to feel encouraged to do their best work (3).

What Are The Drawbacks For Using A Needs Review (Assessment) For Customer Service Training

Many believe that the activity of developing surveys, completing surveys, and evaluating them is time-consuming and the time used on them could have been used on more important business activities: marketing the store, promotions, finance, and operations.

The training needs assessment can be costly if the store has larger size employees who need training and cannot afford to have any delays. It can also be costly if a third party is hired to conduct the training.

Another drawback is the business needs may change before implementing the training program

if the process (from needs assessment to evaluation) takes too long to be implemented, the need of the business may change, leaving the whole process ineffective.

Data collected may be used to punish employees

Some employees have zero confidence in management and fear providing their information during the surveying stage, simply because the top management is willing to use it against them. so they will decide to be less honest with their feedback and self-assessment.

How To Overcome The Drawbacks

To overcome most of the drawbacks of needs assessment, the whole process can be done using an eLearning platform “which allows for it” so that the process is less time-consuming.

With an LMS, employees can instantly access training materials like readings notes, survey questions, and feedback; they will be able to work on them on their own time.

That is why Bramble assured us that Investing in an eLearning platform is less expensive compared to most methods (4) that require traveling and logistical activity, which are costly. It also has a faster processing power to make sure that results are got instantly and reports given before any other needs arrises.

We shall ensure that results are kept confidential and/or anonymous. In the needs assessment, employees can be identified by a number, and be comfortable providing the necessary information during an assessment.

Five(5) Ways A Needs Assessment Would Expose Performance Deficiencies

A proactive approach to solving customer needs

The training needs assessment will allow us to have a proactive approach to solving issues before they get out of hand, which is better than waiting for something to go wrong before reacting. We shall identify the knowledge and skills gaps in time and our store will always be viewed as a strong brand with a learning culture.

It highlights training that we might have not realized

The needs assessment will show us training that we never thought about until the time when employees pointed them out. This will allow us to see exactly what we need to put our focus on.

The Retail store will identify training needed as required by law

We shall be legally compliant because the training needs assessment will show us any training required legally (i.e., by federal, state, or industry laws) our employees will obtain required licenses or certifications.

Customer Service Training Implementation Plan And Method Of Training

The customer service plan will look like this:

Name of learners...

Time frame: Start date

end date

General Comment: This training is designed to first identify the goals of the retail store(with regards to customer service), the training objectives of the employees to satisfy the goals set, The type of training, The method of delivering the training, execution plan, budget and evaluation of the training (ensure that the goals and objectives are being met)

Overall goals of the retail store:

1. customer to have a meaningful experience with our brand

2. build a memorable relationship in the customer’s mind and perception

3. improve the perception of our brand (what customers want and expect)

Employee Learning objectives

1. New capabilities needed to achieve the goals

2. get the skills, knowledge, and abilities needed to achieve goals

Learning Method

1. Role-play (90%)

The training method we shall use mostly 90% of the time is Role-play Other training methods like presentation, discussion, and on-the-job be used at a minimal (10 %)

Execution

Training platform

Using Learning management systems (LMS) to deliver some of the training, these systems have the capabilities to add role-play methods, and have teleconference tools. They also allow the trainer to schedule classes, distribute learning content to all employees at once, no matter where they are located, and be able to eventuate and write reports by tracking the progress and engagement of each employee.

The importance of Including soft skills in the customer service training

Encouraging employees to acquire soft skills will make a big difference in improving our retail store brand because these skills will make customers happy as opposed to being frustrated by employees.

These kinds of skills include Empathy, active listening, persuasion, talking in a positive tone, and clear communication.

Evaluation of learning

The evaluation process is ongoing and feedback to the system is also online

The trainer takes points and gives a balance of both negative and positive feedback

actionable feedback is also encouraged

Where will find out how employees have performed for example:

- how long it took them to solve a problem or to respond

- abandon rates

- number of customer returns and feedback

Find out the evidence of achieving both the goals and objectives which were sitting

Budget for the training

Income $ ____________

Expenses $ _____________

Why Choose Role Play Over Other Methods Of Training

As a member of the HR department, I have chosen the role-play method as the most efficient to train employees who require customer service training because of the following reasons:

• It quickly builds a customer-responsive relationship culture in a business.

• •it allows employees to know the customer’s problems and how to respond to them in the most effective way and within the required time, making sure that customers are never frustrated.

• In addition, they ensure that the customer is never angry because of the customer experience created by employees (who are trained)

• most people learn best when most of their training (70%) is experiential. This is when they are practicing what they are learning at the same time. It triggers both short and long-term memory, therefore employees will always remember what they learn from the scenarios they played.

• It immediately shows to both the instructor and employee (unbiased) feedback from the training and the exact areas to improve

• employees are well prepared before they face the customers in real life, This means role play is better than on-the-job training in this regard. With on-the-job training, There is the possibility that the customer will never come back after meeting an untrained employee.

• Employees respond to the needs of a customer. It stimulates real conversations that employees will be having with customers, and they are taught how to respond to a variety of customer behaviors.

Proven Ways To Motivate Employees To Attend Training Sessions

To encourage employees at our retail store, we shall make sure that the following proven ways of keeping employees motivated to attend training sections are included in our management practices and policies.

1. Connect training sessions to the promotion and career advancement opportunities. This involves creating advancement opportunities for all employees who train and achieve exceptional results and great feedback from customers. Once employees know how valuable a training session is, they will be encouraged to always train and have chances to get promoted and opportunities to be rewarded for their efforts. For this to work, we need to know exactly what drives our employees.

2. Providing the right training, at the right time and the right place. As retail employees, they spend most of their time on the job, they require the right type of training, using the right method and at the right time. When this is done, they will feel that the training is relevant to their jobs. For example, An eLearning on the laptop will seem irrelevant for retail employees since they are not always on personal computers to train.

3. Consider the employee’s opinions when designing the training. We will make sure that employees are asked about what they need to be able to perform their jobs better in this regard to satisfy customers better. What method would they like for the training? All these questions are asked in the survey. This is great for making employees feel like the business’s partners.

4. Reward everyone. This includes giving every employee who attends some incentives such as food, certificates of attendance, and teachings (diary, t-shirts, and calendar) with the company logo. |employees will be interested in the training because they will know that every single person is entitled to gifts or rewards that they can afford to miss out on. This can only be achieved once we know and confirm the link between motivation and the performance of employees.

5. Make learning easy, fun, and engaging. This is making sure that employees don't have to struggle to complete the training

6. Personalizing the training. This is first studying the needs assessment for the training so that each employee’s needs are known. And then tailor the training according to what each employee needs. This will ensure that time is not worsted on activities that employees are already good at doing.

7. Make the training flexible for all employees. This usually involves making the training available for all who need it to participate, at their own time and wherever they are at. This involves updating all employees (on what is happing) using the company’s internal communication system and applications, This leaves no employee with any excuses for not having the time to participate, or to physically attend the training.

For example, let’s imagine that a survey reveals that classroom-based workshops take too much time out of the workday, and employees are falling behind on their responsibilities. As a result, employees feel stressed and negative toward training. This insight might lead the company to choose an LMS so that employees can learn anywhere, anytime, and at their own pace.

Training Survey Form

For Participants in the Employee customer service Training program

Date

Location

Trainer

Instructions: Please show your level of agreement with the statements shown below with 0 = irrelevant and 5 = highly relevant.

1. the objectives of the customer service training were clearly defined

2. I was encouraged to participate and interact with others

3. The training content and material meet my expectations

4. The topics covered were relevant to improving the way to handle customers

5. The training was relevant to my needs of improving my performance

6. The content was organized and easy to follow

7. I learn something new

8. The trainer was knowledgeable about the training topics

9. The time allotted for training was sufficient

Please give shot answers to the next questions

1. what did you like most in this training

2. what aspects of this training would you like to be improved

3. What new thing (s) have you learned as a result of this training?

4. what additional training would you like to be included in the future?

Kindly return this questionnaire to the instructor

Thank you for your feedback

Sources

name. year. title. p. 1. link

1. Jody Zall Kusek, 2004. Ten Steps to a Results-based Monitoring and Evaluation System: A Handbook for Development Practitioners. 1. https://books.google.co.ug/books?id=AN1_UBu0k1cC&lpg=PP1

2. David Walter Roush, 2011. Juvenile Detention Training Needs Assessment: OJJDP report

2.https://books.google.co.ug/books?id=ldL_dqxbTxEC&dq=

3. Judy Willis, 2007. Brain-Friendly Strategies for the Inclusion Classroom. 3

https://books.google.co.ug/books?id=TwtRBAAAQBAJ&lpg

4. William J. Bramble, 2008. Economics of Distance and Online Learning: Theory, Practice, and Research. 4.https://books.google.co.ug/books?id=yEOSAgAAQBAJ&lpg= 

Royal dutch shell is a British multinational oil and gas company founded in 1907 that is headquartered in the Netherlands and

Closing case

Royal dutch shell is a British multinational oil and gas company founded in 1907 that is headquartered in the Netherlands and incorporated in the united kingdom the company is one of the world largest oil producers with revenues of about $388 billion profit of $24 billion and operation in more than 70 countries the company has some 82.000 employees of which about 7000 employees are at any one time on expatriate assignments outside their home country a crucial task for the shell is to manage this extensive population of expatriate workers to meet its commercial goals and transfer valuable technical and managerial knowledge across operations located in different nations its no easy task

Shells long-term goal is to develop local talent wherever possible thereby leveraging local employees networks, market knowledge, and language skills while also minimizing cost however there are many cases where deploying foreign nationals makes the most commercial sense first there is often a shortage of skills in certain locations, the shell has found this to be a vital issue in the middle east and North Africa where the company often works with local joint -venture partners or third parties. moving shell employees from other countries to work with partners. and transfer expertise is often a key part of the company strategy. the second shell recognize that the skills of staff and senior leadership are improved by significant exposure to overseas markets in other words in a multinational shell high potential employees need to understand what it is like to live and work in other countries – to get a sense of the conditions on the ground third in many instances, senior shell employees need to be on the management boards of local subsidiaries to effectively monitor and control those operations and keep the head office informed of developments.

A shell has found however moving employees to other countries raise several important challenges it's not always easy to recruit skilled personnel to work in different locations a survey of expatriate personnel at shell found that five issues had the greatest impact on the willingness of employees to accept an international assignment in order of importance these were (1) separation from children during their secondary education (2) harm done to a spouse career and employment (3) failure to recognize and involve a spouse in the relocation decision (4) failure to provide adequate information and assistance regarding relocation and (5) health issue the underlying

The message was that the family is the basic unit of expatriation, not the individual, and the shell need to be more to recognize this.

To deal with these issues shell implement several programs designed to address some of these problems to help with the education of children, shell built an elementary school for shell employees where there was a heavy concentration of expatriates as for secondary school education shell worked with a local school (e.g.. often providing grants) to help them upgrade their educational offering it also offered an education supplement to help expatriates send their children to a private school in the host country.

Helping spouse with their career is a more vexing problem according to survey data half the spouse accompanying shell staff on assignment were employed until the transfer when expatriated only 12 percent were able to secure employment while a further 33 percent wished to be employed shell set up a spouse employment center to address the problem the center provides career counseling and assistance in locating employment opportunities both during the company also agreed to reimburse up to 80 percent of the cost of vocational training further education or reaccreditation

Shell set up global information and advise network known as the outpost to provide support for the families facing the challenges of global mobility the outpost has its headquarters in the Hague with about 50 local offices around the world the center recommends school and medical facilities and provides housing advice and up-to-date information on employment study self-employment and volunteer work

Finally there is also issues with expatriate pay. an expatriate basic salary and bonus are linked to what they would receive in their home country additional pay is given to expatriates moving to more locations so they can maintain their standard of living shell also recognize that employees often need additional financial incentives to persuade them to leave family and friends and location premiums to persuade to move less popular expatriate destinations such as Kuwait, the shell also use tax equalization as part of its expatriate pay approach specifically home country taxes are deducted from expatriate pay white host country taxes are paid by the company of course all of these added factors make expatriates and expensive resource that can cost up to three-time as much as a local employee

Questions

1. Royal dutch Shell is one of the largest companies in the world and has been for years with sales approaching $ 400 billion and 82 000 employees worldwide, including some 7000 employees on the expatriate assignment the company is large, complex, and powerful compared with retail or consumer companies shell is more narrowly focused and much more technical in orientation. How do you think this narrower focus and technical orientation affects the global human resource management shell?

2. Shell's long-term goal is to develop local talent wherever possible, thereby leveraging local employees' networks, markets knowledge, and language skills while also minimizing cost moving shell employees from other countries to work with partners and transfer expertise to the potential local employees who do not have the educational background in many cases. How would you solve the education skill and knowledge gap if you were a shell c suite leader?

3. Spending significant time (e.g. three years) on an expatriate assignment has significant family and professional implications as can be seen in the shell survey that was mentioned in the case how would you feel if you were given an expatriate assignment today? how would you feel about it if you were 25 years old 35? 50?

4. why do the accounting systems of different countries differ? why do these differences matter

5. why might an accounting-based control system provide headquarters management with biased information about the performance of a foreign subsidiary? how can these biases best be corrected?

Solution

 Executive summary

This paper will look into the issues that a multinational corporation has when it expands its operations across many countries. Royal Dutch Shell is the corporation in question. It will examine the issues related to human capital management. The examination is broken into five sections, which are as follows:

1. The first segment will look at how Shell's narrower focus strategy and technical orientation affect its worldwide human resource management.

2. The second portion looks into how I would address the education skill and knowledge gaps. The final segment will discuss how I might feel if granted an expatriate assignment at different age groups.

3. The third section will discuss how I might feel if granted an expatriate assignment at different ages.

4. The fourth segment discusses why various countries' accounting systems differ and why it matters.

5. The fifth section explores why a headquarters may obtain skewed performance data from an accounting-based control system given by a foreign subsidiary.

The findings were: Human resource management at the global level is influenced by the company's strategy and technological direction, and it reacts by focusing on encouraging individual workers to meet the company's specified objectives, according to the results. As a member of the C suite, I would collaborate with other stakeholders to narrow skills and knowledge gaps, particularly in areas where youth unemployment is prevalent. I would have different feelings and interests if offered an overseas assignment, however, Shell provides wonderful programs that can assist me to adapt to working abroad. Other nations' accounting systems differ according to their cultures, level of development, economic and political relations, and sovereignties, and these differences matter because they influence the capacity to compare financial accounts from different countries. Exchange rates, transfer prices, and the country's economic realities are all reasons why the headquarters may get biased information from an accounting-based control system.

Introduction

The case under examination is for The Royal Dutch Shell, which was formed in 1912 and is one of the most successful international oil and gas businesses with subsidies all over the globe (Priest, 2005). When the investigation is finished, remedies and suggestions for human capital management and financial reporting issues will be presented (Roszkowska, 2020). As a result, the goal of this paper is to discover answers to the obstacles that the Royal Dutch shell corporation faces in dealing with human resource and financial management concerns.

The investigation : Divided Into Five Sections

The first section discusses how Shell's narrower emphasis and technical orientation affect worldwide human resource management. Shell has a restricted approach that focuses on a limited number of operations while passing up other attractive alternatives. Shell's technical orientation refers to the interest in gratification produced by actual understanding of a business's technical aspects. As a result, as a worldwide corporation, Shell is focusing on motivating its workers so that they may effectively boost profitability, which has an impact on Shell's human resource management on a global scale (Durugbo & Amankwah‐Amoah, 2019). Its compensation, training and development, appraisal management, and talent management responsibilities must be tailored to each subsidiary's needs in a specific nation. This is because employee needs vary in each country.

The second section discusses how I would close the education skill and knowledge gap if I were a member of Shell's C suite. If I were in charge, I would devise ways to close skill and knowledge gaps, such as a) offering enough training options for youth, such as going to other countries and obtaining a taste of life abroad (Namaste, 2017). b) Collaborate with other stakeholders such as educational institutions, governments, and businesses to provide the skills required to enter the oil and gas sector (Heim et al., 2019). c) Seeking applicants from under-served populations, such as those with disabilities and older employees, who may have relevant expertise and can help the company's customer outreach.

The third section is about how I would feel if I were given an expatriate assignment when I am 25, 35, or 50 years old: In summary, I expect that my company achieves my goals so that I may successfully assist the company in transferring valuable technical and management skills to other countries. For example, as a 25-year-old, I would encounter problems such as whether it was worthwhile to leave my social and professional network back home, worry of not fitting into a new culture of another nation, loneliness, lack of budgeting experience, and cultural opposition and pressure. At 35, I would encounter fresh obstacles and adjustments in the new banking, investing, and taxes systems, as well as my partner and children adjusting to new places, language issues, and costs involved. As a 50-year-old, I would be concerned about the amount of international health insurance provided, if I would have access to great private treatment, and whether I will be safe and secure. Shell would suit me since it provides additional compensation, financial incentives, and global adaption assistance to entice expatriate employees and their families to stay. Shell offers tax breaks and location bonuses, which will boost my drive to succeed and adapt to foreign conditions.

The fourth section discusses why countries' accounting systems differ and if those variations are relevant. The reasons why accounting systems differ amongst countries are as follows: a) culture of a country - countries have their own accounting standards that they do not want to modify because they believe that any changes will weaken, complicate, and influence people's tolerance for ambiguity (Yanto et al., 2017). b) level of development - each country's accounting system has grown to fulfill distinct accounting demands and information. As a result, the more developed countries have more complex accounting systems than the less developed countries. b) Economic and political links — nations with diverse economic and political interests typically have diverse accounting systems (Dillard & Vinnari, 2019). d) Country sovereignty - Some countries are opposed to a single set of accounting rules that would jeopardize their sovereignty or ability to govern themselves. Accounting standards disparities are significant because a) they impact how financial reports are generated and evaluated, and those variances make cross-country comparisons of financial statements difficult. When financial statements are generated using multiple accounting standards, it is difficult to compare the performance of different firms or their subsidiaries. As a result, a firm like Shell will have a tough time comparing the performance of its subsidiaries. Finally, variations in financial reporting quality among nations have an impact on the quality of financial reporting.

Section five discusses the reasons why accounting-based control systems provide biased information from other countries. These include a) changes in the exchange rate – currencies can depreciate or appreciate, causing the original figures on performance to change (Liu & Lee, 2020). b) transfer prices – subsidiaries can trade under common ownership – for example, Royal Dutch Shell may have subsidiaries selling to each other – and the profitability of these subsidiaries can be distorted by lower transfer prices to minimize expenses and taxes. C) The current state of microeconomic factors and trends in a nation — variables such as inflation, unemployment rate, economic growth, and a country's monetary policy might contribute to inaccurate information being received from subsidiaries in such countries. These biases can be effectively avoided by a global corporation using a single currency rate to examine financial reporting. b) establishing standards and policies that must be adhered to across subsidies to minimize poor profits caused by transfer pricing inefficiencies. b) When it comes to microeconomic factors, a multinational corporation is at the mercy of government interventions and a country's market supply and demand adjustments (Fenna, 2019).

Conclusion

Global human resource management is impacted by the company's strategy and technical direction, and it responds by focusing on encouraging individual employees to reach the company's set objectives, based on the outcomes. As a member of the C-suite, I would work with other stakeholders to close skill and knowledge gaps. If I were offered a foreign assignment, I would have different sentiments and interests; nevertheless, Shell has fantastic programs that can help me adjust to working abroad. Accounting systems in other countries differ based on their cultures, degree of development, economic and political relationships, and sovereignties, and these variations are important because they affect the ability to compare financial statements. Exchange rates, transfer prices, and the country's economic reality are all reasons why an accounting-based control system may provide bias information to headquarters.

References

Dillard, J., & Vinnari, E. (2019). Critical dialogical accountability: From accounting-based accountability to accountability-based accounting. Critical Perspectives on Accounting, 62, 16-38.

https://www.sciencedirect.com/science/article/pii/S104523541830323X

Durugbo, C., & Amankwah‐Amoah, J. (2019). Global sustainability under uncertainty: How do multinationals craft regulatory policies?. Corporate Social Responsibility and Environmental Management, 26(6), 1500-1516. https://onlinelibrary.wiley.com/doi/abs/10.1002/csr.1764

Fenna, A. (2019). In a ‘market’,‘free enterprise’or ‘capitalist’system, dominated by private owner-ship and free exchange such as Australia's, the government can only influence how well the economy functions. Moreover, a small national economy such as Australia’s is often at the mercy of events in the world economy. The main tools government has at its disposal to influence the economy are. Australian Politics and Policy, 541. https://eprints.whiterose.ac.uk/163928/13/Australian%20Politics%20and%20Policy.pdf#page=551

Heim, I., Kalyuzhnova, Y., Li, W., & Liu, K. (2019). Value co‐creation between foreign firms and indigenous small‐and medium‐sized enterprises (SMEs) in Kazakhstan's oil and gas industry: The role of information technology spillovers. Thunderbird International Business Review, 61(6), 911-927.

Priest, T. (2005). The ‘Americanization’of Shell Oil. InForeign Multinationals in the United States (pp. 204-222). Routledge. https://www.taylorfrancis.com/chapters/edit/10.4324/9780203996669-17/americanization-shell-oil-tyler-priest

Roszkowska, P. (2020). Fintech in financial reporting and audit for fraud prevention and safeguarding equity investments. Journal of Accounting & Organizational Change.

https://www.emerald.com/insight/content/doi/10.1108/JAOC-09-2019-0098/full/html

Liu, T. Y., & Lee, C. C. (2020). Exchange rate fluctuations and interest rate policy. International Journal of Finance & Economics. https://onlinelibrary.wiley.com/doi/abs/10.1002/ijfe.2336

Namaste, N. B. (2017). Designing and Evaluating Students' Transformative Learning. Canadian Journal for the Scholarship of Teaching and Learning, 8(3), n3. https://eric.ed.gov/?id=EJ1162945

Yanto, H., Yulianto, A., Sebayang, L. K. B., & Mulyaga, F. (2017). Improving the compliance with accounting standards without public accountability (SAK ETAP) by developing organizational culture: A case of Indonesian SMEs. Journal of Applied Business Research (JABR), 33(5), 929-940.

https://www.clutejournals.com/index.php/JABR/article/view/10016

For this assessment, you will need to manage recruitment selection and induction in a workplace or simulated environment.

 Instructions

For this assessment, you will need to manage recruitment selection and induction in a workplace or simulated environment.

Part 1 of 3

Role Play:

Imagine that you are working as the Human Resources manager at the local business of your choice.

The business owner has recently looked at the workplace recruitment, selection and induction policies and procedures framework, and has decided that it needs to be overhauled and updated.

1.     She has asked you to develop a new policy and procedure framework for the recruitment, selection and induction of new employees;

2.     You must ensure that your policy and procedure framework complies with all relevant legislation and organisational requirements; and

3.     Once you have developed the new framework, including all relevant documentation, you will need to present it to the business owner for approval.

Part 2 of 3

You have your meeting with the business owner and she approves of your framework. During your meeting with the business owner, she mentions that she is expanding the business, and together you discuss the need for new staff, and identify the recruitment requirements.

4.     Together you identify how many new employees are required and identify the positions they will take. 

5.     After your meeting, you will need to prepare the following:

a.              an advertisement for each of upcoming positions, and

b.              all the appropriate documentation required for recruitment process for the upcoming positions (which may include, but is not limited to: position descriptions, letter of employment, and contract of employment).

You receive a number of resumes for the positions you have advertised.

6.     Identify and select at least two appropriate candidates to interview for each position, and contact them to come in for an interview.

Part 3 of 3

Interview two (2) applicants for each position.

7.     At the end of each interview, write a maximum one- page summary of the candidate's characteristics and suitability for the job. 

8.     Select and hire the most appropriate candidate for the position, ensuring that you provide a letter of employment and a contract of employment, and that you explain the terms and conditions of employment.

9.     You will also need to inform the unsuccessful applicants.

10.  Manage and monitor the induction process for the new employee.

11.  Conduct a post-induction review with the new employee to gain their feedback, and then meet with the business owner to review the entire process and discuss any possible improvements. 

Assessment Requirement

Once you have completed this practical task you will need to submit the following documentation developed throughout the activity:

•        Workplace recruitment, selection and induction policies and procedures framework, including all relevant documentation

•        Advertisement for each position

•        Position description for each position

•        Letter of employment and contract of employment for successful applicant

•        Maximum one-page summary of each applicant interviewed

•        All documentation relating to the management and monitoring of the induction process

Solution

EllWear Retail Store

Simple, Joy, Style

401 George St, Sydney, NSW, 2000

Recruitment, Selection and Induction Policy & Procedure

The Ellwear Retail Store Policy & Procedures concerning recruitment, selection, and induction is to provide equal access to employment for all and to ensure that the best person, is chosen for each position that arises.

This policy must be read in conjunction with Australia’s Fair Work Act 2009, National Employment Standards (NES), Work Health and Safety Standards (WHS), State and Federal anti-discrimination laws, Privacy Act 1988, and Workplace Gender Equality Act 2012.

1. Policy brief & purpose

Our employee recruitment, selection, and induction policy describe our process for attracting, selecting, and inducting employees for jobs. It ensures that all aspects of recruitment are carried out in a proper and efficient manner

2. Scope

It applies to all employees who are involved in the recruitment process of our business.

4. Roles & Responsibilities

All staff involved in recruitment must adhere to this policy. The Human Resource manager will amend this policy in the event of changes to legislation.

5. Procedures under the recruitment and selection process

The hiring teams could go through the following steps:

1. Identify the need for an opening - When a post becomes vacant it will be reviewed.

2. Decide whether to hire externally or internally

3. Review the job description and compose a job advertisement - The Job Description and Person Specification will be reviewed and prepared for each post while ensuring that they reflect the skills, qualities, experience, and attributes required. The State and Federal anti-discrimination laws and Workplace Gender Equality Act 2012 are followed.

4. Advertisement – The Advert States the overall purpose of the job and gives clear guidance on the required method of application.

5. Application Procedure - Application will be by Application Form and Covering Letter. Applicants will also be required to submit the names and contact details of three referees.

6. Shortlisting of candidates must be carried out where possible by three people but in any case not less than two people.

7. Interview. Both internal and external applicants will be considered on individual ability regardless of factors such as gender, age, creed, race, ethnic origin, disability, marital status, sexual orientation, a member of a minority group, or trade union membership. Unsuccessful applicants are given feedback.

8. Law Privacy – We follow the laws under the Privacy Act 1988. The Applicant’s personal information shall be destroyed at the conclusion of the selection process if not successful unless he/she gives us permission or consent to retain it.

9. All Applicants are subjected to background checks or Reference Checks before confirming an offer of employment.

10. Make an official offer. Offers of employment will not be approved by the top management.

11. A written employment contract will be issued ideally prior to commencement

12. The recruitment and selection process is finalized once the employment contract has been signed by the applicant and s/he has commenced the 1-week induction program and 3 months probationary period.

6. The Induction Process

EllWear procedures ensure that all employees understand the principles, values, and objectives of the business and all employees acquire the knowledge and skills necessary to perform their role in a safe working environment.

An Induction checklist shall be used during the induction process and feedback from the new employee shall be documented.

7. Monitoring and Review

Recruitment, selection, and induction procedures and practices are reviewed so as to ensure that the policy is being adhered to and to ensure that they do not include requirements or conditions that constitute, or may lead to, unlawful discrimination or unfair treatment.

VACANCY ANNOUNCEMENT 1 – SALES ASSISTANT

EllWear Retail Group began in 2019 as a cloth and fashion store. We are now expanding with more stores across Australia. Our brands appeal to both men and female customers and we offer simple, elegant, Casual, and other styles of fashion. People are very important to us and we are always on the lookout for those who are passionate.

Are you energetic, positive, and willing to learn? Then we have an exciting job for you.

Position: Sales Assistant

Qualification & Experience

• Retail sales experience

• Solid communication and interpersonal skills

• Customer service focus

• Friendly, helpful, confident, and engaging personality

Job Description

• Selling, restocking, and merchandising.

• Managing and maintaining stock

• Ensuring high levels of customer satisfaction

• Keep up-to-date with product information

• communicating who we are and what we’re about.

We have great training, awesome discounts, and career development opportunities.

If you want to be one of us, submit your application. We are an equal opportunity employer.

Those interested please send your application (cover letter, resume, and 2 references) to our email: job@ellwear.com

EllWear Retail Store

Simple, Joy, Style

401 George St, Sydney, NSW, 2000

VACANCY ANNOUNCEMENT 2 – MARKETING EXECUTIVE

EllWear Retail Group began in 2019 as a cloth and fashion store. We are now expanding with more stores across Australia. Our brands appeal to both men and female customers and we offer simple, elegant, Casual, and other styles of fashion. People are very important to us and we are always on the lookout for those who are passionate.

We are looking for ambitious people will the motivation to perform beyond expectations.

Position: Marketing Executives

Qualification & Experience

• Minimum, a bachelor’s degree in marketing from a reputable institution

• Digital or social media marketing experience

• Marketing tools like Analytics

• Presentation tools

Job description

• Persuading prospects both online and offline

• oversee the budget for all campaigns

• initiating and presenting successful campaigns

• Market research campaign management Pitching strategy

• Collaboration with other internal departments.

• Efficient team managers

We have great training, awesome discounts, and career development opportunities.

If you want to be one of us, submit your application. We are an equal opportunity employer.

Those interested please send your application (cover letter, resume, and 2 references) to our email: job@ellwear.com

EllWear Retail Store

Simple, Joy, Style

401 George St, Sydney, NSW, 2000

EllWear Retail Store

Simple, Joy, Style

401 George St, Sydney, NSW, 2000

Date 1 July 2021

Dear Nelly Jensen

Re: Offer of Marketing Executive Position

I am writing to confirm our offer of employment regarding the Marketing Executive position with EllWear Retail Store subject to satisfactory references.

Your salary will be Au$ 20,0000 per annum and the position is fixed. In addition to your salary, you will be entitled to other benefits which are in your contract.

We could like you to commence working with us on 1^st August 2021 and your working hours will be from 9.am to 5.pm from Monday to Saturday. You will be required to work additional hours as are reasonably necessary to perform your duties as Marketing Executive. There will be a probationary period of 3 months within which the notice period for both you and Ellwear is between 1 to 7 working days.

Enclosed is your contract which sets out the terms and conditions of your employment. To confirm your acceptance please review and sign both copies and return one copy to me by 1^st August 2021.

We look forward to you joining us. In the meantime, should you have any further questions relating to the contract of employment, please do not hesitate to contact me (phone: 0409 417 238 or email: thomastree@ellwear.com).

Sincerely,

TK

Thomas Tree

Managing Director

Ellwear Retail Store

EllWear Retail Store

Simple, Joy, Style

401 George St, Sydney, NSW, 2000

In research from Free Employment Contract (2016.) and Legal Templates (2021) the employment contract between the employee and Ellwear Retail Store was as follow:

Employment Contract

This agreement as of the date of the signature at the bottom is between Nelly Jensen (employee) and Ellwear Retail Store (employer). This document sets out your terms and conditions of employment as required by the Fair Work Act 2009.

1. Employment. The employer shall employ Employee as a Marketing Executive on a full-time basis under this Agreement. In this capacity, Employee shall have the duties specified in the job description including other duties as may arise from time to time and as may be assigned.

2. Permission to Work. You must be allowed to work in Austria through permission to be employed by us, please provide us with the required copies of documentation.

3. Your probation period shall be 3 months (s), starting from the first day of Employee’s employment. If Employee fails to pass the probation period, Employer may terminate this Agreement.

4. We will pay you AU$20,000 per year and additional compensation for services rendered under this Agreement at the sole discretion of the Employer The amount will be paid to Employee

5. Employee Benefits. The employee benefits are in the employee handbook and are according to the fair work act 2009. This includes the benefits, awards, and National Employment Standards.

6. Confidentiality, You may have access to confidential information during your employment with the store and your not permitted to use or disclose it except with our consent or requirements by law.

7. Disciplinary and Grievance Procedure

i) These documentations are available with the HR manager and are referred to if you are dissatisfied with any disciplinary decision (including the decision to dismiss you)

ii) If you have any grievance relating to your employment then you should notify your supervisor or HR representative in writing and a procedure will be followed according to law.

8. Termination

i) This Agreement may be terminated immediately by Employer for cause or in the event Employee violates any provision of this Agreement.

ii) Employer may terminate this Agreement and Employee's employment:

• At any time and for any reason under applicable law in accordance to Fair Work Act 2009, State and Federal anti-discrimination laws, and Workplace Gender Equality Act 2012

• At any time by giving notice in writing to Employee.

Employee may terminate this Agreement and the employment:

• At any time by giving 30 days' notice in writing to Employer

• At any time and for any reason under applicable law in accordance to Fair Work Act 2009, State and Federal anti-discrimination laws, and Workplace Gender Equality Act 2012

9. Governing law

This agreement shall be governed and interpreted to the Fair Work Act 2009 law and all disputes arising under the agreement (including non-contractual disputes or claims) shall be subject to the exclusive jurisdiction of the Australian courts.

As WITNESSED this Agreement commences as of 1^st August 2021

Employee’s Signature Employee’s Full Name

NJ Nelly Jensen

Employer’s Signature Employer's Full Name/Representative & Title

T.K Thomas Tree Managing Director

Reference

• Free Employment Contract. (2016). Legaltemplates.Net. Retrieved July 19, 2021, from https://legaltemplates.net/form/lt/employment-agreement/

• Legal Templates. (2021, February 19). Create an Employment Contract in minutes | LegalTemplates. https://legaltemplates.net/form/lt/employment-agreement/

EllWear Retail Store

401 George St, Sydney, NSW, 2000 – Phone No- jobs@ellwear.com

July 30, 2021

Tom Muller

123 George St

Town, CA 1234

Dear Tom

Re: Rejection Letter-For The Marketing Executive Position

Thank you for coming in to interview for the position of Marketing Executive at Ellwear Retail Store. As you know, we interviewed several candidates. I regret to inform you that you have not been selected for the position after reviewing your application.

You made an effort and took your time to come for an interview. We appreciate that you interviewed for the Marketing Executive position.

Please do apply again in the future should you see a job posting for which you qualify. We wish you all the best.

Best wishes,

Thomas Tree

Managing Director

EllWear Retail Store

Interview Monitoring And Evaluation Form

Employee’s Name: Nelly Jensen Date: _5^th July 2021

Interviewed By: Managing Director & HR Manager Position Marketing Executive

This form is filled by the Interviewer and it is helpful for future interviews.

1. Applicant has appropriate educational Qualifications/ training:_Yes degree in Marketing

2. Applicant has the necessary skills/ work experience: Yes 3 years of experience in a similar position

3. Has Leadership skills (if applicable): Yes she has lead people in the past

4. Shows that s/he is capable of creating a positive customer experience Yes impressively

5. The communication skills of the applicant is: great spoken command of English

6. Team building/ interpersonal skills of the applicant: she loves to work with others

7. Demonstrated decision making/ initiative ability: Yes she has

8. Salary expectations are within the range of the position: Yes

9. Candidates strengths: She’s confident, expresses herself well, and is very innovative

10. Candidates’ weaknesses: Takes time to respond or to initiate ideas. She may need training in some of the marketing software.

11. Final impression and recommendations for processing the applicant: She’s among the top 3 best

12. Additional personal observations and comments: she has the passion and energy needed for the position, so we need to get her before someone else

Post-Interview Evaluation Form

Employee’s Name: Mary Jennah Date: _5^th July 2021

Interviewed By: Managing Director & HR Manager Position Sales Assistant

This form is filled by the Interviewer and it is helpful for future interviews.

1. Applicant has appropriate educational Qualifications/ training:_Yes

2. Applicant has the necessary skills/ work experience: Yes 1 year of experience in a similar position

3. Has Leadership skills (if applicable): Yes she has demonstrated

4. Shows that s/he is capable of creating a positive customer experience: Yes

5. The communication skills of the applicant is: exceptional communication skills

6. Team building/ interpersonal skills of the applicant: Yes, willing to collaborate

7. Demonstrated decision making/ initiative ability: Yes

8. Salary expectations are within the range of the position: Yes

9. Candidates strengths: She has a soft personality, is very welcoming, and is willing to learn.

10. Candidate’s weaknesses: Amy needs training in some areas like cashier and stocking.

11. Final impression and recommendations for processing the applicant: She’s great for the job.

12. Additional personal observations and comments: has desire to learn how we operate.

EllWear Retail Store

Simple, Joy, Style

401 George St, Sydney, NSW, 2000

Induction Checklist

Note: The induction checklist indicates minimum requirements for induction of all new employees of a position and completion is the responsibility of the Manager/ supervisor.

Employee Names: Nelly Jensen and Mary Jennah

Line Manager: Issac the Branch Manager

Job Title: Marketing Executive and Sales Assistant

Date Employment Commenced: 1^st August 2021

Areas to be explained/ informed by Manager/Deputy
1. Employment details - hours, contract, salary, shifts, leave, benefits, work breaks, who to report to, meetings, signing in and out	Yes
2. Absenteeism & lateness	Yes
3. Job description, responsibilities, and delegation	Yes
4. Business History and background overview	Yes
5. Dress code	Yes
6. Premises - all working area rooms, working station, eating arrangements, and toilets	Yes
7. Use of equipment and Introduction to staff	Yes
8. Where to find important information (or documentation) policies and procedure manuals	Yes
9. Emergency, Security, Health & safety routines and procedures	Yes
10. Review follow-up (after a week ) Questions and Answers, Training necessary	Pending

Signed (Employee) NJ, MJ Date 1^st August 2021

Signed (Manager/ Supervisor)TL Date 1^st August 2021

EllWear Retail Store

Simple, Joy, Style

401 George St, Sydney, NSW, 2000

Induction Feedback Form

Employee Name: Nelly Jensen

Date of joining: 1^st August 2021

Current date: 2^nd August 2021

Please give your rating for the following regarding your induction process by ticking the relevant column (strongly agree = 5 pts), (agree=4 pts), (Disagree=2 pts), (Strongly Disagree=1 pt), & (No answer=3 pts).

Detail	AG=5	A=4	D=2	SD=1	NA=3
1. Topics covered were relevant to my role.
2. Demonstrations were interesting.
3. The demonstrator was knowledgeable about the topic
4. The amount of information was enough for me
5. The length of the demonstration was right for me
6. I have benefited from attending this induction session
7. The induction was helpful to my role
8. Concerns. Please state the nature of your concern seen during the induction, including how it affects your job, the job of others, value to the customers/clients.	I may need more training when it comes to these marketing tools.
9. Suggestions. Please state any suggestions for your concern (s)if you have any	Have training on online marketing tools

NJ 1^st August 2021

Employee Signature Date