2.1. Human resource management (HRM)
- Syllabus
- 0264–2027–2028
- Topic
- 2.1
- Level
- —
Learning objectives
2.1.1Recruiting and selecting employees• stages in the recruitment process: job descriptions, person specifications, job advertisements (including employment agencies and online recruitment)• selection methods, e.g. curriculum vitae (CV)/resumé, application forms, references, testing/assessment centres, interviews• advantages and disadvantages of internal and external recruitment• recommend and justify who to employ in a given situation2.1.2Employment contracts and legal controls over employment issues• the main contents of an employment contract: duties and responsibilities, working hours, holiday entitlement, sick pay• the benefits of employment contracts for employers and employees• legal controls over employment issues: unfair dismissal, discrimination, health and safety, legal minimum wage• effects of legal controls over employment issues on employers and employees2.1.3Training• importance of training to a business and to employees• types of training: induction training, on-the-job training and off-the-job training• advantages and disadvantages of the three types of training
Recruit and select the best-fit employee
Recruitment starts by analysing the vacancy. A job description states duties, responsibilities and reporting relationships; a person specification states the qualifications, skills, experience and qualities required. The business then advertises—directly, online or through an agency—and selects using evidence such as a CV/resumé, application form, references, tests or assessment centres and interviews.
| Source | Advantages | Disadvantages |
|---|---|---|
| internal recruitment | known performance, cheaper and faster, motivates promotion | fewer candidates, no new ideas, creates another vacancy |
| external recruitment | wider choice, new skills and perspectives | slower, costlier and greater risk of poor fit |
Recommend a candidate by matching evidence to the person specification and the business situation. Give priority to essential criteria and explain how the candidate's evidence improves likely performance; do not choose only on one impressive attribute.
A job description describes the role; a person specification describes the suitable person. Interviews give useful evidence but may be biased, so combine methods where the decision is important.
Use contracts and employment law clearly
| Contract term | What it clarifies |
|---|---|
| duties and responsibilities | the work expected and accountability |
| working hours | when and how long the employee works |
| holiday entitlement | paid leave available |
| sick pay | payment conditions during eligible sickness absence |
Employees gain certainty about obligations, pay-related rights and how disputes can be judged. Employers gain a clear performance standard, consistent expectations, evidence for managing conduct and fewer misunderstandings. Both sides know what was agreed.
| Legal control | Employee protection | Employer effect |
|---|---|---|
| unfair dismissal | requires a fair reason and process | documentation, procedure and possible legal cost |
| discrimination | supports equal treatment | unbiased recruitment and management duties |
| health and safety | reduces workplace harm | training, equipment and compliance costs |
| minimum wage | sets a pay floor | raises pay for some workers and labour cost for some firms |
A written contract does not remove legal rights or every dispute. Its value is clarity and evidence; legal controls can raise employer costs while also improving safety, fairness, retention and reputation.
Choose the right type of training
Training develops the knowledge and skills needed for safe, productive and adaptable work. It can improve quality, productivity, motivation and promotion prospects, but costs money and employee time and may benefit another employer if trained staff leave.
| Type | Best use | Advantages | Disadvantages |
|---|---|---|---|
| induction | introducing a new employee to the organisation, role and safety | faster settling-in, fewer early errors | takes time and may overload the starter |
| on-the-job | learning while doing real work | relevant, practical and usually cheaper | trainer time, possible errors and inconsistent teaching |
| off-the-job | courses away from normal work | specialist expertise, focus and qualifications | fees, travel and lost working time; may be less specific |
Choose by the skill's complexity and risk, trainer availability, cost, urgency and need for recognised qualifications. A blended approach can combine practical relevance with specialist instruction.
Induction is not a complete substitute for job-skill training. The cheapest method is not necessarily best if poor training causes defects, accidents or lost customers.