Requirements that can impose change from outside the individual business are the economy, social changes, cultural impacts, technological innovation and the political climate.

Requirements that may be precipitated by a change to an individual business include, retirements, promotions, personal leave, potential production process changes, predicted expansion or contraction of sales.

The business needs to plan for staffing needs, and must ensure that all requirements are identified.

The human resources manager must consider how to predict the possible business requirements, and likely marketing supply, of suitable employees.

The staffing selection process is where a business matches people to its operational requirements. Recruitment involves advertising positions, attracting applicants and conducting interviews to select the most suitable employee.

The two sources of recruitment are internal recruitment and external recruitment.

Internal is less costly and the manager already knows the applicant, but there is limited choice and someone may need to replace them.

External can recruit people with fresh ideas and a wider pool of applicants, but can be costly and may have to spend considerable time training them.

Involves making the employee familiar with their workplace, to ensure they start their job in the best manner possible and to provide essential information about the new workplace.

A good induction ensures that the employee feels welcome and that they can see how their work or career goals fit with the organisational mission and culture.

It also ensure that occupational health and safety are clear, as well as emergency and accident procedures.

In the induction, company values, policies, tour of facilities etc can be included.

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ADMS

Training is the set of activities required to ensure that an employee has the right required knowledge and skills to perform their role.

Training Development Plan:

Business requirements -> staff requirements -> training priorities -> training and development

Development is broader, and is the possible activities that the employee can undertake to learn more about their role and the business.

Training is the first step under development.

an award scheme

collective agreement

workplace agreement

Agreements are any conversation between an employee and an employer in which the employer asks for something to be done and the employee agrees.

An individual transitional employment agreement (ITEA) is an agreement available while a change occurs to a new workplace relations system.

This is an individual written agreement between the employer and the employee setting out the conditions for employment, detailing rate of pay and work hours.

There is a 'no-disadvantage test' used to ensure it does not disadvantage the employee when compared to a collective agreement or award.

A job contract is an agreement about the conditions of employment made between the employee and the employer.

A contract is legally binding and will cover pay rates, leave entitlements and working hours.

Casual employees are generally engaged by the business to fulfil seasonal work or for irregular jobs.

Part-time continuing employees have fewer hours than someone who is doing the same job full-time, and full-time employees are engaged for regular work at least 35 hours a week.

Casual: the employee is paid on an hourly or daily basis, with more pay often being available as leave entitlements are not included. There is no job security.

Part time: the employee has a continuing contract with entitlements, and works fewer hours than a full time employee.

Permanent: these employees can be full or part time, and are expected to work a particular number of hours each week. They have entitlements and greater job security.

Performance appraisal is the provision of feedback on an employee's job performance.

This provides the employee with the opportunity to identify where they are performing well and where they need to improve.

These appraisals can be done formally or informally. Informal appraisals can involve verbal comments and feedback. The formal is performance appraisal.

Performance appraisals are conducted on a set cycle. Generally they are done on a six monthly bases. Some performance reviews are followed by salary reviews, bonuses, and a promotion.