HRM in the London Olympic games

HRM in the capital of the United Kingdom exceeding gamesThe London 2012 patchs is organized by two main bodies The London Organizing Committee of the majestic Games (LOCOG) and the exceeding tar situation (ODA). The Olympic obstetrical delivery business office is funded by g everyplacenment and authority to develop and figure new venues and infra organizes for Olympic Games and retentive term after 2012. LOCOG is funded by private sector which is responsible for preparing and playing 2012 Games.In this report examines different types of HR issues in ODA and LOCOG. Here argue about the traditional view of personal direction and new come along of humankind mental imagerys focussing and talk about the effectiveness of principles and procedures for observeing charterees. This report well examined how LOCOG, a privately funded body and ODA as a public body, overcompensate certain HR issues comparative to the surpass practice.BackgroundThe LOCOG (London Organizing Committee of the Olympic Games) is funded by private sector. It is responsible for performing the games. They ar architectural planning to employ around 100,000 people on the Games with 3,000 yield, 70,000 unpaid workers and many of contractors by 2012 Opening Ceremony. It is chiefly responsible for performing Memorable Games in 2012. And it is also responsible for enkindleing, selecting and raising staff and volunteers and supervision of the four year Cultural Olympiad leading up to the Games.The Olympic delivery authorization (ODA) is funded by government and it is mainly responsible to build and develop locations and infrastructure for the Olympic Games and using for long-term. Currently more than than 10,000 workers work in Olympic park and Athletes village. The employees of the ODA cover a tolerant atomic number 18a of skills such(prenominal) as planning and discover prudence, transport management and community liaison.CLM Consortium is the Delivery partner of the Olympic Delivery Authority. It is owned by CH2M Hill, Laing ORourke and Mace. CLM Consortium is working on behalf of the ODA by managing programmes of the constructing of places and infrastructures for 2012 Games. in the first place it performs project management for the ODA.Tasks1.1 Because of the competitive environment in the open economy, homosexual imagination Management has get the virtu altogethery important factor for the efficiency of makeup. Human Resources management arise from the Personal management. The difference amongst personal management and HR management eject be discussed as theoretical. displume-out Management has more administrative environment background. Personal Management deal with Payroll, surveil with law of employment, supervise cerebrate administration tasks. But Human resource management is managing workforce in the physical composition to achieve main objectives of the organization.When prize the difference between the Human Resou rce Management and the personal Management, HRM washbasin describe broadly in scope than Personal Management. Human Resource Management is supposed to incorporate and develop the personal Management, while stress on creation and development of team whole caboodle to achieve organisational goals. The personal management uses a unitary method while HRM uses Pluralist method. The Personnel Management deals with the infusion, recruitment, caper description and work load of the employees.When nonice the kindred between employees and the management, can recognize Personnel Management involve for monitoring, administer and controlling while HRM focus on nurturing and facilitating with relationship.1.2 The role of the HR director of ODA moldiness parallel with the changing postulate of ODA. ODA is more adaptive, strong, easy deviate with trend and customer-oriented. The Olympic Delivery Authority (ODA) is the government body which is grammatical social organisation places and i nfrastructures for the Games. As the Human Resource Director of ODA, HR Director inevitably to guide and manage the human resource services, policies and procedures and programmes for the whole organization. The samara aras pose to be directed by the HR director can discuss as follows.Recruiting new staff for the ODA execution of instrument management and improvement systems return of the organizationEmployment and obedience with regulatory bodiesTraining and Development certificateDevelopment of PoliciesFacilitation of company-wide committeeAdministration of compensation and benefitsEmployee safety, Health and welf atomic number 18The Human Resources Director initiates HR Practices which provide high-pitched executing culture, quality, efficiency and Values, consummation of goals and the recruitment and continuing development of a greater workforce in The Olympic Delivery Authority (ODA). The HR director directs effectuation of services, policies and programmes over his staf f. HR Director has to report to the CEO of Olympic Delivery Authority (ODA) and assists and instructs the company managers regarding Human Resource issues in the Olympic Delivery Authority (ODA).1.3 Responsibility for Human Resource Functions rests with every manager in an organization (Weather et al, 1985 Weather and Davis, 1989). HRM is a responsibility of every manager in an organization. redden when a Human Resource department is created in limens the organization, a twofold responsibility exists among operating managers and human resource experts. Individual managers involve in planning, selection, orientation, tuition, development, compensation and other personnel activities.Line managers find implementation of HR Practices at the operative take difficult and show lack of extravagance with their responsibilities. Though, pull out managers allow become accountable for the implementation of HRM and thitherfore, their performance is sombre for effectiveness of HRM of th e Olympic Delivery Authority.The Line managers atomic number 18 highly ball-hawking people. Now they are involving with studys of employees which create the bettor working environment in the organization. They become capabilities to support to the employees with many challenging circumstances they countenance to go by, as an example if an employee couldnt make full his targets at that quantify run manager would have regular intervals to answer what they have to do and cave in back a new target to achieve.Front line manager have to wad clear prospects with his employees in terms of what they have to be delivered and how they are going to be delivered estimated products. Then front line manager has to be involved with leading the performance appraisals and approved personal development plans. afterward agreeing with personnel development plans, line managers must observe the weaknesses of their subordinates and identify the trend of bridging the gap via training. The l ine managers should be able to identify the range of learnedness and development involvements which existing to them. The Line managers also responsible for effective preparation of coaching and guidance and increase the satisfaction of employees, motivation and employees commitment, if the front line manager wants to be a veryly effective line manager he has to identify his responsibility as a sponsor of his employees study and development.2.1 Human Resource Planning (HRP) is the process of determining future employee needs and deciding steps or strategies to achieve those needs for the purpose of accomplishing organisational goals and objectives.The institute of personnel management (UK currently don as undertake Institute of Personnel Development) has defined HRP as HRP is a process which more organized and continuous to analyze and organize the necessities of the human resource that need to be changed conditions and developed rules and regulations suitable for long term effectiveness of the organization. Because of HR costs and forecasts both affected by long term gather plans, HRP is an important part of cooperate planning and budgeting procedures. (Armstrong, 1992, p. 289)Information required in HRP process are development regarding future select for HR and information regarding future HR supply.Information regarding future HR demand isOlympic Delivery Authority (ODA) is packing about talented, enthusiastic and dedicated employees work at heart a greater range of excogitate roles. and then, there is a high demand for deft and unskilled people for those from the volt London boroughs near the Olympic third estate.The Olympic Delivery Authority (ODA) is accountable for construct and development places and infrastructures Olympic Games and use after 2012. Therefore, their strategic plan also decides future HR need for this project.Expected number of retirement, resignations, deaths and terminations from this project.Information regardi ng external factors such as economic, social and political forces prevailing in London.ODA has developed a strategy to outline how it testament create new business lines.Information regarding HR supply isInformation of current HR in ODAThere are more argumentation opportunities to support for building of Olympic Park. The Olympic Delivery Authority (ODA) has Varity of product line opportunities in Professional, Admin, Management, Technical, Information Technology and trades/operation level available in the Olympic Park.II Information required for practical replacements.The Olympic Delivery Authoritys hypothesises Skills Stocks has obtained thousands of people for different types of demarcations in Olympic Park. The conception of the ODA is offering more jobs up to 7% of the on-site press force in construction for people who are unemployed previously.There are quintuplet steps involved in HRP process.Forecast future demand for HR. ODA has forecasted that the three major Str atford- carnald projects al genius(a) the Olympic Park, Olympic hamlet and Stratford urban center development will create around 30,000 jobs over the course of the construction period.Estimate future HR supply of ODA It can be expect by observing building and construction industry.Compare forecasted demand with estimated supply. square off strategies to be taken to bridge the gap between future HR supply and demand.Assess the HRP effort of ODA.2.2 Structured process for recruitment in LOCOGThe London 2012 Organizing Committee (LOCOG) is planning to employ around 100,000 people on the Games with 3,000 staff, 70,000 volunteers and many of contractors by 2012 Opening Ceremony.As the biggest post-war campaign in the UK, LOCOG is postp acement for self-motivated, talented and dedicated people who represent the diversity of London and UK to revolve on greater range of volunteer roles. A person who selected to volunteer at the event will be known as Games Maker.LOCOG recruit employ ees in various carriages. They allow applying apprentices, people with disabilities, school leavers and via a LOCOG technology internship program.Structure for Recruitment Process in ODAThe Olympic Delivery Authority is planning to provide job opportunities for more than 10,000 people in a hard time for construction Industry while seeking to fiddle commitments to safety, employing, training and developing topical anesthetic anesthetic people and trainees.A concern broker service, in cooperation with five Host Boroughs and Job displace plus which pock the job opportunities in Olympic Park with candidates who are nutrition local areas and elsewhere in the UK,The National Skills Academy for Construction is funded by The Skills musical accompaniment Agency and the London Development Agency. This organizes training programmes within range of suppliers which is including Thames can Training Centre other than a Plant Training Centre for people to grow their skills that need to b e success on the Olympic Park and endure their career development while they are working.A guarantee to another 250 traineeships to be created in the Olympic Park and Athletes Village including the specific necessities to take on trainees in future contracts.The Olympic Delivery Authority (ODA) collects and publishes figures on the Olympic Park workforce which is collect through the enrolment process to ensure transparency regarding the workforce.The workers in Olympic Park and Village have to be spent at least five days over the period of measurement applied.They are counting local workers only in the Olympic Park and Village who are entertain enduring address in one of the five Host Boroughs. earlier a person categorized as a resident there The Olympic Delivery Authority (ODA) doesnt have a minimum time period for the residency. Many of public authorities such as Her Majestys tax and Customs, Local Taxation and Valuation using this agreement,London 2012 is a Game for everyone, so they encourage to employment opportunities regardless of their age, gender, ethnicity, sexual orientation, faith or disability.Recruitment methods that can be usedSimple word of verbalizeJob posting and biddingSkill inventories and management inventoriesIntranetSuccession planEmployee referral (internal and external)Walk ins and write insEducational institutesEmployment agenciesProfessional institutesAdvertising2.3 query as a selection techniqueSelection interview is a face to face, oral and observational evaluation method of appraising an applicants acceptability with regard to a certain job. The interview creates on in-depth conversation between a prospective employer and an applicant for the purpose of deciding whether the applicant is the most earmark person to fill the vacancy being considered.Interviewing has some obvious advantages over other alternative methods of selection. It gives the interviewer with an opportunity to assess the candidate in terms of self present ation, verbal abilities and behavioural characteristics such as way of talking, appearances and sociability. Interviews can be adapted to various types of employees such as managerial, technical, clerical, skilled, semi-skilled and unskilled employees. It can fill information gaps and enable to clarify problematical responses.There are some disadvantages relating to method of interview. Errors associated with interviewers use of inappropriate standards are one of the disadvantages of this method. Those errors are Halo effect, personnel prejudice, pseudo-scientific premises and over-emphasise on one criterion.There can be problems with interviewee. One major error is softness of interview to listen. Also the interviewee attempts to behave in a pretended manner which is socially desirable. Normal interviewee attending an interview is nervous and fearful resulting in that he / she is not in a position to use his/her real skills, knowledge and attitudes to face the interview successf ully.Alternative selection methods that can be used are application evaluation, background investigation of prospective candidates and conducting an estimate centers to identify the best candidates2.4 To be selected for LOCOG Technology internship program, they use some often asked questions. There web site shows what is evaluate by LOCOG team. It is a merged process of selection. As an example for the question of how do I change for LOCOG technology team? would expect an answer of set of qualifications specifically mentioned for to each one post.The Olympic Delivery Authority (ODA) is the government body which is responsible for building and developing the places and infrastructure for the Games use after 2012. Therefore, they select the most appropriate candidates for the authority via apprentice programs, construction contacts, support organizations and offering job opportunities that related to construction and direct employment for women with contractors in the Olympic Pa rk. ODA has a relatively unstructured mode of selection rather than LOCOG.3.1 There are five steps involved in afford management process. They are job evaluation, give way survey, job pricing, adjustment of individual wears and finally monitoring and modify the pass system.Job evaluation is a subjective process. It is a systematic method to determine the comparative values of jobs which are available within an organization. This is a beseeming and methodical comparison of jobs to regulate the value of one job comparative to another job and ultimately grade in salaries and wage pecking order (Dessler, 2005)The purpose of job evaluation is to ensure that base net of a job possess a good level of relative equity. Under job evaluation, personnel traits of employees are not taken in to considerationThere are five steps in job evaluation process.Appointment of a job evaluation committee.It is better to do job evaluation through a committee, specifically set up for the purpose c onsisting of persons who are more knowledgeable about the jobs. poke into job analysis informationTo examine job analysis information, there must be distinctly prepared job description and job specification for each of the jobs available in the organization.Decide the method of job evaluation.There are four methods of job evaluation.Job rankingJob gradingFactor comparisonPoint systemHowever, it was identified that the best method is the point system. Otherwise factor comparison method can be decided to use as the alternative method of job evaluation.EvaluationThis step involves evaluating all the jobs available within the organization position the jobs according to relative importanceAfter job evaluation, it is possible to decide relative worth of each job. According to the relative worth, all the jobs must be put in order of importance. They must be be according to the importance of the job. In fact, it is possible to build a hierarchy of jobs arranged by relative importance. Aft er this ranking, financial values should be introduced.Factors of determining the pay are,Government / Legal requirementOlympic Delivery Authority (ODA) is a public body which is in control to build new places permanently and temporarily, works on present sports places, planning and implementation of transport infrastructures and facilities to help the Games, renovating the Olympic Park enduring after the Games. Mainly ODA has to make sure the new standards of project for sustainable development. Therefore, ODA must structure its pay system accordance with acts and ordinances of wages and salaries imposed by the government. conduct UnionsInfluence of trade unions to determine wages and salaries by controlling force back supply is a frequently seen fact. Trade unions use their power in order to increase wages and salaries by engaging in incorporated bargaining with employers representatives.Cost of LivingIncrease in cost of living whitethorn affect to increase wages and salaries. C ost of living of employees is deliberate by basing on a price index and then wages and salaries are adjusted according to changes of the price index.Demand and supply for craunchDemand for labor of a certain job and supply of labor for that job influence on determining the wage or salaries of that job. productivityRatio between input and output is productivity. When productivity increases, organizations may give higher pays to its employees.Financial abilityOrganizations financial ability to pay is a major determinant of wages and salaries.Competitive paysThe ODA offers competitive commercialize salaries complemented by a performance-related bonus.3.2 Rewards (Compensation/remuneration) include wages salaries, incentives and welfare facilities.Pay management is the HRM role that deals with development, implementation, and maintenance of a base pay system that is fair. It is the aggregate of all the activities involved in developing, implementing and maintaining a fair base sys tem.It needs to decide whether competency found pay instead of job ground pay is applied or not. Job evaluation and other steps of pay management focus on a job based pay not a competency based pay. Competency based pay is pay given to the degree of competency the employee has when the employees competencies increase, pay given to him/her increases. Job based pay is a pay given to the value of the job done by the employee. Mathis and Jackson (2000, p.421-2) describe paying for competencies rewards employees who are more versatile and have continued to develop their competencies. In knowledge based pay (KBP) or skilled based pay (SBP) systems, employ staff at a base level of pay and receive increases as they learn to do other jobs or gain other skills and indeed become more valuable to the employerAswathappa (2007, p.300) defines In the skill based pay system, an employee is paid on the basis of number of jobs he or she is able-bodied of doing or on the depth of his or her knowle dge. In traditional system, the employees are given salary or wage base on their jobs held.traditional system means job based pay system. Skill based system has some advantages. It will motivate employees to acquire additional skills which may reduce boredom and monotony. Then increased satisfaction keeps. Increased skills become useful to the organization. It will increase employee flexibility (having employees to do different jobs and transferability). It may increase effectiveness of work teams.There are disadvantages also. It increases cost of pay as employee increases their competencies. Requests for giving promotions from employees may increase. If employees or trade unions propose a skill based pay system to be introduced in an organization that is following a job based pay system.3.3 Motivation is one of the strategic objectives of HRM. Motivation refers to the extent to which employees are willing to exert the prerequisite effort to perform their jobs well. Pay management ensures that pays received by employees meet absolute equity, relative internal equity and relative external equity. dear management of incentives ensures increasing employee motivation so as to improve job performance.ODA is using these rewards and benefits in order to motivate their employees. They provide competitive market salaries, performance related bonuses, pension, ensure employee wellbeing, season ticket loans and gym memberships. When we consider two factor theory of Fredrick Hurzburg, these incentives can be classified in to both hygienics factors and Motivators. Salaries and wages, bonuses, pensions loans can be identified as hygiene factors and ensuring employees wellbeing and gym memberships are examples for motivators.3.4Establish objectives for each job and differentiate and monitor performance based on those objectivesHRM of ODA must develop proper job descriptions and job specification for each job and frequently monitor them and ensure that they are up to the standard.Continuously allocate them in to a series of training programs in order to ensure their productivity.Frequently evaluating the performance of their employees.Creating a learning culture in London 2012.Implementing open door system and consider employee ideas in decision making.4.1 ODA is expecting a highly skilled work force for building the stage of London 2012 Games will provide workers in London and UK unprecedented access to new jobs and career opportunities. This will leave a highly skilled workforce that can not only help deliver the Games, but one that is going to have satisfying and sustainable careers in construction after 2012. One of the key responsibilities of ODA is to convert the Olympic Park for long-term use after the Games. Therefore they can plunge some of skilled staff in to permanent cadre and allow them to maintain it in the long run. After 2012, ODA wishes to absorb other skilled employees to government jobs in construction side or provide job opportu nities in the private sector.The LOCOG is responsible for performing the games. It is mainly responsible for performing Memorable Games in 2012. And it is also responsible for recruiting, selecting and training staff and volunteers and supervision of the four year Cultural Olympiad leading up to the Games.4.2 Selection criteria for declaring wordiness of employeeIn UK the number of redundancies rises in the course of faith Crunch, mostly in construction and finance sectors. In this project redundancies occur when finish the construction of London 2012 and when some jobs are no womb-to-tomb needed for Olympic delivery Authority (ODA). The effect of the economic mental retardation is established by less job opportunities.The selection criteria that going to be used by the employer should be identified clearly and exactly, It is usually reverse of persons who carry out same jobs in a specific department, who works at a related site or whose work is expected to do so.Selection Crit eria have to be based on objectives which including, continuance of service periodAttendanceRecords of DisciplinaryQualificationsCompetencies and SkillsWork ExperiencePerformanceLast in, First out (LIFO) is not a suitable selection method for selection criteria, because the workers with less service are to be jr. employees.Tribunals happy with point system which is scoring to each employees compared with related criteria. tally should be performed by two or more independent managers who know all employees in the London 2012.The scores should added together and give totality of them to each employee.Sometime following reasons may unfair for selection of employees for redundancy and employees can claim under Unfair Dismissal or germane(predicate) Laws.Membership of the Trade UnionReasons related to pregnancy or maternitySexual orientationMarital statusRace or struggle ColorDisabilityWhen selection is completed the employees who selected for redundancy should be notified by in wri ting. The London 2012 offer to employees to leaving the London 2012 to maintain their trust and support them to find another job,