Recruitment and Staffing Procedure for Nisa

This assignment delves into the comprehensive recruitment and staffing process for Nisa, encompassing all stages from identifying essential skills to securing suitable human resources. It emphasizes employability, personal, and communication skills required in candidates. The document also explores physical and technological resources beneficial to Nisa's operations, alongside financial sources, both internal and external. Finally, it analyzes the contents of trading accounts, profit & loss statements, and balance sheets.

BUSINESS RESOURCES

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
P1 Recruitment documentation..................................................................................................1
P2 Employability, personal and communication skills...............................................................2
TASK 2............................................................................................................................................2
P3 Physical and technological resources needed in Nisa's operation.........................................2
TASK 3............................................................................................................................................3
P4 Sources of internal and external finance................................................................................3
TASK 4............................................................................................................................................4
P5 Contents of a trading and profit and loss account and balance sheet.....................................4
P6 Use of budgets as a means of exercising financial control...................................................4
P7 Financial state of Nisa............................................................................................................5
CONCLUSION................................................................................................................................6
REFERENCES................................................................................................................................1

INTRODUCTION
Resources are essential elements of a business without which nether they could survive,
nor could they establish. There are several types of resources such as financial, physical,
intellectual/ technological and human resources. The identification of each kind of resources,
managing them appropriately and utilizing them perfectly will improve the quality of Nisa's
operations. This report will be discussing about Nisa, one of the leading retailer in United
Kingdom and their resources by which they are enduring. This report will deal with the
management of resources and purpose of managing physical and intellectual resources. This
project will also be focusing on financial sources for organisations and their proper access.
Interpretation of Nisa's financial statements is also included in a major part of this report.

TASK 1
P1 Recruitment documentation
Without the right staff with the right skills, a business cannot make enough products to
satisfy customer requirements. This is why organisations draw up workforce plans to identify
their future staffing requirements. For example, they may develop plans to recruit a new IT
Manager when the current one plans to retire in eight months time (Baxter, 2012).
Recruitment is the process by which a business seeks to hire the right person for a vacancy. The
firm writes a job description and person specification for the post and then advertises the
vacancy in an appropriate place.
Job descriptions explain the work to be done and typically set out the job title, location of
work and main tasks of the employee. Person specifications list individual qualities of the person
required, for example, qualifications, experience and skills. Firms can recruit from inside or
outside the organisation. Internal recruitment involves appointing existing staff. A known person
is recruited. External recruitment involves hiring staff from outside the organisation.
Managers must decide on the best method to assess and select applicants for a job.
Application forms, CVs, references, interviews, presentations, role-play and tests can be used to
show if an individual is suitable for the specific job on offer (Chaffey and White, 2010). Nisa is
concerned about attitude as they are about skill. There is little point in appointing the best
qualified or most skilled applicant if they have a poor attitude toward work or cannot operate as
part of a team.
P2 Employability, personal and communication skills
Employability means the ability of someone to gain a job, retain it and the move on to a
higher stage in the their working life. Employability is improved by strong personal and
communications skills which will impress a potential employer.
There are many skills and qualifications needed when applying for a job. Employers will tend to
look for how presentable the employee is, if they can communicate clearly and if they are able to
get on well with existing employees (Zott and Amit, 2010). They will also need to have skills
and qualifications which are relevant to the job employee is applying for. The employer will
want to see that the skills of the potential recruit meet the demands of the job and will benefit the

business. If they skills employee have are what are needed for the job then then employee will be
in a good position in receiving the job. If employee do not heave the qualifications needed for the
job then it is doubtful that the employer will employ candidate.
In every job you will need good communication skills. Candidate must be able to
communicate well with staff to work effectively, this also includes communicating with other
businesses and organisations, or perhaps with the members of the public, in various formats.
Good communication skills will enable you to understand, and be clearly understood by, other
people without offending the people you are talking to or confusing them. If an employer notices
that you are not a good communicator hen this will have a detrimental effect on getting a job you
seek, this is because he/she will think that it could have a negative effect on the companies
performance.
TASK 2
P3 Physical and technological resources needed in Nisa's operation
Physical resources are needed in Nisa for business setting, to assure the organisation has
specific places/ buildings to work efficiently. These resources need to be maintained so that Nisa
can perform well in each of their activities and roles, this also includes assuring safety in the
work setting and making sure all the machinery and plant (where production and packaging takes
place) work well and are in good condition. Nisa has manufacturing buildings such as factories
to make sure the companies items/ stock are produced to best quality and that the employees are
in a safe working environment; it doesn't have to be presentable to the customers since no one
but the employees and employers are allowed to visit the place (Zikmund and et.al., 2013). The
building is used for machinery use which is advanced and supports the staff. The organisation
also has shops to sell and promote their Nisa products, also so that their grocery products could
be purchased at any local stores for all audiences Nisa is aiming to. These shops look presentable
and welcoming for the customers to visit and buy Nisa products.
Technological resources are needed at Nisa to be able to work with efficiency to save
time and money. It is more than equipment, these resources include; computer hardware-
modems and routers (a physical resource). The technological resources are things like software,

text or music. These resources are needed at Nisa mainly because it helps them work more
efficiently save time and money also are safer to work with.
TASK 3
P4 Sources of internal and external finance
Some sources of finance are short term and must be paid back within a year. Other
sources of finance are long term and can be paid back over many years. Internal sources of
finance are funds found inside the business (Zhong and Yu, 2010). For example, profits can be
kept back to finance expansion. Alternatively the business can sell assets (items it owns) that are
no longer really needed to free up cash. External sources of finance are found outside the
business, for example, from creditors or banks.
Sources of external finance to cover the short term include:
 An overdraft facility, where a bank allows a firm to take out more money than it has in its
bank account.
 Trade credits, where suppliers deliver goods now and are willing to wait for a number of
days before payment.
 Factoring, where firms sell their invoices to a factor such as a bank. They do this for
some cash right away, rather than waiting 28 days to be paid the full amount.
Sources of external finance to cover the long term include:
 Owners who invest money in the business. For sole traders and partners this can be their
savings (Osterwalder and Pigneur, 2010). For companies, the funding invested by
shareholders is called share capital.
 Loans from a bank or from family and friends.
 Debentures are loans made to a company.
 A mortgage, which is a special type of loan for buying property where monthly payments
are spread over a number of years.

TASK 4
P5 Contents of a trading and profit and loss account and balance sheet
A business keeps various types of financial record to monitor its performance and ensure
that taxes are paid (Montgomery, 2011). These include cash flow statements, profit and loss
accounts and a balance sheet. A trading, profit and loss account shows the business's financial
performance over a given time period, for example, one year. This account can be updated
regularly and shows how much profit or loss a business is making. A profit can be made in
several ways, for example:
 from trading, in the case of a High Street shop, i.e. buying and selling items such as
clothes and furniture (Korunka and et.al., 2010).
 from manufacturing, for example a company like Kraft produces chocolate bars and other
foodstuffs. It buys in raw materials such as cocoa and sugar which it processes to make
chocolate.
The top section of a P&L account is known as the trading account for a business that
buys and sells items e.g. a bookshop. What is known as the gross profit is calculated by
deducting cost of sales from turnover.
A balance sheet shows the value of a business on a particular date. A balance sheet shows
what the business owns and owes (its assets and its liabilities). Businesses need to use assets in
order to generate wealth. Assets are the things that a business owns or sums that are owed to the
business at any one moment in time. The business obtains the finance for these assets from two
main source:
1. Internally from capital raised from the business owners (the shareholders also).
2. Externally, for example, in the form of loans, and other forms of finance which will need
to be repaid.
P6 Use of budgets as a means of exercising financial control
Fixed costs are costs that the business have to pay that don't change over a short period of
time (Hart and Dowell, 2011). As the product sale or service increases the costs stay the same.
The same amount is paid regardless of the level of production. Fixed costs can include rent
charge, electricity bills, gas bills, telephone bills, advertising costs or insurance prices. Variable

Costs Variable costs are costs that they business have to pay but it is possible that they will
change as the output increases. Variable costs can include: raw materials, delivery costs or
packaging costs.
Nisa use budgets for several reasons such as Nisa will have enough money to buy in
enough supplies for their sales because they would've been tracking their money income and
outcome. Suppliers give discounts when a business pay them on time, having a budget will
allow Nisa to be able to afford to pay straight away. Paying on time also helps Nisa to avoid
paying interest, getting a bad credit rating and possible bankruptcy. They will be able to save
money for the use of retained profit if they have a bad month. They will also be able to save
money for contingencies.
P7 Financial state of Nisa
Ratio analysis is one of the ways businesses measure how they are doing and compare it
to last year or their competitors. In order for these ratios to be useful, they should be compared
recently to see if there are any trends and also compare this with their competitors (Grönroos,
2011).
Profitability
Ratios can show how much profit a business can make either by looking at it as a snapshot or
over time. There are three types of finding out how much a profit is made by calculating:
1. Gross profit
2. Net profit
3. Return of capital employed
Gross profit percentage
This shows the positive percentage that comes into the business. The percentage calculated
presents the turnover such as sales and any other income that a business gets.
(Gross profit / Nisa's turnover)x100= Gross profit %
(3120/ 7300)x100= 42.7%
as in comparison to 2015, it was
(3330/9600)x100= 34.6%
This shows that the gross profit has reduced over the year. As the gross pro t margin
presents how well the business is managing its purchase of stock. If Nisa's business increased

over the year, it would've meant that it is doing well, controlling the cost of their purchases but
has turned out as opposite.
CONCLUSION
This project has dealt with the recruitment and staffing procedure inclusive of all aspects
to be taken care of documentation for the selection of appropriate human resources in Nisa. Data
regarding the skills needed to be possessed by a candidate who need be selected in the
recruitment drive, such as employability skills, personal and communication skills are also
focussed on within the project. The report has also mentioned the resources in physical and
technological forms which are useful for Nisa in one of its major part. The financial sources,
inclusive of internal and external sources of finance, by which organisations could be established
are also discussed within this report. The contents of a trading and profit and loss account amd of
the balance sheets are also interpreted within this report.

REFERENCES
Books and journals
Baxter, R., 2012. How can business buyers attract sellers' resources?: Empirical evidence for
preferred customer treatment from suppliers. Industrial Marketing Management, 41(8),
pp.1249-1258.
Chaffey, D. and White, G., 2010. Business information management: improving performance
using information systems. Pearson Education.
Grönroos, C., 2011. A service perspective on business relationships: The value creation,
interaction and marketing interface. Industrial marketing management, 40(2), pp.240-
247.
Hart, S.L. and Dowell, G., 2011. Invited editorial: A natural-resource-based view of the firm
fifteen years after. Journal of management, 37(5), pp.1464-1479.
Korunka, C., and et.al 2010. Personal characteristics, resources, and environment as predictors of
business survival. Journal of Occupational and Organizational Psychology, 83(4),
pp.1025-1051.
Montgomery, C.A. ed., 2011. Resource-based and evolutionary theories of the firm: towards a
synthesis. Springer Science & Business Media.
Osterwalder, A. and Pigneur, Y., 2010. Business model generation: a handbook for visionaries,
game changers, and challengers. John Wiley & Sons.
Zhong, M.A. and Yu, L.I.U., 2010. The Effects of Government Intervention and Corporate
Resources on Corporate Diversification. China Soft Science 1, p.014.
Zikmund, W.G.,and et.al 2013. Business research methods. Cengage Learning.
Zott, C. and Amit, R., 2010. Business model design: an activity system perspective. Long range
planning, 43(2), pp.216-226.
Online
Relevant Resources. 2017 .[Online]. Available through.<http://www.nfib.com/business-
resources/>. [Accessed on 6th June 2017].