Working with and Leading People: HR, Leadership, Motivation & Teamwork

This report comprehensively examines various aspects of human resource management and leadership. It begins by detailing the documentation required for staff recruitment at The United Parcel Service (UPS), emphasizing the legal, ethical, and regulatory considerations involved in the selection process and the crucial role of the HR manager. The report then explores different leadership styles, comparing their effectiveness in various situations and outlining the skills necessary for effective leadership, differentiating between leadership and management. Furthermore, it discusses methods for motivating staff, highlighting the benefits of teamwork, and addresses the leader's role in fostering team collaboration. Finally, the report investigates the work and development needs of individuals, factors influencing work performance, the planning and delivery of performance assessments, and the overall success of the assessment process, concluding with the importance of these elements in achieving organizational goals.

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Working with and leading people
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Working with and leading people
Contents
Introduction:...............................................................................................................................................3
LO1: Recruitment, selection and retention procedures:.............................................................................3
1.1: Documentation to select a new member of staff:............................................................................3
1.2: Impact of legal, ethical and regulatory considerations:....................................................................3
1.3: Role of HR manager in the selection process:..................................................................................4
1.4: Contribution of HR manager to the selection process:.....................................................................5
LO2: Styles and impact of leadership:.........................................................................................................5
2.1: Skills needed for leadership:.............................................................................................................5
2.2: Difference between leadership and management:..........................................................................6
2.3: Compare leadership style:................................................................................................................7
2.4: Ways to motivate staff:.....................................................................................................................8
LO3: Work as a team:..................................................................................................................................9
3.1: Benefits of teamwork:......................................................................................................................9
3.2: Working with a team as a leader:...................................................................................................10
3.3: Effectiveness of the team in achieving goals:.................................................................................11
LO4: Work and development needs of individuals:...................................................................................13
4.1: Factors involved in work performance:..........................................................................................13
4.2: Plan and deliver the assessment:...................................................................................................13
4.3: Success of assessment process:......................................................................................................14
Conclusion:................................................................................................................................................15
References:................................................................................................................................................16
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Introduction:
Employees are a very valuable asset for a company. Therefore the future of a company depends
upon the recruitment process of that company. This assignment is all about the whole process of
recruiting a new member of staff in a company named The United Parcel Service. The factors
and issues that are involved in this process are given in the learning outcomes below.
LO1: Recruitment, selection and retention procedures:
1.1: Documentation to select a new member of staff:
UPS has a particular documentation method to select new employees for the organisation.
Name of the Company: The United Parcel Service
Job Description: Required qualified and skilled candidates for the management team.
Eligibility criteria of the candidate: Candidate must possess an MBA degree from a
recognised institution with core competencies in computer handling.
Soft skills: Candidate must possess excellent communication skills.
Age limitation: Candidate must be born on or after 01.04.1991.
Experience required: Candidate must hold an experience of minimum 2years in a known
company.
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1.2: Impact of legal, ethical and regulatory considerations:
The employment and assortment process is important for new and renowned companies in a
similar way. Recruiting and choosing the right employees is domineering for the survival of the
organization (Murdoch and Geys, 2014). The company needs to have the right workers with the
preferred skills, assistances and attitudes for each profession. Unless every feature is properly
harmonised, the corporation will end up appointing unsuitable recruits. The organisation’s goals
will not be attained, and there is forever a threat of the workers leaving the business for superior
projection outside. Hence, the recruitment and assortment procedure should be cautiously dealt
with. Nevertheless, an efficient and flourishing employment process desires to have several
standards or characteristics (Cushway and Hallsworth, 2012). Such as-
 Developing jobs for every work
 Posting the available job
 Scanning recommences
 Interviewing apparatus
To sum up, a proper trade association’s staffing and assortment procedure should be legal
and fair. Only individual authorization doesn’t alter it nowadays, ethics initiates where the law
ends, and it is of corresponding implication for brand assembling and recollecting clients. Any
types of classified preference must not be given to any group of people (Turner, O'Sullivan and
D'Art, 2011).
1.3: Role of HR manager in the selection process:
HR managers increase calculated resolutions to meet personnel demands and workforce
movements. A service manager, in fact, supervises the staffing and selection procedures;
nevertheless, an HR executive is mainly answerable for verdicts related to commercial branding
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as it communicates to recruiting and preserving endowed employees (Noe, 2013). Corporate
trademark as it speaks about employment and maintenance means endorsing the company as an
owner of choice. HR managers accountable for this look at the staffing and assortment process,
as well as reimbursement and paybacks, to find approaches to plea to highly competent
candidates.
1.4: Contribution of HR manager to the selection process:
Human resource manager has a very important role and contribution in the staff selection
process. Without his/her supervision recruitment and selection is not possible. HR managers help
to study and analyse the resume of the candidates and finally male decisions about choosing the
right employee for the organisation. They also promote the characteristics and products of their
company to attract eligible workers. To sum up, an HR manager is the base of a company and
his/her contribution in the selection process is very significant (Stariņeca, 2015).
LO2: Styles and impact of leadership:
2.1: Skills needed for leadership:
There are some skills given below that are needed for leadership:
1. Inspires and stimulates others: Good leaders construct an apparition of the opportunity that
is bright and persuasive, and that inspires employees to desire to accomplish it (Thomas, 2012).
Everybody wishes to work for a corporation that creates a distinction in the world. A leader can
help the associates of his/her team attach what they execute to the impact it has on clients and
areas.
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2. Displays high veracity and sincerity: Grand leaders are truthful and translucent, and have
soaring integrity—they always stick to their commitments and do what they propose to do.
Honesty and sincerity are the best quality a great leader can possess (Roy, 2012).
3. Solves troubles and analyses matters: Eventually, leaders are employed, skilled, and elected
to solve executive troubles, and to take benefit of chances in the market. This entails not only
outstanding analytical skills but also exceptional people expertise.
4. Drives for the outcome: Some inhabitants are pleased to sit back and observe time go by,
whereas others are not except they are doing great work in their business. Good leaders have a
superior level of insistence and oblige than most anybody else, and they can be calculated on to
get objects done (Mumford et al., 2017).
5. Displays technological or professional capability: a good number of leaders begin their
journey in business with a precise ability, such as advertising, or secretarial work, or conniving
software. The finest leaders erected on their technical and specialised talents over time,
becoming precious connoisseurs in their field and experienced at leading their group (Johansen,
2012).
2.2: Difference between leadership and management:
The major difference between leadership and management are as under:
 Leadership is an asset to the leading group through cheering them. Management is a
procedure of running the actions of the organisation (Bush, 2012).
 Leadership involves faith of faction on his leader. Not like Management, which requires a
power of administrator over its assistants
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 Leadership is dexterity of persuading others whereas Management is the superiority of
the judgment.
 Leadership wants foresightedness of organiser, but Management has small assortment
visualisation (Sakas and Konstantopoulos, 2010).
 In leadership, values and strategies are recognised, while, in the case of management,
rules and actions are executed.
 Leadership is practical. On the other hand, management is immediate in nature.
 Leadership conveys alteration. While Management fetches steadiness.
2.3: Compare leadership style:
There are some leadership styles that are compared here to use in different situations. Such as:-
 The pacesetting leadership style: Pacesetting Leadership style is all about superiority
and self-direction. The pacesetting method works finely when the group is already
aggravated and trained, and the leader wants unexpected results. Used broadly. However,
this approach can engulf team associates and sensor improvement (Hariri, Monypenny and
Prideaux, 2014).
 The dependable leadership style: This leadership style assembles the group toward a
common idea and focuses on ending targets, leaving the revenue up to every person. The
authoritative technique works finely when the team desires a new apparition because the
situation has altered, or when overt leadership is not necessary. Dependable leaders
motivate an industrial spirit and vivacious passion for the task. It is not the paramount fit
when the organiser is working with a group of specialists who discern more than him/her.
 The affinitive leadership style: This style works to produce affecting bonds that carry a
sense of connection and belonging to the association. The affinitive method works
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greatest in times of anxiety, when teammates should mend from disturbance, or when the
team requires reconstructing trust. This method should not be exercised solely because a
solitary confidence on praise and development can promote normal routine and a lack of
trend (The Relationship between Neurotic Leadership Styles, Transformational Leadership,
Emotional Intelligence, and Worker Attitudes, 2016).
 The training leadership style: This leadership style widens people for the outlook. The
training method works preeminent when the organiser wants to facilitate teammates erect
lasting individual powers that make them more triumphant in general. It is least
successful when teammates are disobedient and reluctant to alteration or study, or if the
manager/leader lacks expertise (Hawkins and Watson, 2010).
2.4: Ways to motivate staff:
There are some ways to motivate the employees. These are:
1. Reward Great Work: Employees should be rewarded for their good work. A reorganisation
or reward can boost up an employee's confidence and thus can motivate him/her to achieve
required targets. Incentives and reward are a great gesture to motivate an employee (Eight Ways to
Motivate Your Volunteers, 2016).
2. Create a Welcoming Environment: No one can work in an unethical and uncomfortable
environment. So a good and welcoming atmosphere is essential to motivate employees. This way
a leader can construct an excellence relation with his/her employees and can motivate them to
attain higher goals (Tracy, 2013).
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3: Invest in Training: Growth is essential to employee inspiration Nobody likes to work in an
office with no vision of progress, and that is why teaching a team is very imperative. Proper
training can improve the confidence level of employees and thus they can attain higher prospect.
4: Conversation with Employees: Conversation is the key to knowing the employees better. It
helps to preserve the performance intensity and keep the workers motivated. Therefore a leader
should make free conversations with his workers and try to motivate them for achieving new
goals (Pecic, 2015).
LO3: Work as a team:
3.1: Benefits of teamwork:
Teamwork helps a company to achieve its goals and targets. Some benefits of teamwork are
given below:-
1. Fosters originality and knowledge: Creativity succeeds when inhabitants work jointly in a
group. Inspiring ideas as a team averts stale opinions that frequently come out of the functioning
single. Combining particular viewpoints from each group member generates more useful selling
elucidations. Collaborating on a plan creates an eagerness for knowledge that private work lacks.
Being competent to distribute findings with the whole team stimulates employees and
encourages mutually individual and group acquaintance (Staines, 2010).
2. Blends balancing forces: Working simultaneously lets workers construct on the abilities of
their colleagues. Often, a group works fine together as team associates rely on one another to get
individual endowments to the desk. By monitoring the method behind these abilities, one can
discover how to merge their assistance and turn out to be a stronger squad.
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3. Builds conviction: Depending on other colleagues builds reliance, and collaboration creates
strong relations with partners. Despite infrequent divergences, a valuable team benefits from
working jointly and shares a strong relationship. It helps workers unlock and cheer one another.
Open contact is key when operating on a team and fabricates effective resolutions in complex
group assignments.
4. Teaches disagreement decision skills: Employees appear from mixed surroundings and have
unique work methods and behaviours. While these unique viewpoints generate the most thriving
work, they can as well produce bitterness that promptly turns into an argument. When an
argument arises in collaboration conditions, employees are required to resolve the disagreements
themselves instead of revolving to the organization. Learning disagreement resolution personally
is a skill that workers can employ to become well-organized managers in future (Pearce, 2015).
5. Promotes a broad intellect of possession: Team assignments persuade workers to feel
pompous of their assistance. Tackling barriers and creating prominent work collectively makes
group members feel satisfied. Functioning toward accomplishing company objectives permits
recruits to feel allied to the corporation. This builds faithfulness, leading to an advanced level of
work fulfilment among staff members.
6. Encourages strong risk-taking: An employee doing a task alone will perhaps won’t take
risks at all. Working as a group allocates team associates to experiment as they got the support of
the whole team in case of the letdown. On the other hand, sharing achievement as a group is a
binding occurrence. Once a group achieves something together, their innovative conferences will
manufacture ground-breaking thoughts without vacillation.
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3.2: Working with a team as a leader:
A team leader has many responsibilities as a leader as well as a member of the team. In an
arrangement of a team for an association, one group leader might also be selected. Working in a
group as a leader or as an associate, both comprises tasks to be measured towards the attainment
of definite aims. Team organiser or the associate of the team guarantees a smooth course of
communiqué. Team leader checks that the accurate and well-timed information or note has been
supplied to every individual of the team (Sondergelt, 2012).
Miscommunication is one of the chief reasons for conflicts happening within the
associates of the equivalent team itself. Conflicts might also arise due to discontent or over only
opinions. Thus as a team organiser or component, it is very essential to evade the reasons for an
event of conflicts. The outlook from each team associate should be listened to and appreciated
without any irony. As a group leader, it is very imperative that employees believe each other.
Personality conflicts and only distinctions must also be handled while intriguing care of
inconsistency. Sometimes individual agendas or authority issues also sources arguments. Apart
from the argument, some other intricate circumstances may occur which might inferior the
performance of the group. In such state of affairs, every associate is requisite to contribute
evenly to uphold those complicated situations. Consequently, they can distribute their greatest
performance and assist in the accomplishment of appropriate goals.
Besides the group leader also stimulate other group members, shape and
implement successful planning method and also follows the development towards preferred
goals (Sondergelt, 2012).
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3.3: Effectiveness of the team in achieving goals:
A faction of people working collectively in a structure of team illustrates certain usefulness in
accomplishing organisational targets. The efficiency of the team to augment their work pace has
to be urbanised and sophistically fostered. Hence the steps of shaping, forming, and working
should be vigilantly handled.
Along with group formation, the response must also be given magnitude. It facilitates
in knowing the faults and the motives for the present performance of the group. A suitable
training, analysis and mentoring relied on the response can be useful in civilising the efficacy of
a team. It is also imperative that every associate of the team is evenly participating to finish the
task allocated (Improve recall effectiveness, 2017). Besides that, each associate should constantly
focus on the idea of the organisation, therefore, inspiring them to perform well again. This is
circle consequences in humanising the work of overall team serving to attain the goals of the
association. Arguments might be one of the main reason in upsetting the overall efficiency and
performance of a group. Hence interior and exterior conflicts must be shrewdly handled and
frequently avoided. Allocation of roles and duty to each part of the team is very significant. Each
associate should be selected those responsibilities only in which he/she might outshine which
ought to be done by careful observation of instructive background of the member of staff. Along
with assignment allocation, a complete construction should be distinct for the efficacy of the
team.
The effectiveness of a group is also influenced by many other things
such as managerial culture, administrative hierarchy and arrangement, independence of an
association, etc. Apart from all the exceeding factors, the uniqueness of a team also creates an
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