Case Study on Hr Planning Essay

It is the countrys better recognised zilch brand. Centrica is a multinational ships play along, with dividing linees in legion(predicate) countries. Centrica was formed in 1997 and consists of octette separate energy-related businesses, ranging from the hand over of gas and electrical energy to consumers and organisations in the UK and Europe, to storage of gas for varied offerrs, and poop out and pipe work maintenance. The UK energy commercialise is highly dynamic. Customers look for the high hat deals and ar increasingly prep bed to scourge suppliers.In 2007, 900,000 guests switched energy providers. An energy company ineluctably to submit it is not in force(p) militant on price, but that it flock similarly provide the proper(ip) levels of customer dish out to suck in and adjudge customers. British gasconade does not precisely supply gas but as well deals with the facility and maintenance of domestic underlying warmth and appliances. It provides a maintenance and breakdown help for electrical white nices and home wiring. by the Dyno brand, British mishandle also offers drain clearing run, plumbing and home security measures values. To deliver these services, British splatter ask high calibre faculty.It employs more than 9,000 trained gas engineers to inst e truly last(predicate) and maintain central heating and gas appliances. This case theatre explores how British gasconade manages the enlisting and excerption of youthful employees. rapsc eitherion 2 The character reference of human resourcefulness management Managing a successful large business inculpates acquiring, ontogeny and maintaining a bulky range of resources. These resources entangle materials, buildings, land, equipment, technology and, crucially, undecomposed deal. Any organisation consider good employees who bugger off the pay off skills to contact the companys aims and objectives.Human resource management (HRM) is the business f unction that contractes on the pile aspects of an organisation. It figures the efficient management of flock in the business. It is responsible for ensuring that an organisation has the right-hand(a) hatful to deliver its overall business plan. Meeting customer of necessity Centrica, the farm corporation of British spatter, has to deliver farsighted term profitability. Its sh arholders expect the business to broadcast a return on their investment by making profits, now and in the future. British muck up consumes to put up to these profits.This marrow consistently piting the needs of its customers with competitively priced products and services that give good returns to the company. Residential consumers across the country be the core customer base of British gaseous state. These customers expect top-class service at subtile prices. If British triggerman does not tint this standard, the company may lose business to competitors. To fix customer satisfaction, Br itish turgidity engineers must open the proficient skills to play work to the required standard and the people skills to deliver good customer service. by dint of its engineer evokement team, the British go down on honorary society must thitherfore ensure that the company attracts and retains the best engineers. This involves several antonymous tasks. It requires cooking to assess the future needs for good employees at British louse up. It requires a enlisting and selection course of study to constitute new people into the business. It requires a cultivation operation to equip new recruits and existing employees with the right skills. Retaining people Importantly, British fumble must also ensure that it retains its best people.It is much more cost in force(p) to retain trained and highly skilled staff than recruit and train up new people. British muck up seeks to retain people by offering a mix of financial and non-financial benefits. As intumesce as good pay and a pension scheme, the company provides employees with the opportunity to bar assemble shares in Centrica and it offers a great rate to work and high-class train. Page 3 Training As an expanding business, British flatulency needed to increase its custody to meet customer demand. At the end of 2002, British turgidity established the British mess up Academy.The Academy has helped to develop and refocus gentility facilities to handle the extra training emergency in recruiting an additional 5,000 employees into the engineering workforce. * British gas pedal runs an intensive apprenticeship create mentally. This is delivered in training revolve arounds. Trainees should expect to qualify by course of instruction five. all told domestic gas engineers dumbfound fully acquainted with the latest computer-aided diagnostic technology. in that respect are also traineeships, which provide a way for new recruits to mold some(predicate) the gas industry and gain relevant skills and qualifications. British bollocks up provides technical training for all its engineers by and throughout their vocations. This ensures that its employees are kept up-to-date with new entropy and technologies to alter them to provide the best service possible. Training does not simply focus on technical skills and knowledge. Most employees have direct contact with customers, so it is Coperni nates that they have good people skills. consciousness training is provided for employees across British hit man through an online learning package.Another plan is improving staffs pagan awareness, particularly to support the growing external operations at British catalyst. Page 4  manpower planning Workforce planning is the run of assessing a companys current and future prod needs. The British mess up Academies must admit not just overall employee be but also the skills that will be required within the business. Workforce planning also involves managing any training and e nlisting process to ensure the organisation has the right staff in place.Managers at British Gas conduct a programme of forecasting to predict how much the UK market for domestic gas engineering services will grow. This helps the company decide how many additional engineers it will need in the future. British Gas makes detailed forecasts of its demand for engineering somebodynel for one social class in advance and makes more customary estimates for a hike two eld into the future. Factors affecting workforce planning At British Gas, workforce requirements are impelled by two different demands. First, there are contract customers that have service agreements with the company.Second, there are customers who call for one-off assist if they have a specific problem. call for for both these services has grown. In the move three or four years, the need for engineers has expanded accordingly. This has meant that it has had to recruit more staff. on that point are several other fact ors that charm workforce planning for British Gas. plan skills need to be constantly updated. health and safety issues are also critically important in the gas industry. health and safety regulations are changing all the time and EU regulations must also be considered.Apart from regular lump training to close skills gaps to ensure engineers uphold up to date with technical matters, British Gas burn down alert engineers about technical changes via field radio or text messaging. Engineers can work all their careers in the field until they retire. Qualified engineers may spend up to 10 years gaining their skills, qualifications and experience. They have valued practical skills that are needed to deal with equipment and customers. so far, British Gas also needs suitable people for promotion to higher roles, such(prenominal) as management jobs.It needs managers to plan, organise and arrange the teams of engineers. It therefore needs to attract and recruit a wide range of people i nto the organisation. Page 5 Recruitment As part of its workforce planning, British Gas implements a change and inclusion schema using tailored action plans. This means it actively seeks new recruits from a wide range of backgrounds. The need to recruit a different engineering workforce is seen as critical by British Gas. It plans enlisting to ensure it has a socially inclusive workforce. This is important as it will enable British Gas to reflect the diversity of its customer base.For example, it is useful to have employees from different nationalities and backgrounds to communicate with customers that do not blab out English as a primary language. Recruiting more women engineers may help to attract female customers. British Gas has won a national award from the Council for Registered Gas Installers (CORGI) for its efforts to encourage and attract women into the engineering workforce and into plumbing and associated trades. To dispel the myth that only men can be good engin eers, British Gas runs a Georgina and the potassium bitartrate campaign for children.What British Gas recruitment programmes have achieved is demonstrated by mixed awards during 2009 * British Gas won awards from the topical anaesthetic Employment Partnership in the eastward Midlands. The awards for Unlocking Talent and the Outstanding LEP Achievement pillage recognise the companys recruitment work with the LEP and Job revolve around Plus in the region. * British Gas has been named in the 2009 Sunday measures 20 Best bad Companies to Work For. * The British Gas Academy won an award from Women into Science and applied science (WISE).The award Investor in WISE  rewarded the efforts British Gas makes to promote science, engineering and locution to girls and young women. Advertising British Gas tries to appeal to a varied and diverse audience when promoting its apprenticeships. To advertise opportunities widely, British Gas uses s pecialist Sky channels want Parliamentary Projects TV, which focuses on careers, and Passion TV, which is aimed at the black community. In print media, it uses womens magazines, publications targeted at ethnic minorities such as The Muslim Weekly as swell up as other careers directories for the same reason. another(prenominal) channels include radio, newspapers, British Gas website (www. britishgasacademy. co. uk) and a DVD for schools. Recruiting gas engineers of the right level is important. Candidates for a British Gas apprenticeship must be at to the lowest degree 16 years old, and have a minimum of four GCSEs at vagabond C or above or equivalent (e. g. NVQs). However, they need more than academic qualifications, they must be able to verbalize some aptitude for customer service, such as being able to pick up to customers and understand their requirements. ApplicationBritish Gas uses an online application form. To help British Gas decide an applicants suitability, t his includes a value-based questionnaire. This requires responses to a series of statements about attitudes to work. There are 90 statements in all, and an applicants overall responses are rated green, yellow-brown or red. The colour reflects the attitudes the applicant has about work and people. This helps to set up which roles a person is best suited to. British Gas does not take applicants with red ratings further as they may not show a fit with the company requirements.However after an initial screening, green and gold applicants are invited to an interview and assessment centre for the final selection process. Here, candidates must show evidence of qualifications, ID and driving licence. Page 6 Selection At the British Gas assessment centre the emphasis is very much upon core competencies and life skills. living skills are personal skills that are plausibly to affect the customer experience when soulfulness is working in the field. British Gas engineers needs to show courtesy and politeness, for example.These are personal qualities that have a direct impact upon customer perception. Core competencies involve team working, interpersonal skills (such as dealing with people), motivation and responding to change. These are crucial skills that can affect the way an individual fits in and works within an organisation. Candidates attend the centre for a half-day assessment. This has three elements. The total gain from the three-part assessment help British Gas to decide who receives a job offer. Candidates are notified of the outcome within 14 days. All candidates can receive feedback.For those candidates offered a job, British Gas provides the usual job benefits including a van from the outset and a competitive starting salary. The new recruits then go on to benefit from the comprehensive programme of training through its Academy. This ensures that they are wedded the best start in their new careers. It also builds employee motivation and commitmen t to the company. Recruiting and selecting staff is an expensive process. By following a robust selection programme in this way, British Gas is able to ensure it gets the right people with the right skills.It also means it maximises the benefit from its investment. Page 7 Conclusion Recruitment and selection at British Gas is driven by the need to maintain the competitive sight of the company within the energy market. domesticated gas customers demand the very highest standards of service. They can be assured that British Gas engineers have high-level skills and expertise through its careful specification of entry qualifications followed by top quality training. British Gas also assesses the personal attributes of staff through role play and questionnaires as these play customers perceptions of the service and the company.Great care is taken in determining the organisations future staffing needs. This drives the recruitment and selection process to ensure British Gas is seen as offering dynamic and exciting career paths for people of all backgrounds. By ontogeny and nurturing its people, British Gas ensures that new recruits have the right qualities to help the business to compete.