In this assignment, we will talk about high-performance teams development and management of small and medium-sized enterprise. From the domain of human resource management, we will discuss about recruitment, selection process, performance system. From the area of work team, we will discuss about the mix of knowledge, skills, and experience necessary for a team to fulfill its functions, developing and managing the high-performance team. From the domain of leadership, we will talk about empowering teams to develop their own way of work, theories and styles of leadership. From the organization and behaviour, we will discuss about incentive strategies to let colleagues achieve objects. Thas is the main framework we will discuss in this assignment, and we also provide it with a lot of relevant and representative examples to enrich the assignment. That is all we want to talk about in the assignment.
Recruitment: As the small and medium-sized enterprise, the recruitment process is extremely important. It is necessary for managers to identify characteristics of the person required, find the potential applicants, and put the right person to the vacancy.
Firstly, aiming to find the specific applicants, it is better for mangers to give specific information, including age, gender, occupation, and background. If managers can not give the specific information to applicants, they will never find the right persons they need to fill the vacancy. There is a good recruitment process as the following.
Job advertisements should state clearly the form of reply desired, in particular, whether this should be by a formal application form or not. Preferences should also be stated if handwritten replies are required.
An acknowledgement of reply should be made promptly to each applicant by the employing organization or its agent. If it is likely to take some time before acknowledgements are made, this should be made clear in the advertisement.
Applicants should be informed of the progress of the selection procedures, what these will be( eg group selection, aptitude tests etc), the steps and time involved and the policy regarding expenses.
Detailed personal information( eg religion, medical history, place of birth, family background etc) should not be called for unless it is relevant to the selection process.
Before applying for references, potential employers must secure the permission of the applicant.
Applications must be treated as confidential.
The code also recommends certain courtesies and obligations on the part of the applicants.
Unsolicited requests: Write-ins or walk-ins(Media: word-of mouth, recommendation, previous recruitment advertising, general employer branding)
Existing contacts: Previous( re-employable) employees; retirees; career break; previous applicants of suitable general quality held on file.
Referrals: Registers of members seeking employment, kept eg by trade unions and professional bodies.
Agencies Job Centres: Network of agencies provided by central government: particularly for manual and junior positions in admin/clerical/retail
Resettlement Services: Finding civilian positions for armed forces personnel at end of service.
Careers Services: Placing graduates of schools and training institutions
Employment Agencies: Wide range of specializing agencies; temporary agencies for one-off requirements and short-term cover( eg of maternity or sick leave)
Consultancies Selection consultants: Recruit and select for positions; may cover clerical/adam staff, specialist staff( media, financial, etc), or managerial.
Outplacement consultants: Registers, retaining etc to help redundant and early-retired employees.
Search consultants: 'Head hunters'. Networking to track highly employable individuals: candidates proactively approached.
Direct to source: Schools, colleges, universities ( Media: advertisement, 'milk round' presentation)
互联网:广泛的招聘数据库。——The Internet: Wide range of recruitment databases.
外部聘用——External recruitment
自行申请的广告——Advertising for self-applicants
Soliciting recommendations from supervisors, training officers and so on
Soliciting referrals by existing employees to family, friends, contacts
正式继承、促销和转移计划——Formal succession, promotion and transfer planning
招聘广告——The recruitment advertisement
The advertisement, based on information set out in the job description, job and person specifications and recruitment policy, should contain information about:
The job: title, main duties and responsibilities and special features
Conditions: special factors affecting the job
Qualifications and experience (required, and preferred); other attributes, aptitudes and/ or knowledge required
Rewards: Salary, benefits, opportunities for training, career development, and so on
申请：如何申请，在什么时候向谁递交申请——Application: how to apply, to whom, and by what date
In fact, everything has its advantages and disadvantages, as the small and medium-sized enterprise, managers should realize that not each method is perfect to use. Here is the figure 1 below, which shows the advantages and disadvantages.
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