Boots the Chemist

Boots the Chemist
Over the past three decades Boots has continued to develop product ranges, many of which are now household names. Boots has also introduced new services. Boots Opticians, formed in 1987 has become one of the UK?s leading chains of opticians. Insurance services, and initiatives in dentistry, chiropody, ?Boots for Men? stores and Internet services were introduced in 1999. The first Health and Beauty Experience stores, offering services such as homeopathy, osteopathy and a range of beauty treatments, were opened in autumn 2000. Boots Healthcare International exports healthcare products in more than 130 countries round the world. Boots Health and Beauty stores are now established in Ireland, Thailand, Japan and Taiwan. There are eight different businesses in The Boots Company, different in size, different in type and different in their business cultures. Such diversity means that they have unrivalled career opportunities in a wide variety of disciplines for people who deliver excellent performance. Boots is a learning organisation, they encourage their people to strive to improve their skills and develop throughout their careers.
Boots the chemist (btc) is the UK?s leading retailer of health and
beauty with over 63,000 employees and over 1,400 stores and has seven
major products and services categories.
Healthcare dispensing:
Over 77.5 million prescriptions are dispensed each year. Over 4,000 pharmacists are employed. 20 leaflets are available on healthcare topics including Breast Awareness, Give up Smoking, Living with Asthma and First Aid.
Over-the-counter medicines:
btc is the market leader in virtually all healthcare product categories, including vitamins minerals and supplements.
btc is the market leader in cosmetics, fragrances, skin care, dental, hair care and bath toiletries.No7 and No17, are leading cosmetics brands in the UK. btc is the UK?s leading suncare retailer, employing consultants to provide expert advice on cosmetics and suncare.
btc is the market leader in baby food, toiletries and nappies. Many stores have dedicated mother and baby rooms.
btc is leading retailer in the year round gift merchandise including greetings cards, gift stationary and gifts for the home. btc was awarded ?retailer of the year? by Mother and Baby magazine.
btc is the leading retailer of Advanced Photo System. Boots brand film is one of the two largest brands in the UK. btc processes over 550 million photographs each year.
btc is one of the UK?s largest sandwich retailers and was awarded the ?Sandwich Retailer of the Year?. Chilled food is available in over 600 stores. A new department of btc is Boots Retail International (bri). bri has been set up to build a leading international Boots Health and Beauty retail business.
Boots Opticians? (bol) employing some 4,400 people in 298 stores
offering these services:
Eye examination (nhs and private)
On-site optical laboratories
Spectacle dispensing
Contact lens fitting
Boots Opticians? product range include:
Spectacle frames, lenses and accessories
Prescription and non-prescription sunglasses
Sports and ski glasses
Contact lenses, solutions and accessories
Daily disposable contact lenses
Halfords product range covers:
Car parts, tools and accessories
Load carrying, car security and bodycare products
ice-in-car entertainment, including audio, dvd players and satellite
navigation systems
A unique combination of complete car servicing, MOTs, repair, tyre
and exhaust replacement and accessories fitting
Boots Healthcare International (bhi)
BHI?s product portfolio centres on three core categories, each with international market leading brands in 130 countries and 1,400 employees:
Analgesics: Nurofen
Skins are: E45, Lustine, Onagrine, Balneum, Curatoderm
Cough and Cold: Strepsil
Boots Contact Manufacturing?s (bcm) products include:
Over-the-counter medicines
Prescription medicines
Colour cosmetics
Sun care
Baby toiletries
Oral hygiene
Hair care and styling
What is Human Resources? Human Resources is a process involving the organisation in making plans and continually updating them so that the organisation?s current and future needs for all types of labour are predicted as accurate as possible. Human Resources Management is a process consisting of the acquisition, development, motivation and maintenance of Human Resources. Management is the process of effectively getting activities completed with and through other people. Any efficient Human Resources department needs to integrate its departmental strategy to fall in line with the strategy of the rest of the organisation. The Human Resource Management function needs to communicate with other department in order to ensure a streamlined function of the organisation. The functions of Human Resources The human resources department deals with all the factors associated with the employer including: Human Resources and manpower Recruitment and selection Induction and training Promotion and transfer Rewards and conditions of employment Working conditions Career development and welfare Wages bargains and disputes Organisations depend on people to operate. Current problems, challenges and opportunities come from shifting character of labour force over the last 30 years:
Younger workers
Working women risen
Average employee is better educated
Minorities receive equal opportunities
Increase in women who are married and working
More white-collared people
Effectiveness of the hrm department is measured in terms of employee productivity, turnover, absenteeism and job satisfaction. Task 1 Human Resource Planning Introduction Human Resource planning is the development of a comprehensive staffing strategy that meets the organisations future human resources needs and it is concerned with getting the right people, using them well and developing them in order to meet the goals of the organisation. Rather than fill posts when they fall vacant efficient human resource planning needs to answer this questions.
Are the right numbers and type of people doing the things that need
Are we using human resources well?
Do we have the people we need to satisfy our future requirements?
This process ensures that an organisation has the right number and kinds of people, at the right places, at the right time, capable of effectively and efficiently completing those tasks that will help the organisation in achieving its overall objectives. First step is assessing current status of organisation?s objectives:
Human resource inventory describes skills available within the
Job analysis provides information about jobs being currently done;
the information is critical input for job descriptions, job
specifications and job evaluation.
Second step is to review the organisations overall objectives and revenue projections. Third step changes revenue projections to a forecast of demand for Human Resources. Fourth step is an assessment and forecast of internal and external supply sources. The last step is matching the forecasts of future demand and supply. This will highlight shortages and overstaffed positions. The Organisation The Boots? Company sense of common purpose flows from a philosophy of managing value, which is to maximise the value of the company for shareholders. This connects the skills and knowledge of all the staff and provides an unambiguous measure of their achievement. It is at the heart of everything the company does, benefiting the shareholders and all who have a stake in the business. Boots is a plc and it is essential because it will be asking a great many shareholders to risk their capital in the business. The organisation protects and maximises the value of the company for the shareholders. The company invests only in opportunities whose returns are greater than the cost of capital. The decision making process has four main steps:
Checking that the initiative is consistent with the business unit?s
Identifying at least three investment options
Conducting a discounted cash flow analysis on each option, using a
discount rate relevant to the project risk.
Selecting the option that will produce the best long-term cash flow
Boots is one of the best-known retail names in the UK. Less well known is the diversity of businesses that make up The Boots Company. In addition to retailing, the company?s activities include product development, manufacturing, international marketing and property management businesses. The common purpose of the Boots Company flows from the principle of managing for value, to maximise the value of the business to its shareholders. This principle harnesses the skill and knowledge of staff throughout the company and provides an ambiguous measure of Boots. Although the Boots Company doesn?t, strictly speaking, have an organisation chart you can see how the company is divided into seven separate and self-contained business units.
Boots the Chemist (btc)
Boots Opticians (bol)
Boots Contract Manufacturing (bcm)
Boots Healthcare International (bhi)
Boots Properties (bpp)
Boots Retail International (bri)
Boots Dental care
Boots Photo
The Structure [image] The company?s ability to continue growing and creating value depends above all on the creativity, motivation and the passion of Boots? staff at all levels. Boots is devoting considerable attention to develop increasingly capable people and giving them greater freedom to take decisions and create value. Organisational development Over the past year the company has been identifying the behaviours and capabilities it needs to maximise value. To foster these capabilities, each business unit is evolving its own more participative and involving management style. For example:
Boots The Chemist has substantially changed its approach to
management in its stores to be more customer focused, inspire and
harnesses people?s energy and imagination and minimise bureaucratic
Boots Contract Manufacturing has introduced self-managed teams to
make people feel more involved, valued and stretched and enable them
to make bigger contributions.
The company continuous to develop globally, with Boots Retail
International, Boots Healthcare International and Boots Contract
Manufacturing recruiting and developing staff with an international
An organisation?s demand for labour will depend on the plans the organisation has for the future. For example, Boots goal is to become the global leader in health and beauty by drawing on their knowledge and experience to offer excellent products and services through a wide variety of channels to consumers around the world. This expansion programme of opening new stores promises an increase in market share and maximises value for the company and the shareholders. In order to support this expansion plan it needs recruiting a great many more employers. Financial information The following figures relate to the financial year ending 31st March 1999. Shares Share price at year end 895p Share price decreases on previous year 7% Earnings per share 2.6p Return on shareholders funds 23.7% Dividend per share 23.8p Analysis of shareholdings Number of shares held by shareholders % of shareholders % of total number 1-500 34.57 1.10 501-1,000 23.95 2.44 1,001-10,000 39.02 13.50 10,001-100,000 1.98 6.73 100,001-1,000,000 0.37 16.83 Over 1 million 0.11 59040 The Boots Company?s position on Economic and Monetary Unit Economic and Monetary Union and the introduction of the euro will have an impact on The Boots Company, whether or not the UK decides to join emu. The Boots Company has businesses in nine of the ?first wave? countries and also need to plan for the impact of the UK?s possible entry. Estimates of the costs to retailers range from 1% of a year?s turnover to 3%, depending on the assumptions that are made. The organisation anticipates that costs of approximately £5 million will be incurred between 1998 and 2002 to support the introduction of the euro in these first wave countries. Objectives of Human Resources Planning
The organisation can control staff costs and number employed far
more effectively.
Employers can build up a skilled profile of each of their employee.
It creates a profile of staff, which is necessary for the operation
of an equal opportunities policy.
Encourages employers to develop clear links between their business
and human resources plan.
The advantages of Human Resources planning
Boots has progressive and competitive policies on performance and
reward, designed to recruit, motivate, develop and retail high quality
Employees do challenging work which motivates and stimulates them
this lead to a better atmosphere in the work environment.
Overtime is done only when is vitally necessary.
The company is committed to an open and honest management system,
which enables all employees to be well informed and to understand
issues affecting the business.
The Human Resources planning process One of the major aspects of human resources planning is reviewing continuously the information about the organisation. It is necessary to update the plan taking into account the changing circumstances. The Boots company offers pay and working conditions which are both highly competitive and above average. They are committed to an open and honest management system which enables the employees to be well informed and to understand issues affecting the business. The stages in the hrm Supply Side Demand Side Analysis of current Analysis of future plans/ human resources strategies of the within the organisation organisation and the effect on human resources Sources of information Sources of information Personnel records, numbers Corporate business plan, employed, grade/level, age, implementation plans, length of service, qualifications/ estimates of future activity competences, appraisal levels information, continuing professional development record Plan of future availability Projection of human resource of staff levels required matching demand and supply Examination of how these two projection match up Forecast of human resources surplus/deficit Examination of alternative policies to meet identified human resource needs Recruitment, training/professional development of current staff, transfer, termination Identification of the hrm plan, selection of the best policy and an indication of how it should be implemented Supply Side === Boots has to plan carefully to ensure they have the right number of suitable employee for their needs. To do this they need a good understanding of the labour market in the area where they operate. They need to consider the effect of the following labour market factors for human resources planning. � Local employment trends � Local skills shortages � Competitions for employees � Availability of labour For example: The London Borough of Newham is one of the richest areas in the UK in terms of its mix of cultures and people. Newham is estimated to have a population of 232,443 and is one of the fastest growing areas of East London with expanding housing developments and increasing birth rates. The adult population is 162,457. [image] Labour Force by Age and Gender (000s) Year 1999 2000 London Female total Male total 3,428 1,507 1,921 3,370 1,478 1,892 Inner London Female total Male total 1,244 549 695 1,229 533 695 Outer London Female total Male total 2,184 958 1,224 2,141 944 1,197 Great Britain Female total Male total 27,577 12,082 15,495 27,556 12,093 15,464 Performance Information Number of learning opportunities Qualifications Non Qualifications Office/ Business 450 480 Languages/ Humanities 80 gcse 120 gce A& AS 70 Basic Education 380 Esol 1000 Other Vocational/ Academic 500 50 Totals 1140 1610 Training opportunities Starts (year) Training for work& employment action 1998-1999 1999-2000 London Region 40,300 45,800 Considering this figures The Boots Company has to think carefully if they are going to recruit from this area. Human Resources department must analyse data and factors before they make decisions. Newham Council has adopted a vision for the future that will make Newham a place where everyone wants to live and work. To strengthen Newham?s economy and bring in the jobs in the sectors that are growing, people in Newham have to be skilled. The Boots Company must take into account a range of factors when making decisions about their internal staff. The factors include: � Labour turnover; should be analysed in order to help Boots forecast its future losses and to identify the reasons people leave the organisation. � Sickness and accident rates � Age skills and training Demand Side Boots is just like any other company the demand for labour will depend on the plans for the future. Labour is bought like other resources that the organisation might use. An individual sell his/her time, knowledge, skills and expertise to the organisation that employees him/her. The more an organisation is prepared to pay the more time, skill, knowledge and expertise is asked to do. The potential employee that the organisation might recruit is the external labour market and is made up of potentially employees, locally, regionally or nationally, who have the skills and experiences required at a particular time. The internal and eternal markets are linked in the sense that when it is decided that labour is needed, then management can look outside or inside the organisation. Techniques for forecasting labour turnover It is possible to measure the rate at which people are leaving the organisation by two methods:
employee wastage rate
Wastage rate = (No of staff leaving ¸Average No of staff employed ) x 100 in time period in time period
labour stability rate
Stability index = (No of staff leaving ¸No employed 1 year ago ) x 100 with more than 1 year service The national labour market Changes in the age distribution of the UK population will affect the human resources planning of most organisations. The UK has an ageing population with fewer schools leavers and young workers available for employment. This means that businesses may need to look to other sectors of the population to meet their human resources requirements. Competition for labour Where demand for people with specific skills is high there will be competition between employers to attract people with these skills offering attractive work packages in order to attract the best recruits always from rivals. The objectives of the Boots Company  Their goal is to become the global leader in Health and Beauty by gathering knowledge and experience to offer excellent products and services, through a wide variety of channels to consumers around the world.  Pharmacy remains the cornerstone of Boots company in the UK. Now being ?Chemist to the Nation? the company is laying the foundation of a future growing range of health and beauty products and develop into related markets.  ?Looking good? is an important part of ?feeling good?. Health and Beauty are natural companions and together they constitute Boots established market territory.  Health and Beauty stores are introducing Boots brands like No7 and Natural Collection to consumers in Thailand and Japan. This year the first store opens in Taiwan. Underpinning all of this, is company?s objective to maximise the value of the company for the benefit of its shareholders.  While vigorously pursuing commercial interests at all the times the organisation seeks to enhance the reputation as well managed, ethical and socially responsible company.  The company looks for various qualities in potential Boots employees. In addition to academic ability, they look for people with extra-curricular abilities such as interpersonal ability and team-making skills.  The company is committed to an open and honest management system, which enables all employees to be well informed and to understand issues affecting the business. Progressive and competitive policies on performance and reward are designed to recruit, motivate, develop and retail high quality people.  The company is committed to conduct all its operations with proper regard for the environment, recognising that good environmental practice is also good business practice four key principles:
reducing adverse environmental arising from the company?s activities
ensuring efficient use of materials and energy
encouraging re-use and re-cycling
incorporating the principle of sustainable
[image] Who are the major competitors? -?????????????- Boots The Chemists (btc): Main competitors: M&S, Superdrug, Tecso, Exemplar competitors: Wal-Mart, The Gap. Boots Opticians (bol): The main competitors for bol include other large multiple optical retail chains: Vision express, Dolland & Aitchison, Specsavers and Optical Express. Halfords: The main competitors for car parts and tools are the Finelist Group and indipendent retailers. Other competitors on accessories are national retailers such as Argos. The Boots Company?s main board [image] Environmental Policy The Boots Company is committed to conduct all its operations with proper regard for the environment, recognising that good environmental practice is also good business practice. Managers in each of the businesses are responsible for environmental matters specific to that particular business, while a group environmental oversees the whole of the company?s activities and promotes continual progress function. Task 2 Recruitment and Selection Introduction Recruitment is the discovering of potential people for current or possible future jobs. Businesses recruit staff for a variety of reasons. This include:  growth of the business  reconstruction of the business  changing the job roles within the business  filling the vacancies created by resignation, retirement or dismissal  internal promotion Recruitment process can be costly in terms of resources devoted to the process and costs associated with recruiting poor performance staff. It is important to select people accurately for interview and to be very clear about the requirements of the job and about the kind of person they are looking for. In order to achieve this through:  preparing job description and person specification  carefully planning how and when to advertise  identifying the strengths and weaknesses of job applications, curriculum vitae and letters of application  shortlisting candidates It is important to be able to understand the legal implications for recruitment of the following legislations:  Equal Pay Act 1970  Sex Discrimination Act 1975  Race Relations Act 1976  Disability Discrimination Act 1995 Career Opportunities Boots is a learning organisation; they encourage people to strive to improve their skills and develop throughout their careers. So whatever is your experience Boots will exceed everyone expectations. Graduate opportunities Boots Graduate Development Programme offers the training and development with a growing international business. They have opportunities in Marketing, Retail Management, Logistics, IT, Finance, Science and Technology, Personnel and Telecommunications. mba opportunities For high calibre mba students Boots offers a limited number of opportunities to join one of the business development teams working on strategic issues facing the organisation. Optometrist Opportunities Boots Opticians is one of the most successful optometry chains in the UK. It offers a choice of a professional routes for Optometrists, including those with experience, who are seeking to broaden their careers. Pharmacists Opportunities Boots The Chemist is the UK?s largest pharmacy chain, employing over 3500 pharmacists and providing pre-registration training to a third of all graduates from schools of pharmacy. Recruitment Process TheBoots Company believes that staying ahead means recruiting and developing the best people who will work with leading technology partners, helping them to become the leading company in health & beauty products. Before I go into detail in how Boots recruit their employees I will give a detail account of the background into the section process. From Boots point of view, the purpose of recruiting is to buy in and retain the best available employees to meet the organisation needs. Hence the first requirement is to define and set out what is involved in particular jobs. In order to this they must advertise the position in the right way. We are looking for talented and committed people to help us develop and deliver total solutions for customers. The Boots company is a very a large business. As I mentioned earlier is made up from several other business in different areas of industry. The Boots Company offers recruitment programmes for general entrance, and schemes focused on school leavers and graduates. The company looks for a various qualities in potential Boots employees. In addition to academic ability, they look for people with extra curricular abilities such as interpersonal ability and team making skills. For example: Boots Optician has expanded rapidly in recent years and now employs 4,400 people in 298 stores. They provide a full examination and dispensing service, and carry around 30,000 eye examination a week. They have grown to the present size through an aggressive programme of opening new stores. Boots The Chemist is the UK?s leading retailer of health and beauty products with over 63,000 employees and over 1,400 stores ranging from small community pharmacies to city centre department stores. Popular sources for recruitment include:  internal ?customers? search  advertisements  employee referrals  employment agencies  temporary employment agencies  schools, colleges and universities  Professional organisations The selection Process The recruitment process in Boots varies depending on the type and level of job you are applying for, and the business unit to which you are applying. The example of one such process given below ? the Graduate Recruitment Process ? gives an idea of some of the possible stages. In addition to the requirements of the individual positions, the graduate scheme also requires applicants to fulfil three criteria: ï?¿ Leading the thinking See the big picture no matter how complex; offer and stimulate new ideas and turn complex issues into clear strategies. ï?? When have you looked for and found solutions beyond the obvious? ï?? How radical have you been? ï?? How do you mange ambiguity? ï?? How logical are you in your approach? ï?¿ Leading the pace Understand and focus on the important, drive to deliver better performance and be decisive in a crises. ï?? Can you prioritise focusing on the important issues and dispensing with others? ï?? Do you regularly achieve standards that you set and which are beyond those expected by others? ï?? When do other rely upon you to make things happen? ï?¿ Leading the team Act as a catalyst driving for results and restlessly seeking to win. Â? Do people enjoy working with you, do you create a buzz? Â? How do you influence others even when the cause looks lost? Â? Have you been able to get good results from difficult people? How did you manage it? The selection process relies on application forms, interviews and selection centres. The company now operates competency based interviews. This is the process whereby applicants are asked to back up statements in interview with examples of personal experience, thus providing real evidence of their capabilities. There are a number of laws that Boots has to comply with in relation to recruitment and selection. The Race Relation Act 1976 The Sex Discrimination Act 1975 The Disability Discrimination Act 1995 The Equal pay Act 1970 Direct discrimination occurs when one employee or candidate for a job is treated better or more favourably than another because of his/her race or sex. Foe example, a British African applies for a job as a secretary and she goes for an interview at an accountant firm. She is told they don?t tolerate blacks and she would not fit in. The is a prime example of racial discrimination. Indirect discrimination takes place when all employees seem to be treated exactly the same on the surface but, when looked at closer, members of a particular racial group or gender are found to be discriminated against. Victimisation occurs when an employee is singled out for unfair treatment because he/she has attempted to exercise right under the rra, sda or Equal pay Act or has helped other to enforce their rights. Racial Discrimination The race relation Act 1976 states, a person discriminates against another if on racial grounds, he treats or would treat another person . Discrimination on racial grounds is , for the purpose of the rra defined as discrimination on the basis of colour, race nationality, or ethnic or national origin. Sex discrimination The sex discrimination Act states it is unlawful to treat someone else less favourably on the basis of his/ her sex. A person discriminates against a woman if, on the grounds of her sex, he treats her less favourably than he treats a man. This applies equally to men and woman. The equal pay Act 1970 The objective of the epa was fundamentally to ensure that woman receive the same pay as men for the same or broadly similar work. If a woman wants to claim for pay discrimination, she must ensure that whatever man she compares herself to is in the same employment . Disability Discrimination The disability Discrimination Act 1995 protects employees who are classified as disabled. Anyone with a physical or mental impairment that has long term effects upon his or her ability to carry out everyday activities is termed disabled Equal Opportunities in The Boots Company The Boots Company is committed to treating all members of staff and applicants for employment in the same way, regardless of gender, sexual orientation, race, ethnic origin, marital status, age, disability or religion. This commitment include: Â? The elimination of discrimination of any sort, including harassment. Â? The promotion of equality of opportunity in employment. Â? A continuing programme of action to make the policy fully effective. Â? Employment policies that aim to ensure that people receive treatment that is fair, equitable and consistent with their skills and abilities. Â? Regular reviews of practices in recruitment, selection, promotion and training to ensure they provide equality of opportunity. Â? Monitoring the composition of the workforce, and its policies and procedures to ensure the Equal Opportunities Policy is being properly implemented. Staff and job applicants are expected to co-operate in this process. The Boots Company believes that everyone benefits from a working environment where respect for the individual is encouraged, and if staff feels they have been treated in a way that is contrary to this policy the issue should be dealt with by a senior manager, or directly by Personnel. The Boots Company will make every effort to secure a satisfactory resolution, either by informal means, or formally through the Grievance Procedure. Equality in Employment for People with Disabilities The policy of the Company is to treat all members of staff and applicants for employment in the same way, regardless of gender, sexual orientation, race, ethnic origin, marital status, age, disability or religion. Â? The company is committed to an Equal Opportunity Policy. It recognises its social, moral and statutory duty to employ people with disabilities and will do that is practicable to meet this responsibility and therefore supports and implements the Department of Employment?s symbol initiative and The Employers? Forum on disability- Employers? Agenda on disability. Â? The company wishes to be a company that is recognised by the community as an organisation that provides good employment opportunities for the people with disabilities and they wish individuals who apply for employment to know that they will receive fair treatment and be considered solely on their ability to do the job. The Company?s practises are reviewed regularly to ensure they provide equality of opportunity, selection, promotion and training. Task 3 Training and Development What Is Training ? Training includes all forms of planned and learning experiences and activities designed to make positive changes to the performance and other behaviour (including the acquisition of new knowledge, skills, benefits, beliefs, values and attitudes). Learning is generally defined as a ?relatively permanant change in behaviour that occurs as a result of practice or experience?. What Is Development ? Development approaches the individual and his or hers motivation from a different angle of training. where as training is normally concern?s with enabling an individual to contribute to meeting the objectives of the organisation better. Personal Development enables you to develop yourself the best way to suit the individual needs. If you help your new recruits to develop themselves, they will be able to incline and be able to contribute better by helping the organisation meet its objectives. The Development process should be for each employee to put together a Personal Development Plan(pdp) should include the following :
The individuals goals and aspirations.
An outline of the resources, methods and support required to achieve
these goals.
An indication of a time period for achieving these goals
An indication of how these goals will be recognised by others.
Training and development is very essential for staff as this improves the staff performance and makes them suitable for the job they are doing and also to make them efficient members of the organisation. If they get training and development the staff will then be :
Motivated employees and this will increase the job satisfaction,
there by the would be reducing absenteeism and labour turnover.
They will reduce wastage and accident rates by creating a constant
performance across the workplace
They will develop the skills of existing employees to cope with
labour shortages.
Establish the most effective and efficient working methods in order
to maximise productivity and remain competitive.
When giving training to employees it can be a substantially costly so you have to make sure that the training needs are correctly identified and the desired standard skills are established. From my investigation I have found out that Boots existing training and development methods are very good they give you good opportunities and train you differently according to the post which you have applied for. The Aim Of Training ? The main reason why new recruits go training is because new staff need to be well trained. The main reason for this is that in Boots they have very high expectations and you have to meet all those needs of their organisation. Also you will be working with consumers who may need advice and information on medication and other departments of Boots so they have to make sure that they are fully trained. Boots continues to invest substantially in training and development at all levels. The company has three Investor in People Awards, held by btc, bcm and Boots Properties. Over the past year the company has been identifying the behaviours and capabilities it needs to maximise value. To foster these capabilities, each business unit is evolving its own more participative and involving management style. For example: Â? Boots The Chemist (btc) has substantially changed its approach to management in its stors to be more customer focused, inspire and harnes people?s energ and imagination and minimise bureaucratic distractions. Â? Boots Contract Manufacturing (bcm) has introduced self-managed teams to make people feel more involved, valued and stretched and enable them to make a bigger contribution. Â? The company continues to develop globally, with Boots Retail International, Boots Healthcare and bcm recruiting and developing staff with an international capability. Types Of Training Which Are Available : Training can take a number of forms including Induction Training. In Introduction Training boots has designed to familiarise new recruits with the organisation, its rules, facilities policies and key staff. An induction training programme may include: *A general introduction and welcome to Boots *A summary of the policies of Boots *A specific rules and procedures including health and safety and showing them all the safety and important exists. *The terms and regulations of Boots *Also telling them their benefits and opportunities *job details and what they have to do. *An important element will be introducing the new recruits to the key staff. *showing them the facilities which are available within the organisation. Mentoring Training Mentoring can take a number of forms. this normally involves a important and experienced member of Boots supporting a new recruit through the initial stages after joining the organisation. Sometimes Mentoring takes place as part of management development and succession planning. This method of training in Boots can be very helpful for the new recruits to know the potential senior mangement roles. Coaching Training Coaching, Training is normally associated with the expert employees of Boots helping employees to develop specific skills through explanation, practice and encouragement. Coaching may also take the form of ?sitting with Nellie? that is looking at someone with experience performs a particular job. Apprenticeships One of the great strengths of the British Industrial System was the existence of a range of apprenticeships schemes, many of which no longer exist. Traditionally, with the apprenticeships scheme an apprentice involves a trainee working for a period of time with a craftsman in order to learn a trade. The modern apprenticeships was introduced in 1990?s. It provides young people with training in particular occupations coupled with essential key skills. They can take place Internal Training In-House Training can be often referred to as on-the job training and they provide employees with training and development resources within Boots. In-House Training is used when the skills that an employee needs to acquire, or the nature of the task that needs to be performed, are too complex. The trainee is placed in the actual working environment and uses the same materials and equipment that they will be required to use once the training has been completed. On the job training is an advantage because the trainee is not being taught in the artificial environment of training a establishment and then expected to perform the same tasks and use the skills that have developed on different machinery and equipment in the real working environment. External Training External Training externally runs training schemes are normally used by smaller organisations, as they usually have too few employees requiring training. To justify expenditure on specialist training facilities and full time instructors. Large organisations such as Boots may use external training courses for some off the job training but the size of their labour and their financial resources make it more viable to set up their own specialist veining facilities staffed by trained instructors. External Training courses by definition, take place away from the real working environment. Externally run courses are often much longer then in house training programmes. But they can contribute to higher productivity and an increase in the quality of the output. These could be the following courses ï?¿ individual learning account ï?¿ NVQs ï?¿ Modern apprenticeships. Telecommunications # # ieee Membership, mba Business Management # # mba BootsPerformance Appraisal Bootsnow operates some form of performance appraisal system. The earlier schemes tended to be fairly subjective and referred employee attitudes. and personal qualities. The modern systems tend to measure performance over the period the last review or to look at training and developments needs. Sometimes a good review will lead to a pay rise. Performance appraisals tend to be held annually but they can be more frequent. Different Types Of Appraisals Techniques used include; ï?¿ Self Appraisal ï?¿ Upward Appraisal ï?¿ Peer Appraisal ï?¿ 360 Degree Appraisal Self Appraisal Self Appraisal involves employees assessing themselves against a series of criteria. These results can be then be compared with the view of others. People are often surprised at how others may see them. This is a very important element because employees may find it hard to assess themselves so you have to make sure that you do it correctly. Upward Appraisal This is a growing trend now used by various companies. Here employees are rated by their sub-ordinates rather than by their superiors. Sometimes the management team as a whole, rather than as a individual manager is appraised in this way. Employees may be for instance asked general questions such as, do you have opportunities for training. Peer Appraisal This involves employees on the same level within the organisation assessing each other within a particular department. 360 Degree Feedback 360 Degree Feedback or multi-source assessment involves feedback from a number of people within the organisation both above and below the appraisals. Managers are giving 360 degree feedback to identify ways of appraising their leadership skills. Performance Appraisal " Performance appraisal time is that time of year when the appraisal does not sleep the night before, and the appraise does not sleep at night after the review. Advantages (1) Promotion / Improvement (2) Rising Pay (3) Better communication relationship with manager. (4) Employee satisfaction of job Disadvantages (1) favouritism (2) demotion (3) might not get the satisfaction you wanted to require in that job. (4) might lose your job Career Disciplines In total, there are ten Graduate Development programmes from which to choose. Ultimately, The Company?s objective is to create in everyone a senior manager of the future. The more you see, do and experience, the better placed you?ll be to determine the shape and nature of your career development. Disciplines Academic Requirements Possible qualifications you can take with Boots Marketing Any degree Chartered Institute of Marketing, mba Retail Manager # # Management Qualifications, mba Logistics # # Institute of Logistics, mba IS Consultancy # # IT Qualifications, mba Finance # # Chartered Institute of Management Accountants, mba Science # # Institute of Packaging, mba Engineering Mechanical. Electrical/ a related degree IMechE Membership, mba Personnel Any degree Institute of Personnel and Development, mba Task 4 Performance Management ========= A business needs to manage the performance of its employees effectively. Oganisation therefore, have developed systems and methods for managing effectively the performance of their employees. Â? identifying and describing essential job functions and relating them to the mission and goals of the organisation Â? developing realistic and appropriate performance standards Â? giving and receiving feedback about performance Â? writing and communicating constructive performance appraisals Performance review In a organisation you want everyone to be pulling in the same direction,.. Effective organisation will therefore set out a mission statements identifying the overreaching aims of the origination Given the mission and values, the organisation can create objectives at every level within the organisation right down to personal objectives for individual members of the organisation can be monitored and evaluated, as well as measuring the performance of individuals members of the organisation. A well developed performance management systems will include the following ï?¿ A statements outlining the organisation?s values. ï?¿ A statements of the organisation objectives ï?¿ Individual objectives, which are linked to the organisation objectives ï?¿ Regular performance review throughout the year. Performance related pay Training and counselling With such a systems in place, it becomes possible to establish for a period of time the key result area that an individual will be judged against. The results the individual achieves can be judges against expected standards a rewards systems can then be tailored to the way in which the individuals enables the organisation to achieves its results Performances appraisal This is the process of evaluating performances systematically and of providing feedback on which performances adjustments can be made. Performance appraisal works on the basis of the following equation Desired performances ? Actual performances = Need for action The major purpose of performance appraisal are to ï?¿ Define the specific job criteria against which performances against which performances will be measured ï?¿ Measure past job performances accurately ï?¿ Justify the rewards given to individuals and groups ï?¿ Define the experiences that an individuals employee until need for his of her ongoing developing. These developing experiences should improve job performances and prepare the employee for future responsibilities Self evaluation Self evaluation is an important part of performance management. Take for example a employee of Boots. The employee it is hoped takes the responsibility for his or her own learning. The employee?s needs to be able to identify the assessment criteria the start of a particular stage and get the highest grade. Self evaluation is therefore very important in work context. Modern organisation encourage their employees to establish meaningful gal and then to evaluate performance in meeting these goals Employees who are given work assignments to do are also often encouraged to evaluate their own performance in carrying out these assignments to the required standard. The benefits of using this approach are as follows The employee takes more responsibility for their own work are and for monitoring their own performance in this are. This is clearly motivational The employees may have a greater understanding of their own work area and their jobs than an external appraiser may have. This is increasing the case where employees are working in highly creative individual situation, developing interpersonal relation that are not always easy to scrutinise and measure. Self evaluation is cost effective. It avoids the wasteful expense including time of having external evaluators. Peer Evaluation Peer groups evaluation, makes it possible to check on how much team members are contribution to the product of the teamwork and to the process of the teamwork. Peer evaluation can be very effective in in that it creates a collaborative approach at work. They don?t feel they are being judged from above. Motivation theories and ideas Over the years number of motivation theories have been put forward that are of interest to us in outing the sorts of approach that can be used to motivate people in the work place. Motivation is the level of commitment individuals has to what they are doing. Workplace motivation is concerned with commitment to an organisation, its objectives and targets. Much has been written about motivation and intelligent organisations seek to win the commitment of employee by paying attention to motivation factors in the workplace. Performance management Organisations have always relied on the performance of the human resources. F.W.Taylor was associated within approach entitled scientific management. Scientific mangers assumed that people were alike and that their motivations were relatively simple. They believed that their managers could program the workers actions. Scientific manager is associated with developing scientific methods of organisation work. Taylor wanted to give control back to employers by developing science of work in which would be controlled by the scientific managers. He carried out a series of systematic studies of shop floor practices with the intention or redesigning jobs so that all knowledge expertise, and hence control of work, rested with management. Jobs were broken down and fragmented to their most basic components in an extreme division of labour. Prior to Maslow, researchers generally focused separately on such factors as biology, achievement, or power to explain what energizes, directs, and sustains human behaviour. Maslow posited a hierarchy of human needs based on two groupings: deficiency needs and growth needs. Within the deficiency needs, each lower need must be met before moving to the next higher level. Once each of these needs has been satisfied, if at some future time a deficiency is detected, the individual will act to remove the deficiency. The first four levels are: [image] 1) Physiological: hunger, thirst, bodily comforts, etc.; 2) Safety/security: out of danger; 3) Belongings and Love: affiliate with others, be accepted; and 4) Esteem: to achieve, be competent, gain approval and recognition Douglas McGregor ? Theory X and Y McGregor?s ideas (1960) about managerial behaviour had a profound effect on management thinking and practice. His Theory Y principles featured in management training courses for a decade or more. They influenced the design and implementation of personnel policies and practices. The legacy today permeates the axioms of participate and total quality management and the continued practice of staff appraisal. What did McGregor do? He was President of Antioch from 1948 to 1954. Two sets of propositions were dubbed Theory X and Y. He was saying that ? what managers said or exhibited in their behaviour revealed their theories-in-use. Their predisposition led managers to pursue particular kinds of policies and relationships with employees. Somewhat regrettably, McGregor?s Theory Y was interpreted and promoted as a ?one-best-way? i.e. Y is the best !! Managers or aspects of their behaviour became labelled as Theory X, the bad stereotype and Theory Y - the good. McGregor ideas were much informed by Maslow?s need satisfaction model of motivation. Maslow?s ideas suggested that worker disaffection with work was due ? not to something intrinsic to workers, but due to poor job design, managerial behaviour and too few opportunities for job satisfaction. On the basis of these ideas about drives ? Maslow suggested a classification of needs related to the development of the person - lower level needs giving way developmentally to higher order needs. Thus a hierarchy is suggested although not claimed by Maslow. Human Relations Frederick Herzberg ? 2 Factor Hygiene and Motivation Theory Frederick Herzberg, contributed to human relations and motivation in terms of organisation development, two theories of motivation as follows: ï?¿ Hygiene Theory ï?¿ Motivation The first part of the motivation theory involves the hygiene theory and includes the job environment. The hygiene factors include ï?¿ the company ï?¿ its policies and its administration, ï?¿ the kind of supervision which people receive while on the job, ï?¿ working conditions ï?¿ interpersonal relations, ï?¿ salary, ï?¿ status, ï?¿ security. These factors do not lead to motivations but without them there is dissatisfaction. The second part of the motivation theory involves what people actually do on the job. The motivators are ï?¿ achievement, ï?¿ recognition, ï?¿ growth / advancement and ï?¿ interest in the job. These factors result from internal generators in employees, yielding motivation rather than movement. Both these approaches (hygiene and motivation) must be done simultaneously. Treat people as best you can so they have a minimum of dissatisfaction. Use people so they get achievement, recognition for achievement, interest, and responsibility and they can grow and advance in their work. Therefore, the hygiene and motivation factors can be listed as follows: Hygiene ï?¿ Company policies and administration ï?¿ Supervision ï?¿ Working conditions and interpersonal relations ï?¿ Salary, status and security Motivators ï?¿ Achievement ï?¿ Recognition for achievement ï?¿ Interest in the task ï?¿ Responsibility for enlarged task ï?¿ Growth and advancement to higher level tasks Task 5 == Conflicts between Human Resources and other functions within Boots. It is difficult to get any information from Boots that would inform the conflicts within the company relating to Human Resource Management. This is because their competitors could use the information against Boots. However, in any organisation conflicts are inevitable the main conflicts are as follows:
Departmental rivalry- when a company has to choose which department
is better, such as training. The hrm has the difficulty of making a
decision on who should benefit form those activities. Department
managers will all want their staff to obtain the benefits of the
activities. This is a potential are a for conflict.
Recruitment & Selection ? If Boots were to recruit externally, when
and internal candidate is available, there could be and area of
conflict between the hrm and the candidates. If an Internal candidate
is chosen, external candidates may feel that the hrm is biased. In an
efficient hrm Department such disputes should be resolved quickly as
they will only choose the most suitable candidate regardless of
whether they are internal or external.
During appraisal ? An appraisal should be conducted Once a year, but
the events of a year cannot be remember by hrm during the time of
appraisal, so it should be conducted every 3-4 months. Staff may have
high opinions or expectation about their performance but the person
conducting the appraisal may not agree. This could lead to disputes
and disagreements.
Trade Union ? The trade representative wants the best pay and
worki8ng conditions for the employees, but the Human resource
departments objective is to ?get the most? out of employees. The HR
department has to ensure that salaries and wages are the minimum to
attract the appropriate staff. When each side is attempting to gain
the maximum potential consequently conflicts will arise.

Boots the Chemist 8.1 of 10 on the basis of 2655 Review.