1. 1.4.1 Approaches to staffing - syllabus Candidates should be able to: Explain why staff may be an asset and/or a cost Define flexible workforce (multi-skilling, part-time and temporary; flexible hours and home working; outsourcing) Distinguish between dismissal and redundancy Evaluate employer/employee relationships (individual approach, collective bargaining)

2. What do employees want from a job?

3. Staff may be an asset Why are staff an asset? Many firms treat staff as an asset and are concerned with their welfare. Why? In 1991 the government set up IIP, why?

4. If staff are viewed as a cost, how are they treated? What is the implication of this financially?

5. Flexible workforce What is a flexible workforce? How can staffing be changed to meet the needs of the firm? (Hint: see your syllabus) Through the use of:

6. Multi-skilling: definition, advantages & disadvantages What is multi-skilling? Advantages? Disadvantages?

7. Definitions: part time employee A part time employee works fewer hours than full time but there is no set number of hours. It can include: Recent legislation has given staff the right to ask to go from FT to PT and employers have a legal duty to consider these requests and PT staff can’t be treated differently to FT

8. Definitions: permanent and temporary employee A permanent employee has an indefinite contract (i.e. no fixed end-date). Their employment can be ended by resigning, retiring, being made redundant or being sacked. What is a temporary employee?

9. Advantages & disadvantages of part time employees

10. Advantages & disadvantages of temporary staff

11. Flexible hours, outsourcing and homeworking Flexible hours: hours that vary e.g. Outsourcing: using an outside person or agency to carry out part of the work Homeworking: earning an income from work undertaken at home; e.g.

12. Advantages & disadvantages Flexible hours Outsourcing Homeworking

13. Dismissal versus redundancy What is the difference? Dismissal is Redundancy occurs when

14. Why may employers & employees conflict? Disagreements over:

15. Individual approach This occurs when an individual member of staff negotiates their own pay and conditions. Advantages – Disadvantages –

16. Collective approach - advantages This occurs when pay and conditions etc. are negotiated between employers and employee representatives (often trade union rep). Advantages

17. Collective approach - disadvantages

18. Conditions for effective collective bargaining Staff must be free to join a union Employers must recognise the union and agree to work with them Union must be independent Union should negotiate in their members’ interests Employers and unions should accept negotiated agreements