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Unit 14 Working with and Leading People LSST

2329Downloads1 I Published: 18 Mar ,2020


Employment in the modern world is of great concern, on account of the differences and the variations in the skills and the cultures among the employees. This study is based on the different procedures that are employed by employers to recruit them in the companies. In this study, it has been limited to the case of Avon, and the importance of team working in the company has been elucidated. Finally, the legislations and the regulations for recruitment efficiency have been elaborated. Lastly, recommendations have been produced to foster the necessary changes within the company to improve its management efficiently.

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1.1 Preparing Documentation for selecting and recruiting new staff

Name of the Company:


Job Role:

Area Manager


South Devon

Job Description:

You are required to manage the performance of the team that will be working under your supervision regularly. Additional responsibilities include conducting the monthly evaluation of the performance of the employees and producing the results to the Human Resource Management of the company.


£22,000 - £28,000 per annum

Other Benefits:

Company car, Sales rewards, Incentives and Laptop

Personal Specifications:

·Candidates must have efficient leadership skills

·Candidates must possess the management skills and must have the associated Management Degree from a reputed institution

·Candidates must have at least 2 years of experience in the management field Candidates must have a brief knowledge of Finance and Accounting

Additional Skills:

·Candidates must have efficient time management skills

·Candidates are required to have a strong personality and a stout moral character

·Candidates must have analytical skills and knowledge


1.2 Assessing the impact of legal, regulatory and ethical considerations for recruitment and selection process

It has been seen that the recruitment process of the companies for the employees depend on the position available for recruitment and the individuals with the quantity of skills to be employed. However, a number of legislations and codes of practice are generally employed by the recruiters or the employers of the companies (Greiner et al.2015, p.123). These include the Data Protection Act, that employs the confidentiality of the employees, the Equality and Diversity policies, supported by the Equality Act, indicating the equal opportunity for the people of different castes, creed and religion. The Sex Discriminations Act is needed to be employed by the employer to ensure the equal opportunity for the employees of both sexes. Further, the Race Relations Act is needed to be enforced by the Employees to minimise the racial discriminations at the workplace and in the selection procedure (Davison et al. 2012, p.16).

1.3 Role Play in the selection process

The participation in the selection process was an important task in the selection process of the Area manager interview.

Preparing Recruitment Panel and Shortlisting

Preparation of the selection panel was vital, as it contained the major area for the selection of the candidates for Avon. The director and the manager of the Human resource were included in the panel. They played the active role in shortlisting the suitable candidates for selection in the company.


Personal interviews were conducted by these members, further in addition to one of the shareholders of the company. The questions comprised the skills, background, the area of comfortability and the work timings to the candidates.


The final stage was the appointment in which the personal data and the interview results of the candidates were analysed and the best-suited candidates were handed the appointment letter, after a final discussion with the panel members.

Explaining the ways to deal with the team member conflicts in selecting an applicant over another

In the case of A and B, it is evident that the individuals fulfil all the requirements of the company. However, in the case of A, it has been analysed from the application that the individual had 4 years of experience in the management of a company. On the other hand, the other individual B had 3 years of experience in the desired field. Therefore, in terms of experience, the team members preferred A, in terms of experience, on the other hand, I, as the senior sales manager preferred B, on account of the fluency in different languages. It was seen that the individual B had fluency in English and had the knowledge of the different languages but had the lesser experience. On the other hand, the other individual A had greater experience but had only one language known.

I made them understand, that the sole responsibility of the sales manager was to communicate effectively with the subordinate staffs and the clients and this required the diversity in the cultures and languages. This provided the efficient means of providing the best of services. This analysis and discussion were finally agreed by the team members and eventually, the individual B was selected.

1.4 Exploring the possible reasons for ineffective and unfair practices, in selection and recruitment

A number of essential factors have been evident, that may lead to the ineffective and unfair treatment procedures of a selection process in the company. These include the administrative authorities including the interview board members and the human resource management of the company. In the context of the administrative authorities, it has been seen that the selection of the departments for selection and the required skills of the individuals to be recruited must be properly analysed before posting the advertisements (Day et al. 2014, p.81). Furthermore, in the context of the Human Resource Management, it has been seen that the Human resource is responsible for the maintenance of the documents for the recruitment and the analysis of the skills that are required of an individual to be employed. In some cases, the Human Resource Managers are not included in the interview sessions and these leads to the inefficiencies in the selection processes.

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Task 2

2.1 Explaining the Leadership skills and attributes

Communication Skills are important in the context of working in Avon. This is important, as the increased communication skills will allow effective interaction with the team members of varied cultures. Management Skills are important, as the managing skills allow the individuals to establish time management skills effectively. Cooperation is required to ensure the suitable appreciation of the idea of the different members of the group (Von Krogh et al. 2012, p.254). Coordination will allow the individuals in a team to have the simultaneous support, during the times of emergency and during the support of a particular idea or plan. Versatility is important in team working, as the versatile individuals are able to cope with the different environments in the group and act according to the best of interests of the other team members. Therefore, it may be analysed that the effective leadership skills must possess all these attributes (Anastasiou and Siassiakos, 2014, p.51).

2.2 Differences between Leadership and Management

Management is the ability of the individuals to manage a particular event and Leadership is based on the initiative of heading an event with higher authority. Leadership skills are required in the effective modes of a team working. The leadership skills are required to be present in certain individuals of the group, in order to maintain the efficient functionality of the group. On the other hand, management skills are required to be exhibited by all the individual members of the team, as this includes the handling of situations and managing the team, with respect to the different levels of work (Carter et al. 2013, p.954).

The leader had the skill of tackling a situation in my group when I had the problem in maintaining a fixed time span for achieving the objective. The team leader effectively handled the situations and provided me with the knowledge of how to manage time efficiently.

2.3 Comparing different Leadership styles

Participative Leadership is one of the leadership styles that are employed by the managers of the Avon. It is based on the situations that the employees, as well as the managers, have active roles in planning an event or making decisions. However, the improvisation of the effective plan is decided by the leader of the individual team or the department. This style is important in the contexts, where active decisions are needed to be considered by the company, for having the different opinions and it may provide satisfaction for the employees (Dinh et al. 2014, p.57).

Autocratic Leadership is another style, which is generally employed by the managers of the Avon. In this style, the sole decisions are made by the higher authorities of the company. In these conditions, the employees have no participations in the decision making and are required to strictly adhere to the rules and the decisions of the company. These are adopted by the company, in times of financial or manpower crisis of the company.

2.4 Explaining ways to motivate the staffs

It is important for the company to motivate the staff or the employee to have the desired improved quality of service and employee retention. The motivation in the Avon Company has been adopted on the model of the Maslow’s Hierarchy of Needs. According to this theory, the Safety of the employees is provided by the individual administration of the health packages and health checkups in the company. The Psychological needs of the employees are provided by the administration of the leaves, trips and food facilities in the company (Cao et al. 2013, p.187). The Esteem needs are provided by the promotions and the awarding of the employees and this serve as an important source of motivation for the employees. The needs for self-actualisation are provided by the ability of the employees to take part in decision making and thereby allow them to showcase their creative skills in the company. These are the methods by which the employees are motivated in the Avon.

Figure 1: Maslow’s Hierarchy of Needs

(Source: Cao et al. 2013, p.188)

Task 3

3.1 Assessing the benefits of team working in the Avon cosmetics

It has been seen that Avon implies their sales through the independent sellers or representatives. These representatives have been seen to work effectively in groups. It has been seen that the team working has a number of advantages and these include efficient communication, increased sales within a short time, and increase in the strategic planning for sales, increased customer satisfaction and the increased division of work (Bryde et al. 2013, p.975).

Efficient communication between the customers may be established on account of the increased cooperation and communication with the diverse team members. Team working may enable the employees of Avon Cosmetics to manage a huge workload, within a very short span of time (Perry-Smith and Vincent, 2016, p.81). Team working may enable the team members to divide their individual work according to their strengths. Furthermore, the leadership skills based on the increased sales may be evident as a large number of member or employees will be available to a large customer base, in an area. Moreover, effective planning and strategies may be adapted cooperatively to groups, to increase their ratio of sales and customer satisfaction.

3.2 Reviewing the effectiveness of team working in achieving the goals

It has been evident that the increase in the sales are available for the company if a stable team working is exhibited by the respective members of the group. The increase in the sales may be evident on account of the fact that, the strategic planning and the division of work may allow a large number of representatives to reach large population within an area, within a short span of time, that would not have been otherwise possible for the individual members of the company (Crawford and Lepine, 2013, p.42). The increase in the reach for the customers leads to the increase in the communication with the users and eventually the customer relationships increase. This leads to the increase in the brand loyalty and therefore, an increase in the sales for the company are evident.

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4.1 Explaining the factors that are required for planning and monitoring the work performances

A number of factors may be considered by the Human Resource Management of the company to establish the required planning and the execution of the strategies. It has been established that the learning styles of the individuals must be considered to be an important factor during the training process, as it helps the employers to provide the training according to the learning styles of the employees (Cheng and Teizer, 2013, p.12). The financial factors are important in the planning and the strategy making a process of the employees. Furthermore, the plans are to be made, according to the desired skills that are present within the employees of the company. The desires of the customers and the demography of the area, including the culture and the status of the customers of the area, are important to be considered by the company, in order to plan and implement the strategies for the company.

4.2 Planning the assessment of the development needs for the “Avon Manager”






Reflective Assessment

The reflective assessments of the individual store managers will allow them to realise the essential skills that are not existent on them. It will enable them to make their personal and professional development plan, according to their individual shortcomings.



Evaluation Statements

Evaluation of the processes of the individual managers is required to be supervised and maintained by the Human resource Management of the company. It will enable them, to devise future plans for the skills improvement.




Feedbacks from the subordinates

The feedbacks from the subordinates will allow the company, to have the reflective statements of the store managers. It will provide them with the capabilities and the efficiencies of the managers and accordingly devise plans to improve the insufficient areas.




Analysis with other company managers

A separate department must exist in the company that will be able to evaluate and analyse the skills and the performances of the store managers of the other companies. It will provide the details to the companies about the skills that are needed to be developed by their own store managers.

Table 1: Plan for development needs

(Source: Learner)

4.3 Evaluating the success of the assessment process

The evaluation of the performance of the employees is important to be considered and maintained by the company. This allows the company to have the desired employees in the field of work. If these conditions are satisfied, it may lead to the increase in the sales of the company and these may be reflected through the performance efficiency of the employees. Another method is to screen the supervisors and their role in the departments. It may provide additional and essential criteria for the evaluation of the performance of the employees and the managers of the company. Assessing these fields' through team meetings and annual company meeting may increase the efficiency of the employees and thereby improve the assessment process. Additional fields include the deployment of performance-based incentives and the quality of the additional work that are performed by the employees. Rewarding and providing additional benefits may improve the employee retention and this is established as another method that may improve the assessment process for the company.


From the above study, it may be concluded that the legislations and the codes of conduct that have been prepared at the national, local and the organisational level must be implied by the employers to recruit the employees for the company. Moreover, it has allows been seen that the employees must possess an upgradation of their skills to have a beneficial opportunity in the company. Moreover, it has been noted that the team working skills and the leadership skills increases the net productivity of the group and the company as a whole, as a large amount of work are completed within a short span of time.


  • Anastasiou, S. and Siassiakos, K., (2014). The Importance of Equal Opportunities at Work: Why should we care about it?.Advances in Management and Applied Economics,4(6), p.51.
  • Bryde, D., Broquetas, M. and Volm, J.M., (2013). The project benefits of building information modelling (BIM).International Journal of Project Management,31(7), pp.971-980.
  • Cao, H., Jiang, J., Oh, L.B., Li, H., Liao, X. and Chen, Z., (2013). A Maslow's hierarchy of needs analysis of social networking services continuance.Journal of Service Management,24(2), pp.170-190.
  • Carter, M.Z., Armenakis, A.A., Feild, H.S. and Mossholder, K.W., (2013). Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change.Journal of Organizational Behavior,34(7), pp.942-958.
  • Cheng, T. and Teizer, J., (2013). Real-time resource location data collection and visualization technology for construction safety and activity monitoring applications.Automation in Construction,34, pp.3-15.
  • Crawford, E.R. and Lepine, J.A., (2013). A configural theory of team processes: Accounting for the structure of taskwork and teamwork.Academy of Management Review,38(1), pp.32-48.
  • Davison, H.K., Maraist, C.C., Hamilton, R.H. and Bing, M.N., (2012). To screen or not to screen? Using the internet for selection decisions.Employee Responsibilities and Rights Journal,24(1), pp.1-21.
  • Day, D.V., Fleenor, J.W., Atwater, L.E., Sturm, R.E. and McKee, R.A., (2014). Advances in leader and leadership development: A review of 25years of research and theory.The Leadership Quarterly,25(1), pp.63-82.
  • Dinh, J.E., Lord, R.G., Gardner, W.L., Meuser, J.D., Liden, R.C. and Hu, J., (2014). Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives.The Leadership Quarterly,25(1), pp.36-62.
  • Greiner, B., (2015). Subject pool recruitment procedures: organizing experiments with ORSEE.Journal of the Economic Science Association,1(1), pp.114-125.
  • Perry-Smith, J. and Vincent, L., (2016). The benefits and liabilities of multidisciplinary commercialization teams: How professional composition and social networks influence team processes. InTechnological Innovation: Generating Economic Results,pp. 59-84.
  • Von Krogh, G., Nonaka, I. and Rechsteiner, L., (2012). Leadership in organizational knowledge creation: a review and framework.Journal of Management Studies,49(1), pp.240-277.
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