btec business
diploma
IntroductionThe level 3 BTEC Business qualification is designed to provide a highly specialist, work-related qualification that can be used across a range of vocational sectors.
BTEC business will give you the knowledge, understanding and skills that you will need to prepare for employment and higher education. |
BTEC Diploma, Business Studies (Major)
Content
- Unit 13: Recruitment & Selection
- Unit 36: Starting a Small Business
- Unit 30: Visual Merchandising in Business
- Unit 37: Business Ethics
- Unit 5: Business Accounting
- Unit 16: Human Resource Management in Business
- Unit 15: Development Planning for a Career in Business
Content
- Unit 13: Recruitment & Selection
- Unit 36: Starting a Small Business
- Unit 30: Visual Merchandising in Business
- Unit 37: Business Ethics
- Unit 5: Business Accounting
- Unit 16: Human Resource Management in Business
- Unit 15: Development Planning for a Career in Business
BTEC Business, Level 3 Diploma
Unit 13- Recruitment & Selection
Recruiting the right people is the key to the success of many organisations. These organisations ensure that the processes and procedures involved in recruitment and selection meet their needs and are legal. In this unit, you will develop an understanding of the impact of the regulatory framework on the recruitment process. Potential applicants may decide to apply for a post based on the quality of information that they receive. Details of the post will usually be the first communication they have with the organisation. It is important that the organisation makes a good first impression on potential applicants to ensure that they attract sufficient applicants of the right calibre. You will develop your knowledge of the types of documentation used in an interview process. A structured and planned selection procedure is crucial to the success of the selection process. The impression a business makes may determine an applicant’s decision to accept an offer of appointment. Staff conducting the interview will also be forming their impressions of the applicant. It is important that interviewers are well organised and prepared. They will need to be familiar with the details supplied by the short listed applicants, and use effective communication and listening skills during the interview. In this unit, you will gain experience of the interview process through taking part in an interview. Organisations with effective recruitment and selection processes and practices in place are more likely to make successful staffing appointments. In competitive labour markets this is a major advantage that well organised-businesses will have over their competitors.
Aims of this unit:
1. Understand the processes involved in recruitment planning
2. Know the documentation involved in the recruitment process
3. Be able to participate in a selection interview
4. Understand the implications of the regulatory framework on the process of recruitment and selection
Assignment 1 (P1, P2)
"Planning for Recruitment"
Scenario
Recruiting the right people is the key to success in many organisations. Unfortunately you can only truly know who you are getting once the contract is signed and the commitment has been made. What if the person you recruited isn’t up to the job? What would the consequences be in terms of an organisation achieving their objectives? A successful recruitment process reduces the chances of this happening. In this assignment, you will speak to people with experience of recruitment to find out the methods they use to increase the chances of a successful appointment. During the course of this discussion, you will also find out about some of the legal implications that need to be considered when recruiting new staff.
Task 1
You are to investigate how TWO different organisations plan recruitment using internal and external sources (P1)
This can be presented in the form of a detailed flowchart explaining the different stages of recruitment and the use of internal and external sources for TWO organisations.
You will interview Mr Silverthorne to find out about the recruitment process at South Island School and you will also independently research into another organisation.
Use the following headings in your flowchart:
· Reasons for the vacancy, eg maternity cover, sickness, increased volume of work
· Internal and external advertising sources
· Creating long and short lists
· Appointments and contracts
Task 2
Consider a career that you may be interested in applying for one day. Which regulations do you think will affect the recruitment process?
Prepare a concise briefing sheet for an interview panel to guide them on the regulations they must observe during the recruitment and selection process. This should make clear reference to relevant employment law (in Hong Kong) and the fair and ethical conduct of the key recruitment and selection process. (P2)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Recruiting the right people is the key to success in many organisations. Unfortunately you can only truly know who you are getting once the contract is signed and the commitment has been made. What if the person you recruited isn’t up to the job? What would the consequences be in terms of an organisation achieving their objectives? A successful recruitment process reduces the chances of this happening. In this assignment, you will speak to people with experience of recruitment to find out the methods they use to increase the chances of a successful appointment. During the course of this discussion, you will also find out about some of the legal implications that need to be considered when recruiting new staff.
Task 1
You are to investigate how TWO different organisations plan recruitment using internal and external sources (P1)
This can be presented in the form of a detailed flowchart explaining the different stages of recruitment and the use of internal and external sources for TWO organisations.
You will interview Mr Silverthorne to find out about the recruitment process at South Island School and you will also independently research into another organisation.
Use the following headings in your flowchart:
· Reasons for the vacancy, eg maternity cover, sickness, increased volume of work
· Internal and external advertising sources
· Creating long and short lists
· Appointments and contracts
Task 2
Consider a career that you may be interested in applying for one day. Which regulations do you think will affect the recruitment process?
Prepare a concise briefing sheet for an interview panel to guide them on the regulations they must observe during the recruitment and selection process. This should make clear reference to relevant employment law (in Hong Kong) and the fair and ethical conduct of the key recruitment and selection process. (P2)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Assignment 2 (P3, M1)
"Preparing for Recruitment"
Scenario
You have carried out your research into recruitment planning within two selected organisations (in the first assignment). This should have given you a good idea as to the various processes organisations follow to ensure a successful appointment.
You have already considered the legal regulations you would need to consider in your chosen career. Now consider the documents that you would need to create to attract and appoint the right person
Task 1
Put together appropriate documentation for the recruitment process
(a) Decide on the skills and attributes that would be desirable in a person suitable for your chosen career (P3)
(b) Prepare the advertising materials, job description and person specification in suitable formats for this job role. For this task you must hand in: (P3)
· the job description
· the person specification
· application documentation
These tasks provide evidence for grading criterion P3
Task 2
Although you are preparing the documentation for the recruitment process, you would not necessarily be the only person using them. You may be part of a panel of people who do not understand the job well as much as you do and who are unaware of the differences between the documents you have prepared.
(a) Prepare a briefing paper for other people involved in the interview process which will compare the purposes of the different documents used in the selection and recruitment process. Include the purpose of each document and the type of information each contains. Documents you should consider here are:
- staffing requests
- job descriptions
- person specifications
- job advertisements (internal and external)
- application forms
- letters of application
- curriculum vitae
- references and reference requests
- CRB, medical and police checks
- interview checklists
- interview records.
(b) Compare the purposes of the different documents used.
These tasks provide evidence for grading criterion M1.
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
You have carried out your research into recruitment planning within two selected organisations (in the first assignment). This should have given you a good idea as to the various processes organisations follow to ensure a successful appointment.
You have already considered the legal regulations you would need to consider in your chosen career. Now consider the documents that you would need to create to attract and appoint the right person
Task 1
Put together appropriate documentation for the recruitment process
(a) Decide on the skills and attributes that would be desirable in a person suitable for your chosen career (P3)
(b) Prepare the advertising materials, job description and person specification in suitable formats for this job role. For this task you must hand in: (P3)
· the job description
· the person specification
· application documentation
These tasks provide evidence for grading criterion P3
Task 2
Although you are preparing the documentation for the recruitment process, you would not necessarily be the only person using them. You may be part of a panel of people who do not understand the job well as much as you do and who are unaware of the differences between the documents you have prepared.
(a) Prepare a briefing paper for other people involved in the interview process which will compare the purposes of the different documents used in the selection and recruitment process. Include the purpose of each document and the type of information each contains. Documents you should consider here are:
- staffing requests
- job descriptions
- person specifications
- job advertisements (internal and external)
- application forms
- letters of application
- curriculum vitae
- references and reference requests
- CRB, medical and police checks
- interview checklists
- interview records.
(b) Compare the purposes of the different documents used.
These tasks provide evidence for grading criterion M1.
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Assignment 3 (P4, P5)
"The Job Application and The Interview"
Scenario
You have now had the opportunity to take a in depth look at the processes involved in the recruitment of a career of your choice. Now that you have seen how it works from the point of view of the employer, how well can you prepare yourself to be a candidate in the process? In this task, you are to complete the required documentation to apply for the post, prepare for and take part in an interview for the post.
Task 1
(a) Complete an application form, prepare a CV and/or write a letter of application in reply to the job advert prepared for Assignment 2. (P4)
(b) Draw up a checklist of points for an interviewee to remember before and during the interview. (P4)
(c) Take part in a ‘mock’ selection interview as an interviewee with other members of your learner group acting as the interview panel. You will sit as part of the interview panel when the other members of your group are ‘applying’ for positions with the hotel business. (P5)
Task 1a and 1b provide evidence for grading criterion P4 and Tasks 1c provide evidence for grading criterion P5
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
You have now had the opportunity to take a in depth look at the processes involved in the recruitment of a career of your choice. Now that you have seen how it works from the point of view of the employer, how well can you prepare yourself to be a candidate in the process? In this task, you are to complete the required documentation to apply for the post, prepare for and take part in an interview for the post.
Task 1
(a) Complete an application form, prepare a CV and/or write a letter of application in reply to the job advert prepared for Assignment 2. (P4)
(b) Draw up a checklist of points for an interviewee to remember before and during the interview. (P4)
(c) Take part in a ‘mock’ selection interview as an interviewee with other members of your learner group acting as the interview panel. You will sit as part of the interview panel when the other members of your group are ‘applying’ for positions with the hotel business. (P5)
Task 1a and 1b provide evidence for grading criterion P4 and Tasks 1c provide evidence for grading criterion P5
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Assignment 4 (M2, D1, D2)
"Planning for Recruitment"
Scenario
You decide to carry out an analysis of the selection process to date and to evaluate your own contribution. This will involve looking at the quality and appropriateness of any documentation used in the job application and interview process, the conduct of the interviews — from the perspectives of interviewee and interviewers respectively — and the way in which the interview decisions were made.
You also decide to carry out a full evaluation of the whole recruitment and selection process, from the planning stage through to the interviews. This will involve looking at the strengths and weaknesses of the process and making recommendations for improvements in the future. You also decide to evaluate the usefulness of the documents used in the job application and interview process, considering the pros and cons of each document and suggesting possible areas for improvement.
Task 1
(a) Prepare a concise report analysing how you prepared for and performed in the interview role-plays that you undertook as part of Assignment 3: The job application and the interview. (M2)
(b) Evaluate your experiences of planning and participating in the recruitment and selection process. This should be based on your participation in the job interview role-plays for Assignment 3, drawing on any feedback you received from observation records, witness statements from peers and your own self-evaluation. Write down any improvements you would make in the future. (D2)
(c) Evaluate the usefulness of the documents used throughout the recruitment and selection process and, where appropriate, describe any improvements you would make. Remember to cover all documentation used prior to the interviews, such as job descriptions, person specifications, application forms and reference requests. (D1)
Task 1a provides evidence for grading criterion M2, Task 1b provides evidence for grading criterion D2 and Task 1c provides evidence for grading criterion D1.
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
You decide to carry out an analysis of the selection process to date and to evaluate your own contribution. This will involve looking at the quality and appropriateness of any documentation used in the job application and interview process, the conduct of the interviews — from the perspectives of interviewee and interviewers respectively — and the way in which the interview decisions were made.
You also decide to carry out a full evaluation of the whole recruitment and selection process, from the planning stage through to the interviews. This will involve looking at the strengths and weaknesses of the process and making recommendations for improvements in the future. You also decide to evaluate the usefulness of the documents used in the job application and interview process, considering the pros and cons of each document and suggesting possible areas for improvement.
Task 1
(a) Prepare a concise report analysing how you prepared for and performed in the interview role-plays that you undertook as part of Assignment 3: The job application and the interview. (M2)
(b) Evaluate your experiences of planning and participating in the recruitment and selection process. This should be based on your participation in the job interview role-plays for Assignment 3, drawing on any feedback you received from observation records, witness statements from peers and your own self-evaluation. Write down any improvements you would make in the future. (D2)
(c) Evaluate the usefulness of the documents used throughout the recruitment and selection process and, where appropriate, describe any improvements you would make. Remember to cover all documentation used prior to the interviews, such as job descriptions, person specifications, application forms and reference requests. (D1)
Task 1a provides evidence for grading criterion M2, Task 1b provides evidence for grading criterion D2 and Task 1c provides evidence for grading criterion D1.
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Admin
BTEC Business, Level 3 Diploma
Unit 36- Starting a Small Business
Starting a small business is an ambition for many people. The business idea could be almost anything such as a coffee shop, a courier service, a hairdresser, a motor vehicle repair workshop, a DJ service, a painting and decorating business, an equipment hire operation, or an organic smallholding producing fruit and vegetables. However, starting a small business can be fraught with difficulties and the idea may not always be successfully realised. Those setting out on this venture need to consider the business idea, where funding will come from, the potential market, the competition and a host of other issues that must be addressed if the business start- up is to be successful. This unit gives you the opportunity to consider a business idea within structured business parameters, such as the type of business, the attractiveness of the business idea, the target market and the need to balance personal and business needs. You will also consider your ability to run the business, including the skills you already have to support the business idea and what personal development you may have to undertake in order for the venture to be successful. You will also develop your knowledge and understanding of the legal status and trading terms and conditions of your proposed business, legal aspects such as fire regulations, taxation, VAT and HM Revenue and Customs, and financial aspects such as start-up and operational costs, as well as personal needs. You will have the opportunity to devise an outline proposal for a business start up. This will cover the reasons for preparing a business proposal and will include the components expected by financial advisers, including the type of business, its target market, available resources, financial information and forward planning.
Aims of the Unit
1 Be able to present the initial business idea using relevant criteria
2 Understand the skills and personal development needed to run the business successfully
3 Know the legal and financial aspects that will affect the start up of the business
4 Be able to produce an outline business start-up proposal.
Aims of the Unit
1 Be able to present the initial business idea using relevant criteria
2 Understand the skills and personal development needed to run the business successfully
3 Know the legal and financial aspects that will affect the start up of the business
4 Be able to produce an outline business start-up proposal.
Assignment 1 (P1, P2, M1)
"Be able to present the initial business idea"
Scenario
You are nearing the end of the first year of your BTEC course and you have been thinking that you would like to give it a go yourself and plan to set up your own small business once you have left. You would like to gather advice and feedback from your teachers and fellow students before you leave school so you have decided to produce your business start-up proposal before you leave school.
Note that the term ‘small business ‘ is related to people operating on their own as sole traders or partnerships and limited companies employing 10 or fewer staff.
Before you start to write your business start-up proposal you have decided to present your initial idea to gather some feedback.
Task one
· Brainstorm some ideas with your class and conduct some research into areas of business you would be interested in setting up in.
· Complete a SWOT of your business.
· Complete a PESTLE analysis.
· Conduct some research into your target market to establish what motivates them to buy a product.
Task two
Using the research conducted in task one, make a final decision on the business that you wish to set up.
Task three
Prepare a presentation for a pitch to your class and teacher which includes
· Your chosen business type
· Your aims and objectives
· Your unique selling point (USP)
· Reasons for the potential need or demand of the new business
· Details of the competitive edge you will have
· How you intend to balance your personal and business needs
· Potential profitability
· A PESTLE analysis
· How business planning will help you ensure your success (P1)
Task four
Add to your presentation
· The methods you used to identify your target market
· A description of your target market. What motivates them to buy a product? (P2)
Task five
Add to your presentation
· The results of the market research you conducted in task one.
· Explain the reasons behind the techniques you used to research
· With hindsight, do you feel that these methods were appropriate? Explain your reasons why? (M1)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
You are nearing the end of the first year of your BTEC course and you have been thinking that you would like to give it a go yourself and plan to set up your own small business once you have left. You would like to gather advice and feedback from your teachers and fellow students before you leave school so you have decided to produce your business start-up proposal before you leave school.
Note that the term ‘small business ‘ is related to people operating on their own as sole traders or partnerships and limited companies employing 10 or fewer staff.
Before you start to write your business start-up proposal you have decided to present your initial idea to gather some feedback.
Task one
· Brainstorm some ideas with your class and conduct some research into areas of business you would be interested in setting up in.
· Complete a SWOT of your business.
· Complete a PESTLE analysis.
· Conduct some research into your target market to establish what motivates them to buy a product.
Task two
Using the research conducted in task one, make a final decision on the business that you wish to set up.
Task three
Prepare a presentation for a pitch to your class and teacher which includes
· Your chosen business type
· Your aims and objectives
· Your unique selling point (USP)
· Reasons for the potential need or demand of the new business
· Details of the competitive edge you will have
· How you intend to balance your personal and business needs
· Potential profitability
· A PESTLE analysis
· How business planning will help you ensure your success (P1)
Task four
Add to your presentation
· The methods you used to identify your target market
· A description of your target market. What motivates them to buy a product? (P2)
Task five
Add to your presentation
· The results of the market research you conducted in task one.
· Explain the reasons behind the techniques you used to research
· With hindsight, do you feel that these methods were appropriate? Explain your reasons why? (M1)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Assignment 2 (P3, M2)
"Understand the skills and personal development needed to run the business successfully"
Scenario
When starting a business, it is important for the owner to recognize skills they will be bringing to the business as well as those which need developing. A skills audit will help you identify the skills needed for the business and the ones that you need to develop.
During this assignment, you will make an assessment of your own skills and devise a development program to ensure that you have developed the skills necessary before you start your business.
Task one
Conduct a skills audit to gauge your skills level in key areas of setting up and running a business. You should complete this yourself and ask others who know you well in different contexts to complete it too. Some skills the audit should cover are:
· Technical and operational skills
· Management
· Keeping and using records
· Personal selling
· Administration
· Experience in a similar operation
· Other skills you feel would be relevant (P3 part)
Task two
Research into training and development opportunities that are available to you to improve on the skills you need to set up and run your own business. Take notes and screenshots of your findings. (M2 part)
Task three
Complete a personal development plan which highlights your strengths and weaknesses in key skills areas and plans development of those skills. See below for a recommended structure you could use. You will share this with a member of your group who will assess your plan. (P3 & M2)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
When starting a business, it is important for the owner to recognize skills they will be bringing to the business as well as those which need developing. A skills audit will help you identify the skills needed for the business and the ones that you need to develop.
During this assignment, you will make an assessment of your own skills and devise a development program to ensure that you have developed the skills necessary before you start your business.
Task one
Conduct a skills audit to gauge your skills level in key areas of setting up and running a business. You should complete this yourself and ask others who know you well in different contexts to complete it too. Some skills the audit should cover are:
· Technical and operational skills
· Management
· Keeping and using records
· Personal selling
· Administration
· Experience in a similar operation
· Other skills you feel would be relevant (P3 part)
Task two
Research into training and development opportunities that are available to you to improve on the skills you need to set up and run your own business. Take notes and screenshots of your findings. (M2 part)
Task three
Complete a personal development plan which highlights your strengths and weaknesses in key skills areas and plans development of those skills. See below for a recommended structure you could use. You will share this with a member of your group who will assess your plan. (P3 & M2)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Assignment 3 (P4)
"Know the legal and financial aspects that will affect the start up of the business"
Scenario
There are many laws and regulations surrounding the conduct of new businesses. It is important that are fully aware of these before you start up your business so you can ensure that you do not fall foul of them.
Many new businesses fail due to poor financial planning. In order to ensure the success of your business, you need to put in place good financial planning.
A local agency that supports new businesses has given you some materials to support you in this investigation in the form of tables you can complete to cover legal and financial considerations you need to make. The tables are called “Legal considerations in a business start-up” and “financial considerations in a business start-up” and both need to be completed to meet all of the assessment criteria for P4.
Task one
Decide on the legal status of your business. What are the implications of this? Add to the table (P4 part)
Task two
Describe the legal issues that your business will need to consider. Add to the table (P4 part)
Task three
Describe the sources of advice that are available to guide businesses through these laws. Add to table (P4 part)
Task four
Describe the financial aspects you should consider to ensure the success of your business. Add your findings to the table.
Consider:
· the sources of finance that will be available to you,
· the potential costs of equipment, supplies and employing staff
· the necessity for producing financial statements such as:
Note – you do not need to do the accounts, you just need to describe what they are and what they are used for.
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
There are many laws and regulations surrounding the conduct of new businesses. It is important that are fully aware of these before you start up your business so you can ensure that you do not fall foul of them.
Many new businesses fail due to poor financial planning. In order to ensure the success of your business, you need to put in place good financial planning.
A local agency that supports new businesses has given you some materials to support you in this investigation in the form of tables you can complete to cover legal and financial considerations you need to make. The tables are called “Legal considerations in a business start-up” and “financial considerations in a business start-up” and both need to be completed to meet all of the assessment criteria for P4.
Task one
Decide on the legal status of your business. What are the implications of this? Add to the table (P4 part)
Task two
Describe the legal issues that your business will need to consider. Add to the table (P4 part)
Task three
Describe the sources of advice that are available to guide businesses through these laws. Add to table (P4 part)
Task four
Describe the financial aspects you should consider to ensure the success of your business. Add your findings to the table.
Consider:
· the sources of finance that will be available to you,
· the potential costs of equipment, supplies and employing staff
· the necessity for producing financial statements such as:
- personal survival budget
- pricing plan
- break even,
- cash flow forecast
- profit and loss account
- balance sheet (P4 part)
Note – you do not need to do the accounts, you just need to describe what they are and what they are used for.
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Assignment 4 (P5, M3, D1)
"Be able to produce an outline business start-up proposal"
Scenario
Congratulations, you have done a great job in your planning to start up your own business. You have conducted some excellent research into the considerations that you need to make in order to start up your own business and shared your findings with you class and teacher.
You are now to produce a business proposal which you will present to a potential investor. Your business start-up proposal should show your potential investor that you are focusing on key points, allocating resources properly and that you are preparing for opportunities and problems.
You should include work that you have presented earlier in the unit in relevant sections of your proposal rather than completing it again.
Task one
Set up a template for your business start-up proposal to ensure that you include all of the necessary information. Sections you should include are:
· Type of business
· Market
· Human resources
· Physical resources
· Financial resources
· Financial and profit forecasts
· Growth and development
· Contingencies
Task two
Complete your business start-up proposal with relevant information about the business you are planning to set up.
(P5 part)
Task three
Arrange an appointment with your teacher to discuss your plan so far. Show your business plan to your teacher and ask them for advice. You should annotate your plan with any suggestions that they have made. (P5 part)
Task four
Add a section to your proposal called ‘legal and financial systems’.
In this section, you should include the legal and financial issues that you need to consider in the running of your business. Don’t forget you have already identified these in assignment 3.
Explain the systems that must be put in place to address the legal and financial issues you have identified. (M3)
Task five
Using the advice you received in task three, make improvements to your plan. To achieve D1, you must present a fluent business proposal. You should discuss a draft with an advisor before submitting a complete business start-up proposal.
(D1)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Congratulations, you have done a great job in your planning to start up your own business. You have conducted some excellent research into the considerations that you need to make in order to start up your own business and shared your findings with you class and teacher.
You are now to produce a business proposal which you will present to a potential investor. Your business start-up proposal should show your potential investor that you are focusing on key points, allocating resources properly and that you are preparing for opportunities and problems.
You should include work that you have presented earlier in the unit in relevant sections of your proposal rather than completing it again.
Task one
Set up a template for your business start-up proposal to ensure that you include all of the necessary information. Sections you should include are:
· Type of business
· Market
· Human resources
· Physical resources
· Financial resources
· Financial and profit forecasts
· Growth and development
· Contingencies
Task two
Complete your business start-up proposal with relevant information about the business you are planning to set up.
(P5 part)
Task three
Arrange an appointment with your teacher to discuss your plan so far. Show your business plan to your teacher and ask them for advice. You should annotate your plan with any suggestions that they have made. (P5 part)
Task four
Add a section to your proposal called ‘legal and financial systems’.
In this section, you should include the legal and financial issues that you need to consider in the running of your business. Don’t forget you have already identified these in assignment 3.
Explain the systems that must be put in place to address the legal and financial issues you have identified. (M3)
Task five
Using the advice you received in task three, make improvements to your plan. To achieve D1, you must present a fluent business proposal. You should discuss a draft with an advisor before submitting a complete business start-up proposal.
(D1)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Admin
BTEC Business, Level 3 Diploma
Unit 30- Visual Merchandising in Business
Visual merchandising, until recently just called ‘merchandising’, is the activity of promoting the sale of goods in retail outlets. This includes combining product, environment, and space into a stimulating and engaging display to encourage the sale of a product or service. Visual merchandisers can use many elements in creating displays, including colour, lighting, space, product information, sensory inputs such as smell, touch and sound, as well as technologies such as digital displays and interactive installations.
Visual merchandising is one of the final stages in trying to set out a store in a way that customers will find attractive and appealing and it should follow and reflect the principles that underpin the store’s image. Visual merchandising is the art of implementing effective design ideas to increase store traffic and sales volume. The significance of window and internal displays, product positioning and effective promotional techniques are all important aspects of visual merchandising.
This unit gives you the opportunity to investigate and experience the techniques different retailers use, to entice customers into retail outlets and then focus their minds on what is available. Visual merchandising techniques vary according to the type and size of a retail business and the goods on sale. The retailer has to consider many additional issues such as stock management, customer profiles, finance and legislation, as well as creative and psychological factors. On completion of this unit, you will understand how visual merchandising has to be attractive and appropriate and use space cost-effectively to stimulate customers into buying.
Aims of the Unit:
1 Know the visual merchandising and display techniques used in different retail outlets
2 Know how space is used for merchandising and displaying goods
3 Understand the psychology used in visual merchandising to influence customers to purchase goods
4 Be able to plan and assemble a safe visual merchandising display for a range of goods.
Visual merchandising is one of the final stages in trying to set out a store in a way that customers will find attractive and appealing and it should follow and reflect the principles that underpin the store’s image. Visual merchandising is the art of implementing effective design ideas to increase store traffic and sales volume. The significance of window and internal displays, product positioning and effective promotional techniques are all important aspects of visual merchandising.
This unit gives you the opportunity to investigate and experience the techniques different retailers use, to entice customers into retail outlets and then focus their minds on what is available. Visual merchandising techniques vary according to the type and size of a retail business and the goods on sale. The retailer has to consider many additional issues such as stock management, customer profiles, finance and legislation, as well as creative and psychological factors. On completion of this unit, you will understand how visual merchandising has to be attractive and appropriate and use space cost-effectively to stimulate customers into buying.
Aims of the Unit:
1 Know the visual merchandising and display techniques used in different retail outlets
2 Know how space is used for merchandising and displaying goods
3 Understand the psychology used in visual merchandising to influence customers to purchase goods
4 Be able to plan and assemble a safe visual merchandising display for a range of goods.
Concept- Based LEARNING
The Big Idea ------> Concept -------> Micro-Concepts
Assignment 1 (P1, M1)
"Display Techniques in Retail Outlets"
Scenario
Visual merchandising is the activity of promoting the sale of goods in retail outlets. This includes combining product, environment, and space into a stimulating and engaging display to encourage the sale of a product or service. Visual merchandisers can use many elements in creating displays, including colour, lighting, space, product information, sensory inputs such as smell, touch and sound, as well as technologies such as digital displays and interactive installations.
Task
Your teacher will give you the opportunity to visit a wide variety of retail outlets. You must take this opportunity to research into the different merchandising techniques used by different types of business.
For P1 – Create a presentation using the photos and findings from your research into retail. Use this presentation to display the different visual merchandising and display techniques used by different types of business.
Describe:
· Shelf layout
· Positioning's
· Stock facings
· Horizontal and vertical blocking
· Price marking legislation
· Use of point of sale material
· Location
· Different products
· Themes
· Promotions
· Special events
· Use of fixtures and fittings
For M1 – In your presentation, analyse why each technique has been used in 3 of the stores you have investigated. How effective is each? How can success be measured? (Template)
Your presentation must be a Pecha Kucha
Issue Date: 30/10/17 Submission Date: 04/12/17
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking)
Visual merchandising is the activity of promoting the sale of goods in retail outlets. This includes combining product, environment, and space into a stimulating and engaging display to encourage the sale of a product or service. Visual merchandisers can use many elements in creating displays, including colour, lighting, space, product information, sensory inputs such as smell, touch and sound, as well as technologies such as digital displays and interactive installations.
Task
Your teacher will give you the opportunity to visit a wide variety of retail outlets. You must take this opportunity to research into the different merchandising techniques used by different types of business.
For P1 – Create a presentation using the photos and findings from your research into retail. Use this presentation to display the different visual merchandising and display techniques used by different types of business.
Describe:
· Shelf layout
· Positioning's
· Stock facings
· Horizontal and vertical blocking
· Price marking legislation
· Use of point of sale material
· Location
· Different products
· Themes
· Promotions
· Special events
· Use of fixtures and fittings
For M1 – In your presentation, analyse why each technique has been used in 3 of the stores you have investigated. How effective is each? How can success be measured? (Template)
Your presentation must be a Pecha Kucha
Issue Date: 30/10/17 Submission Date: 04/12/17
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking)
Assignment 2 (P2, P3, M2, D1)
"Using Space for Merchandising and Displaying Goods"
Scenario
Visual merchandising is involved in how businesses will set out a store to make their products appealing to customers. You should now consider how different retail outlets use space and psychology to influence customers to buy their goods.
Task
Research different retail outlets and observe how they use space and psychology to display their goods.
For P2 – Create planograms for 3 retail outlets and describe how space is used.
For P3 – Explain how psychology is used in these outlets. Include both tangible and intangible techniques in your answer. Use photographs and annotated floor plans in your answer.
M2 – compare how space and psychology are used in the 3 outlets. Give reasons behind differences. You must show explain within your work the key differences that you have found. Writing Frame Template.
For D1 – Evaluate the psychological visual merchandising and display techniques from 2 of the organisations you used for your display. Present your findings in the form of a report. Consider the techniques for space, tangible and intangible that you have used before
Visual merchandising is involved in how businesses will set out a store to make their products appealing to customers. You should now consider how different retail outlets use space and psychology to influence customers to buy their goods.
Task
Research different retail outlets and observe how they use space and psychology to display their goods.
For P2 – Create planograms for 3 retail outlets and describe how space is used.
For P3 – Explain how psychology is used in these outlets. Include both tangible and intangible techniques in your answer. Use photographs and annotated floor plans in your answer.
M2 – compare how space and psychology are used in the 3 outlets. Give reasons behind differences. You must show explain within your work the key differences that you have found. Writing Frame Template.
For D1 – Evaluate the psychological visual merchandising and display techniques from 2 of the organisations you used for your display. Present your findings in the form of a report. Consider the techniques for space, tangible and intangible that you have used before
Layout & Traffic Flow
- grid-iron layout - open/free-flow layout - boutique layout - spine layout - entrance design (flat, recess, open) - access - multi-level outlets - aisle size |
Use of Space
- storage versus selling - value of space in terms of sales per square metre - sales per linear metre used for shelf space - departments space - allocation of space for fitting rooms - sampling - window displays - internal display locations (aisle ends, near stairs, entrances, escalators, lifts) - symmetry / asymmetry - props & mannequins |
Tangible Techniques
- Use of brand name/logo - Use of mirrors - signage - odd vs even pricing - packaging design - open / closed sight lines |
Intangible Techniques
- how customers are influenced by senses (sight, touch, smell, taste, hearing) - tidiness - atmospherics |
Year 13 Issue Date: 14/12/17 Submisson Date: 02/02/2018
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking)
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking)
Assignment 3 (P4, P5, M3, D2)
Plan & Assemble a Safe Visual Merchandising Display
Scenario
You have been taken on for a work experience placement by the local not-for-profit animal trust SPCA. SPCA were the first charity in Hong Kong to deal with all aspects of animal welfare, they obtain around only 1% of their funding from the government. The rest of their funding comes from the generosity of the general public in donations and the sales of branded merchandise at their retail street-stalls. It is a constant challenge to raise the funds necessary to continue their work. Your new boss, Mr Cornes, is very impressed that you already have some education in visual merchandising. As a result, he has given you the responsibility of creating a visual display for one of their retail street-stalls, you can access the potential product list here.
Task
For P4 – Create a plan for the visual display. Include as much detail as possible. Create drawings, plannograms and descriptions to bring to a meeting with Mr Cornes to explain your idea for the display. You will not know the full product list or fixtures & fittings available to you until last minute so be prepared to bring either your laptop or materials to hand draw your plan.
For P5 – Once approval on your idea has been given, you can now start work on assembling your display. It is entirely up to you what you create but you may need to justify your choices later. To gather evidence, take multi-dimensional photographs of your display in the construction process as well as when it is finished. You are to submit these photos as evidence along with witness statements and observation records.
M3 – Teachers, visitors and fellow students will visit your display. You must analyse the reasons behind the key choices in your display. As with P5 you must submit a valid witness statement and observation record. Evidence of 1-1 conversations may also be submitted as an audio/video file.
For D2 – After you have received feedback from your display from your visitors, you must now submit a full evaluation of the success of your display.
Consider
· What went well and what didn’t go well?
· What recommendations would you make if you were to attempt this again?
As with both P5 and M3 you must submit a valid witness statement and observation record. Evidence of 1-1 conversations may also be submitted as an audio/video file.
Year 13 Issue Date: 26/02/18 Submisson Date: 09/03/18
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking)
You have been taken on for a work experience placement by the local not-for-profit animal trust SPCA. SPCA were the first charity in Hong Kong to deal with all aspects of animal welfare, they obtain around only 1% of their funding from the government. The rest of their funding comes from the generosity of the general public in donations and the sales of branded merchandise at their retail street-stalls. It is a constant challenge to raise the funds necessary to continue their work. Your new boss, Mr Cornes, is very impressed that you already have some education in visual merchandising. As a result, he has given you the responsibility of creating a visual display for one of their retail street-stalls, you can access the potential product list here.
Task
For P4 – Create a plan for the visual display. Include as much detail as possible. Create drawings, plannograms and descriptions to bring to a meeting with Mr Cornes to explain your idea for the display. You will not know the full product list or fixtures & fittings available to you until last minute so be prepared to bring either your laptop or materials to hand draw your plan.
For P5 – Once approval on your idea has been given, you can now start work on assembling your display. It is entirely up to you what you create but you may need to justify your choices later. To gather evidence, take multi-dimensional photographs of your display in the construction process as well as when it is finished. You are to submit these photos as evidence along with witness statements and observation records.
M3 – Teachers, visitors and fellow students will visit your display. You must analyse the reasons behind the key choices in your display. As with P5 you must submit a valid witness statement and observation record. Evidence of 1-1 conversations may also be submitted as an audio/video file.
For D2 – After you have received feedback from your display from your visitors, you must now submit a full evaluation of the success of your display.
Consider
· What went well and what didn’t go well?
· What recommendations would you make if you were to attempt this again?
As with both P5 and M3 you must submit a valid witness statement and observation record. Evidence of 1-1 conversations may also be submitted as an audio/video file.
Year 13 Issue Date: 26/02/18 Submisson Date: 09/03/18
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking)
Admin
BTEC Business, Level 3 Diploma
Unit 37- Understanding Business Ethics
This unit introduces you to the concept of business ethics and the application of ethical values to business behaviour. The topic applies to any aspect of business conduct, from boardroom strategies to how organisations treat their suppliers, to sales techniques, to accounting practices and to how they respond to wider issues of social concern such as sustainability. Ethics go beyond the legal requirements and are, therefore, discretionary. It is about how an organisation does its business and how it behaves intrinsically. Ethical behaviour shows that an organisation considers the moral dimensions of its activities and how it ought to be acting. This unit examines business ethics and how taking an ethical stance affects businesses both internally and externally, including the effects on stakeholders. You will explore the social implications of business ethics on a wide range of business activities that affect the organisation itself and the external environment. This will include the ethical stance behind topical issues such as whistle blowing, employment practices, advertising to children, environmental awareness and using new technologies such as genetic modification of food. As consumers become more ethically aware, explicitly ethical behaviour has increased. Whistle-blowing charters are not uncommon, renewable resources are used in production and products are ‘eco-friendly’. Consumers are now given a choice relating to the products and services that they use and this has given many businesses, such as those that do not use animal testing on cosmetics, the opportunity to grow in niche markets to satisfy consumer demand. The unit also explores the wider impact of ethical concerns about how business practices can have local, national and global implications. The pressure of communities and groups on business operations has raised awareness of ethical concerns as varied as environmental degradation, executive greed and the use of child labour in the developing world. As people become more aware of different business activities, and as global changes continue to happen, businesses will change how they operate. The unit should develop an understanding of the ethical dimensions of business behaviour.
On completion of this unit a learner should:
1 Understand the meaning and importance of ethics in the business world
2 Understand the implications of businesses operating ethically
3 Know the social implications of business ethics
4 Understand ethical concerns facing different communities.
You have two choices for this assignment, you may attempt the Case Study below which can be done quite independently or you may try another.
On completion of this unit a learner should:
1 Understand the meaning and importance of ethics in the business world
2 Understand the implications of businesses operating ethically
3 Know the social implications of business ethics
4 Understand ethical concerns facing different communities.
You have two choices for this assignment, you may attempt the Case Study below which can be done quite independently or you may try another.
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Assignment 1: "The Introduction" (P1)
Scenario
Blogs are changing the world around us. From Prince Harry in Afghanistan to footage from the Burmese uprising, blogging has never been bigger. It can help elect presidents and take down attorney generals while simultaneously celebrating the minutiae of our everyday obsessions. Click on the link to see the world’s 50 most powerful blogs: http://www.guardian.co.uk/technology/2008/mar/09/blogs
Blogs are changing the world for businesses too. The speed at which information can be shared – and the difficulty of controlling it – has never been greater. Hundreds of bloggers are now specifically directing their attentions on the ethical – and unethical – actions of businesses. If a business steps out of line the world, and their customers, may know about it within hours. (e.g. http://businessethicsblog.com/)
You are going to plan, research and write your own blog that highlights ethical issues in the business world. The audience will want specific examples so you are going to focus on two businesses – one that you believe is acting ethically, and one that is not.
Task 1 – The Blog Layout
Consider a layout you think would be easy to navigate for the readers of your blog.
Task 2 – The Introduction
Set up the first subpage of your blog as an overview of the topic of business ethics. On this page, you should define business ethics and explain ways in which a business could be unethical.
Task 3 – The Company Pages
You should now have decided which two businesses you are going to investigate and report on (The Good Guys and The Bad Guys).
Create a page for each.
· On each page, introduce the company and explain why you have chosen them. What are their operational activities?
· Identify the ways in which they are trying to show stakeholders they are being ethical. Eg from their mission statement, advertising etc. (These tasks will provide evidence for P1)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Blogs are changing the world around us. From Prince Harry in Afghanistan to footage from the Burmese uprising, blogging has never been bigger. It can help elect presidents and take down attorney generals while simultaneously celebrating the minutiae of our everyday obsessions. Click on the link to see the world’s 50 most powerful blogs: http://www.guardian.co.uk/technology/2008/mar/09/blogs
Blogs are changing the world for businesses too. The speed at which information can be shared – and the difficulty of controlling it – has never been greater. Hundreds of bloggers are now specifically directing their attentions on the ethical – and unethical – actions of businesses. If a business steps out of line the world, and their customers, may know about it within hours. (e.g. http://businessethicsblog.com/)
You are going to plan, research and write your own blog that highlights ethical issues in the business world. The audience will want specific examples so you are going to focus on two businesses – one that you believe is acting ethically, and one that is not.
Task 1 – The Blog Layout
Consider a layout you think would be easy to navigate for the readers of your blog.
- Set up your home page and introduce your blog and explain its navigation. Give highlights of what is contained within it. You could also introduce yourself here.
- You should also set up a bibliography page here to record all of the sources that you use.
- Other pages you could consider are one each for the organizations you are going to investigate, a page for social impacts and one for community impact.
Task 2 – The Introduction
Set up the first subpage of your blog as an overview of the topic of business ethics. On this page, you should define business ethics and explain ways in which a business could be unethical.
Task 3 – The Company Pages
You should now have decided which two businesses you are going to investigate and report on (The Good Guys and The Bad Guys).
Create a page for each.
· On each page, introduce the company and explain why you have chosen them. What are their operational activities?
· Identify the ways in which they are trying to show stakeholders they are being ethical. Eg from their mission statement, advertising etc. (These tasks will provide evidence for P1)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Assignment 2: "Acting Unethically" (P2, M1, D1)
Scenario
You are now going to concentrate on the business that you believe is acting unethically. Why do they behave this way? Can you find all the reasons behind their behavior?
Task 1 – Ethical concerns
Consider all stakeholders that have been affected by the organization you decided was unethical.
Task 2 – Ethical Solutions
Assess how the business could improve the ethics of their operations.
· You need to think about how your selected business could deal with the issues.
· What would the positive impacts be on their stakeholders?
· What would the positive impacts be on the business itself?
(This task will provide evidence for M1)
Task 3 – Impacts of Acting Ethically
Evaluate the impact that these changes would have on the business and its stakeholders.
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
You are now going to concentrate on the business that you believe is acting unethically. Why do they behave this way? Can you find all the reasons behind their behavior?
Task 1 – Ethical concerns
Consider all stakeholders that have been affected by the organization you decided was unethical.
- What does each stakeholder want from the organization?
- Explain how they have been affected by this unethical behavior.
- Explain why the organization can’t please all stakeholders at the same time.
Task 2 – Ethical Solutions
Assess how the business could improve the ethics of their operations.
· You need to think about how your selected business could deal with the issues.
· What would the positive impacts be on their stakeholders?
· What would the positive impacts be on the business itself?
(This task will provide evidence for M1)
Task 3 – Impacts of Acting Ethically
Evaluate the impact that these changes would have on the business and its stakeholders.
- This involves more than explaining the impacts - you should be considering whom the winners and losers are as a result of the business making these ethical decisions.
- You should then make a judgment as to whether the business would be right to make these changes and explain the reasons why.
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Assignment 3: "Acting Ethically" (P3, M2)
Scenario
You are now going to investigate the business that you believe acts ethically. You will go on to focus on how this affects the different stakeholders of the business. Again, this should have its own section on your blog.
Task 1 – CSR
Secondary research – Investigate the CSR policy of the organization. How do they say they are addressing ethical issues in their key areas of activity? e.g. finance, production, sales & marketing, intellectual property (there might even be an opportunity for you to create a CSR policy for the organization).
Add to your blog:
· Describe how their CSR policy states they are addressing key areas of business ethics.
(this task will provide you with evidence for P3)
Task 2 – Is it working?
Primary research – create a questionnaire that you will send to customers of the organization. You should investigate if they are aware of the CSR policies in different areas and how they have been affected by changes the organization is making to become more ethical in its operations.
Add to your blog:
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
You are now going to investigate the business that you believe acts ethically. You will go on to focus on how this affects the different stakeholders of the business. Again, this should have its own section on your blog.
Task 1 – CSR
Secondary research – Investigate the CSR policy of the organization. How do they say they are addressing ethical issues in their key areas of activity? e.g. finance, production, sales & marketing, intellectual property (there might even be an opportunity for you to create a CSR policy for the organization).
Add to your blog:
· Describe how their CSR policy states they are addressing key areas of business ethics.
(this task will provide you with evidence for P3)
Task 2 – Is it working?
Primary research – create a questionnaire that you will send to customers of the organization. You should investigate if they are aware of the CSR policies in different areas and how they have been affected by changes the organization is making to become more ethical in its operations.
Add to your blog:
- Explain how aware customers are of the business’ CSR policies
- Explain how the CSR policy has actually had an impact on each stakeholder
- Explain the significance of the change on each stakeholder
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Assignment 4: Social Impacts (P4, M3)
Scenario
The actions and decisions of businesses can have large impacts upon the communities in which they operate. For this assignment you should choose a company that has operations in more than one community. This will form the final section of your blog.
You have used videos in your blog so far that other people have created. For this section of your blog, you need to create your own video describing the ethical concerns facing communities that a business operates in. You can choose an organization you have used earlier in the unit or an entirely new one.
Task One – Concerns of Communities
Use your video to
· Describe the ethical concerns facing specific communities as a result of the business’ activities.
· You should consider ideas such as the environment, health, fair trade, globalization, corruption and any other that is relevant to your business.
· Explain what pressure groups and governments are already doing in response to these ethical issues.
(This task will provide evidence for P4)
Task Two
You can either use your video or post on your blog to achieve M3
· Extend the descriptions in your video for P4. Fully explain the consequences of these activities.
· Give recommendations of how to deal with these issues to (1) the government, (2) pressure groups and (3) the business itself.
· Explain the potential impact of these changes to the communities and the business itself.
(This task will provide evidence for M3)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
The actions and decisions of businesses can have large impacts upon the communities in which they operate. For this assignment you should choose a company that has operations in more than one community. This will form the final section of your blog.
You have used videos in your blog so far that other people have created. For this section of your blog, you need to create your own video describing the ethical concerns facing communities that a business operates in. You can choose an organization you have used earlier in the unit or an entirely new one.
Task One – Concerns of Communities
Use your video to
· Describe the ethical concerns facing specific communities as a result of the business’ activities.
· You should consider ideas such as the environment, health, fair trade, globalization, corruption and any other that is relevant to your business.
· Explain what pressure groups and governments are already doing in response to these ethical issues.
(This task will provide evidence for P4)
Task Two
You can either use your video or post on your blog to achieve M3
· Extend the descriptions in your video for P4. Fully explain the consequences of these activities.
· Give recommendations of how to deal with these issues to (1) the government, (2) pressure groups and (3) the business itself.
· Explain the potential impact of these changes to the communities and the business itself.
(This task will provide evidence for M3)
Year 13 Issue Date: Submisson Date:
Year 12 Issue Date: Submisson Date:
Admin
BTEC Business, Level 3 Diploma
Unit 5: Business Accounting
Understanding how a business operates and what makes it successful, requires knowledge of the accounting process. Accounting involves recording business transactions and, this in turn, leads to the generation of financial information which can be used as the basis of good financial control and planning. Inadequate record keeping and a lack of effective planning ultimately lead to poor financial results. It is vital that owners and managers of businesses recognise the indications of potential difficulties. Remedial action can then be taken.
The unit is divided into two parts. The first develops an understanding of the accounting processes necessary to provide accurate and relevant financial information. The second part covers the practical aspect of carrying out those accounting activities. You will be introduced to accounting terminology as you study the purpose and function of accounting and consider the various categories of business income and expenditure. It is important to know the sources of an organisation’s income and the nature of its expenditure, as this clarifies the basis of its profitability and enables more effective control of the business. Control begins with the planning process and you will study the use of a cash flow forecast which requires managers to set cash flow targets that can be monitored and adjusted on a regular basis. You will consider the effective management of cash flow and the implications of cash flow problems. The link between business failure and cash flow problems will be highlighted. The measurement of an organisation’s financial performance and position requires an understanding of a basic profit and loss account and balance sheet with this understanding you can analyse profitability, liquidity and efficiency of the organisation through the application of ratio analysis. Analysis will always require comparison of current figures with those from a previous accounting period, or those of a similar business organisation. You will discover how to carry out ratio analysis as well as the meaning and implication of the figures. On completion of this unit you should: 1 Understand the purpose of accounting and the categorisation of business income and expenditure 2 Be able to prepare a cash flow forecast 3 Be able to prepare profit and loss accounts and balance sheets 4 Be able to review business performance using simple ratio analysis. |
Assignment 1: "The Purpose of Accounting" (P1, P2)
Scenario
You work for Hotshots Consultants Ltd, a team of expert advisors who provide consultancy services to small business enterprises. You have been asked by the local council to attend a Business Breakfast and prepare a presentation to a group of young entrepreneurs describing the purpose of accounting.
You can choose the format of your presentation, but it should include information on the following issues:
- What is a financial accountant? P1
- Why is it important to keep accurate financial records? P1
- How will these records help the entrepreneur? P1
- For 1 specific organisation describe their accounting history and compare this to their current financial performance & position P1
- What is meant by revenue and expenditure? P2
- Explain the difference between revenue expenditure and capital expenditure? P2
- What type of revenue and capital expenditure can they expect to incur? P2
- What is the difference between revenue income and capital income? P2
- What type of revenue and capital income can they expect to receive? P2
- For 1 specific organisation identify their likely income / revenue and indicate if it is of capital or revenue nature P1
Top tips for grading
- Make sure you explain technical terms in easily understood language.
- Define key terms clearly and give real world examples
- Make use of this powerpoint or the task sheets if you get stuck on P1
- Make use of this powerpoint if you get stuck on P2
YEAR 13 ISSUE DATE: 20/01/18
SUBMISSION DEADLINE: 03/02/18
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
You work for Hotshots Consultants Ltd, a team of expert advisors who provide consultancy services to small business enterprises. You have been asked by the local council to attend a Business Breakfast and prepare a presentation to a group of young entrepreneurs describing the purpose of accounting.
You can choose the format of your presentation, but it should include information on the following issues:
- What is a financial accountant? P1
- Why is it important to keep accurate financial records? P1
- How will these records help the entrepreneur? P1
- For 1 specific organisation describe their accounting history and compare this to their current financial performance & position P1
- What is meant by revenue and expenditure? P2
- Explain the difference between revenue expenditure and capital expenditure? P2
- What type of revenue and capital expenditure can they expect to incur? P2
- What is the difference between revenue income and capital income? P2
- What type of revenue and capital income can they expect to receive? P2
- For 1 specific organisation identify their likely income / revenue and indicate if it is of capital or revenue nature P1
Top tips for grading
- Make sure you explain technical terms in easily understood language.
- Define key terms clearly and give real world examples
- Make use of this powerpoint or the task sheets if you get stuck on P1
- Make use of this powerpoint if you get stuck on P2
YEAR 13 ISSUE DATE: 20/01/18
SUBMISSION DEADLINE: 03/02/18
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
Assignment 2: "Go With the Flow" (P3, M1, D1)
Scenario
You attended the Hotshots presentation and were impressed with what you saw. You want to set up your own bakery, but will need to borrow $1m from the bank. Your bank manager is open to the idea, but wishes to see a projected 12-month cash flow forecast from you before she agrees to the loan.
- Look at the financial information below and prepare a 12-month cash flow forecast. P3
- Analyse any cash flow problems you might face to the following data M1
- Explain what actions you might take to deal with cash flow problems and justify why you would take such actions. D1
You attended the Hotshots presentation and were impressed with what you saw. You want to set up your own bakery, but will need to borrow $1m from the bank. Your bank manager is open to the idea, but wishes to see a projected 12-month cash flow forecast from you before she agrees to the loan.
- Look at the financial information below and prepare a 12-month cash flow forecast. P3
- Analyse any cash flow problems you might face to the following data M1
- Explain what actions you might take to deal with cash flow problems and justify why you would take such actions. D1
In addition to purchase costs for ingredients, you will have to make the following payments:
You will lease a delivery van at a cost of $5000 per month. Expected petrol costs are $4000 per month.
You need to buy $100,000 of bakery equipment to start your business in January.
You will employ 1 member of staff at a wage of $6000 per month. You plan to pay yourself a salary of $10000 per month.
You will receive the $1m loan in January and pay $10,000 interest on it in April, August and December.
Electricity costs are estimated to average $2000 per month and the phone and internet bills will be paid in April, August and December – estimated cost $3000 per time.
Insurance costs estimated at $5000 per year, payable in August.
Advertising costs estimated at $500 per month
Top tips for grading
Work in a logical manner, ticking off each item of information as you input it into your forecast.
To identify potential cash flow problems look at the monthly closing balances and try to identify the factors that are causing the problem.
Your suggested actions should directly address the problems you have identified. In justifying your actions, you should show awareness of the dangers and consequences of poor financial planning.
You may wish to show a revised cash flow forecast which reflects what would happen if your suggested actions were put in place.
Samples - Click here for Carly and Boris' cash flow questions.
- Click here for Lilly's cash flow questions and her grid
- Simple cash flow quiz
YEAR 13 ISSUE DATE: 06/12/17
SUBMISSION DEADLINE: 16/01/18
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
You will lease a delivery van at a cost of $5000 per month. Expected petrol costs are $4000 per month.
You need to buy $100,000 of bakery equipment to start your business in January.
You will employ 1 member of staff at a wage of $6000 per month. You plan to pay yourself a salary of $10000 per month.
You will receive the $1m loan in January and pay $10,000 interest on it in April, August and December.
Electricity costs are estimated to average $2000 per month and the phone and internet bills will be paid in April, August and December – estimated cost $3000 per time.
Insurance costs estimated at $5000 per year, payable in August.
Advertising costs estimated at $500 per month
Top tips for grading
Work in a logical manner, ticking off each item of information as you input it into your forecast.
To identify potential cash flow problems look at the monthly closing balances and try to identify the factors that are causing the problem.
Your suggested actions should directly address the problems you have identified. In justifying your actions, you should show awareness of the dangers and consequences of poor financial planning.
You may wish to show a revised cash flow forecast which reflects what would happen if your suggested actions were put in place.
Samples - Click here for Carly and Boris' cash flow questions.
- Click here for Lilly's cash flow questions and her grid
- Simple cash flow quiz
YEAR 13 ISSUE DATE: 06/12/17
SUBMISSION DEADLINE: 16/01/18
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
Assignment 3: "The Profit/Loss Balancing Act" (P4, P5, M2, D2)
Scenario (you have 2x choices, firstly, here is Option 1)
Option One
Task One (P4)
Wong’s Organic Farm Ltd is located in the New Territories of Hong Kong. Mr Wong thinks he has had a good year, but he is not sure how good. He has asked you to help him to prepare a profit and loss account and a balance sheet to show his financial position. If you do an excellent job, he has promised to provide you with a year’s free supply of carrots and spinach.
Here is the data for the year 2012/13:
Sales revenue = $500,000
Opening stock = $22,000
Purchases = $85,000
Closing stock = $17,000
Expenses:
Rent of the farm = $48,000
Wages = $72,000
Telephone and internet use = $4000
Advertising = $2000
Interest payments on bank loans = $5000
Miscellaneous expenses = $10,000
Depreciation of farm equipment $8000
The value of assets and liabilities is as follows:
Farm equipment = $100,000
Vehicle = $85,000
Closing stock = $17,000
Debtors = $5000
Cash in the bank = $35000
Creditors = $10,000
Overdraft = $12,000
Long term bank loans = $100,000
Retained profits = $30,000
Capital = $90,000
Task Two (P5)
Now you have successfully drawn up the Profit & Loss Account and Balance Sheet, you need to prepare some analysis so you can advise Mr Wong on the profitability, efficiency and liquidity position of his farm.
Your final task is to
1. Work out the Gross and Net Profit Margins and the Return on Capital Employed (ROCE).
2. Work out the Current Ratio and Acid Test Ratio.
3. The Stock Turnover Ratio, Debtors Payment Period and Creditors Payment Period.
Explain the purpose of each of the ratios you have calculated.
Task Three (M2 and D2)
Finally, you need to write a report containing the following:
1. A judgment on each ratio. Is it good or bad? Analyse your reasoning.
2. A conclusion evaluating the overall performance of Wong’s Organic Farm Ltd for the year 2012/2013.
Option 2
You submit Unit 2: Assignment 4 (Case Study, Wansbeck Motors).
In this assignment we covered all of the criteria necessary to achieve P4, P5, M2 and D2.
YEAR 13 ISSUE DATE: 23/10/17
SUBMISSION DEADLINE: 20/11/17
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
Option One
Task One (P4)
Wong’s Organic Farm Ltd is located in the New Territories of Hong Kong. Mr Wong thinks he has had a good year, but he is not sure how good. He has asked you to help him to prepare a profit and loss account and a balance sheet to show his financial position. If you do an excellent job, he has promised to provide you with a year’s free supply of carrots and spinach.
Here is the data for the year 2012/13:
Sales revenue = $500,000
Opening stock = $22,000
Purchases = $85,000
Closing stock = $17,000
Expenses:
Rent of the farm = $48,000
Wages = $72,000
Telephone and internet use = $4000
Advertising = $2000
Interest payments on bank loans = $5000
Miscellaneous expenses = $10,000
Depreciation of farm equipment $8000
The value of assets and liabilities is as follows:
Farm equipment = $100,000
Vehicle = $85,000
Closing stock = $17,000
Debtors = $5000
Cash in the bank = $35000
Creditors = $10,000
Overdraft = $12,000
Long term bank loans = $100,000
Retained profits = $30,000
Capital = $90,000
Task Two (P5)
Now you have successfully drawn up the Profit & Loss Account and Balance Sheet, you need to prepare some analysis so you can advise Mr Wong on the profitability, efficiency and liquidity position of his farm.
Your final task is to
1. Work out the Gross and Net Profit Margins and the Return on Capital Employed (ROCE).
2. Work out the Current Ratio and Acid Test Ratio.
3. The Stock Turnover Ratio, Debtors Payment Period and Creditors Payment Period.
Explain the purpose of each of the ratios you have calculated.
Task Three (M2 and D2)
Finally, you need to write a report containing the following:
1. A judgment on each ratio. Is it good or bad? Analyse your reasoning.
2. A conclusion evaluating the overall performance of Wong’s Organic Farm Ltd for the year 2012/2013.
Option 2
You submit Unit 2: Assignment 4 (Case Study, Wansbeck Motors).
In this assignment we covered all of the criteria necessary to achieve P4, P5, M2 and D2.
YEAR 13 ISSUE DATE: 23/10/17
SUBMISSION DEADLINE: 20/11/17
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
Human resource management is a dynamic activity in any organisation as it takes place against a changing
economic, technical, legal and social background. It is important for you to appreciate that effective human
resource management means getting the best out of the people who work for an organisation in order to
ensure the organisation fulfils its purposes, whether it is a football club winning the premiership, or a hospital
increasing the success rates for medical operations.
Many organisations say that their employees are their most valuable resource because of their skills, knowledge
and attitudes. As labour is both an expensive and valuable resource, it is important to ensure it is planned and
that the best value is obtained from employees contributions. Human resource managers have to plan their
human resource requirements against a background of internal and external factors which are dynamic and
constantly changing. The first part of this unit introduces you to the factors that influence human resource
managers when they are planning current and future human resource requirements. It is important to ensure
that once staff have been recruited, their contribution to the organisation is maximised.
You will develop your understanding of the importance organisations place on gaining the cooperation and commitment of their employees. Managers need to understand how to motivate employees and gain their commitment to the organisation. The unit introduces you to motivational theory, employee involvement techniques and the role that reward systems can play in gaining commitment from employees. You will explore the methods that managers use to measure and manage the performance of their employees.
On completion of this unit you should:
1 Know the factors that are involved in human resource planning in organisations
2 Know how organisations motivate employees
3 Understand how to gain committed employee cooperation
4 Understand the importance of managing employee performance at work.
economic, technical, legal and social background. It is important for you to appreciate that effective human
resource management means getting the best out of the people who work for an organisation in order to
ensure the organisation fulfils its purposes, whether it is a football club winning the premiership, or a hospital
increasing the success rates for medical operations.
Many organisations say that their employees are their most valuable resource because of their skills, knowledge
and attitudes. As labour is both an expensive and valuable resource, it is important to ensure it is planned and
that the best value is obtained from employees contributions. Human resource managers have to plan their
human resource requirements against a background of internal and external factors which are dynamic and
constantly changing. The first part of this unit introduces you to the factors that influence human resource
managers when they are planning current and future human resource requirements. It is important to ensure
that once staff have been recruited, their contribution to the organisation is maximised.
You will develop your understanding of the importance organisations place on gaining the cooperation and commitment of their employees. Managers need to understand how to motivate employees and gain their commitment to the organisation. The unit introduces you to motivational theory, employee involvement techniques and the role that reward systems can play in gaining commitment from employees. You will explore the methods that managers use to measure and manage the performance of their employees.
On completion of this unit you should:
1 Know the factors that are involved in human resource planning in organisations
2 Know how organisations motivate employees
3 Understand how to gain committed employee cooperation
4 Understand the importance of managing employee performance at work.
Assignment 1: "The Factors Involved in HR Planning in Organisations" (P1, M1, P2)
Scenario
You work for a HR consultancy firm that has just taken on some new junior employees. You will be training them from the beginning and will produce a succession of documents aimed at giving them a grounding in Human Resource Management. The first client that this junior employee has to work with is Morrisons.
Morrisons the supermarket, has changed a lot over the last 8-10 years. From being a smaller chain, primarily in the north of England, to it’s acquisition of Safeway and position now as one of Britain’s leading high street retailers, Morrisons has grown substantially. To maintain this growth, Morrisons would have had to change the way it operates and offer new products and services. Your job is to prepare a report explaining how this steady growth could not have been achieved without careful planning of the Human Resource requirements of the business. You will need to describe:
· Internal planning factors (organisational needs, skills requirements, workforce profiles)
· External planning factors (supply of labour, labour costs, workforce skills, government policy, labour market competition, changing nature of work, employee expectations, impact of automation, demand for products and services)
· Think about all the different services Morrisons offers and how staff need to be trained and managed to provide these services
This needs to be completed in the form of a written report. Use external information such as news reports or articles on Morrisons to support your work. (P1)
At the end of your report, you need to explain why human resource planning is important to an organisation. Again, this needs to be focussed on Morrisons. You must explain:
· Why a business needs effective HR planning to succeed
· What constitutes effective HR planning
· Why is planning needed to ensure an organisation has employees with the necessary skills, knowledge and abilities to fulfil its purposes?
· Examples within Morrisons of effective HR planning
· What would happen if there was not effective HR planning
. This will require you to research the business in detail. (M1)
Over periods of time, employees develop new skills within their roles, or are required to learn new skills for different roles. You need to write a short article describing how Morrisons identify the skills of their employees and how, over the last 8-10 years, their employees have had to adapt and modify their skills to fit in with changes in the business.
Think about:
· Employee skills (people as organisational resources, skill sets, skill acquisition, skills audit and skill transferability, impact of technology)
You need relevant examples of how Morrisons employees have had to adapt their skill sets, with a particular focus on changes in technology. (P2)
Year 13 Issue Date: 19/08/2015
Submission Date: 26/10/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) = 9/11/15
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
You work for a HR consultancy firm that has just taken on some new junior employees. You will be training them from the beginning and will produce a succession of documents aimed at giving them a grounding in Human Resource Management. The first client that this junior employee has to work with is Morrisons.
Morrisons the supermarket, has changed a lot over the last 8-10 years. From being a smaller chain, primarily in the north of England, to it’s acquisition of Safeway and position now as one of Britain’s leading high street retailers, Morrisons has grown substantially. To maintain this growth, Morrisons would have had to change the way it operates and offer new products and services. Your job is to prepare a report explaining how this steady growth could not have been achieved without careful planning of the Human Resource requirements of the business. You will need to describe:
· Internal planning factors (organisational needs, skills requirements, workforce profiles)
· External planning factors (supply of labour, labour costs, workforce skills, government policy, labour market competition, changing nature of work, employee expectations, impact of automation, demand for products and services)
· Think about all the different services Morrisons offers and how staff need to be trained and managed to provide these services
This needs to be completed in the form of a written report. Use external information such as news reports or articles on Morrisons to support your work. (P1)
At the end of your report, you need to explain why human resource planning is important to an organisation. Again, this needs to be focussed on Morrisons. You must explain:
· Why a business needs effective HR planning to succeed
· What constitutes effective HR planning
· Why is planning needed to ensure an organisation has employees with the necessary skills, knowledge and abilities to fulfil its purposes?
· Examples within Morrisons of effective HR planning
· What would happen if there was not effective HR planning
. This will require you to research the business in detail. (M1)
Over periods of time, employees develop new skills within their roles, or are required to learn new skills for different roles. You need to write a short article describing how Morrisons identify the skills of their employees and how, over the last 8-10 years, their employees have had to adapt and modify their skills to fit in with changes in the business.
Think about:
· Employee skills (people as organisational resources, skill sets, skill acquisition, skills audit and skill transferability, impact of technology)
You need relevant examples of how Morrisons employees have had to adapt their skill sets, with a particular focus on changes in technology. (P2)
Year 13 Issue Date: 19/08/2015
Submission Date: 26/10/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) = 9/11/15
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
Guidance
Internal Planning Factors (P1,M1)
These are the factors that relate to what is already happening inside the business. This includes how the organisation is changing to cope with new methods of working or new demands made on it, such as the introduction of technology or new products or services. It is also a way of considering the new skills that will be needed in the future and those that the existing staff already have. The gap between the skills already present and those that are needed can be measured.
Organisational needs - The workforce needs to be able to adapt to changes. Demand for products and services will affect the number of people needed in certain roles. Businesses can look to move into new markets - this could mean abroad and staff needing new skills such as languages. More staff may be needed in distribution if the business grows. Technological change can also affect the internal working arrangements - machinery leads to redundancies, new training may be needed etc. (Internet shopping and self-scan checkouts) Outsourcing production to cheaper countries.
Skills requirements - Assessing the skills of the current workforce is an essential part of human resources planning as it enables a business to build up a profile of the training, experience and qualifications that employees already have. This is very important whether the business is capital intensive or labour intensive. As the nature and type of work changes within an organisation, so do the skills requirements. An organisation must measure the skills levels of its workforce in order to plan for the future - appraisals, awards, certificates etc
Workforce profiles - This means that a manager can view and monitor the types of employee working for the business. They usually include details such as age, gender, ethnicity and availability. Knowing ages can help you plan for the future and also ensures that you fulfill any legislation requirements. Large gaps in ages can cause problems so this allows you to combat this. Profiling the qualifications and training of your workforce allows a business to make use of any special skills staff members have.
Consider how Morrison's would have planned for their takeover of Safeway thinking about the above points
External Planning Factors (P1,M1)
These are the factors that influence the business from outside its direct control.
Supply of labour - What are the trends of the area the business is in? Is there any particular type of trade in that area? Nationally, the supply of labour is dependent on trends in unemployment and the types of skills that are needed by employers. What is the effect of Britain's membership of the EU?
Labour costs - The cost of labour, as a percentage of the other costs within a business, will depend on whether the business is capital or labour intensive, as well as the extent to which the skills needed by that organisation are available and accessible. In the UK, labour costs are also governed by the national minimum wage.
Workforce skills - Using published national statistics, organisations can see the types of skills that are available in their local area or region. Businesses need to consider their future needs and those of their competitors in order to make sure they attract the right people - this may mean extra incentives being offered.
Government policy - Government policy and changes to education policies can lead to gaps in skills, or gaps in skills being addressed.
Labour market competition - As a business plans its workforce needs for the future, so do other businesses within the same industry. There may not be enough skilled employees for each business, so you may need to offer more money to attract the right staff, however, you need to manage your funds well to make a profit.
Changing nature of work - 'A job for life' used to be a standard idea in the workplace, but now employees need a wider range of skills and be willing to change employer and job role in order to stay in work. Overnight working, flexible working hours and working from home are now commonplace in the workplace. Flat organisational structures mean employees may have to move to get a promotion.
Employee expectations - Differing types of contracts (part-time, full-time, temp, casual, permanent) Everyone is different and employees may have business at home to take care of meaning they cannot work full-time.
Impact of automation - This addresses the changes in technology over time and how this affects organisations - such as the internet and email, no need for phone operators, customers entering their own details online.
Demand for products and services - A business may have to alter or change its HR requirements or staff levels based on the natural changes in demand for goods or services. Hotels being affected by natural disasters for example. A competitor bringing out new technology making yours obsolete. Excess capacity is when an organisation has too many goods or services on offer compared to the number of customers.
Consider how Morrison's would have planned for their takeover of Safeway thinking about the above points.
Employee Skills (P2)
The skills and talents of employees are very important to businesses as they can add value to the organisation. This means that they can make the organisation even better or more efficient if full use is made of them. Humans, like other resources such as finance or buildings, need to be used efficiently and usefully. Like other resources they also need to be paid and planned for, especially if the skills that are required are hard to find.
People as Organisational Resources
As human resources are just one part of the set of resources that any organisation has available to it, humans should be considered in an objective way and treated like any other resource. This can be difficult though, due to the nature of feelings.
These are the factors that relate to what is already happening inside the business. This includes how the organisation is changing to cope with new methods of working or new demands made on it, such as the introduction of technology or new products or services. It is also a way of considering the new skills that will be needed in the future and those that the existing staff already have. The gap between the skills already present and those that are needed can be measured.
Organisational needs - The workforce needs to be able to adapt to changes. Demand for products and services will affect the number of people needed in certain roles. Businesses can look to move into new markets - this could mean abroad and staff needing new skills such as languages. More staff may be needed in distribution if the business grows. Technological change can also affect the internal working arrangements - machinery leads to redundancies, new training may be needed etc. (Internet shopping and self-scan checkouts) Outsourcing production to cheaper countries.
Skills requirements - Assessing the skills of the current workforce is an essential part of human resources planning as it enables a business to build up a profile of the training, experience and qualifications that employees already have. This is very important whether the business is capital intensive or labour intensive. As the nature and type of work changes within an organisation, so do the skills requirements. An organisation must measure the skills levels of its workforce in order to plan for the future - appraisals, awards, certificates etc
Workforce profiles - This means that a manager can view and monitor the types of employee working for the business. They usually include details such as age, gender, ethnicity and availability. Knowing ages can help you plan for the future and also ensures that you fulfill any legislation requirements. Large gaps in ages can cause problems so this allows you to combat this. Profiling the qualifications and training of your workforce allows a business to make use of any special skills staff members have.
Consider how Morrison's would have planned for their takeover of Safeway thinking about the above points
External Planning Factors (P1,M1)
These are the factors that influence the business from outside its direct control.
Supply of labour - What are the trends of the area the business is in? Is there any particular type of trade in that area? Nationally, the supply of labour is dependent on trends in unemployment and the types of skills that are needed by employers. What is the effect of Britain's membership of the EU?
Labour costs - The cost of labour, as a percentage of the other costs within a business, will depend on whether the business is capital or labour intensive, as well as the extent to which the skills needed by that organisation are available and accessible. In the UK, labour costs are also governed by the national minimum wage.
Workforce skills - Using published national statistics, organisations can see the types of skills that are available in their local area or region. Businesses need to consider their future needs and those of their competitors in order to make sure they attract the right people - this may mean extra incentives being offered.
Government policy - Government policy and changes to education policies can lead to gaps in skills, or gaps in skills being addressed.
Labour market competition - As a business plans its workforce needs for the future, so do other businesses within the same industry. There may not be enough skilled employees for each business, so you may need to offer more money to attract the right staff, however, you need to manage your funds well to make a profit.
Changing nature of work - 'A job for life' used to be a standard idea in the workplace, but now employees need a wider range of skills and be willing to change employer and job role in order to stay in work. Overnight working, flexible working hours and working from home are now commonplace in the workplace. Flat organisational structures mean employees may have to move to get a promotion.
Employee expectations - Differing types of contracts (part-time, full-time, temp, casual, permanent) Everyone is different and employees may have business at home to take care of meaning they cannot work full-time.
Impact of automation - This addresses the changes in technology over time and how this affects organisations - such as the internet and email, no need for phone operators, customers entering their own details online.
Demand for products and services - A business may have to alter or change its HR requirements or staff levels based on the natural changes in demand for goods or services. Hotels being affected by natural disasters for example. A competitor bringing out new technology making yours obsolete. Excess capacity is when an organisation has too many goods or services on offer compared to the number of customers.
Consider how Morrison's would have planned for their takeover of Safeway thinking about the above points.
Employee Skills (P2)
The skills and talents of employees are very important to businesses as they can add value to the organisation. This means that they can make the organisation even better or more efficient if full use is made of them. Humans, like other resources such as finance or buildings, need to be used efficiently and usefully. Like other resources they also need to be paid and planned for, especially if the skills that are required are hard to find.
People as Organisational Resources
As human resources are just one part of the set of resources that any organisation has available to it, humans should be considered in an objective way and treated like any other resource. This can be difficult though, due to the nature of feelings.
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Skill sets
What is the difference between capital and labour intensive businesses? How will the skill sets be different?
The types of human skills that are required to do a job effectively are known as a 'skills set'. Examples could be:
- speaking and presenting
- data analysis
- coaching
- time management
- working machinery (forklift truck)
- using software (spreadsheets)
Different jobs have different levels of skills. If a job is complicated and demands a high level of education and training, it is going to need a high level of skill. If it is a job that can be performed with a minimum amount of training, then it is likely to be low skilled. Taking into account the range and complexity of skills that are needed is important for human resource planning.
A lower skilled job however, can have a high number of tasks associated with it, and vice versa. But a highly skilled job can also have a lot of tasks associated with it, such as a teacher!
Sometimes specific skills are needed for a job, or 'job-specific skills', whilst for others 'generic' skills are needed. Job-specific skills are only applicable to that particular job and generic skills can be transferable.
Skill acquisition
Acquiring skills during work is extremely important for both employers and employees. Employers must make sure that they have got new people being trained to do a job in case an employee leaves the company. For employees, gaining new skills can help to motivate them and make them more efficient. Training involves money and time, but unless skills are regularly acquired the organisation is likely to face shortages in the number of people available to do some jobs, both inside and outside of the company.
Skills audit and skill transferability
These are where a business assesses the existing skills an employee or the business has and also whether these skills match new organisational objectives. Some employees may already have the necessary skills, but may not be using them. The organisation would therefore use these employees instead of employing new staff. Organisations may carry out regular skills audits or use Human Resource Information Systems (HRIS) to keep records of all employees, including their skills.
Some specialist jobs have transferable skills that can be easily taken from one organisation to another. Organisations, must therefore look after their employees or risk losing them and having problems finding replacements. Problems can occur for employers and employees if their skills are too specialised.
Impact of technology
Technology is changing the way we work and it has a significant impact on the number of workers that organisations need to employ, their other resources and the level of technical expertise required.
- What has been the impact of email, the internet and mobile phones?
The skills needed of employees to use technology and of organisations to manage the impact on employees and the business will continue to change at the fast pace of technology itself. Changes do not always mean fewer employees, but they often mean changes to the skills required.
What is the difference between capital and labour intensive businesses? How will the skill sets be different?
The types of human skills that are required to do a job effectively are known as a 'skills set'. Examples could be:
- speaking and presenting
- data analysis
- coaching
- time management
- working machinery (forklift truck)
- using software (spreadsheets)
Different jobs have different levels of skills. If a job is complicated and demands a high level of education and training, it is going to need a high level of skill. If it is a job that can be performed with a minimum amount of training, then it is likely to be low skilled. Taking into account the range and complexity of skills that are needed is important for human resource planning.
A lower skilled job however, can have a high number of tasks associated with it, and vice versa. But a highly skilled job can also have a lot of tasks associated with it, such as a teacher!
Sometimes specific skills are needed for a job, or 'job-specific skills', whilst for others 'generic' skills are needed. Job-specific skills are only applicable to that particular job and generic skills can be transferable.
Skill acquisition
Acquiring skills during work is extremely important for both employers and employees. Employers must make sure that they have got new people being trained to do a job in case an employee leaves the company. For employees, gaining new skills can help to motivate them and make them more efficient. Training involves money and time, but unless skills are regularly acquired the organisation is likely to face shortages in the number of people available to do some jobs, both inside and outside of the company.
Skills audit and skill transferability
These are where a business assesses the existing skills an employee or the business has and also whether these skills match new organisational objectives. Some employees may already have the necessary skills, but may not be using them. The organisation would therefore use these employees instead of employing new staff. Organisations may carry out regular skills audits or use Human Resource Information Systems (HRIS) to keep records of all employees, including their skills.
Some specialist jobs have transferable skills that can be easily taken from one organisation to another. Organisations, must therefore look after their employees or risk losing them and having problems finding replacements. Problems can occur for employers and employees if their skills are too specialised.
Impact of technology
Technology is changing the way we work and it has a significant impact on the number of workers that organisations need to employ, their other resources and the level of technical expertise required.
- What has been the impact of email, the internet and mobile phones?
The skills needed of employees to use technology and of organisations to manage the impact on employees and the business will continue to change at the fast pace of technology itself. Changes do not always mean fewer employees, but they often mean changes to the skills required.
Assignment 2: "Motivation" (P3, M2, D1)
Scenario
As part of your role as a HR consultant you are constantly being asked by your clients 'HOW' to best motivate staff. You have decided to do some research into different methods, considering different theories and report back to your line manager.
Your first task is to complete a poster outlining how organisations motivate their employees. This will require you to think about motivational theories, but also about the systems that are place to actually reward and motivate staff. Make sure you include the following where relevant:
· Motivation theories (e.g. Taylor, Mayo, Maslow, Herzberg, McGregor, McClelland, Vroom)
· Reward Systems (pay, performance-related pay, pension schemes, profit-sharing, employee share options, mortgage subsidiaries, relocation fees, bonuses, company vehicles, loans/advances, child care, school fees, corporate clothes, staff discount, flexible working, leave, health care, extended parental leave, career breaks, cafeteria incentive schemes, salary sacrifice schemes)
(P3)
Your second task is to choose 2 different businesses and compare their uses of motivation theories. You must look at how these different theories contribute to the techniques used for employee motivation. You must analyse:
· What theory each business uses
· How this theory has lead to the reward systems within the business
· The effectiveness of this system
· How your 2 chosen businesses differ
You can create this work in the form of a PowerPoint presentation or a YouTube video. Good organisations to look at are McDonalds, John Lewis, Virgin, RBS, Kellogg's, Google and Ford (I have attached some case studies to the Pathbrite page). This work will require you to research the businesses in detail, and possibly go in and speak to members of staff where possible.
(M2)
Finally, you must now judge which business has the better motivational techniques and why. How could the other business learn from the other’s practices to adapt their own motivational techniques?
Email the CEO your suggestion
· Give detailed suggestions that are backed up with relevant evidence
· Show that you understand what theories and systems they use now and why you think your ideas could improve the business
· This may require tweaking of their existing systems, or it may require a complete change of the theory that they use
This must be in the form of a formal email.
(D1)
Here you will find a link to the pre-assignment project
Year 13 Issue Date: 15/05/2015
Submisson Date: 23/08/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) = 11/09/15
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
As part of your role as a HR consultant you are constantly being asked by your clients 'HOW' to best motivate staff. You have decided to do some research into different methods, considering different theories and report back to your line manager.
Your first task is to complete a poster outlining how organisations motivate their employees. This will require you to think about motivational theories, but also about the systems that are place to actually reward and motivate staff. Make sure you include the following where relevant:
· Motivation theories (e.g. Taylor, Mayo, Maslow, Herzberg, McGregor, McClelland, Vroom)
· Reward Systems (pay, performance-related pay, pension schemes, profit-sharing, employee share options, mortgage subsidiaries, relocation fees, bonuses, company vehicles, loans/advances, child care, school fees, corporate clothes, staff discount, flexible working, leave, health care, extended parental leave, career breaks, cafeteria incentive schemes, salary sacrifice schemes)
(P3)
Your second task is to choose 2 different businesses and compare their uses of motivation theories. You must look at how these different theories contribute to the techniques used for employee motivation. You must analyse:
· What theory each business uses
· How this theory has lead to the reward systems within the business
· The effectiveness of this system
· How your 2 chosen businesses differ
You can create this work in the form of a PowerPoint presentation or a YouTube video. Good organisations to look at are McDonalds, John Lewis, Virgin, RBS, Kellogg's, Google and Ford (I have attached some case studies to the Pathbrite page). This work will require you to research the businesses in detail, and possibly go in and speak to members of staff where possible.
(M2)
Finally, you must now judge which business has the better motivational techniques and why. How could the other business learn from the other’s practices to adapt their own motivational techniques?
Email the CEO your suggestion
· Give detailed suggestions that are backed up with relevant evidence
· Show that you understand what theories and systems they use now and why you think your ideas could improve the business
· This may require tweaking of their existing systems, or it may require a complete change of the theory that they use
This must be in the form of a formal email.
(D1)
Here you will find a link to the pre-assignment project
Year 13 Issue Date: 15/05/2015
Submisson Date: 23/08/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) = 11/09/15
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
Assignment 3: "Employee Cooperation" (P4)
Scenario
One of your junior employees asks you how organisations obtain the cooperation of their employees aside from using motivational techniques. You decide to create a factsheet explaining how organisations do this. You decide to include:
· Contracts of employment (contractual entitlements, employee and employer rights, types of employment contract, disciplinary procedures, grievance procedures, union membership, codes of behaviour)
· Employee involvement techniques (membership of work groups, suggestions schemes, devolved authority and responsibility, open communications, types of communication, organisational culture, national accreditation)
Make sure that for each point you talk about, you include a relevant, real life example of a business that does this and explain how this works.
(P4)
Year 13 Issue Date: 23/08/2015
Submission Date: 15/09/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) = 02/10/15
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
One of your junior employees asks you how organisations obtain the cooperation of their employees aside from using motivational techniques. You decide to create a factsheet explaining how organisations do this. You decide to include:
· Contracts of employment (contractual entitlements, employee and employer rights, types of employment contract, disciplinary procedures, grievance procedures, union membership, codes of behaviour)
· Employee involvement techniques (membership of work groups, suggestions schemes, devolved authority and responsibility, open communications, types of communication, organisational culture, national accreditation)
Make sure that for each point you talk about, you include a relevant, real life example of a business that does this and explain how this works.
(P4)
Year 13 Issue Date: 23/08/2015
Submission Date: 15/09/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) = 02/10/15
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
Assignment 4: "Employee Performance" (P5, M3, D2)
Scenario
A key part of managing a team is knowing how well your staff are performing. As you are managing the new junior employees, you decide to deliver a presentation to them, explaining how their performance is measured and managed. In this presentation, you decide to include:
· Measuring performance (performance indicators, goal theory, SMART targets, benchmarking)
· Managing performance (probation, appraisal, supporting employees, occupational health, managing workloads, delegating authority, responsibility, capacity, competence, autonomy, linking rewards to performance, discipline, employee development)
You must include relevant examples of real life businesses for each point that you make. This will require detailed research.
(P5)
Secondly, different job roles require different ways of measuring and managing performance. Your task is to take three different job roles (a teacher, a chef and a salesman) and explain how the results from measuring and managing performance, informs future employee development. You must include:
· Performance indicators for each role
· How to improve performance for each role
· Think about exactly what the job role entails and then think about how they will be managed and reviewed
· Then go on to give a detailed explanation of how this information can be used to plan their future development
This piece of work can be done in the form of a table in which you compare the 3 different job roles.
(M3)
The final thing your manager asks you to do before the junior workers are allowed onto their own projects is produce a detailed report in which you assess the importance for them, of measuring and managing employee performance at work. In this report you must:
· Make judgments about the value of monitoring and managing employees (give examples of businesses that do this well and not so well)
· Contrast the benefits of performance management with the consequences of failing to manage performance
· Explain the benefits to the business and to employees of measuring and managing staff performance
This will be in the form of a written report. Ensure that all of your points are well explained and supported with relevant examples.
(D2)
Year 13 Issue Date: 07/10/2015
Submission Date: 23/10/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) = 6/11/15
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
A key part of managing a team is knowing how well your staff are performing. As you are managing the new junior employees, you decide to deliver a presentation to them, explaining how their performance is measured and managed. In this presentation, you decide to include:
· Measuring performance (performance indicators, goal theory, SMART targets, benchmarking)
· Managing performance (probation, appraisal, supporting employees, occupational health, managing workloads, delegating authority, responsibility, capacity, competence, autonomy, linking rewards to performance, discipline, employee development)
You must include relevant examples of real life businesses for each point that you make. This will require detailed research.
(P5)
Secondly, different job roles require different ways of measuring and managing performance. Your task is to take three different job roles (a teacher, a chef and a salesman) and explain how the results from measuring and managing performance, informs future employee development. You must include:
· Performance indicators for each role
· How to improve performance for each role
· Think about exactly what the job role entails and then think about how they will be managed and reviewed
· Then go on to give a detailed explanation of how this information can be used to plan their future development
This piece of work can be done in the form of a table in which you compare the 3 different job roles.
(M3)
The final thing your manager asks you to do before the junior workers are allowed onto their own projects is produce a detailed report in which you assess the importance for them, of measuring and managing employee performance at work. In this report you must:
· Make judgments about the value of monitoring and managing employees (give examples of businesses that do this well and not so well)
· Contrast the benefits of performance management with the consequences of failing to manage performance
· Explain the benefits to the business and to employees of measuring and managing staff performance
This will be in the form of a written report. Ensure that all of your points are well explained and supported with relevant examples.
(D2)
Year 13 Issue Date: 07/10/2015
Submission Date: 23/10/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) = 6/11/15
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
Guidance
Motivating employees and encouraging involvement can both increase the amount of work that employees are doing, as well as its quality. We will now look at how a business can make sure this is happening.
Measuring Performance
Whilst motivation is key to getting employees to work as hard as they possibly can, a business can only find out how hard employees are working if they measure their performance.
Performance Indicators
Measuring Performance
Whilst motivation is key to getting employees to work as hard as they possibly can, a business can only find out how hard employees are working if they measure their performance.
Performance Indicators
Businesses have different ways that they measure employee performance, e.g in production its how many products are made, in a supermarket its how many customers are served and products sold. In some industries it is more difficult to measure productivity than others. Sometimes it is qualitative data that it is important rather than quantitative data. How do you measure performance in a hospital, a restaurant, a school, a bank, a charity shop, an estate agent? It is also important to have methods of reviewing performance and to have targets set and appraisals.
Goal Theory
Goal Theory
Goal theory is the practice of setting goals for employees to achieve. The best set of goals are achieved when the employer and employee work together to set goals that they both feel are important. Clear and challenging goals can give employees incentive and motivation to work more productively and achieve the performance that is required. This also helps the organisation meet its overall goal. It is important that the employee wants to achieve the goals and that they see the rewards for doing so.
SMART Targets
SMART Targets
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This is a business tool used to work out how useful a set of objectives actually is.
S pecific
M easurable
A chievable
R ealistic
T ime-constrained
They may be used to give employees set work or levels of sales to achieve. Measurement and review dates need to be included in the planning of SMART targets so that progress can be monitored and checked at the end.
Benchmarking
S pecific
M easurable
A chievable
R ealistic
T ime-constrained
They may be used to give employees set work or levels of sales to achieve. Measurement and review dates need to be included in the planning of SMART targets so that progress can be monitored and checked at the end.
Benchmarking
One way for an organisation to measure how well it is performing is to measure itself against others. This can be done with benchmarking. This means that an organisation tries to meet or better the performance level of another organisation. Sometimes a benchmark standard is set by the best organisation in industry, or by the government.
Managing Peformance
This involves monitoring the targets and goals employees have been given to see how they are progressing and what the final result is.
Probation
A time at the beginning of employment to see if the employee is suitable for the job and to decide if it is right for them. Can vary between one week and one year depending on the nature of the job. Why do you think this is?
AppraisalAppraisals regularly record an assessment of an employee's performance, potential and development needs. The appraisal is an opportunity to take an overall view of work content, loads and volume, to look back on what has been achieved during the reporting period and agree objectives for the next.
Supporting Employees
Mentoring - A mentor is usually someone on the workplace who supports and encourages another employee to help them achieve their best performance possible. It is a one-to-one relationship and the mentor tries to pass on their knowledge, experience and skills to the employee.
Monitoring - This is the process of checking that an employee is making progress. It is usually formal (where the manager checks the employee in an obvious way) or informal (where they make more discrete judgments).
Buddying - This is usually where a new employee is supported by a more experienced employee. They are there to give the employee someone other than their line manager to talk to. It helps them feel supported and is a quick way of helping them get used to understanding the organisation.
Occupational Health
Managing Peformance
This involves monitoring the targets and goals employees have been given to see how they are progressing and what the final result is.
Probation
A time at the beginning of employment to see if the employee is suitable for the job and to decide if it is right for them. Can vary between one week and one year depending on the nature of the job. Why do you think this is?
AppraisalAppraisals regularly record an assessment of an employee's performance, potential and development needs. The appraisal is an opportunity to take an overall view of work content, loads and volume, to look back on what has been achieved during the reporting period and agree objectives for the next.
Supporting Employees
Mentoring - A mentor is usually someone on the workplace who supports and encourages another employee to help them achieve their best performance possible. It is a one-to-one relationship and the mentor tries to pass on their knowledge, experience and skills to the employee.
Monitoring - This is the process of checking that an employee is making progress. It is usually formal (where the manager checks the employee in an obvious way) or informal (where they make more discrete judgments).
Buddying - This is usually where a new employee is supported by a more experienced employee. They are there to give the employee someone other than their line manager to talk to. It helps them feel supported and is a quick way of helping them get used to understanding the organisation.
Occupational Health
Making the work environment as healthy and relaxing as possible should be part of any employer's occupational health strategy. Feeling happy and safe at work can make employees feel less stressed and also improve performance.
Managing Workloads
One important way of making sure that employees do not feel under too much pressure at work is to ensure that everyone has a fair share of the workload. This requires careful management to make sure that it is done properly. Flexible working hours and the use of part-time staff can help to even out the workload.
Delegating Authority and Responsibility
Doing this can motivate employees, but it is extremely important to avoid employee errors, which could be costly for the employer in terms of both money and damage to the reputation, and may even result in dismissal for the employee.
Managing Workloads
One important way of making sure that employees do not feel under too much pressure at work is to ensure that everyone has a fair share of the workload. This requires careful management to make sure that it is done properly. Flexible working hours and the use of part-time staff can help to even out the workload.
Delegating Authority and Responsibility
Doing this can motivate employees, but it is extremely important to avoid employee errors, which could be costly for the employer in terms of both money and damage to the reputation, and may even result in dismissal for the employee.
Capacity
Using as much capacity as possible should lead to lower costs for the business, so employees need to ensure that employees are performing well without putting them under so much pressure that they suffer with stress and then become ill.
Competence
Using as much capacity as possible should lead to lower costs for the business, so employees need to ensure that employees are performing well without putting them under so much pressure that they suffer with stress and then become ill.
Competence
If someone is competent in their job, it means that they are fully trained and experienced enough to be able to carry out the tasks associated with it. Having competent staff leads to a more efficient organisation. Competency at work is achieved through experience and training, so employers must be prepared to invest if necessary. (Trollied video) Different organisations will have different sets of competencies they think are essential to do a job. Employees will need to be measured against these through observation, exercises or even tests. (Psychometric testing).
Autonomy
This means giving power and control over decisions to employees. This may involve an employee becoming responsible for monitoring their own performance, rather than managers. This can highly motivate them if they feel their targets and goals are achievable, but could lead to lower goal setting or looking to 'cheat the system'.
Linking Rewards to Performance
Making direct links between rewards and performance requires the monitoring of employee performance in order to ensure that desired outcomes have been achieved. Monitoring outcomes is as important as the setting of targets as giving a reward for performance is only effective if the right outcome is achieved.
Discipline
Without disciplinary procedures, under-performing employees may cause poor performance of the whole organisation as well as resentment amongst other employees who feel they need to work harder to make up for the shortfall.
Employee Development
This helps employees to keep developing and becoming better at their jobs, thus improving their performance. Employee development is extremely varied, as one what might suit one employee won't suit another. If an organisation commits to developing its employees and monitoring their progress it can help them to deliver maximum performance, which benefits the employee and the organisation. Different methods are:
Training
Learning
Job rotation
Accelerated promotion
Personal
Professional
Autonomy
This means giving power and control over decisions to employees. This may involve an employee becoming responsible for monitoring their own performance, rather than managers. This can highly motivate them if they feel their targets and goals are achievable, but could lead to lower goal setting or looking to 'cheat the system'.
Linking Rewards to Performance
Making direct links between rewards and performance requires the monitoring of employee performance in order to ensure that desired outcomes have been achieved. Monitoring outcomes is as important as the setting of targets as giving a reward for performance is only effective if the right outcome is achieved.
Discipline
Without disciplinary procedures, under-performing employees may cause poor performance of the whole organisation as well as resentment amongst other employees who feel they need to work harder to make up for the shortfall.
Employee Development
This helps employees to keep developing and becoming better at their jobs, thus improving their performance. Employee development is extremely varied, as one what might suit one employee won't suit another. If an organisation commits to developing its employees and monitoring their progress it can help them to deliver maximum performance, which benefits the employee and the organisation. Different methods are:
Training
Learning
Job rotation
Accelerated promotion
Personal
Professional
BTEC Business, Level 3 Diploma
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Assignment 1: "Researching Career Information" (P1, P2, P3, P4, M1, D1)
Scenario
STEPS = Steps To Explore Prepare Succeed
The STEPS Career Development Plan provides an action plan for you to follow to help you acquire knowledge about yourself, career paths, and academic and career opportunities. Career decision-making is a process, and while activities are suggested over your 2 years as an SIS student, you can also set your own pace in pursuing career development and use the timeline accordingly. If you get started ASAP, work with a career coach, and take advantage of the SIS career's team and resources, you will be better prepared to make informed and meaningful career decisions.
The STEPS that we will take are ASSESSMENT > EXPLORATION > PREPARATION > IMPLEMENTATION > DECISION MAKING
1. Firstly, identify what career you would like in the future, we may also refer to your Morrisby tests on this.
Secondly, you must gather information on your chosen career from a variety of sources and create an e-scrapbook.
The information you should try and find out is:
• Qualifications needed to follow this career
• Experience needed to follow this career
• Professional training you must have done to follow this career (regularly, one-off)
• The annual salary in a career such as this
• What further training you would need to do once you had the job
The information must come from at least 3 different sources. Examples of sources are:
• Connexions
• Learning Skills Council
• Job Centres
• Careers Service
• Career fairs
• Websites
• Work experience
• Newspapers
To achieve P1 you will need to demonstrate that you have accessed a sufficient range of information to allow you to make an informed decision on your career choices. The information you provide should be sufficiently detailed and more than just a list.
Remember to reference your sources, also this video may help you to structure your work (P1)
2. Complete a career plan identifying targets and development needs. Use the website links within the document for support at every step. This career plan should be a working document, and may be subject to change as you carry out research into your original choices. It is important that you understand that the short term is two years and the medium term is five years. (P2)
3. Create S.M.A.R.T. targets for your career plan (P4). At the bottom of the career plan template is a link to the SMART template, complete this then fill in the 'goal summary' on the final page. Progress towards targets should be recorded with a folder containing all the appropriate research documentation, a CV and any other appropriate
information or documentation.
4. Carry out a skills audit (P3). This will help you to understand the importance of identifying skills gaps. This will involve looking at a wide range of skills that you may have developed through a variety of ways. It will also require you to look at other sources and a wider range of relevant vocational and employment-related skills. These may be practical, interpersonal or technical skills developed in part-time employment or through voluntary activities.
5. Show how your skills audit and career plan development match up. You need to ensure you assess how your career plans link up with your research and addresses any skills gaps identified in the skills audit. You will need to demonstrate that you have researched and assessed the viability of achieving your development needs. Your projections must be realistic and you will need to show that these options are achievable within the medium-term framework of the career plan M1.
6. Evaluate and reflect on how far you have travelled in achieving your objectives stated in your career plan. Identify any changes you have already made. (D1)
1) What changes have you made to your original career plan?
2) What progress have you made in achieving your targets?
3) What difficulties did you encounter? How did you overcome these?
Also, you should evaluate the impact that these developments are having on your short-term plan and identify
any impact on the medium-term career plan. You need to reflect on your own skills audit and your research
into continuing professional development you are likely to undertake in the early years of your career.
Year 13 Issue Date: 23/03/2015
Submission Date: 01/05/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
STEPS = Steps To Explore Prepare Succeed
The STEPS Career Development Plan provides an action plan for you to follow to help you acquire knowledge about yourself, career paths, and academic and career opportunities. Career decision-making is a process, and while activities are suggested over your 2 years as an SIS student, you can also set your own pace in pursuing career development and use the timeline accordingly. If you get started ASAP, work with a career coach, and take advantage of the SIS career's team and resources, you will be better prepared to make informed and meaningful career decisions.
The STEPS that we will take are ASSESSMENT > EXPLORATION > PREPARATION > IMPLEMENTATION > DECISION MAKING
1. Firstly, identify what career you would like in the future, we may also refer to your Morrisby tests on this.
Secondly, you must gather information on your chosen career from a variety of sources and create an e-scrapbook.
The information you should try and find out is:
• Qualifications needed to follow this career
• Experience needed to follow this career
• Professional training you must have done to follow this career (regularly, one-off)
• The annual salary in a career such as this
• What further training you would need to do once you had the job
The information must come from at least 3 different sources. Examples of sources are:
• Connexions
• Learning Skills Council
• Job Centres
• Careers Service
• Career fairs
• Websites
• Work experience
• Newspapers
To achieve P1 you will need to demonstrate that you have accessed a sufficient range of information to allow you to make an informed decision on your career choices. The information you provide should be sufficiently detailed and more than just a list.
Remember to reference your sources, also this video may help you to structure your work (P1)
2. Complete a career plan identifying targets and development needs. Use the website links within the document for support at every step. This career plan should be a working document, and may be subject to change as you carry out research into your original choices. It is important that you understand that the short term is two years and the medium term is five years. (P2)
3. Create S.M.A.R.T. targets for your career plan (P4). At the bottom of the career plan template is a link to the SMART template, complete this then fill in the 'goal summary' on the final page. Progress towards targets should be recorded with a folder containing all the appropriate research documentation, a CV and any other appropriate
information or documentation.
4. Carry out a skills audit (P3). This will help you to understand the importance of identifying skills gaps. This will involve looking at a wide range of skills that you may have developed through a variety of ways. It will also require you to look at other sources and a wider range of relevant vocational and employment-related skills. These may be practical, interpersonal or technical skills developed in part-time employment or through voluntary activities.
5. Show how your skills audit and career plan development match up. You need to ensure you assess how your career plans link up with your research and addresses any skills gaps identified in the skills audit. You will need to demonstrate that you have researched and assessed the viability of achieving your development needs. Your projections must be realistic and you will need to show that these options are achievable within the medium-term framework of the career plan M1.
6. Evaluate and reflect on how far you have travelled in achieving your objectives stated in your career plan. Identify any changes you have already made. (D1)
1) What changes have you made to your original career plan?
2) What progress have you made in achieving your targets?
3) What difficulties did you encounter? How did you overcome these?
Also, you should evaluate the impact that these developments are having on your short-term plan and identify
any impact on the medium-term career plan. You need to reflect on your own skills audit and your research
into continuing professional development you are likely to undertake in the early years of your career.
Year 13 Issue Date: 23/03/2015
Submission Date: 01/05/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
Assignment 2: "Creating a Career Plan" (P5, M2, M3, D2)
1. Complete the transferable skills audit and development plan. This should demonstrate transferable business skills at the appropriate level. The development of most skills may be measurable
through your Advanced Diploma subjects. Other skills may only be measurable through observation
and may require a range of evidence. For example, tutor observation sheets or work experience feedback.
You may require these documents for observations and witness statements (P5)
2. Draw up a detailed action plan of how you intend to monitor and audit your progress against your SMART targets. You will need to demonstrate that you are managing progress towards meeting your targets effectively. This will involve time management skills. Targets may be self-generated or set in conjunction with a tutor or supervisor. You should maintain an ongoing record which reflects your progress accurately. This may be a diary or a log and should record any adjustments made to the targets (M2)
3. Draw up an action plan on how you are going to meet your transferable skills needs (those you rated competency as low (4/5). Evidence of progress should be recorded in the portfolio. (M3)
4. Evaluate and reflect on your plans to develop your transferable skills - how well are you progressing with these and at what level are you now working at? What do you need to now work on in the short to medium term? How will this help with your overall career plan? You should provide evidence of achievement or work in progress and if appropriate evaluate the impact that lack of progress will have on short- and medium-term plans. (D2)
Year 13 Issue Date: 04/05/2015
Submission Date: 29/05/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
Assignment 3: "CPD" (P6)
In this final piece of work you will be expected to understand the nature and purpose of continuing professional development.
You should understand that, in all occupations, professional updating and training are the norm and promotional
prospects can be linked to training and development. This should be linked to the information that you have
researched and selected to support you career plan. It will highlight the professional development and training
that you will need to undertake to reach your short and medium-term career goals. Discuss the methods of professional development and training you may require in the future. (P6)
Year 13 Issue Date: 26/10/2015
Submisson Date: 10/11/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
** NOTE ** Those of you on the new assessment rules, your assignment brief is slightly different to this one, A copy of this can be found here. We have had to make amendments to help with the new assessment decisions and the 10-day feedback rule.
You should understand that, in all occupations, professional updating and training are the norm and promotional
prospects can be linked to training and development. This should be linked to the information that you have
researched and selected to support you career plan. It will highlight the professional development and training
that you will need to undertake to reach your short and medium-term career goals. Discuss the methods of professional development and training you may require in the future. (P6)
Year 13 Issue Date: 26/10/2015
Submisson Date: 10/11/2015
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
YEAR 12 ISSUE DATE:
SUBMISSION DEADLINE:
RESUBMISSION & RETAKE DATE: + 10 Days (after date of marking) =
** NOTE ** Those of you on the new assessment rules, your assignment brief is slightly different to this one, A copy of this can be found here. We have had to make amendments to help with the new assessment decisions and the 10-day feedback rule.