Unit 14 Working with and Leading People LSST


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

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1.1 Preparing Documentation for selecting and recruiting new staff

Name of the Company:


Job Role:

Area Manager


South Devon

Job Description:

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


£22,000 - £28,000 per annum

Other Benefits:

Company car, Sales rewards, Incentives and Laptop

Personal Specifications:

·Candidates must have efficient leadership skills

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

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

Additional Skills:

·Candidates must have efficient time management skills

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

·Candidates must have analytical skills and knowledge


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

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

1.3 Role Play in the selection process

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

Preparing Recruitment Panel and Shortlisting

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


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


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

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

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

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

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

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

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Task 2

2.1 Explaining the Leadership skills and attributes

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

2.2 Differences between Leadership and Management

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

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

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