You have just landed your first graduate role working in a call centre undertaking some

resourcing for the business. The call centre is constantly busy, but you are expected to get
the staff in and interested in the role. Discuss how you would effectively, efficiently,
lawfully and professionally conduct yourself in such an environment. What short/term
planning would you undertake and how would you go about it?

ABSTRACT
The purpose of this report is a succinct analysis of specific reflections and actions an HR
professional may undertake for an effective, efficient, lawful and professional approach
within a business environment. The focus shall be on recruitment, selection and induction
processes. The respect of employment legislation shall be considered and the requirements
for a professional and ethical conduct in workplace will be highlighted throughout the report,
along with some correlated points, such as multicultural challenges and organisational culture
constraints.
An ideal approach and a set of actions shall be tailored for each of the three policies based on
the findings and results of analysis with HR and team leaders involved in the study. The
framework I attempted to draw-up for the most effective, efficient, professional approach to
be adopted in a call centre environment was based on the assumption that there is no
universal model or framework irrespective of the particular conditions in an organisation.
Based on the findings, the present report aims to identify the best way of approaching and
acting effectively, efficiently, lawfully and professionally in a call centre environment and
propose a short term planning for a successful intervention.
Academic research, professional reports provide a wealth of good practices that proved their
efficacy in certain contexts and that undoubtedly may be applied in various environments.
However, I shall attempt to argue that not any good practice may be transferrable,
implemented and successful in any context. Before any action be taken, full consideration
should be given to particular context, formal and informal practices, challenges, sensitive
issues.
Approach:
In the attempt to design a short/term planning for an effective, efficient, and professional,
lawfully conduct in a call centre environment as a HR professional in his first role, the
approach undertaken shall comprise several stages, as following:
The first stage consist of becoming acknowledgeable about the current HR policies, practices,
and main challenges. A first action shall aim to gather information/data about HRM in place,
the key actors in the decision-making process, the business goals, and company culture in
order to get a realistic and deep insight about the organisation.
The second stage shall be dedicated to analysing data collected, involving relevant actors in
debates for drawing up the main HR strategic dimensions and intervention actions.
The third stage shall focus on designing a short/medium term action plan for each of the three
pillars (Recruitment, Selection, and Induction).
A quantitative and qualitative methods of research shall be used for this report.
The quantitative approach - via questionnaire, based on critical analysis of some significant
factors related to recruitment, selection and induction process. Group discussions, individual
interviews with HR manager, 2 team leaders and 3 employees follow the questionnaire.
The qualitative research aims to explore relevant theories for diving deeper into the main
explanatory paradigms. The analysis focused on a theoretical and technical approach,
combining relevant research studies with recent approaches from HR professionals.
All findings shall be analysed and main conclusions shared for further reflection and action
plans.
Introduction
Strategic Selection, Recruitment and Induction (S/R/I)
R/S/I are three important pillars of HR architecture in any organisation. The recruitment and
hiring process are not independent acts. On the contrary, they are preceded by competency
modelling, followed by induction process, closely connected with engagement, career
development, training, retention etc. Everything is interconnected and has a big impact on the
success or failure of various pillars of HRM architectonic system.
Many companies choose to externalize HR functions, especially R/S because of the significant
cost to the organisation.
Linking HR strategy to the company objectives translates in its capacity to perform in a
measurable and accountable way for the business to reach its objectives. (Jack J. Phillips,. 1999,
p. 10)
The importance of the HR strategic dimension can hardly be ignored or denied even if there
are still nowadays many organisations that neglect the weight of HR pillars limiting them to
administrative functions.
There is a long debate about the casual relationship between SHRM practices and
organizational effectiveness. Despite a huge amount of literature showing the correlation
between the strategic HR and competitive advantage, there are some studies that show the
limits of a direct effectiveness. The main assumption is that elements such as technology,
natural resources, employment system, even core values can be imitate and it does not generate
by itself competitive advantage (Pfeffer & Sutton, 2000, p.4). Thus the best practices may not
be likely to be sources of competitive advantage.
Best practices is a concept that arouse substantial interest lately. The concept is related to a set
of standards, procedures, behaviours, values, actions, etc. that have proven their efficacy,
efficiency, professionalism, performance in a particular context and, presumably can be
disseminated, replicated and transferred in various contexts with the aim of improving specific
issues within a system. A good practice is defined as a successful experience, which has been
tested repeatedly and validated in specific contexts and is proposed as an adaptable and
potentially successful model to various environments (FAO, Good practices Template, 2016).
There are many approaches about what should be a strategic HR management and I shall focus
on some aspects in line with the needs of my argumentation and how the strategic dimension
should reflect in recruitment, selection, and induction.
I shall retain the definition of R. Shuler (Randall S. Schuler, Susan E. Jackson, 2005, p. 6) who
relates the strategic HRM to integration and adaptation. I shall argue that organisational culture,
the values reflected in best practices are organically integrated to a particular environment
which can not be easily transferrable or functional in other settings.
There is a considerable amount of theories and success stories in HR literature and many
research is still carried out for examining, explaining or investigating the recipe for the best
practices in recruitment, selection, retention etc. Despite all findings, there is still a big debate
among researchers and practitioners alike.
One of the main challenges nowadays in HR are the topics related to ensuring accountability
and building through HR system a productive and effective organisation. A remarkable detailed
analysis of the accountability in HRM is the book of Jack J. Phillips,
Accountability_in_Human_Resource_Management, 1999 which constitutes a rich source of
information and knowledge and constituted a reference for the present report.
Based on research findings, the main challenges of a strategic approach in HR concern the
integration of HR into the strategic planning and operational framework of the organisation;
the building of strong relationships with key managers; the improvement of techniques and
processes in order to measure the effectiveness, the return on the investment in HR programs.
(Jack J. Phillips, 1999, p. 42).
A big challenge young people usually face when starting their professional life with
organisations relates to a significant discrepancy between their academic research and
theoretical models and the prosaic reality.
The gap between academic research and practitioners raise frequently and the causes are
multiples. Some of them worthy to be mentioned may be: HR practitioners lack awareness of
research findings; professionals are actually aware of research findings, but fail to implement
the findings as they can not integrate the theories into practice and doubt about the applicability
of academic research (a doing gap rather than a knowing gap) - (Pfeffer and Sutton 2000, p.
20-25 ).
Despite all the modern and sophisticated theories, there are HR managers whose views and
practices are so old fashioned and, on the other side theoreticians devoid of any personal
experience with day-to -day realities within organisations.
In line with the requirements of the present assignment, as a professional at the beginning of
career, landed the first graduate role working in a call centre undertaking some resourcing for
the business, the analysis shall be based on relevant theoretical models combined with first-
hand experience gained performing the role with that particular organisation.
Effectiveness and Efficiency of HRM. HR practices in Radio Systems Corporation.
Petsafe Europe

I have chosen Radio Systems Corporation (RSC) Petsafe Eurrope the company I am working
for, as it may be a good example of medium-sized call centre in process of experiencing and
developing an integrated HR system. The company will serve as object for analysis of present
report.

RSC is an American company specialised in containment, training, and lifestyle products for
pets. The headquarters are in Knoxville and the European office is based in Dundalk, Ireland.
The office is composed of a call centre covering all European countries (Customer care) and
five departments - Order management, Logistics, Marketing, Sales, Human Resources.

The office in Ireland is very multicultural, composed of more than 15 different nationalities,
very different from the monocultural working environment from USA. The internationalisation
of the company in the last years challenged the internal culture as well. The main challenge is
to find the right balance between maintaining unaltered the core values and embracing a global
culture. So as to manage the cultural differences, a new HR pillar has been met in placed- Cross
cultural communication.

During the first years of operating on European markets, the company tried to preserve the
American way of operating, but after facing the multicultural challenges of the new office, the
leaders started to reflect upon the limits of a headquarters-centric mindset. The old approaches
of “cultural transfer”, cultural dissemination” showed their limits and inadequacy in real
contexts. Managers initiated a Cultural Audit whose aims is to become aware, sensitive, fully
engaged and ready to respond effectively to the challenges of a multicultural environment.

Leaders focused on building up a strong and coherent multicultural awareness at all levels and
incorporating local cultures into the organisational culture. Changes in communication, team
working, interaction practices, languages spoken on the floor started to be on the agenda.

Major changes have been done in recruitment/selection and induction processes as well. Some
of them regard: reviewing the job titles; the very informal approaching and communicating
style was reassessed due; the team working structures were reviewed in order to meet diversity,
and avoid any kind of direct or indirect discrimination ; the recruitment and selection
procedures were analysed under the lens of a multicultural context paying particular attention
to inclusion; selection of assessment tests based more on competencies assessment than
personality or attitudes; conflict management– analysis under a more relativist perspective than
universalist one; review of recognition; harassment policies and all its manifestations in
workplace were reviewed in order to clarify its expressions in a multicultural context; job
analysis – more emphasis on competencies assessment rather than person specification than
may be more likely to cause discrimination, judgement error.

Recruitment – state of fact and challenges

Call centres are a growing part of the service industry all over the world and many call centres
agent jobs have been created in this sector in the last decades (DBK, 2007). There is a huge
amount of research, academic literature about call centre, their critical problems, and
challenges, positive and negative aspects. My focus will be on effectiveness of services, people,
processes, systems. (Ann Evenson Patrick T. Harker Frances X. Frei, 1999).

Petsafe Call centre operates in-bound calls and is dedicated to customer care. Based on the
profile of the service provided to customers and on the main values promoted by Petsafe THE
WILL: Try, Honesty, Environment, Win-Win-Win, Improvement, Listen, Last), most of the
policies and metrics are build up in conformity with these values and a customer centric
approach ((Love Thy customer).

The internal culture of the organisation depends a lot on its strategy. The focus of this call
centre is not on costs but on long term quality service and customer satisfaction which makes
of the working environment a different reality from the classical image of a call centre

Several global metrics of the call centre are taken into account when drawing up the most
important HR axes and they are reflected in policies and practices.

For instance, accuracy of call forecasting - when drawing up the job analysis in order to make
sure the company has enough staff and meet the service level. The yearly budget for recruitment
is set up based on a predictive analysis of calls from managers from different markets.

The accountability profile is based also on several service and efficiency benchmarks such as
capacity of delivering an outstanding customer experience, of meeting first call resolution rate,
of assuring quality of service provided, of adhering to procedures.

Recruitment and selection are two key functions of HRM critical to support organisational
strategy. They should be preceded by a job analysis and followed by a structured induction
process in order to prepare the preconditions for a good integration of the new employee into
the organisation and a quick performance. A successful induction shall assure a good basis for
a future engagement of the employee and its retention in the company.

Strategic recruitment/selection occurs when they do not happen only to seek to attract and fill
specific positions that happen to become vacant or newly created but when practice is aligned
with the business strategy and integrated into organisation. The issue of integration concerns
also the involvement of line managers into the recruitment/selection process and not only the
exclusive responsibility of HR personnel (Randall S. Schuler, Susan E. Jackson, 2005, p. 10-
40).

The main points analysed and measured in the first stage of this pre-analysis are the following:
whether and how recruitment/selection is closely linked with the corporate strategy; whether
recruitment/selection needs are based on a preliminary job analysis; whether an induction plan
is available to support the recruitment/ selection; whether HR and line managers are jointly
involved in the recruitment/selection and at what stages; whether and how the cultural fit
assessment is processed?

Tracking Recruiting Effectiveness – Analysis and Review of the main Recruitment

Metrics and Practices in Petsafe Europe
In regards to recruitment effectiveness measurement, the main metrics analysed internally are:
The application completion rate - measures the success of your job application platform and
process. It is based on the number of candidate interactions with the job applicant process and
platform. It has to be improved, and budget was allocated for this purpose.

Candidates per hire – measured by the number of candidates interviewed before a position is
filled. Depending on position, the number varies from 5 - 20.

Cost per hire – (recruiter fees, advertisements calculated total internal plus external costs/ total
of hires). This metric is important as can be used as a benchmark for calculating budgets/plan.
The costs are quite high for multilingual positions filled through agencies (up to 25% of annual
salary).

Employee referrals - Research shows getting a referral is a cheaper and faster way to hire,
generally produces a better hire, and lowers the turnover rate at company. The company has
implemented an Employee referral program to entice employees to refer people in their
network. There are some disadvantages though such as hiring a specific psychological profile
on cost of diversity, it can lead to cliques forming, and narrowing the channels of sourcing.
Fill rate - metrics that measures the opportunity of recruiting internally or using external
agencies.

Quality of hire – the value employees bring to the company in terms of retention, cultural fit,
management abilities, productivity
Satisfaction rate - refers to the hiring manager’s satisfaction of candidates interviewed. It can
also include the satisfaction of the candidate’s interview experience. The last one is on the
agenda.
Sourcing channel effectiveness - measures how much each of your sourcing channels (e.g., job
boards, recruitment ads, sourcing tools, professional social networks, etc.) are contributing to
th pool of potential candidates. This data helps inform the decision to invest less in poor
producing channels that may be wasting time and money.

Recruitment methods. The most frequent recruiting methods used by the company are:
employee referrals (70%); online recruiting via third-party Web sites, such as Indeed,
Monster.com, etc. (60%); employment agencies (45%); ads in local newspaper (10%); job fairs
(5%).

Costs of recruitment methods : Considering the costs involved in recruiting — and the amount
of time that may be wasted in screening/assessing candidates —each method is evaluated on
basis of its effectiveness (time, money, effort, human resources) .
The most expensive costs for the company is to hire through recruitment agencies and it
remains last options. The challenge for the company is to become more visible on the internal
market as an Employer of choice and a Great Place to work and better promote the brand in
order to attract valuable talent.

Selection process - state of fact and challenges

The main pre-screening tools are resume, phone interview. The are followed by two or even
three interviews with HR and team leaders.

Hiring challenges – like the majority of call centres, the main challenge concerns to attract
qualified multilingual candidates willing to join a position in customer care. Generally, call
centres have a poor reputation, with jobs correlated with routine, low paid, low skills – a first
survival option (Agnieszka Kisiel, 2013, p.21-40).

The main difficulty for the company is to attract and keep multilingual candidates. Those
candidates are generally overqualified, holding master degrees and apply for a position in a call
centre as a first steps of entering the foreign job market. Petsafe has very few growing
opportunities within the company which is a demotivating factor.

Internally a Program Expression of Interest was implemented with the aim of engaging
employees in developing lateral skills. The program is intended to last 6-12 months, leading in
some cases to internal promotion, but nothing is guaranteed. The results are positive in the
short/medium term keeping employees motivated for a while.

The challenge is to extend the internal opportunities, more positions with less boundaries, more
autonomy and empowerment for keeping motivated valuable candidates and avoiding costs
with recruitment and training.

The main attractive benefits of the company are: offering permanent contracts from the very
beginning; salaries at least 20% higher than the main competitors in the city.

Design and implement best practices to recruitment/ selection

The recruitment and hiring process are not independent acts. On the contrary, they are preceded
and followed by job analysis, induction, training, engagement, retention. Everything is
correlated and has a big impact on the success of others.

Job advertising – in order to attract a significant number of applications, the advertisement is

made through many channels, recruitment agencies included; the benefits and the profile of the
company is emphasised together with the benefits and the reward as a Great Placed to Work in
Ireland and third place Bets Workplaces in Europe 2018.
The main challenges the HR department retained for analysis concern:

o Treating the recruitment process as a core competency and introduce new technologies and
tools in recruitment; creating an internal platform;
o Diversify the sources of recruitment and create a pool of applicants using a variety of
channels;
o Develop internal opportunities for keeping employees with unique skills and avoiding the
costs with recruitment;
o Increase opportunities to develop a career with the company;
o Training the supervisors to become leaders as they are the most critical part of success
especially in a call centre where the work is quite repetitive and the positions are filled with
over qualified employees. Their role is significant and they should be aware of the impact
of their decisions, work ethic and behaviours on the business results;
o Develop complex HR practices designed to improve organisational effectiveness
conciliating quantitative and qualitative demands of the call centre (Filipa Catanheira and
María José Chambel, 2012, p. 1-11)

Strategic approaches in selection

The following criteria were analysed in order to assess strategic practices of the selection
process:

o how selection is linked with business strategy;

o how job analysis is correlated with the selection process;
o the collaboration between HR and team leaders in selection process and to which extend;
o the coherence and consistence of selecting criteria.

Selection criteria
The main selection criteria currently used are: languages; experience related to the job; ability
to work in team; multicultural sensitiveness; right fit with company’s values; right attitude.
The qualifications are not a selection criteria for positions in customer care. For most of the
multilingual positions, candidates are overqualified and this is a major problem the company
face.

The selection process is made up usually of 3 stages: screening of applications; the preselection
interviews (phone, skype), the interviews with HR and team leader. Shortlisted candidates shall
complete some assessment tests (languages, brief assignments meant to assess specific
competencies according to job requirements). Usually no more than 3-4 candidates are retained
for the final stage of the interview where a member of the team would participate and give
feedback as well.
Referee reports/Garda vetting
At the end of the selection process, before concluding the process, references are asked and
checked. An official employment offer is made afterwards.
Once the position is filled, unsuccessful candidates are informed and asked permission to be
retained for future opportunities.

A best practice suggested to be implemented regards the post interview – based on the feedback
from unsuccessful candidates regarding their experience during the recruitment and selection
process.
Critical issues in selection process
Based on the results of questionnaires and debates, the critical issues retained for selection
process concern cross - personality traits, assessment tests, organisational fit.

I shall expose briefly the main arguments taken into consideration based on some relevant
research studies. A particular attention was given to theories relating to assessment bias,
equivalence and challenges in cross-cultural contexts.
Personality traits
Person specification constitutes one controversial aspect among the selection criteria by reason
of the high degree of subjectivity that may involve and of lack of objective criteria to measure
them. In reassessing effectiveness and efficiency of selection practices, an analysis was
undertaken into the appropriateness, usefulness and objectiveness of personality testing. The
reliability and validity of personality tests as a means of selection were reviewed and open to
debate. A significant attention is being given to the accuracy of assessment criteria so as any
kind of bias, prejudice or slightest discrimination be prevented to happen at any stage of the
selection process. (A Hughes, 2005, p.11-21).
Personality tests or any form of question relating to personality assessment are quite
controversial and suggestions have been done to be removed them from selection criteria

Due to the difficulty of assessing, measuring and making righteous decisions in regards to
personality factors such as sociability, energy, friendliness, amiability etc. such aspects are
subject to interrogations. On the other hand, the opponents (team leaders) argue that an
excellent customer service experience can not be provided by employees lacking those
attributes.
The thorny issue is to conciliate the ideal profile with the selection criteria so as to avoid any
kind of discrimination based on favourite personality profiles. The new model is intended to
be based exclusively on a competency assessment approach, to promote and encourage
individual differences.
Psychometric test falls in three main types – ability, aptitude and personality testing (A Hughes,
2005, p.11-21)Personality testing is a complex topic and I shall mention exclusively certain
points related to the object of my argumentation.
Very succinctly, the personality testing aims to assess the appropriateness of an individual’s
personality to a specific work environment or role. The Myers Briggs Type Indicator (MBTI),
The “OPQ” Occupational Personality Questionnaire, The Big Five are among the most well-
known and used by HR professionals. The personality tests aim to assess several dimensions
of personality, typical behaviours concerned with people, thinking, working style, and
communication or emotions control.
Recruiters and HR practitioners are using certain psychologic models as tools to identify the
personality type, to predict behaviours, to assess compatibility to environment role. The results
provide information on people`s preferred behaviours, thinking or feeling patterns and may
support HR professional in their decision making. The assumption is that a certain personality
type may be a better fit for the organisational company or the role that another and may perform
at expected standards.
When it comes to choosing or evaluating a test, the two most important areas of consideration
are the reliability and validity. Saville defines test reliability as “concerned with its precision
of measurement. Reliability involves the errors of measurement within the test and its
administration and scoring” (Saville 1999). The higher the reliability of a test the higher is
consistency was when given to the same group of individuals.
The validity refers to how appropriate the test is in relation to what it is we are trying to
measure. Saville defines test validity, as “A test, interview or any other assessment procedure
is valid to the extent that it is relevant to and predicts job and / or training performance” A test
may be reliable but not valid. According to (Saville 1999) the validity or the appropriateness
of a test may be examined in the following ways: Face Validity - whether a test looks relevant
for a particular job; Content Validity - how it relates to the content of the role. A job analysis
should be drawn up and related to the content of the test; Empirical Validity - This may be
measured through Concurrent or Predicative Validity.
Ethics of Selection Assessment Tests in a Multicultural Environment
As psychometric testing becomes increasingly popular amongst organisations the question of
ethics surrounding testing is often a controversial topic (Toplis, Dulewicz, Fletcher 2005, p.
50-70). In Ireland and the UK the Chartered Institute of Personnel Development (CIPD) and
the British Society of Psychological Society (BPS) are well-reputed professional bodies
Some countries have developed legislation in the area of discrimination in testing. The main
laws governing Psychometric testing in Ireland are the Data Protection Act 1988, 2003 and the
Equality Act 2004.
Due to the controversy that may arise, to the costs involved for having the tests processed by
accredited professionals, to the absence of certified internal specialists, the company is in
process of reviewing any question/test related to personality so as to ensure fair practices,
equity and non-discrimination.
Assessment tests
Internally, the HR department aims to formalise the assessment tests based on requirements of
a multicultural setting. Currently the most common tests are focused on testing languages
skills, specific competencies through structured and semi-structured interviews. In regards to
languages tests, the main issue regards the evaluation and selection of candidates based on their
linguistic competencies in writing, speaking and verbal reasoning. A particular attention is
given to the problem of accent of non-native speakers so as no kind of discrimination be made
while making sure that it does not influence the quality of the service provided.
The native/non-native accent is a critical point as discrimination, stereotypes prejudice may
arise in many respects in the workplace. HR manager together with team leaders collaborated
for reaching consensus and set up a new approach within the company. Many research studies
(Munro &Derwing, 1995; Jenkins, 1998; Lippi-Green, 1997); Wu and Ke (2009) analyse the
challenges of cultural differences, its forms of expression and related challenges,
As result of reflections, intelligibility and comprehensibility constitute currently the main
assessment criteria to be taken into consideration during the selection process in regards to
spoken language assessment.
Cultural Fit
The internalisation of companies, the immigration, and European mobility have had an impact
on recruitment/ selection requirements as well. The capacity of adaptation to a multicultural
working place, of communicating in a diverse team, of embracing company`s values are
sometimes more important than certifications or experience. The cultural fit is a crucial
component of individual and organisational success. (Recruiting for culture fit, 2004-2005).
Cultural fit may be seen as a controversial topic. (Bruce Watt, 2012). The challenge of the
company is to find the right method to assess it
For consistency, the model developed for assessing the cultural fit is based on describing values
in behavioural terms and using behavioural-based question to assess compatibility with the
company’s values.
Assessors are advised to keep in mind that when judging abstract broad values as a guiding
principle, the conceptions of the values could be idiosyncratic and very different among
members of different cultures juts as they are among individuals within the same culture
(Kahneman & Miller, 1986). The findings of an interesting analysis about cross-cultural values
and cultural differences have been taken into consideration as basis of reflections on the
validity of comparing values across cultures (K. Peng; R.E. Nisbett, Y. C. Wong., 1997).
Induction process
Despite the critical importance of induction, this stage seems to be neglected or done
superficially in many companies. More and more studies highlight the strategic role of
induction and the direct impact on retention, motivation and engagement of new employees.
An improper induction leads to confusion, disengagement and leaving. As an illustration,
Gregg and Wadsworth (1999, cited in Derek Torrington et al., 2008, p. 165) indicate that
around 17 percent had left within three months and 42 percent within 12 months due to the
induction failure.
I shall consider the induction stage at the core of HR processes as failure at this stage incur
considerable costs and indicate a critical absence of managerial competences.
The induction process within Petsafe is in continuous process of improvement. Currently the
induction is divided in two parts: a first session conducted by HR (corporate culture, ethics,
compensation/ benefits, health and safety) and a second session conducted by Team leaders
and mentors dedicated to job responsibilities (training on products, service level requirements,
internal procedures, technologies etc). The induction process is intended to last up to 2-3
months, depending on position and individuals. It is followed by a final assessment which
results in retention or dismissal.
The main axes that should be improved in induction process concern the length (usually the
process is shorter due to the pressure of calls); the training is not very well organised and
depends on availability of trainers; feedback is not always provided on a constant basis; a
degree of disorganisation and improvisation.
A best practice suggested to be implemented concern the post –induction feedback – based on
the feedback from successful and unsuccessful candidates regarding their experience during
the induction process.
Legislation
Throughout the process of reviewing and improving the procedures in Recruitment/selection
and Induction a particular attention is being given to the respect of regulations and Employment
legislation. The policies are constantly reviewed and checked in order to ensure the respect of
main Employment legislative acts:
Terms of Employment (Information) Acts 1994–2014
General Data Protection Regulation (GDPR) 2018:
National Minimum Wage Act 2000
Payment of Wages Act 1991:
Minimum Notice and Terms of Employment Acts 1973–2005:
Organisation of Working Time Act 1997
Organisation of Working Time (Records) (Prescribed Form and Exemptions) Regulations
2001
Maternity Protection (Amendment) Act 2004
Paternity Leave and Benefit Act 2016
Adoptive Leave Act 2005
Parental Leave (Amendment) Act 2006
Carer's Leave Act 2001
Safety, Health and Welfare at Work Act 2005
Employment Equality Acts 1998–2015
Equality (Miscellaneous Provisions) Act 2015:
Protection of Employees (Fixed Term Work) Act 2003
Protection of Employment (Temporary Agency Work) Act 2012
Protected Disclosures Act 2014
Unfair Dismissals Acts 1977–2015

Conclusion
A successful HR program should prove its effectiveness, efficiently, lawfulness and
professionalism at all stages in the same degree. The stages are so intertwined that a perfect
program in recruitment or selection but failure in induction will result in failure of the whole
action plan. Each stage has to be integrated and coherent with several pillars within the
company, related to the role and in line with informal practices as well. Moreover HR practices
should have the support of team leaders and other key staff and a tight collaboration between
HR and leaders is of paramount importance.

**********

This article is adapted from "On the Rocky Road to Strong Global Culture," by Orly Levy,
Sully Taylor and Nakiye A. Boyacigiller, which appeared in the Summer 2010 issue of MIT
Sloan Management Review. Copyright © Massachusetts Institute of Technology, 2010. All
rights reserved.

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