| UNIVERSITY OF TECHNICAL EDUCATION |
|BTEC HND IN BUSINESS (MANAGEMENT) |
| |
|ASSIGNMENT COVER SHEET |

|NAME OF STUDENT |Võ Văn Công Nguyên |
|REGISTRATION NO. |B100104 |
|UNIT TITLE |Unit 14: Working with and Leading People |
|ASSIGNMENT TITLE |PV Gas Recruitment, Selection and Build Team |
|ASSIGNMENT NO |1 of 2 |
|NAME OF ASSESSOR |Hà Tuấn Anh |
|SUBMISSION DEADLINE |August 16th, 2011 |

I, _Võ Văn Công Nguyên_ hereby confirm that this assignment is my own work and not copied or plagiarized from any source. I have referenced the sources from which information is obtained by me for this assignment.

________________________________ _________________________

Signature Date

----------------------------------------------------------------------------------------------------------------FOR OFFICIAL USE (Course Administrator)

Assignment Received By: Date:

Unit Outcomes

|Outcome |Evidence for the |Feedback |Assessor’s decision |Internal |
| |criteria | | |Verification |
| |ASSESSOR SIGNATURE DATE / / |
| | |
| |NAME: |
| | (Oral feedback was also provided) |
| | |
| |STUDENT SIGNATURE DATE / / |
| | |
| |NAME : |
| |FOR INTERNAL USE ONLY |
| |VERIFIED YES NO |
| | |
| |DATE : |
| |VERIFIED BY : |
| |NAME : |

COMMON SKILLS & COMPETENCIES ASSESSED (indicated by X)

|A. MANAGING & DEVELOPING SELF | |D. MANAGING TASKS & SOLVING PROBLEMS | |
|1. Managing own roles & responsibilities | |12. Use information sources |X |
|2. Manage own time in achieving objectives |X |13. Deal with a combination of routine & non-routine tasks | |
|3. Undertakes personal and career development | |14. Identify & solve routine & non-routine problems | |
|4. Transfer skills gained to new/changing situations & contexts | | | |
|B. WORKING WITH & RELATING TO OTHERS | |E. APPLYING NUMERACY | |
|5. Treat others beliefs and opinions with respect |X |15. Applying numerical skills and techniques | |
|6. Relate & interact effectively with individuals & groups | | | |
|7. Work effectively as a team member | |F. APPLYING TECHNOLOGY | |
|C. COMMUNICATING | |16. Use a range of technological equipment and systems | |
|8. Receive and respond to a variety of information |X |G. APPLYING DESIGN AND CREATIVITY | |
|9. Present information in a variety of visual forms | |17. Applying a range of skills and techniques to develop a | |
| | |variety of ideas in the creation of new / modified products, | |
| | |services or situations | |
|10. Communicate in writing |X | | |
|11. Participate in oral & no-verbal communication | |18. Use a range of thought processes |X |

Scenario – PetroVietnam Gas Corporation (PV GAS)

PETROVIETNAM, Petrovietnam Oil and Gas Group is a state-owned company. On August 29th 2006, the Prime Minister issued the Decision No. 199/QĐ-TTg accepting that PETROVIETNAM is the Holding Company-Petrovietnam Oil and Gas Group (short name is Petrovietnam Oil and Gas Group) with international transaction name is Petrovietnam, PVN for short. Petrovietnam - a strong economic corporation in Vietnam is known worldwide. The Petrovienam Oil and Gas Group concentrates in actively and synchronously implementing hydrocarbon activities in all economic sectors as well as multi business to be a strong economic group in Vietnam and a leading Petroleum Group in the region.

PetroVietnam Gas Corporation (PV GAS) is an One-member limited liability company, the wholly owned member of Vietnam Oil and Gas Group (PVN), established based on reorganizing PetroVietnam Gas One-member Limited liability company and some subsidiary companies of PVN. PV GAS’ main activities are gathering, transporting, processing, storing, distributing and trading of gas and gas products in Vietnam.

Through nearly 19 years of establishment and development, PV GAS is striving to reach strategic target which is contributing to bringing gas industry to become one of leading industries of the country's economy, step by step penetrating into international market, rising to the 4th of ASEAN, being one of the most well-known trademarks of Asia.

With the young, dynamic, enthusiastic staffs, sticking with the development of PV GAS and PVN, PV GAS has completed and will always excellently complete its tasks of contributing to ensuring energy security and food security which the Government and the PVN entrusted. To deliver these services, PV Gas needs high calibre staff. It employs more than 2,000 trained gas engineers to install and maintain central heating and gas appliances. This case study explores how PV Gas manages the recruitment and selection of new employees and building winning team.

To ensure customer satisfaction, PV Gas engineers must have the technical skills to undertake work to the required standard and the people skills to deliver good customer service. Through its engineer recruitment team, the PV Gas Academy must therefore ensure that the company attracts and retains the best engineers. This involves several complementary tasks. It requires planning to assess the future needs for skilled employees at PV Gas. It requires a recruitment and selection programme to bring new people into the business. It requires a training operation to equip new recruits and existing employees with the right skills.

Importantly, PV Gas must also ensure that it retains its best people. It is much more cost effective to retain trained and highly skilled staff than recruit and train up new people. PV Gas seeks to retain people by offering a mix of financial and non-financial benefits. As well as good pay and a pension scheme, the company provides employees with the opportunity to buy shares and it offers a great place to work and high-class training.

As an expanding business, PV Gas needed to increase its workforce to meet customer demand. At the end of 2002, PV Gas established the PV Gas Academy. The Academy has helped to develop and refocus training facilities to handle the extra training requirement in recruiting an additional 1,000 employees into the engineering workforce.

Training does not simply focus on technical skills and knowledge. Most employees have direct contact with customers, so it is important that they have good people skills. Awareness training is provided for employees across PV Gas. Another programme is improving staff’s cultural awareness, particularly to support the growing international operations at PV Gas.

Workforce planning is the process of assessing a company’s current and future labour needs. The PV Gas Academies must consider not just overall employee numbers but also the skills that will be required within the business. Workforce planning also involves managing any training and recruitment process to ensure the organisation has the right staff in place.

Managers at PV Gas conduct a programme of forecasting to predict how much the Vietnam market for domestic gas engineering services will grow. This helps the company decide how many additional engineers it will need in the future. PV Gas makes detailed forecasts of its demand for engineering personnel for one year in advance and makes more general estimates for a further two years into the future.

Engineers can work all their careers in the field until they retire. Qualified engineers may spend up to 10 years gaining their skills, qualifications and experience. They have valued practical skills that are needed to deal with equipment and customers. However, PV Gas also needs suitable people for promotion to higher roles, such as management jobs. It needs managers to plan, organise and co-ordinate the teams of engineers. It therefore needs to attract and recruit a wide range of people into the organisation.

As part of its workforce planning, PV Gas implements a diversity and inclusion strategy using tailored action plans. This means it actively seeks new recruits from a wide range of backgrounds.

The need to recruit a diverse engineering workforce is seen as critical by PV Gas. It plans recruitment to ensure it has a socially inclusive workforce. This is important as it will enable PV Gas to reflect the diversity of its customer base. For example, it is useful to have employees from different backgrounds to communicate with customers.

Recruiting gas engineers of the right level is important. Candidates for a PV Gas apprenticeship must be at least 17 years old, have a minimum of High School pass or above or equivalent and hold at least a provisional driving licence. However, they need more than academic qualifications, they must be able to show some aptitude for customer service, such as being able to listen to customers and understand their requirements.

At the PV Gas assessment centre the emphasis is very much upon ‘core competencies’ and ‘life skills’. PV Gas engineers needs to show courtesy and politeness, for example. These are personal qualities that have a direct impact upon customer perception. Core competencies involve team working, interpersonal skills (such as dealing with people), motivation and responding to change. These are crucial skills that can affect the way an individual fits in and works within an organisation. Candidates attend the centre for a half-day assessment. This has three elements: An interview is based around questions relating to the completed value based questionnaire. These responses are scored; Then, candidates are required to demonstrate customer service skills in scored roll play situations; Finally, there is a manual dexterity test involving a wiring exercise. Has the candidate got the ability to handle delicate small components?

For those candidates offered a job, PV Gas provides the usual job benefits including a van from the outset and a competitive starting salary. The new recruits then go on to benefit from the comprehensive programme of training through its Academy. This ensures that they are given the best start in their new careers. It also builds employee motivation and commitment to the company. Recruiting and selecting staff is an expensive process. By following a robust selection programme in this way, PV Gas is able to ensure it gets the right people with the right skills. It also means it maximises the benefit from its investment.

The most effective teams maintain a balance by having a healthy variety of types in key roles because each type is good at doing different things. A mix of magicians, warriors, lovers, and sovereigns will get you the best team possible. When one type dominates, friction and conflict can occur: a fall-off of creativity, a lack of flexibility, risk aversion, and paralysis. That's why the most effective leaders know who they are and surround themselves with people who complement their strengths and offset their weaknesses. The warrior needs a magician, a sovereign, and a few lovers. What often happens in organizations is you get a group of warriors, and they don't like the magicians so you don't have any of them on your team.

Clearly, there is beauty in balance. That is the place where individual team members become more sensitive to each other's needs. Too many magicians and your team will be pondering opportunities all the time, but will lack decisive action, even though the thinking will be excellent. Why? Because magicians are more concerned with having it done "right," rather than having it done. They're especially vulnerable to pursuing superior technology at the expense of something that customers would buy. And a group of them in a room will look more like a debating society than a high performance team. Too many lovers and you have another set of problems. These employees value consensus to the detriment of results. They hold far too many meetings. They do too much talking and not enough acting. The lover excessively relies on outside advice and often appears to lack both competitiveness and edge.

The above data has been based on a real life organisation, but details have been changed for assessment purposes and do not reflect the current management practices.

Tasks

You are newly appointed General Manager of the company, approached by Board of Directors to review various skills needed to work with and lead people and also considers the requirements for recruitment, selection and retention as well as building effective team. You are required to compile a report to cover the following areas:

• Identify characteristics of the person(s) requirements and inform potential applicants based on the information given the above scenario (1 a)

• Suggest suitable methods for selection and contribution to the selection process for PV Gas (1 b, c)

• Apply legal, regulatory and ethical considerations to the selection process (1 d)

• Identify the mix of knowledge, skills and experience necessary for a team to fulfil its functions (2 a)

• Analyse dynamics within teams, stimulate and promote a team spirit which helps motivate and provides support to team members and also clarify expectations of relationships (2 b, c)

• Encourage team members to develop roles during their team assignments (2 d)

• Empower teams to develop their own ways of working independently and to rely on their own capabilities within pre-set boundaries (2 e)

GRADING

Pass is achieved by meeting all the requirements defined in the assessment criteria. (Refer page 2 of the assignment brief)

Merit Identify and apply strategies to find appropriate solutions (M1)

Characteristics / Possible Evidence – an effective approach to study on recruitment, selection procedures, team building and researched effectively to arrive appropriate decision for PV Gas.

Select/design and apply appropriate methods/techniques (M2)

Characteristics / Possible Evidence - a range of methods and techniques have been applied to legal, regulatory and ethical consideration on selection process as well as team working are justified.

Distinction Use critical reflection to evaluate own work and justify valid conclusions (D1)

Characteristics / Possible Evidence – Ability to show evaluation has taken place using defined criteria recruitment, selection procedures, team building and arrived valid conclusion.

Take responsibility for managing and organizing activities (D2)

Characteristics / Possible Evidence – Ability to show with evidence the areas of substantial activities of selection processes and team development have been planned, managed and organised with clear explanation of team roles and relationships within boundaries.

Common Skills Grading

To achieve a pass grade a student must, show manage own time in achieving objectives, treat others’ values, beliefs and different opinion expressed, receive and respond to a variety of information as well as able to get ideas across using verbal and non-verbal methods. You also show some evidence of willing to try new approaches related to given scenario.

To achieve a Merit grade a student must, show all deadlines met, all points of view are considered equally, clear and appropriate response to a variety of information, use of different communication methods, as well as good understanding of the relevance of various thought processes in creativity.

To achieve a Distinction grade a student must, show excellent quality of work produced on time, positive attempt made to build mutual understanding, outstanding quality of presentation, imaginative and thoughtful use of oral and non-verbal methods, as well as identify the need for changing thought processes within creative activity.

Presentation

1. The assignment should have a cover page that includes the assignment title, assignment number, course title, module title, Lecturer/tutor name and student’s name. Attach all the pages of assignment brief/cover sheet with your report and leave them blank for official use.

2. Ensure that authenticity declaration has been signed.

3. This is an individual assignment.

4. Content sheet with a list of all headings and page numbers.

5. A fully typed up professionally presented report document. Use 12 point Arial or Times New Roman script.

6. Your assignment should be word-processed and should not exceed from 2,500 to 3,000 words in length.

7. Use the Harvard referencing system.

8. Exhibits/appendices are outside this limit.

9. The assignment should be not contain a bibliography – but should contain a list of any references used in the assignment.

NOTES TO STUDENTS for summission

• Check carefully the submission date and the instructions given with the assignment. Late assignments will not be accepted.

• Ensure that you give yourself enough time to complete the assignment by the due date.

• Do not leave things such as printing to the last minute – excuses of this nature will not be accepted for failure to hand-in the work on time.

• You must take responsibility for managing your own time effectively.

• If you are unable to hand in your assignment on time and have valid reasons such as illness, you may apply (in writing) for an extension.

• Failure to achieve a PASS grade will results in a REFERRAL grade being given.

• Take great care that if you use other people’s work or ideas in your assignment, you properly reference them in your text and any bibliography.

• NOTE: If you are caught plagiarizing, you could have your grade reduced to zero, or at worst, you could be excluded from the course.