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How to Start a Business | For only $299

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  • Unlimited access
  • 64 Study Hours
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  • Do you dream of starting your own business? Do you have a great new business idea? This comprehensive short course will give you the skills, knowledge and know how to get your dream off the ground. The hardest part is getting started, so don't delay and enrol today.

    "I was a bit sceptical about using an online course I had only Googled, but they are fantastic ☺ I have just completed my course and it was amazing! Learnt a lot and whenever I needed help, it was always there for me. Never had any dramas and everyone is very friendly. Give it a go, it’s worth it! ☺" - Felicity

    Live life on your terms and say goodbye to traditional employment with this exciting course. Be the master of your own time, and work the hours you want. You’ll learn everything you need to know to launch your business. 

    Get ready for an exciting new future as a business entrepreneur. Learn what it takes to get started, how to outsource, whom to trust, and how to set your business up for success.

    Industry Recognised

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    Upon successful completion of this course you will receive an OCA Certificate of Achievement in How to Start a Business.
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    Course Delivery + Learner Support

    • Delivered 100% online, no classroom required
    • Instant access (simply enrol online, anytime)
    • Assessments are short answer and multiple choice
    • Fast turnaround on marking (within 1 business day)
    • One on one tutor support
    • Live chat, 7 days a week

     
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    Sample extract from our How to Start a Business course (Topic - Manage Recruitment, Selection & Induction Processes).

    The pressures of competition, cost saving, downsizing and global skill shortages have made recruitment a top priority. The competition for talent means that skilled workers are today’s prized trophies. For many companies, talented people are the prime source of competitive advantage. Thus, organisations HR objectives and strategies must achieve the best alignment for fit between external opportunities and threats and the internal strengths and weakness of the organisation.

    Furthermore, HR must develop a Recruitment and selection strategy to help the organisation achieve a competitive advantage over rival organisations. Evaluation of outcomes provides feedback on HRM performance in the acquisition, development, reward and motivation maintenance and departure of the organisations human resources. This strategic approach generates more informed and purposeful HR management.

    Issues associated with exclusion from the workplace also highlight the need for professionalism, fairness and ethical behaviour on the part of those engaged in this activity. Recruitment and selection also has an important role to play in ensuring worker performance and positive organisational outcomes. It is often claimed that selection of workers occurs not just to replace departing employees or add to a workforce but rather aimsto put in place workers who can perform at a high level and demonstrate commitment (Ballantyne, 2009).

    Recruitment and selection are characterised finally by potential difficulties, and it is necessary to keep abreast of developments in research in the field. Research concluded that organisations should increasingly be inclusive in their employment offering as younger generations have grown up with the notion of flexible working, while older people have an interest in flexible working as an alternative toretirement (CIPD, 2009a). This is just one example of how current research can inform practice and also shows the critical importance of the social context in which recruitment and selection take place.

    Mullins (2010) states, if the HRM function is to remain effective, there must be consistently good levels of teamwork, plus ongoing co-operation and consultation between line managers and the HR manager.’ This is most definitely the case in recruitment and selection as specialist HR managers (or even external consultants) can be an important repository of up-to-date knowledge and skills.

    Strategic Plan

    A strategic plan is an organisation’s overall plan or vision for the future. These plans are generally for a minimum of 3 -5 years. It outlines where they are today, and where they would like to be in the future and what elements they intend to focus on to get there. HR plans must reflect the staffing goals outlined in the strategic plan. Once organisations have a strategic plan, action plans and implement strategies are created to enable them to move in their intended direction. Strategic plans often describe; mission and vision statements, values, goals and objectives.

    Articulating the organisation’s mission or purpose (that is, why it exists) its objectives (what it wants to achieve) and its strategies (how the objectives are to be achieved) helps direct the setting of HRM objectives and strategies and how they are applied to recruitment and selection. Organisations that adopt HRM strategies and practices consistent with the demands of their internal and external environments are suggested to outperform organisations that adopt less well-matched strategies and practices.

    In a time of increasing global competition, every organisation is concerned aboutthe level of work performance of its employees. Thus, recruitment is a means of delivering behaviours seen as necessary to support the organisation’s culture and strategies. The current emphasis on employee competencies illustrates this role. Organisational strategies and culture determine whether the focus is on technical skills and formal qualifications or personality, the ability to ‘fit in’ and the potential for development. In addition, HR must direct the physical, financial, informational and human resources to achieve profitability.

    The link between organisational culture and HRM is important. HRM activities contribute to the development of an organisation culture and provide it with a competitive edge by stimulating and reinforcing the specific behaviours needed to achieve the organisations strategic objectives.

    Once the strategic and operational plans, mission statements and external factors and other relevant organisational documents have been reviewed, HR must ensure that the workforce plan and HR strategy have also been reviewed in context with the role to be recruited.

    Strategic recruitment links are recruiting activities with the firm’s strategic business objectives and culture. The organisations recruitment policy provides the framework for recruiting action and reflects the organisations recruitment objectives (see figure 1 -model of a Strategic Recruitment and Selection Process).

    Recruiting is also affected when organisations make fundamental strategic changes as a result of asking questions such as?

    What is our core business?

    What business should we be in: what is itwe want to achieve?

    Organisations must consider the strategic mission, objectives and culture when developing its strategic recruitment strategy.

    If you would like to preview this How to Start a Business course in more detail, click on DEMO above or call our team on 1300 611 404. You may also be interested in our How to Write a Business Plan course - click here.

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