AC 1.2 The Impact of Legal, Regulatory and Ethical Considerations to the Recruitment and Selection Process The process of recruiting new employees is very complex and often extends beyond the usual human resource practices in recruitment. For instance, the entire process is bound by various laws that can significantly affect the organization's progress in recruitment. Nevertheless, these laws are aimed at helping the organizations by making the recruitment process fair and equal for all prospective employees, eliminating discrimination on any basis, and ensuring that the right of individuals to work within the UK is respected (Price, 2000). The legal framework covering recruitment affects all the stages or steps in the recruitment and employment process as well as guiding the organization in managing the employees after hiring them. Apart from the legal and regulatory issues in recruitment, there are also various ethical considerations that need to be brought to mind whenever recruiting people in an organization. These ethical values can affect the company's image if ignored completely. Some of the most prominent laws and regulations governing the recruitment process include Sex Discrimination Act, Racial Relations Act, Employment Equality Regulations, and Disability Discrimination Act (Hersey, Blanchard and Johnson, 2008). These laws cover a broad area of issues in recruitment, including maters to do with payment or compensation for employees, the messages passed over in job adverts, the methods used in the selection process, and the sources of recruitment. In this regard, the law aims to step out discrimination of people on any basis including sex, religion or race. Therefore, throughout the recruitment process, the organization has to ensure that there is not any form of discrimination, either through discriminatory adverts or dubious selection methods that undermine other people who may be equally qualified. Given this scenario, the laws and regulatory frameworks covering recruitment are both advantageous and disadvantageous. For instance, the legal framework ensures that each person has an equal chance in being selected and hired. It also ensures that both men and women or any other minority cohorts have a fair chance of getting employment. Furthermore, the laws help to address historical injustices to marginalized groups such as women by stipulating that there should be equal pay for equal work amount done (Schultz, and Schultz, 2010). The law also ensures that organizations take the recruitment process seriously by maintaining high moral and ethical standards throughout the process. However, these sets of laws have their downside. For example, they make the recruitment process complicated and intricate for most organizations. Secondly, the laws slow down the recruitment process since they require companies to observe several issues before settling on the right candidates. For Delta Bank Plc., the most important legislations covering recruitment of employees are the Sex Discrimination Act, and Racial Discrimination Act. These sets of laws are particularly significant for the organization because prevalence of matters of sexism and racism in the society today. These laws cover a broad area of issues in recruitment, including maters to do with payment advertised, the messages passed over in job adverts, the methods used in the selection process, and the sources of recruitment. In this regard, the law aims to step out discrimination of people on any basis including sex, religion or race (Sims, 2007). Therefore, throughout the recruitment process, the organization has to ensure that there is not any form of discrimination, either through discriminatory adverts or dubious selection methods that undermine other people who may be equally qualified. These issues remain a challenge in many societies as organizations try to overcome the challenges of racial and sex discrimination. Delta Bank aspires to be one of the leading banks globally, hence the need to focus on eliminating the issues of racism and sexism from the company's organizational culture. In the process of appointing a new Customer Service Advisor at the bank, these regulations have been taken into account. For instance, the process used a non-discriminatory approach, since it's based on merit. The best candidate will be selected regardless of the sex, religion, or cultural background. 1.3: My Role in the selection process The recruitment process in my organization is very intensive and often takes several days to reach completion. The process entails five critical steps namely, job description and specification, job advertisement, interview and selection process, hiring, and the induction period. Given that the organization has been in existence for a long time, there are already written documents describing the various jobs and people suitable for them. However, each time a vacancy arises; these documents are retrieved, reviewed and updated with necessary information (Torrington, 2008). For instance, as one of the Human Resource Personnel, there are several contributions that were put in the recruitment process for a new Customer Service Advisor. One of the most critical contributions was taking part in the interview panel that consisted of other representative from other related departments in the company. The process took about five months to complete. The entire process involved describing the job position, profiling the individuals, advertising the position, scrutinizing the applicant's resumes and shortlisting successful candidates, contacting the shortlisted candidates and inviting them for interviews, the interview process, and final selection and appointment. 1.4: Evaluation of the contribution made in the Process as the HR Personnel Apart from the steps of the recruitment process stated above, the organization also engages in various other related processes so as to ensure the recruitment process meets the legal requirements as well as thigh ethical standards set by the board. For instance, the human resource department conducts several committee-like meetings to discuss the different dimensions of the process. This often entails contacting the legal department and other affected departments to ensure that the entire process is consultative. In order to maintain transparency throughout the process, as the HR manager it was ensured that the whole process is guided by values of transparency, equality, objectivity, and accountability (Montana, and Bruce, 2008). These values featured prominently in the process. For instance, the job description process used a unifying message to explain the role of the position in a manner that elicited interest from men and women as well as encouraging other disadvantaged groups. Furthermore, the adverts for the position were placed in the public for about a month through several mediums including both online, print and radio in order to reach out to the most people (Tyson, 2006). The selection method was interviews, where, as the HR manager a significant role was played in assessing the suitability of the shortlisted candidates. The interview was very objective and transparent, such that every candidate was informed whether they has met the cut or not as well as the reasons for the decisions (Gunnigle, 2006). Finally, the selected person was hired and given a three months' probation or induction period, after which he would be given his letter of engagement and be fully integrated in the team. Delta Plc. Preferred using interviews for various reasons. First, interviews are more objective because there is a specific panel that assesses the candidates based on their merit. Secondly, interviews create an opportunity for the recruitment team to meet the candidates face to face not only to assess their suitability, but also to assess their communication and relationship skills (Mathis, & Jackson, 2009). On the other hand, the interview process is more time consuming as well as it takes up a lot of resources for the company. Nevertheless, it often results in identifying the best candidates. LO2 Understand the Styles and Impact of Leadership TASK 2 2.1: The Skills and Attributes Needed For Leadership Organizational leaders today must portray a wide range of skills and attributes in order to be successful in driving their organizations to success. For instance, among the most significant skills and traits that leaders need to have include, communication skills, team management skills,decision making, and conflict resolution in order to manage the people within the organization effectively (Montana, and Bruce, 2008). These skills will enable the managers and organizational leaders in Delta Plc. Bank to be astute in their management and overcome emerging and existing challenges for their organizations. For instance, communication skills will enable the leaders in the bank to bring their interpersonal skills into use when relating with different people and creating a common understanding among key stakeholders in their organizations. Decision making and conflict resolution will help the bank's managers resolve any emerging challenges and conflicts by making appropriate decisions that ensure the organization remains on course to achieve its objectives. According to Gordon Allport's Traits theory, individuals have certain consistent forms of behavior that often define their general personality. These traits influence how people behave and are different from one person to another. The theory is based on the principle that some of the traits are consistent and stable over time and often affect how people think, and show their emotions. The theory goes further to state that these traits are inborn and often determine if an individual will be a leader or not. This is because there are certain traits that predispose individuals towards being great leaders naturally. Therefore, if one is does not have these traits, the chances of them being leaders are limited (Dale, 2004). This theory is particularly significant for leaders because it lays greater emphasis on the skills and traits that leaders must portray. However, in as much as there may not be consensus as to whether these traits and skills are inborn or they can be nurtured, it remains an important element in leadership. 2.2: Explain the Differences between Leadership and Management In as much as management and leadership both involve managing guiding a group of individuals towards a certain objective, the two are very different concepts. However, both concepts are complimentary to each other and often work hand in hand with each other. Management refers to 'a set of processes that keep an organization functioning (Montana, and Bruce, 2008).' The processes are about planning, budgeting, staffing, clarifying jobs, measuring performance, and problem-solving when results did not go to plan (Tyson, 2006). On the other hand, leadership refers to the process of 'aligning people to the vision; that means, buy-in and communication, motivation and inspiration (Montana, and Bruce, 2008).' The two processes or concepts are characteristically different from each other. For instance, managers have subordinate staff who work under them. Their authority comes from the company's constitution and by-laws that make up the organizations structure. Therefore, the junior staff has no other option, but to obey and trust the managers. Managers also have limited time and resources to handle all the work that is available to them, therefore, they hand over most of the responsibilities to their subordinates so that they focus on other matters. Finally, managers often tend to be well learned people with vast experience in business and organizational matters. On the other hand, leaders have followers, but not subordinates. They also focus on inspiring people to achieve their objectives through charismatic and transformational styles. They also focus on helping and empowering individuals. Most of the leaders have humble backgrounds, but with plenty of wisdom and courage to take risks. While managers focus on maintaining stability and managing work and organizational tasks, leaders focus on initiating change and leading people. The authority of the manager comes from formal authority while that of the leader comes from personal charisma. Nevertheless, the two concepts have a lot in common and are often viewed as complimentary. They both involve helping people achieve greater objectives, efficient management of available resources, and working towards desired objectives. Delta Plc has both powerful individuals playing the roles of leaders and managers. For instance, the managers execute the company's strategic goals at higher levels of the organization. They focus on guiding subordinate employees towards helping the bank achieve its goals. On the other hand, leaders within the organization consist of different charismatic individuals in charge of various projects in the company or team leaders. These leaders play a vital role in the organization as they use their leadership skills to inspire others under them to achieve more. 2.3: Comparison of Leadership Styles for Different Situations The recruitment process at Delta Plc faced a lot of challenges, like in most other companies of this nature. This called for great leadership to take charge of different situations that arose at different times and stages of the recruitment process to ensure all the objectives were met. Some of the challenges encountered during the process include conflicts between members of the recruitment team, differences in setting key objectives of the process, competition among the individuals in the recruitment team, and challenges in assigning roles and making critical decisions to move the process forward. These challenges represent different phases during the recruitment process, which required good leadership. In the first instance when setting objectives for the recruitment process, members failed to agree on the specific issues. However, it was discovered that the differences in opinions case as a result of differences in experience, knowledge, and skills of conducting the recruitment process since the team consisted of both first time members and experienced individuals. Since this was a crucial stage in the process, it required an experienced individual with sufficient knowledge of the intricacies in the selection process. Therefore, the most appropriate leadership style in this situation was a visionary leadership so as to clearly set the desired goals for the entire process. Conflicts and disagreements also featured prominently in the process. For instance, when people expressed different opinions on different candidates as well as in the decision making process. Therefore, the most appropriate form of leadership was democratic leadership which ensured that each member contributed sufficiently in the recruitment process. 3.2: Working in a Team as a Leader and Member towards Specific Goals, Dealing With Any Conflicts or Difficult Situations Working as a team leader in an organization can be a daunting task or role to play. For a big organization such as Delta Plc, team leaders play a vital role in ensuring all projects are completed in time as well as execution of various other mandates related to the company's strategic goals. Being a leader and a member of the recruitment team in the company was a very challenging task. The HR personnel was in charge of leading the interview and selection process, while also making significant contributions in other steps in the recruitment process, including the job description process, profiling, and job advertising. Therefore, as the HR manager played both roles of a leader and a member of the recruitment team. The role played as the leader of the team entailed leading team meetings, organizing and scheduling projects within the team, allocating duties and responsibilities to team members, and ensuring that the teams achieve their objectives within the time required. The team leader also has to ensure that each individual in the team plays a role in the final decisions and processes within the team. Therefore, the success of the team will depend on the leadership qualities that the team leader brings to the table (Raymond, 2004). The leader has to be strong enough to make appropriate decisions to drive the team forward as well as responding to and resolving emerging conflicts within the team in order to maintain harmony and unity among team members. On the other hand, participating in the team as a member involved contributing significantly towards attaining the common goals and objectives for the team. Members are expected to oblige by the team rules, use their skills and knowledge to enhance the team, and learn from other teammates on various matters as well as building stronger social professional ties due to the closeness of people in the team. 2.4: Ways to Motivate Staff at Delta Plc to Achieve Objectives Employee motivation is critical for success of any organization. Several strategies and theoretical models can be used to motivate employees. Delta Plc uses three main theoretical models to motivate the organization's employees. These are Herzberg's two-factor theory, Vroom's expectancy theory, and Locke's goal theory. According to Herzberg's two-factor theory, there are two factors associated with employee motivation; satisfiers and dissatisfies. Satisfiers are those factors that contribute to motivation through job satisfaction while dissatisfies ate factors associated with maintenance and hygiene in the workplace. Managers at Delta Plc can use satisfier factors such as employee recognition for better performance, employee training and better compensation packages. The organization can also use ensure motivation by looking into dissatisfaction factors like good working conditions, policies such as health and safety measures, insurance policies among other factors. Vroom's expectancy theory, on the other hand, is based on the idea that people can be motivated based on the desired outcomes they expect from an activity or a process. The theory is based on three concepts of valence, expectancy and force. Valence relates to attractiveness of expected rewards. Expectancy refers to the belief that one can or cannot achieve the desired outcomes. Force is the actual motivation to perform better. Using these ideas, Delta Plc can also set up relevant structures to reward employees periodically. The company's managers can set achievable targets for employees, and creates necessary and sufficient conditions for them to perform better. Locke's goal theory is based on the fact that there is need to create specific achievable goals to encourage employees to increase their performance, or setting difficult goals that will challenge employees to work harder. Either way, employees will be motivated. Delta Plc uses this theoretical model to formulate SMART goals and objectives that employees can easily achieve. LO3 Be Able To Work Effectively In a Team TASK 3 3.1: The benefits of team working for an organization Teamwork refers to a combined effort of a group of individuals with a common purpose or objective. This is an important element in organization performance in modern times; especially since contemporary organization continue to face complicated tasks (Tyson, 2006). For Delta Plc, team work is central to the success of the organization. Most of the work in the organization is completed through teams in different departments consisting of individuals with different capabilities in terms of their skills, knowledge, and experience. Delta Plc enjoys many benefits resulting from efficient team work. Team working has numerous advantages for Delta Plc Bank. For instance, it enables the organization to handle complex projects by bringing great minds within its human resource pool to reflect on the incoming projects. For example, then bank may handle projects such as introduction of new forms of technology. This will require input from people with different levels of skills beyond the IT department. This is because of issues such as the paper work involved, leadership required to oversee the project to completion. A good team would have people with varied skills to contribute effectively in handling the project. Secondly, team work ensures that the organization is able to maximize the potential of its employees as each one will have to bring their best skills and knowledge to the team. The bank has employees with different skills and abilities which may not be effectively utilized at the individual level. For instance, some employees may be good with relationship skills, communication skills and leadership skill. However, these skills will be underutilized if the employees do not get the opportunity to express themselves in groups or teams. Thirdly team work will help the employees in the organization to build stronger personal and professional ties, hence remain highly motivated. Employees can interact with each other and build stronger ties through team activities. This will make them more engage and involved in their tasks AC 1.2 The Impact of Legal, Regulatory and Ethical Considerations to the Recruitment and Selection Process The process of recruiting new employees is very complex and often extends beyond the usual human resource practices in recruitment. For instance, the entire process is bound by various laws that can significantly affect the organization's progress in recruitment. Nevertheless, these laws are aimed at helping the organizations by making the recruitment process fair and equal for all prospective employees, eliminating discrimination on any basis, and ensuring that the right of individuals to work within the UK is respected (Price, 2000). The legal framework covering recruitment affects all the stages or steps in the recruitment and employment process as well as guiding the organization in managing the employees after hiring them. Apart from the legal and regulatory issues in recruitment, there are also various ethical considerations that need to be brought to mind whenever recruiting people in an organization. These ethical values can affect the company's image if ignored completely. Some of the most prominent laws and regulations governing the recruitment process include Sex Discrimination Act, Racial Relations Act, Employment Equality Regulations, and Disability Discrimination Act (Hersey, Blanchard and Johnson, 2008). These laws cover a broad area of issues in recruitment, including maters to do with payment or compensation for employees, the messages passed over in job adverts, the methods used in the selection process, and the sources of recruitment. In this regard, the law aims to step out discrimination of people on any basis including sex, religion or race. Therefore, throughout the recruitment process, the organization has to ensure that there is not any form of discrimination, either through discriminatory adverts or dubious selection methods that undermine other people who may be equally qualified. Given this scenario, the laws and regulatory frameworks covering recruitment are both advantageous and disadvantageous. For instance, the legal framework ensures that each person has an equal chance in being selected and hired. It also ensures that both men and women or any other minority cohorts have a fair chance of getting employment. Furthermore, the laws help to address historical injustices to marginalized groups such as women by stipulating that there should be equal pay for equal work amount done (Schultz, and Schultz, 2010). The law also ensures that organizations take the recruitment process seriously by maintaining high moral and ethical standards throughout the process. However, these sets of laws have their downside. For example, they make the recruitment process complicated and intricate for most organizations. Secondly, the laws slow down the recruitment process since they require companies to observe several issues before settling on the right candidates. For Delta Bank Plc., the most important legislations covering recruitment of employees are the Sex Discrimination Act, and Racial Discrimination Act. These sets of laws are particularly significant for the organization because prevalence of matters of sexism and racism in the society today. These laws cover a broad area of issues in recruitment, including maters to do with payment advertised, the messages passed over in job adverts, the methods used in the selection process, and the sources of recruitment. In this regard, the law aims to step out discrimination of people on any basis including sex, religion or race (Sims, 2007). Therefore, throughout the recruitment process, the organization has to ensure that there is not any form of discrimination, either through discriminatory adverts or dubious selection methods that undermine other people who may be equally qualified. These issues remain a challenge in many societies as organizations try to overcome the challenges of racial and sex discrimination. Delta Bank aspires to be one of the leading banks globally, hence the need to focus on eliminating the issues of racism and sexism from the company's organizational culture. In the process of appointing a new Customer Service Advisor at the bank, these regulations have been taken into account. For instance, the process used a non-discriminatory approach, since it's based on merit. The best candidate will be selected regardless of the sex, religion, or cultural background. 1.3: My Role in the selection process The recruitment process in my organization is very intensive and often takes several days to reach completion. The process entails five critical steps namely, job description and specification, job advertisement, interview and selection process, hiring, and the induction period. Given that the organization has been in existence for a long time, there are already written documents describing the various jobs and people suitable for them. However, each time a vacancy arises; these documents are retrieved, reviewed and updated with necessary information (Torrington, 2008). For instance, as one of the Human Resource Personnel, there are several contributions that were put in the recruitment process for a new Customer Service Advisor. One of the most critical contributions was taking part in the interview panel that consisted of other representative from other related departments in the company. The process took about five months to complete. The entire process involved describing the job position, profiling the individuals, advertising the position, scrutinizing the applicant's resumes and shortlisting successful candidates, contacting the shortlisted candidates and inviting them for interviews, the interview process, and final selection and appointment. 1.4: Evaluation of the contribution made in the Process as the HR Personnel Apart from the steps of the recruitment process stated above, the organization also engages in various other related processes so as to ensure the recruitment process meets the legal requirements as well as thigh ethical standards set by the board. For instance, the human resource department conducts several committee-like meetings to discuss the different dimensions of the process. This often entails contacting the legal department and other affected departments to ensure that the entire process is consultative. In order to maintain transparency throughout the process, as the HR manager it was ensured that the whole process is guided by values of transparency, equality, objectivity, and accountability (Montana, and Bruce, 2008). These values featured prominently in the process. For instance, the job description process used a unifying message to explain the role of the position in a manner that elicited interest from men and women as well as encouraging other disadvantaged groups. Furthermore, the adverts for the position were placed in the public for about a month through several mediums including both online, print and radio in order to reach out to the most people (Tyson, 2006). The selection method was interviews, where, as the HR manager a significant role was played in assessing the suitability of the shortlisted candidates. The interview was very objective and transparent, such that every candidate was informed whether they has met the cut or not as well as the reasons for the decisions (Gunnigle, 2006). Finally, the selected person was hired and given a three months' probation or induction period, after which he would be given his letter of engagement and be fully integrated in the team. Delta Plc. Preferred using interviews for various reasons. First, interviews are more objective because there is a specific panel that assesses the candidates based on their merit. Secondly, interviews create an opportunity for the recruitment team to meet the candidates face to face not only to assess their suitability, but also to assess their communication and relationship skills (Mathis, & Jackson, 2009). On the other hand, the interview process is more time consuming as well as it takes up a lot of resources for the company. Nevertheless, it often results in identifying the best candidates. LO2 Understand the Styles and Impact of Leadership TASK 2 2.1: The Skills and Attributes Needed For Leadership Organizational leaders today must portray a wide range of skills and attributes in order to be successful in driving their organizations to success. For instance, among the most significant skills and traits that leaders need to have include, communication skills, team management skills,decision making, and conflict resolution in order to manage the people within the organization effectively (Montana, and Bruce, 2008). These skills will enable the managers and organizational leaders in Delta Plc. Bank to be astute in their management and overcome emerging and existing challenges for their organizations. For instance, communication skills will enable the leaders in the bank to bring their interpersonal skills into use when relating with different people and creating a common understanding among key stakeholders in their organizations. Decision making and conflict resolution will help the bank's managers resolve any emerging challenges and conflicts by making appropriate decisions that ensure the organization remains on course to achieve its objectives. According to Gordon Allport's Traits theory, individuals have certain consistent forms of behavior that often define their general personality. These traits influence how people behave and are different from one person to another. The theory is based on the principle that some of the traits are consistent and stable over time and often affect how people think, and show their emotions. The theory goes further to state that these traits are inborn and often determine if an individual will be a leader or not. This is because there are certain traits that predispose individuals towards being great leaders naturally. Therefore, if one is does not have these traits, the chances of them being leaders are limited (Dale, 2004). This theory is particularly significant for leaders because it lays greater emphasis on the skills and traits that leaders must portray. However, in as much as there may not be consensus as to whether these traits and skills are inborn or they can be nurtured, it remains an important element in leadership. 2.2: Explain the Differences between Leadership and Management In as much as management and leadership both involve managing guiding a group of individuals towards a certain objective, the two are very different concepts. However, both concepts are complimentary to each other and often work hand in hand with each other. Management refers to 'a set of processes that keep an organization functioning (Montana, and Bruce, 2008).' The processes are about planning, budgeting, staffing, clarifying jobs, measuring performance, and problem-solving when results did not go to plan (Tyson, 2006). On the other hand, leadership refers to the process of 'aligning people to the vision; that means, buy-in and communication, motivation and inspiration (Montana, and Bruce, 2008).' The two processes or concepts are characteristically different from each other. For instance, managers have subordinate staff who work under them. Their authority comes from the company's constitution and by-laws that make up the organizations structure. Therefore, the junior staff has no other option, but to obey and trust the managers. Managers also have limited time and resources to handle all the work that is available to them, therefore, they hand over most of the responsibilities to their subordinates so that they focus on other matters. Finally, managers often tend to be well learned people with vast experience in business and organizational matters. On the other hand, leaders have followers, but not subordinates. They also focus on inspiring people to achieve their objectives through charismatic and transformational styles. They also focus on helping and empowering individuals. Most of the leaders have humble backgrounds, but with plenty of wisdom and courage to take risks. While managers focus on maintaining stability and managing work and organizational tasks, leaders focus on initiating change and leading people. The authority of the manager comes from formal authority while that of the leader comes from personal charisma. Nevertheless, the two concepts have a lot in common and are often viewed as complimentary. They both involve helping people achieve greater objectives, efficient management of available resources, and working towards desired objectives. Delta Plc has both powerful individuals playing the roles of leaders and managers. For instance, the managers execute the company's strategic goals at higher levels of the organization. They focus on guiding subordinate employees towards helping the bank achieve its goals. On the other hand, leaders within the organization consist of different charismatic individuals in charge of various projects in the company or team leaders. These leaders play a vital role in the organization as they use their leadership skills to inspire others under them to achieve more. 2.3: Comparison of Leadership Styles for Different Situations The recruitment process at Delta Plc faced a lot of challenges, like in most other companies of this nature. This called for great leadership to take charge of different situations that arose at different times and stages of the recruitment process to ensure all the objectives were met. Some of the challenges encountered during the process include conflicts between members of the recruitment team, differences in setting key objectives of the process, competition among the individuals in the recruitment team, and challenges in assigning roles and making critical decisions to move the process forward. These challenges represent different phases during the recruitment process, which required good leadership. In the first instance when setting objectives for the recruitment process, members failed to agree on the specific issues. However, it was discovered that the differences in opinions case as a result of differences in experience, knowledge, and skills of conducting the recruitment process since the team consisted of both first time members and experienced individuals. Since this was a crucial stage in the process, it required an experienced individual with sufficient knowledge of the intricacies in the selection process. Therefore, the most appropriate leadership style in this situation was a visionary leadership so as to clearly set the desired goals for the entire process. Conflicts and disagreements also featured prominently in the process. For instance, when people expressed different opinions on different candidates as well as in the decision making process. Therefore, the most appropriate form of leadership was democratic leadership which ensured that each member contributed sufficiently in the recruitment process. 3.2: Working in a Team as a Leader and Member towards Specific Goals, Dealing With Any Conflicts or Difficult Situations Working as a team leader in an organization can be a daunting task or role to play. For a big organization such as Delta Plc, team leaders play a vital role in ensuring all projects are completed in time as well as execution of various other mandates related to the company's strategic goals. Being a leader and a member of the recruitment team in the company was a very challenging task. The HR personnel was in charge of leading the interview and selection process, while also making significant contributions in other steps in the recruitment process, including the job description process, profiling, and job advertising. Therefore, as the HR manager played both roles of a leader and a member of the recruitment team. The role played as the leader of the team entailed leading team meetings, organizing and scheduling projects within the team, allocating duties and responsibilities to team members, and ensuring that the teams achieve their objectives within the time required. The team leader also has to ensure that each individual in the team plays a role in the final decisions and processes within the team. Therefore, the success of the team will depend on the leadership qualities that the team leader brings to the table (Raymond, 2004). The leader has to be strong enough to make appropriate decisions to drive the team forward as well as responding to and resolving emerging conflicts within the team in order to maintain harmony and unity among team members. On the other hand, participating in the team as a member involved contributing significantly towards attaining the common goals and objectives for the team. Members are expected to oblige by the team rules, use their skills and knowledge to enhance the team, and learn from other teammates on various matters as well as building stronger social professional ties due to the closeness of people in the team. 2.4: Ways to Motivate Staff at Delta Plc to Achieve Objectives Employee motivation is critical for success of any organization. Several strategies and theoretical models can be used to motivate employees. Delta Plc uses three main theoretical models to motivate the organization's employees. These are Herzberg's two-factor theory, Vroom's expectancy theory, and Locke's goal theory. According to Herzberg's two-factor theory, there are two factors associated with employee motivation; satisfiers and dissatisfies. Satisfiers are those factors that contribute to motivation through job satisfaction while dissatisfies ate factors associated with maintenance and hygiene in the workplace. Managers at Delta Plc can use satisfier factors such as employee recognition for better performance, employee training and better compensation packages. The organization can also use ensure motivation by looking into dissatisfaction factors like good working conditions, policies such as health and safety measures, insurance policies among other factors. Vroom's expectancy theory, on the other hand, is based on the idea that people can be motivated based on the desired outcomes they expect from an activity or a process. The theory is based on three concepts of valence, expectancy and force. Valence relates to attractiveness of expected rewards. Expectancy refers to the belief that one can or cannot achieve the desired outcomes. Force is the actual motivation to perform better. Using these ideas, Delta Plc can also set up relevant structures to reward employees periodically. The company's managers can set achievable targets for employees, and creates necessary and sufficient conditions for them to perform better. Locke's goal theory is based on the fact that there is need to create specific achievable goals to encourage employees to increase their performance, or setting difficult goals that will challenge employees to work harder. Either way, employees will be motivated. Delta Plc uses this theoretical model to formulate SMART goals and objectives that employees can easily achieve. LO3 Be Able To Work Effectively In a Team TASK 3 3.1: The benefits of team working for an organization Teamwork refers to a combined effort of a group of individuals with a common purpose or objective. This is an important element in organization performance in modern times; especially since contemporary organization continue to face complicated tasks (Tyson, 2006). For Delta Plc, team work is central to the success of the organization. Most of the work in the organization is completed through teams in different departments consisting of individuals with different capabilities in terms of their skills, knowledge, and experience. Delta Plc enjoys many benefits resulting from efficient team work. Team working has numerous advantages for Delta Plc Bank. For instance, it enables the organization to handle complex projects by bringing great minds within its human resource pool to reflect on the incoming projects. For example, then bank may handle projects such as introduction of new forms of technology. This will require input from people with different levels of skills beyond the IT department. This is because of issues such as the paper work involved, leadership required to oversee the project to completion. A good team would have people with varied skills to contribute effectively in handling the project. Secondly, team work ensures that the organization is able to maximize the potential of its employees as each one will have to bring their best skills and knowledge to the team. The bank has employees with different skills and abilities which may not be effectively utilized at the individual level. For instance, some employees may be good with relationship skills, communication skills and leadership skill. However, these skills will be underutilized if the employees do not get the opportunity to express themselves in groups or teams. Thirdly team work will help the employees in the organization to build stronger personal and professional ties, hence remain highly motivated. Employees can interact with each other and build stronger ties through team activities. This will make them more engage and involved in their tasks Review of the effectiveness of teams within Delta Plc in achieving goals Here you need to discuss the factors which contributes to team effectiveness within Delta Plc using the team effectiveness model. For example, the size of the team which the composition. Also you need to discuss how team effectiveness is reviewed using feedback, doing work review, interviewing team members etc.