5CO01 AC 3.3 Answer

5CO01 AC 3.3 Discuss the processes the people function could use to consult and engage with managers and employees for a four-day working week. *Approx. 350 words

As a significant structural change, a four-day workweek requires extensive internal stakeholder input and cooperation. People practitioners play a crucial role in understanding the needs, expectations, and reservations of managers and employees through the use of coordinated engagement initiatives.

Stakeholder Analysis to Highlight Key Concerns

A comprehensive stakeholder analysis is the first step towards understanding the many perspectives held by the organisation regarding the proposed four-day workweek. This could mean identifying the interests of the internal customers, which includes executives, line managers, and employees, as well as assessing how the change might affect their roles and duties (Gill and Baillie, 2018). People professionals are able to tailor engagement efforts by categorising individuals or groups based on their level of significance and interest in the change. One way to gauge the effectiveness of stakeholder analysis is to keep an eye on the level of involvement during the initial engagement sessions and assess whether the concerns raised align with organisational goals. In the event that major issues persist following early treatments, subsequent engagement attempts may be necessary.

Needs Analysis Using Surveys and Focus Groups

In order to evaluate how managers and employees feel about the four-day workweek, a requirements analysis involving focus groups and surveys is necessary. Surveys provide quantitative data on employees’ willingness to change, anticipated advantages, and potential drawbacks, whereas focus groups provide qualitative insights into specific topics, allowing for a more thorough examination of opportunities and challenges (Grbović, 2024). For example, a bespoke employee survey may be used to understand what people think about the distribution of responsibilities, productivity concerns, and preferred working arrangements. Line managers can use parallel focus groups to solve operational issues like ensuring shift coverage and meeting customer requests. This data can be used by people practitioners to identify trends and inform policy changes, such as whether rotational schedules or flexible start and end times are practical. Recurring themes in focus group discussions, survey response rates, and changes in employee sentiment over time can collectively be used to gauge how effective this process is.

Pilot Program and Continuous Feedback

The organisation can evaluate the viability of the four-day workweek and make any required modifications by piloting it in a single department before implementing it broadly. In order to identify unanticipated obstacles, a trial period produces empirical data regarding client happiness, well-being, and productivity (Gill and Baillie, 2018). The trial stage should be accompanied by the implementation of systematic feedback systems, such as regular check-ins, performance evaluations, and open discussion forums.

References

Gill, P. and Baillie, J. (2018) ‘Interviews and focus groups in qualitative research: an update for the digital age,’ BDJ, 225(7), pp. 668–672. https://doi.org/10.1038/sj.bdj.2018.815.

Grbović, N. (2024) What is employee participation and how to increase it? https://heartcount.com/blog/employee-participation/.

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