3CO01 Task 1 and Task 2 Answers
Task one: Slide Deck for Team Day
An application of an analysis tool (such as PESTLE) to examine the key external forces impacting or likely to impact an organisation’s activities (AC1.1)
According to Battista (2021), the PESTLE analysis is a key external factor that influences organisational activities. PESTLE (Political, Economic, Sociological, Technological, Legal and Environmental) factors are essential in making organisational decisions. A company such as Almarai requires managers to carry out a PESTLE analysis process to understand the market environment in which the business operates. PESTLE factors provides circumstantial organisation information, market position, growth strategies and guides managers and people professionals on how to avoid risks. It helps in determining extensive and long-term trends in the market. PESTLE analysis helps in auditing external influences to asses any potential risks that an organisation is most likely to face. PESTLE analysis provides a competitive advantage to an organisation as it detects market trends early.
PESTLE analysis helps an organisation understand the market environment better hence can easily spot business opportunities and capitalize on them. An organisation can be able to do a good planning of the market, product and workforce by analysis the PESTLE factors. However, for PESTLE analysis to be effective, the managers should analyse the market on regular basis. In some cases, PESTLE analysis base on groundless assumptions that might affect an organisation’s decisions. An organisation might make decision using insufficient data as PESTLE factors provides shallow data. With PESTLE factors, change might be so rapid making it difficult for an organisation to predict evolution that might eventually affect an organisation.
An explanation of an organisation’s business goals and why it is important for organisation’s to plan for how they will achieve these. Your explanation should include examples of planning such as how a business has been structured or specific policies introduced or people practices followed in order for business goals to be achieved (AC1.2)
Organisation’s business goals are the aims and objectives that an organisation’s management outlines to guide employee’s efforts into giving expected results. Organisational business goals may include teamwork, corporate goals or individual goals. The goals have specified period with calculated success metrics. For example, the Almarai business goals include providing quality goods to attract and maintain customers, become the leading organisation in the sector and the market, and focus on expanding the business for growth and development. Business goals provide guidelines that needs to be followed and facilitates planning, and these are vital because they inform employees of the end game of an organisation. They are the reference tool in making crucial decisions.
For an organisation to be able to achieve its goals successfully, planning is very crucial. Planning aligns changing organisational needs with employee strategy to be able to work on achieving organisational goals. Through planning, an organisation is able to analyse possible challenges and prepare for ways to support long-term business goal. Planning helps in balancing of labour supply and organisational demand by analysing the current workforce, future workforce need and filling skills gap as discussed by Benjamin Z. 2021. It is through planning that an organisation is able to hire employees with the right skills to help in achieving organisation’s business goals.
Planning is an interactive process that involves progressive steps essential in achieving organisational goals. These stages include understanding an organisational structure and its environment, analysing an organisation’s workforce and understand employees’ job satisfaction, identifying future skills to determine future workforce needs, identifying future employees’ skills gaps, management involvement in bridging the gaps, and the monitoring and evaluation of the actions. If planning is enhanced it helps in achieving business goals at ease. In planning, relevant organisational data is crucial. Communication during planning is also important. It is very important to measure and evaluate the criteria that will be used in goal achievement plan.
An explanation of an organisation’s products and/or services and main customers (AC1.3)
The aim of an organisation is to develop and deliver quality products that serve customers’ needs. Every organisation aims at satisfying a need in the market. However, many products or services do not go handy in fulfilling the customer needs. This is normally due to lack good market research, poor customer service and lack of quality goods/services. With good Customer focus, market analysis, good management and quality products/services, an organisation is able to achieve successful product/ service delivery. Almarai products include milk products, nutrition products for the infants, fresh juices and products from poultry farming.
Successful product or service delivery creates organisation value, which enhance customer satisfaction. Employee engagement is the heart of customer satisfaction as a happy employee offers quality services to customers. Employee engagement helps in enhancing productivity, and innovation for better products and services. According to Gifford and Young (2021), employee engagement enhances employee retention and work efficiency, which is crucial in customer satisfaction.
A successful product or service delivery need an organisation to prioritize on selection of which products/services are needed when. In order to build valuable products or services, organisations need not to assume customers’ needs and should focus on making timely decisions on the products or services that they deliver to customers. According to Anshari et al. (2021), it is crucial for an organisation to capitalise on market trends, analyse customer reviews and do litmus test of products or services before launching them in the market.
A short review of different technologies available to people professionals and how these can be used to improve working practices and collaborations. You might consider for example, technologies relating to communications, information sharing, record keeping, learning, wellbeing, productivity, or security (AC 1.4)
Understanding how technology has evolved and changed the mode of work to people professionals is very important. Through technology, many organisations have adopted the hybrid approach of work where people professionals are practicing remote working (CIPD, 2022). Organisations are embracing technology-based approaches such as online learning and online record keeping. As the organisations embrace the technology, it is important to understand the impact of people functions and workforce. Use of technology requires people professionals to acquire new skills (Mohdzaini, 2021).
Technology has improved working practices and collaboration through online forums. Employees are able to communicate, share important documents and hold virtual meetings regardless of distance. Use of technology has made it easier for people professionals to connect with employees and discuss important issues. Technology has increased employee engagement in the workplace hence employees feels motivated. Employees are able to share the progress of their projects virtually hence increased productivity and workflow (Ringberg, Reihlen and Rydén, 2019).
By using technology, it has become easy for organisations to impact their employees with the right skills and knowledge at ease. For example, online learning enhance time management and skill development. Online learning has helped in training cost reduction and work time saving hence increased productivity. Through technology, organisations have adopted online record keeping which is safe and easy to access. Online record keeping have improved security for the organisation’s sensitive information as it has restricted access. In times of retrieving data, online record keeping has proven to be the easiest way of retrieval.
ANSHARI, M., ALMUNAWAR, M.N., LIM, S.A. and AL-MUDIMIGH, A. (2019) Customer relationship management and big data enabled: Personalization & customization of services. Applied Computing and Informatics, 15(2), 94-101.
BATTISTA, M. (2021) PESTLE analysis. Available at https://www.cipd.co.uk/knowledge/strategy/organisational-development/pestle-analysis-factsheet [Accessed 28th June 2022]
CIPD (2022) Technology and People. Available at https://peopleprofession.cipd.org/profession-map/core-knowledge/digital-working [Accessed 29th June 2022]
GIFFORD, J. and YOUNG, J. (2021) Employee engagement and motivation. Available at https://www.cipd.co.uk/knowledge/fundamentals/relations/engagement/factsheet [Accessed 29th June 2022]
MOHDZAINI, H. (2021) Technology and the future of work. Available at: https://www.cipd.co.uk/knowledge/work/technology/emerging-future-work-factsheet [Accessed 29th June 2022]
RINGBERG, T., REIHLEN, M. and RYDÉN, P. (2019) The technology-mindset interactions: Leading to incremental, radical or revolutionary innovations. Industrial Marketing Management, 79, 102-113.
ZIMPEL, B. (2021) Workforce planning. Available at https://www.cipd.co.uk/knowledge/strategy/organisational-development/workforce-planning-factsheet [Accessed 28th June 2022]
Task two – Guidance Leaflet
What is meant by workplace (organisation) culture? (AC2.1)
According to Young (2021), workplace/organisational culture refers to the character that an organisation operates within based on the leadership style, organisational values, beliefs, behaviours and people’s attitudes. Workplace culture influences the work of people professionals in an organisation, as human relationship and interactions is crucial in organisational growth. Culture is highly influenced by values, attitude and practices of an organisation, and greatly contribution of employee satisfaction.
Organisation culture is divided into four different types that include the clan culture, which is a type of organisational culture where everyone is made to feel like a family. Adhocracy culture is a type of organisational culture that is established through innovation and adaptability with an aim of developing something big before people start asking the right questions. Market culture is an organisational culture that puts high priority on profit making. Hierarchy culture is yet another organisational culture that follows traditional ways of operation, which makes an organisation stable and systematically cautious (NG, 2022).
Why it is important to foster an appropriate and effective workforce culture. (AC 2.1)
It is very important to foster an effective workforce culture as it allows employees to understand the organisation they are working for better. It makes employees feel that their voice is valued in contributing towards achieving a common goal (Maxwell, 2021). Workforce culture plays a central role on professional management and development of an organisation. Effective workforce culture is the backbone of an organisation’s ability to meet its goals and objectives. Without effective workforce culture, an organisation cannot be able to deliver against its strategies.
Fostering an effective workforce culture helps in attracting and retaining the right employees. An effective workforce culture possesses clear organisational goals. Employees feels motivated and inspired to engage in their duties and responsibilities when working in an organisation that has effective organisational culture. Effective workforce culture triggers high workforce engagement hence increases in productivity (Gifford and Young, 2021). It also enhances employee retention rate hence customer satisfaction is achieved.
Effective workforce culture can be fostered through communication, collaboration and building up a positive behaviour. It is very important to foster a workforce culture that is aligned with organisational values and strategies. When fostering an effective workforce culture, it is important to engage the employees to work together in achieving it. Rewarding of small achievements of adopting to workforce culture helps the fostering process to become easier (Young, 2021).
How organisations are whole systems in which different areas and aspects such as structure, systems, and culture, are all inter related. (AC 2.2)
All sub systems such as structure, systems and culture within an organisation have a synergy. People professionals have the ability to influence the shape of an organisational design (Green, 2020). Organisational structure, system and culture are inter related as organisational culture influences the management to shape the structure of an organisation. Organisational structure is an image of organisational culture and it reflects values that governs an organisation. The management structure of an organisation determines the behaviours and attitude of people, which builds up a workforce culture.
Organisational culture dictates the behaviour of employees amongst themselves and the customers. An organisation that has the ability to maintain an effective culture is able to develop a well-planned structure. Organisational structures are the rules and policies of an organisation formed through organisational culture. They both affects how an organisational system operates and helps in providing responses to organisational surrounding (Young, 2021).
An example of how good people practice, and an example of how bad people practice can impact other parts of the organisation or beyond the organisation (for example through developing new and better ways of doing things or through poor practice stimulating new legislation. (AC 2.2)
People professionals need to equipped with adequate information on people, work and change to be able to understand how different practices work together to impact each other. People practices are the processes that professionals follow in an employee lifecycle. People practices includes managing work grievances, recruitment of employees, analysing of learning needs and talent pools management (Zimpel, 2021). People practices have a great impact in and beyond an organisation.
As a people professional, I decided to use a good people practices by involving employees in an upcoming development project in the organisation. The employees were very happy and felt valued which enhanced motivation. Their commitment towards achieving the objectives of the project increased. Every employee participated actively and the customers were impressed with the services ordered. It highly contributed to the success of the project hence increased organisational productivity. Employees also gained professional skills and knowledge on planning and project management.
As a people professional, I decided to hire an employee unqualified employees as a bad people practice. This immensely affected the organisation as it compromised with the morale of the other employees. The new employees had poor customer service due to lack of the necessary skills. This led to reduced productivity due to loss of customers, which affected the organisational profitability. Employee turnover rate starts increasing and the overall organisational performance was highly affected. The organisation ended up wasting a lot of time and resources that in turn contributed to great loss.
How individuals may learn and develop in different ways in organisation’s and how this might be accommodated in assessing and developing skills and capabilities. (AC 2.3)
According to Hayden (2021), learning and development strategies helps in setting up capabilities of people in organisations. People professionals and employees in other areas of work gain different workforce skills, capabilities and competence through learning and development. Learning and development aims at enhancing organisational performance through developing employees in their skills. L&D can be achieved in various ways that include need analysis and talent management.
Need analysis can lead to learning and development where an organisation identifies a skill gap that need to be filled. An organisation may decide to offer learning and development program to affect its employees with the necessary skills and knowledge to fill the skill gap. Need analysis may vary depending personal analysis, performance analysis, organisational analysis, task analysis and suitability analysis. An organisation has to evaluate these analyses to be able to determine the suitable training (Park, Kang and Kim, 2018).
Talent management can contribute to learning and development where an organisation may decide to empower its highly performing employees. These employees are very crucial in contributing to the success of organisational long term goals. Talent management development may include mentorship programs with senior leaders. According to Quilliam (2021), talent management aims at attracting, developing, engaging and retaining employees who are valuable to an organisation. This helps in enhancing employer brand, improving on divert and increased productivity.
Why it is important for an organisation’s business that change is predicted, planned, and effectively managed. (AC 3.1)
Organisational change can be triggered by several factors that include financial factors, customers, market change and change in technology. If not well planned, organisational change may fail to achieve the intended results. Change can result to negative effects to an organisation if not well managed. Therefore, it is very important for an organisation to plan for change in advance to avoid devastating outcome (George, 2021). Planning helps an organisation be able to equip itself with the necessary measures to support change management.
Change management planning helps in managing the whole process of change. Planning helps in controlling of resources and communication necessary for change to take place. Planning helps in minimizing the impact that change can have in an organisation. It is through planning that an organisation can be able to prepare its employees, customers and stakeholders for change. Lack of planning can lead to organisational loss, customer dissatisfaction and employee turnover (Stone, Cox and Gavin, 2018).
Change management is a great attribute to adopting success in an organisation. Managing change helps employees to understand and smoothly transit with the change. This enables effective working during this period hence saving on the amount of time and resources incurred during the change process. Effective change management helps organisations make good decisions that will help to minimise risks and enhance good communication (George, 2021).
How change can impact people in organisations, such as changing their role or status or financial situation, and the different ways people may respond to change. (AC 3.3)
Change in an organisation can contribute to life change to employees due to either loss of a job, job demotion, salary reduction and loss of bonuses. This can be a great challenge to employees as they may not be able to support their families well enough. Different employees respond to such changes in different ways. They are those who would want to take control of their fate by working hard to impress the management with the hope of overcoming the change and retain their job positions. However, they are those employees who prefer to watch the change process at a distance by reporting late at work, taking long lunch breaks and regular sick offs (Cinite and Duxbury, 2018).
An organisation has the power to handle organisational change positively and keep their employees motivated regardless of the situation at hand. This can be achieved through effective communication in every step of change (Compaoré et al., 2021). An organisation can show compassion to the affected employees and treat them fairly. By doing so, an organisation can successful go through the change phase with its employees intact.
The nature and importance of different roles that can be played by people practice professionals, in relation to change agendas. You might consider roles such as gatekeeper, champion, facilitator, critical friend, or record keeper. (AC 3.2)
People professionals are the drivers of effective change management in an organisation as they are involved in all stages of organisational change. Their duty is to ensure an organisation development, re designing, employee voice, change process and clear communication is incorporated in the process of change (Kaur, 2021). People professional s ensures that they share important information that impacts change with every relevant individual.
People professionals are the ones in charge of building an organisation case of change and developing costs and measures that will be involved in the process of change. People professionals act as the advisers of the change process. They give advice on what is needed to enable effective change management. People professionals act as facilitators of change when stakeholders initiate it. People professionals influence positive change by ensuring effective communication in an organisation (Maxwell, 2021).
CINITE, I. and DUXBURY, L.E. (2018) Measuring the behavioral properties of commitment and resistance to organizational change. The Journal of Applied Behavioral Science, 54(2), 113-139.
CIPD (2022) People Practices. Available at https://peopleprofession.cipd.org/profession-map/core-knowledge/people-practice [Accessed 30th June 2022]
COMPAORÉ, I., OUEDRAOGO, H., NASSÈ, T.B. and SALAKPI, A. (2021) The headic issue of digital revolution: An emergent challenge for the future of jobs. International Journal of Management & Entrepreneurship Research, 3(1), 1-10.
GEORGE, S. (2021) Change management. Available at https://www.cipd.co.uk/knowledge/strategy/change/management-factsheet [Accessed 30th June 2022]
GIFFORD, J. and YOUNG, J. (2021) Employee engagement and motivation. Available at https://www.cipd.co.uk/knowledge/fundamentals/relations/engagement/factsheet [Accessed 30th June 2022]
GREEN, M. (2020) Organisation design. Available at https://www.cipd.co.uk/knowledge/strategy/organisational-development/design-factsheet#gref [Accessed 30th June 2022]
HAYDEN, D. (2021) Evaluating learning and development. Available at https://www.cipd.co.uk/knowledge/fundamentals/people/development/evaluating-learning-factsheet [Accessed 30th June 2022]
Kaur H. (2021) Is the Human Resources Function Essential in Achieving Successful Organisational Change? International Business and Logistics.
MAXWELL, G. (2021) Employee communication. Available at: https://www.cipd.co.uk/knowledge/fundamentals/relations/communication/factsheet [Accessed 1st July 2022]
MAXWELL, G. (2021) Employee voice, available from https://www.cipd.co.uk/knowledge/fundamentals/relations/communication/voice-factsheet [Accessed 30th June 2022]
NG, K.Y.N. (2022) Effects of organizational culture, affective commitment and trust on knowledge-sharing tendency. Journal of Knowledge Management, (ahead-of-print).
PARK, S., KANG, H.S.T. and KIM, E.J. (2018) The role of supervisor support on employees’ training and job performance: an empirical study. European Journal of Training and Development.
QUILLIAM, G.G. (2021) Talent management. Available at https://www.cipd.co.uk/knowledge/strategy/resourcing/talent-factsheet [Accessed 30th June 2022]
STONE, R.J., COX, A. and GAVIN, M. (2020) Human resource management. John Wiley & Sons.
YOUNG, J. (2021) Organisational culture and cultural change, available from https://www.cipd.co.uk/knowledge/culture/working-environment/organisation-culture-change-factsheet [Accessed on 29th June 2022]
ZIMPEL, B. (2021) Workforce planning. Available at https://www.cipd.co.uk/knowledge/strategy/organisational-development/workforce-planning-factsheet [Accessed 30th June 2022]