5co01 Assignment Example

This unit assignment examines how organisational structure interrelates with the broader realm of commercial activities. It emphasises the factors and trends, such as the digital landscape, that affect business strategy and workforce planning. The assignment acknowledges the significant role of culture, employee well-being, and behaviour in driving organisational change and enhancing performance.

Task 1

Assessment Questions

Assessment of knowledge and understanding for this core unit will be conducted through written responses to the following questions.

AC 1.1 Evaluate the advantages and disadvantages of both a divisional structure and a matrix structure. Within the evaluation, you should include the reasons underpinning each structure.

Divisional Structure

A divisional structure organizes a company into independent units based on product lines, service locations, or client segments. Each division operates like a separate entity, managing its budget, marketing, human resources, and financial functions (Gillikin, 2019).

Why Companies Use a Divisional Structure

This structure helps companies manage multiple products or markets across different regions. It enhances market adaptation by allowing divisions to develop customized strategies (Gillikin, 2019). Additionally, each division operates autonomously, making decisions quickly in response to market demands (Gillikin, 2019).

Pros and Cons of a Divisional Structure

A divisional structure allows businesses to respond swiftly to market changes and customer needs. Regional divisions can adjust pricing or marketing strategies without central approval, increasing competitiveness (Boardmix, 2024). It also facilitates performance evaluation, helping leaders identify strong and weak areas. Holding managers accountable at the division level improves efficiency, while specialized teams develop deep expertise in their business domains (Boardmix, 2024).

However, operating separate divisions can lead to inefficiencies due to duplicated resources and higher operational costs. A lack of knowledge-sharing between divisions may result in wasted resources (Wellhub, 2024). Additionally, divisions may prioritize their success over company-wide goals, causing internal conflicts and reducing collaboration. Poor communication between units can hinder innovation and lead to inefficient resource allocation (AIHR, 2024).

Matrix Structure

A matrix structure assigns employees to multiple supervisors—typically a functional manager and a project or divisional manager. This setup allows teams to coordinate resources across different departments (Hill, 2022).

Why Companies Use a Matrix Structure

Matrix structures foster cross-functional collaboration, essential for project success (Hill, 2022). They also optimize resources by enabling specialists to work across multiple teams, reducing redundancy in workload.

Pros and Cons of a Matrix Structure

Employees working across departments bring diverse perspectives, driving innovation. This structure is particularly beneficial in industries requiring constant product development and creativity, such as technology and consulting (Vaughan, 2022). It also improves efficiency by ensuring skilled personnel are utilized optimally (Vaughan, 2022).

On the downside, having multiple supervisors can create authority conflicts and confusion. Receiving conflicting instructions from different managers can reduce efficiency and delay decision-making (Charthop, 2024).

AC 1.2 Analyse the extent to which the organisational strategy in your organisation (or an organisation with which you are familiar) helps to ensure products or services meet customers’ needs.

Understanding Organisational Strategy

An organisational strategy outlines how a company achieves its goals and maintains a competitive advantage. It involves three key aspects: strategy analysis, development, and implementation. Strategy analysis focuses on evaluating internal capabilities, customer needs, and market trends to identify opportunities and challenges (Sloneek, 2024). Based on this assessment, strategy development involves creating a plan that aligns specific goals, resources, and innovation with the company’s objectives (Sloneek, 2024). Finally, strategy implementation ensures the execution of the plan through operations, marketing, and technology to achieve the desired outcomes (Personio, 2023).

How Microsoft’s Organisational Strategy Aligns with Customer Needs

Microsoft’s organisational strategy is designed to ensure its products continuously evolve to meet customer demands. By analyzing market trends, customer preferences, and internal capabilities, the company identifies business opportunities and potential challenges (Pandey, 2024). A key component of Microsoft’s approach is its commitment to innovation, particularly in artificial intelligence and cloud computing. By embedding AI features into its products, such as Azure and Microsoft 365, Microsoft enhances productivity and user experience, ensuring its offerings remain relevant to modern needs (Pandey, 2024).

Cloud computing is another critical aspect of Microsoft’s strategy. Recognizing the growing reliance on cloud-based solutions, Microsoft has positioned Azure at the core of its business. Azure provides scalable, secure, and flexible solutions for businesses of all sizes, allowing them to build, run, and manage applications efficiently. By adopting a cloud-first approach, Microsoft ensures its products align with the evolving needs of digital enterprises (Hasaneen, 2024).

Additionally, Microsoft prioritizes security and compliance as essential components of its business strategy. Products like Microsoft Defender and Azure Security help organizations protect sensitive data and meet global regulatory standards. By integrating security features across its entire product range, Microsoft reinforces its commitment to customer protection and trust (Microsoft, 2024).

Overall, Microsoft’s organisational strategy focuses on continuous innovation, cloud-based solutions, and strong security measures, allowing it to adapt to changing customer needs while maintaining its competitive edge.

AC 1.3 Analyse the current impact of interest rates, inflation and one other external factor on your organisation (or one with which you are familiar). Identify organisational priorities arising from your analysis.

Impact of Interest Rates on Microsoft

Microsoft is significantly affected by changes in interest rates, which influence investment returns, borrowing costs, and customer spending habits.

Decline in Corporate IT Spending

When interest rates rise, businesses find it more expensive to invest in enterprise software, cloud services, and digital transformation projects. As a result, many companies postpone these investments to cut costs (Chan, 2023). This decline in corporate IT spending directly affects the demand for Microsoft products like Azure and Microsoft 365, as businesses focus on cost-saving measures.

Reduced Consumer Purchasing Power

Higher interest rates also lead to more expensive consumer credit, leaving households with less disposable income (Rossolillo, 2022). As a result, sales of Microsoft’s subscription-based services, gaming consoles, and productivity applications decline since consumers prioritize essential expenses over discretionary purchases.

Organisational Response: Flexible Payment and Pricing Strategies

To mitigate the effects of high interest rates, Microsoft offers extended contracts, financial service options, and flexible subscription plans. These strategies help both individual customers and businesses afford Microsoft’s services despite economic pressures (Rossolillo, 2022).

Impact of Inflation on Microsoft

Inflation increases the cost of operations, wages, and production, which affects Microsoft’s pricing strategies and profitability.

Rising Employee Compensation Costs

Since Microsoft operates in high-tech regions, inflation leads to higher wage expenses as the company competes to attract and retain top talent. To maintain a skilled workforce, Microsoft must offer competitive salaries and benefits, raising overall operational costs (ABS, 2023).

Increased Supply Chain and Operational Costs

Inflation also drives up costs for data centre operations, logistics, and hardware components, such as semiconductors used in Surface devices. To offset these rising costs, Microsoft may need to increase product prices, which could impact market demand (ABS, 2023).

Organisational Response: Cost Management and Efficiency

Microsoft focuses on cost optimization by implementing automation and negotiating with suppliers. These measures help the company manage inflation-related challenges while maintaining profitability.

Impact of Market Regulations on Microsoft

Regulatory authorities are increasing scrutiny of Microsoft, particularly concerning antitrust laws and data privacy regulations (Becker, 2023).

Stricter Antitrust Oversight

Governments worldwide are closely monitoring Microsoft’s market influence, especially following its acquisitions of other companies. For example, the purchase of Activision Blizzard has led to regulatory challenges, causing delays in expansion plans. To navigate these hurdles, Microsoft must ensure strict compliance with competition laws (Becker, 2023).

Compliance with Global Data Protection Laws

Microsoft invests significant resources to comply with data privacy regulations such as the General Data Protection Regulation (GDPR) in the EU and similar laws in the U.S. These regulations require rigorous security measures, increasing both legal costs and operational complexity, especially for Microsoft’s cloud services (CFI Team, 2022).

Organisational Response: Strengthening Legal and Compliance Frameworks

To address regulatory challenges, Microsoft proactively strengthens its legal and compliance frameworks. The company implements clear business policies and enhanced compliance systems to meet global legal requirements and maintain its market position.

Overall, Microsoft continuously adapts its strategies to manage economic challenges, regulatory pressures, and shifting customer behaviours, ensuring sustainable growth and competitiveness.

AC 1.4 In February 2024, Peter Cheese, current CEO of CIPD stated, “AI is transforming jobs, careers, and workplaces. People professionals have a key role to play in encouraging safe experimentation and rapid learning so that we can reap the benefits and mitigate the risks.” Assess the extent to which AI is, or could be, used in your organisation (or an organisation with which you are familiar) and assess how AI impacts work.

The Role and Impact of AI in Microsoft

Artificial intelligence is transforming modern businesses, reshaping workplace management, and changing employee roles. Microsoft has taken a leadership position in AI by integrating it into its products while carefully considering ethical concerns and workforce impacts (Microsoft, 2019). The company applies AI in various aspects of its operations.

AI-Powered Productivity Tools

Microsoft 365 Copilot uses AI to help users write emails, create reports, and manage routine tasks in Word, Excel, and Outlook. This automation improves efficiency, allowing employees to focus on more complex and valuable tasks (Ubtiinc, 2025).

AI in Cloud and Security Services

Microsoft integrates AI into its Azure AI services and security tools to automate data processing, detect security threats, and improve decision-making (Microsoft, 2024). Microsoft Defender, for example, uses AI-driven cybersecurity features to identify and prevent cyber risks in real-time (Microsoft, 2024).

AI in Recruitment and HR Functions

Microsoft applies AI in HR to screen resumes, schedule interviews, predict employee turnover, and enhance workplace connections. AI-driven analysis helps HR professionals make data-based decisions to improve workforce management (Parekh, 2024).

How AI is Changing Work

Job Automation and Workforce Evolution

AI reduces manual workloads by automating administrative tasks, leading to changes in job structures. Employees must develop new skills, such as AI supervision and problem-solving, to adapt to evolving roles. In customer service, chatbots now handle basic inquiries, while human agents focus on more complex issues (Farrell, 2023).

Enhanced Decision-Making and Innovation

AI speeds up data analysis, leading to better decision-making. Microsoft uses Power BI and Azure AI to provide AI-driven insights, helping businesses improve operations and predict trends. Employees must transition from traditional data handling to utilizing AI-generated insights for strategic decision-making (Terlecki, 2024).

Ethical and Regulatory Considerations

The use of AI raises concerns about bias, fairness, and data privacy. Microsoft’s HR and compliance teams ensure that AI systems are developed responsibly, aligning with ethical guidelines and legal requirements (Microsoft, 2019).

By incorporating AI into its products and operations, Microsoft enhances productivity, strengthens security, and reshapes the workforce, all while addressing ethical challenges.

AC 2.1 Explain Charles Handy’s model of organisational culture and explain David Rock’s SCARF theory.

Charles Handy’s Organisational Culture Model

Charles Handy’s model of organisational culture explains how different leadership styles and structures shape a company’s culture. He identifies four main types, each with unique characteristics and management approaches.

Power Culture

In a power culture, authority is concentrated in the hands of one or a few key individuals. Decisions are made from the top down, and organisational structures are flexible with informal rules. This type of culture thrives in environments where strong leadership is necessary for quick decision-making (L&D Hero, 2023).

Role Culture

A role culture is based on a clear division of roles and responsibilities within a hierarchical structure. Employees are expected to perform their specific duties, and performance is measured based on their ability to fulfil these responsibilities. This culture is common in large organisations and public institutions, where rules and regulations guide operations and decision-making (L&D Hero, 2023).

Task Culture

A task culture prioritises teamwork and collaboration to achieve goals. Employees from different levels contribute their expertise to problem-solving and decision-making, rather than strictly following a hierarchy. Organisations with this culture focus on completing projects efficiently through cooperation (Veigas, 2022).

Person Culture

In a person’s culture, the focus is on individual employees rather than the organisation’s overall objectives. Employees have significant autonomy and control over their work, with the organisation supporting their personal development and career growth (Fraraccio, 2023).

David Rock’s SCARF Theory

David Rock’s SCARF model explains how social and emotional factors influence workplace behaviour. It identifies five key areas Status, Certainty, Autonomy, Relatedness, and Fairness that trigger either positive or negative responses in employees. Understanding these factors helps organisations improve teamwork and employee well-being.

Status

Status refers to an individual’s perceived social rank within a group. People are highly sensitive to their position, and a lack of recognition can create feelings of threat and insecurity (World of Work Project, 2019).

Certainty

People need predictability in their work environment. When goals and expectations are unclear, uncertainty can lead to anxiety and stress. Providing clear communication and structured processes helps reduce this uncertainty (World of Work Project, 2019).

Autonomy

Autonomy is the ability to make independent decisions. Employees who have control over their work feel more motivated and engaged, while those who lack autonomy may experience frustration and disengagement (Cloke, 2020).

Relatedness

Relatedness refers to the sense of belonging and trust among colleagues. Humans are social beings, and feeling connected to others enhances collaboration and productivity. Isolation, on the other hand, can lead to stress and decreased motivation (Cloke, 2020; Fitzgerald, 2023).

Fairness

Fairness is about ensuring that employees feel they are treated justly. Perceived unfairness in promotions, rewards, or decision-making can lead to distrust and dissatisfaction. A culture of transparency and equal treatment fosters employee trust and morale (Fitzgerald, 2023).

AC 2.2 Assess how employee selection or employee development impacts organisational culture and behaviour in your organisation (or one with which you are familiar).

Employee Selection at Microsoft

Microsoft places great importance on its employee selection process, as it shapes workplace culture and employee behaviour. The hiring process ensures that new employees align with the company’s values, skills, and expectations. Microsoft focuses on selecting candidates who fit its culture of innovation, teamwork, and customer orientation (Lenka, 2018).

Positive Impacts

Cultural Alignment and Innovation

Microsoft prioritizes hiring individuals who embody innovation, collaboration, and a growth mindset. The company seeks candidates who are eager to learn, adaptable, and creative problem-solvers (Lenka, 2018). This approach is especially relevant in roles related to product development and AI, where creativity and problem-solving are crucial (Ann, 2024). By selecting employees who match this cultural profile, Microsoft fosters a workforce that continuously pushes the boundaries of innovation, contributing directly to the company’s success (Ann, 2024).

Strengthening Teamwork and Collaboration

Collaboration is a core value at Microsoft, and the hiring process emphasizes selecting candidates with strong teamwork skills. During interviews, Microsoft assesses how well candidates perform in cross-functional environments, as many roles require collaboration across departments (Microsoft, 2025). For example, cloud computing teams must work closely with multiple departments to develop effective cloud solutions.

Negative Impacts

Risk of Homogeneity

Focusing too much on cultural fit can lead to a lack of diversity. When hiring employees who closely resemble existing staff in terms of background and mindset, the company may limit its ability to generate fresh perspectives and innovative solutions (Singh, 2024). In competitive technology markets, diversity of thought is essential for disruptive innovation, and an overly homogeneous workforce could restrict creativity (Singh, 2024).

Pressure to Conform

Microsoft’s emphasis on cultural alignment may sometimes create pressure for employees to conform to specific behavioural expectations. While maintaining a strong company culture is important, it should not come at the cost of individuality. Employees who struggle with highly collaborative work environments may feel excluded or pressured to change their working style to fit company norms (Klinghoffer & McCune, 2022). If employees feel compelled to suppress their unique perspectives, it can negatively impact job satisfaction and creativity (Gershgorn, 2020).

AC 2.3 An organisation is planning a change relating to hybrid working. Many employees moved to home working during the Covid-19 pandemic. Whilst this approach worked well at the time, the organisation now wants all employees to work at least two days a week on-site. Explain how Kotter’s approach to managing change could be used to successfully implement this change.

Implementing a Two-Day On-Site Workplace Requirement Using Kotter’s 8-Step Change Model

Introducing a mandatory two-day on-site work policy after COVID-19 follows Kotter’s 8-Step Change Model. Below is how the organisation can implement this transition effectively.

1. Create a Sense of Urgency

The first step is to highlight the importance of employees returning to the office for at least two days a week (Olmstead, 2020). The organisation should communicate the benefits of in-person collaboration while maintaining flexibility as part of its hybrid work policy.

2. Build a Guiding Coalition

A strong leadership team should be formed, consisting of managers, influential leaders, and respected employees who support the change. This team will help advocate for the transition across all departments (Olmstead, 2020).

3. Develop a Vision and Strategy

The organisation must clearly define its vision for hybrid work, ensuring a balance between work-life flexibility and in-office collaboration (Kotter, 2025). A detailed plan should outline how the hybrid model will function, including required on-site days, remote work guidelines, and technological support.

4. Communicate the Change Vision

Transparent and frequent communication is essential. The organisation should use multiple channels such as emails, meetings, and town hall sessions to explain the new policy, its implementation process, and its expected benefits (Kotter, 2025).

5. Empower Employees for Broad-Based Action

The organisation should remove barriers that could prevent employees from adapting to hybrid work. This includes investing in remote work technology, providing training on hybrid work best practices, and allowing some level of personal flexibility (Kotter, 2025).

6. Generate Short-Term Wins

To build confidence in the hybrid model, the organisation should celebrate early successes. Teams that effectively implement hybrid work should share their achievements, such as improved collaboration, productivity, and employee satisfaction (Iberia & Latam, 2023).

7. Consolidate Gains and Build More Change

Once the hybrid work model is in place, the organisation must continuously refine and improve it. This involves gathering feedback, making necessary adjustments, and ensuring long-term commitment to the new work structure (Iberia & Latam, 2023).

8. Anchor New Approaches in the Culture

For hybrid work to become a lasting part of the organisation, it should be integrated into company policies, performance evaluations, and team collaboration goals. Leaders must promote flexibility and teamwork as core workplace values (Iberia & Latam, 2023).

AC 2.4 Using the Kubler-Ross change curve, discuss how change is experienced.

The Kubler-Ross Change Curve describes five stages that people go through when dealing with change: Denial, Anger, Bargaining, Depression, and Acceptance.

Denial

At first, workers refuse to acknowledge that change is happening. This is because they struggle to process new information and may feel overwhelmed (Malik, 2022). They downplay the impact of the change and try to hold on to the familiar way of doing things, believing that the change may not happen after all.

Anger

Once they realise that the change is inevitable, frustration and resentment start to build. Employees may feel like they are losing control, especially if the change affects their routines or job security (Malik, 2022). Those required to use new technology or follow new procedures often feel that the change is unnecessary or poorly managed.

Bargaining

In this stage, people try to negotiate ways to make the transition easier. They may seek compromises, such as requesting longer deadlines, additional training, or adjustments to their roles (EKR Foundation, 2024). Bargaining is an attempt to regain some sense of control and lessen the disruption caused by the change.

Depression

As the reality of change sets in, employees may feel overwhelmed, anxious, or unmotivated. They might experience sadness, confusion, or even disengagement from their work (Prosci, 2024). This stage is a critical period where support and reassurance are necessary to help individuals regain their confidence.

Acceptance

Eventually, people come to terms with the change. While they may still have lingering emotions from the earlier stages, they begin to adjust and find ways to succeed in the new environment (WalkMe Team, 2025). At this point, they are more open to learning and adapting, allowing them to move forward with confidence.

AC 2.5 The CIPD’s Health and Wellbeing at Work survey 2023 found the percentage of organisations that have a standalone wellbeing strategy has risen from 40% in 2018 to 53% in 2023. Although the percentage has increased, this means that 47% of organisations do not have a standalone wellbeing strategy. Assess the importance of wellbeing at work and assess how good work could impact wellbeing.

The Importance of Well-being at Work

Boosts Employee Engagement and Motivation

Employee well-being plays a key role in keeping workers motivated and committed to their organization. When employees feel that their well-being is valued, they develop a stronger connection to the company’s mission and goals (CIPD, 2024). Engaged employees are more productive, dedicated, and willing to go beyond their basic job responsibilities.

Reduces Absenteeism and Presenteeism

Investing in well-being programs helps reduce workplace absences and low productivity caused by presenteeism when employees are physically present but not fully effective due to poor health. Workers struggling with mental or physical issues tend to take more sick leave or underperform at work (CIPD, 2023). Companies that offer flexible work arrangements, mental health support, and physical wellness programs can minimize these problems. When employees receive proper support, their attendance and work performance improve, benefiting the overall business (CIPD, 2023).

The Impact of Good Work on Well-being

Enhances Mental Health

Good work defined by fair pay, job security, and opportunities for career growth supports employee mental health (CIPD, 2025). It reduces stress and gives employees a sense of achievement and purpose. Workers with stable jobs experience less anxiety and a more positive outlook on life (CIPD, 2025).

Strengthens Social Connections and Support

The CIPD’s Good Work Index highlights the importance of social support and belonging in workplace well-being. Healthy work relationships provide employees with a support system, fostering teamwork and friendship (CIPD, 2024). A strong sense of community helps reduce feelings of isolation and stress, leading to higher morale and productivity.

AC 3.1 Provide a brief overview of the employee lifecycle and discuss people practice roles at the recruitment, development, and separation stages of the lifecycle.

Understanding the Employee Lifecycle

Every organization follows an employee’s journey from the moment they apply for a job until they leave the company. This journey includes key stages: attraction, recruitment, onboarding, development, retention, and separation. At each phase, HR and learning and development (L&D) professionals play a crucial role in supporting employees.

HR Roles in the Recruitment Stage

Recruitment is a critical stage where organizations seek the right candidates for open positions. HR professionals ensure the hiring process is inclusive, fair, and effective (Marrs, 2024).

Talent Acquisition and Employer Branding

HR teams design recruitment programs that align with company goals while attracting diverse talent. They create job descriptions, develop engaging employer branding materials, and use multiple hiring channels to reach potential candidates (Marrs, 2024).

HR Roles in Employee Development

Employee development enhances skills, boosts performance, and supports career growth. L&D professionals are responsible for providing training and professional development opportunities (Parker, 2024).

Training and Continuous Learning

L&D teams create learning programs that align with both business objectives and employee career goals. Training includes technical skills, leadership development, and soft skills training (Paycor, 2022). Organizations use e-learning platforms, coaching, and mentoring to foster a culture of continuous learning and adaptability.

Managing the Separation Stage

Employees may leave an organization due to resignations, retirements, layoffs, or dismissals. HR professionals manage this transition to ensure a smooth process for both the company and the departing employees (Paycor, 2022).

Exit Processes and Offboarding

HR conducts exit interviews to gather feedback, improve policies, and enhance workplace conditions. A structured offboarding process, including proper handovers, deactivating access to systems, and ensuring compliance with benefits and payroll, helps maintain professionalism and protect company resources (Esam, 2023).

Maintaining Positive Alumni Relations

Former employees can become valuable brand ambassadors or even return to the company in the future. HR teams maintain strong alumni networks through mentorship programs and alumni initiatives, helping preserve institutional knowledge and relationships (SEO Manager, 2025).

AC 3.2 Analyse how people practice supports organisational strategy through vertical integration and how people practice supports wider people strategies through horizontal integration.

The Role of People Practice in Organisational Success

Organisational success relies on effective people practices that align HR functions with business objectives. By integrating HR strategies both vertically and horizontally, organisations can create a cohesive people strategy that supports long-term growth (CIPD, 2023).

Vertical Integration: Aligning HR with Organisational Goals

Vertical integration ensures that HR strategies directly support business objectives. HR professionals play a key role in aligning workforce planning and performance management with organisational priorities (Hayden, 2023).

Workforce Planning and Talent Management

HR teams design people-focused strategies that align with business needs. For example, if a company prioritises innovation, HR focuses on attracting adaptable and creative talent while providing continuous learning opportunities. Workforce planning ensures the right employees are in the right roles at the right time, contributing to long-term business success (Hayden, 2023).

Performance Management and Organisational Culture

HR professionals implement performance management systems that connect employee goals with business priorities. They develop key performance indicators (KPIs) that support a high-performance workplace culture (Gifford, 2024). For instance, a customer-focused company may set performance measures that reward employees who excel in customer service.

Horizontal Integration: Creating a Unified People Strategy

Horizontal integration ensures that different HR functions work together rather than operating independently. This alignment strengthens people strategies across recruitment, learning and development (L&D), employee well-being, and performance management.

Learning and Development (L&D) and Career Growth

HR ensures that L&D programs support hiring, retention, and succession planning. Career development initiatives help employees grow within the organisation, fostering internal talent and supporting business expansion (Criterion, 2024).

Employee Well-being and Engagement

A well-integrated HR strategy ensures that well-being initiatives contribute to employee engagement and retention. A strong workplace well-being culture reduces absenteeism, boosts morale, and improves overall performance (Engagement Multiplier, 2024).

AC 3.3 An organisation is planning to introduce a four-day working week. Discuss the processes the people function could use to consult and engage with managers and employees to understand their needs when moving from a five-day to a four-day working week.

Consultation and Engagement for a Four-Day Workweek

Shifting to a four-day workweek requires collaboration between managers and employees. Effective consultation and engagement ensure a smooth transition. The HR team plays a key role in gathering information, addressing concerns, and fostering organisational support through various methods.

Surveys and Feedback Mechanisms

Employee and manager surveys are essential for gathering insights on work preferences and potential challenges during the transition.

Suitability:

Surveys allow all employees, including those hesitant to speak up, to share their views anonymously (Nandwani, 2022).

Value Addition:

They help HR identify issues such as workload distribution, work-life balance concerns, and expectations regarding productivity and compensation (Nandwani, 2022).

Implementation:

Surveys should assess how employees manage their workloads and how reducing workdays might impact performance. Ongoing pulse surveys can track satisfaction and identify emerging concerns (McQuillen, 2024).

Focus Groups and Workshops

After gathering survey data, HR can organise interactive sessions to encourage discussions between employees, supervisors, and HR representatives.

Suitability:

Unlike surveys, focus groups provide a space for direct conversations, allowing employees and managers to address concerns and co-create solutions (Boatman, 2021).

Value Addition:

HR can use these discussions to address worries about workload changes, operational efficiency, and team performance expectations. Managers can outline strategies to support teams during the transition (Boatman, 2021).

Implementation:

Workshops should be tailored to different departments to ensure alignment with specific job roles. Case studies from other companies that have successfully implemented a four-day workweek can help employees and leaders understand the potential benefits and challenges.

Pilot Programmes and Structured Reviews

Before fully implementing a four-day workweek, organisations should conduct a pilot program to assess its impact.

Suitability:

Pilot programs allow organisations to test feasibility and adjust operational strategies based on real experiences (Ingram, 2025).

Implementation:

A phased rollout enables organisations to refine their approach based on actual workplace dynamics rather than theoretical assumptions. Regular reviews ensure continuous improvement.

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