7co01 work and working lives in a changing business environment

The first level 7 unit explains the role of people practice professionals in creating links between the changing business environment and the world of work, as well as people management. The unit discusses how important employee well-being, diversity and inclusion, ethics and sustainability, and equality are to employees and the organisations where they work.

Learning objectives:

By the end of the course unit, students will have learned:

• The various ways in which changing environmental developments affect people management.
• Current trends in human resource management, with a focus on media, technology, public policies, regulatory developments, and labour market trends.
• How innovation and creativity promote organisational productivity while focusing on leadership change, sustaining positive change, and flexible working practices.
• Interrelationships are based on initiatives that connect organisational commitment, values, and ethics. Learners will also gain an understanding of corporate social responsibility and the promotion of equality, diversity, and inclusion.

How environmental changes affect work, employment, and human resource management

The unit examines the effects of globalisation on people’s development and working lives. Globalisation allows organisations to restructure the nature of employment and increase the competitive intensity in how they manage their people. Another development that affects people’s working lives is technological trends. Artificial intelligence, virtual reality, and robots are examples of technologies. These technologies have an impact on people’s lives and shape the nature of work and employment opportunities available within organisations. Another demographic trend is associated with social and demographic changes, which influence work patterns and societal changes. Economic trends such as de-industrialization and economic change policies have an impact on the nature of employment and employee management.

People management and the business environment are evolving.

Current and short-term business developments that have an impact on people practices include media, technology, and economic developments. These developments have an impact on people management and heavily influence the nature of business operations. Social media, for example, has a significant impact on employees’ working lives. Education, employment, and industrial policies all have an impact on people practice agendas within organisations. The impact of the organisation on the labour market is determined by legal and regulatory developments that affect employees’ working lives, such as health and safety and employment regulations. People practise professionals also learn how to easily mitigate risks by adhering to legal regulations and following appropriate employee management procedures.

Increasing organisational productivity through change, innovation, and creativity

Changes in leadership have an impact on experiences in cultural and structural organisations. People practice professionals should assess the significant impacts of change on people and organisations in order to understand how they can manage and communicate changes within the organisation. They should prepare employees for change and work to create an environment in which employees can accept and adapt to change. The module explains why organisations address the issue of change resistance. This relates to employee involvement in developing change agendas, implementing, and maintaining change. Change agents and consultants are responsible for developing meaningful communication channels and training employees to deal with resistance to change. People practitioners also explain the mechanisms for sustaining change, such as creating open feedback channels. Flexible working is an example of a change agenda visible in an organisation, which people practitioners should consider in order to improve work standards and create workplace resilience. Creativity and innovation foster the development of interventions that guide people and professionals in responding to various issues in the labour market and workplace.

Ethics, sustainability, diversity, and well-being are all linked to organisational commitment.

Insights into initiatives that improve organisational ethics and values influence the role of people practice professionals in managing dilemmas and developing alternatives that improve organisational ethical standards. People practices that improve employee well-being are priorities in developing the working lives of employees. These effectively relate to the roles of people practice professionals in managing workplace bullying and improving employees’ holistic well-being. In organisational management, corporate social responsibility and sustainability are essential. People practise professionals must understand the importance of sustainability and how CSR initiatives can be used to improve people practices. Diversity and inclusion promote people practices by ensuring that everyone is treated fairly and equally.

Task 1

AC 1.1 Assess globalisation and its long-term significance for work and employment.

Globalisation has been a major force shaping the world economy in recent years. It has resulted in increased trade and investment flows, as well as the cross-border spread of technology and ideas. This has had a significant effect on employment and work.

Globalisation has made it easier for businesses to establish operations in multiple countries and relocate production to the lowest-cost location. Wages and working conditions have been put under pressure all over the world as a result of this. It has also increased job competition, as workers in developed countries compete with low-wage workers in developing countries.

Globalisation is likely to continue to shape the global economy in the long run, with significant implications for employment and work. Companies will continue to seek low-cost manufacturing locations, and workers in developed countries will face increased competition from lower-wage workers in developing countries. However, globalisation creates new job opportunities as global markets create demand for new skills and jobs.

AC 1.2 Critically evaluate the organisational vision of the current and future impact of technological trends on working life.

The rapid pace of technological change is having a significant impact on the workplace. Automation and artificial intelligence have grown in popularity in recent years, as have mobile and digital technologies. These changes are changing the way we work and have a significant impact on employment.

As automation and artificial intelligence increasingly replace human workers, technology is likely to have an even greater impact on employment in the future. As machines are able to do more and more jobs than people have traditionally done, this could lead to mass unemployment. However, as the demand for skilled workers who can operate and maintain these technologies grows, it may create new job opportunities.

Technology is also changing the way we work, as more people are able to work remotely thanks to digital technologies. This trend is likely to continue as technology allows people to work from anywhere in the world.

The effects of technological change on employment and work are complicated and uncertain. But one thing is certain: the world of work is changing, and businesses and workers must adapt.

AC 1.3 Evaluate the impact of long-term social and demographic trends on work and employment.

A number of long-term social and demographic trends have impacted work and employment in the twenty-first century. Some of these trends are as follows:

The elderly population: As the Baby Boomer generation begins to retire, there is an increasing demand for organisations to fill positions with workers who have experience working with older adults. This is especially noticeable in the healthcare and social care sectors.

The rise of the gig economy: As more people work as freelancers or on short-term contracts, organisations must become more flexible in their staffing arrangements. This trend has been fueled by technological advancements that have made remote work more accessible.

The rise of the knowledge economy: As the world’s reliance on technology grows, so does the demand for workers skilled in areas such as data analysis and software development. This is especially noticeable in the information technology and finance industries.

These developments have had a significant impact on how businesses operate and the types of employees they require. Organisations must be prepared to adapt their staffing strategies to meet the changing needs of the workforce in order to remain competitive.

AC 1.4 Appraise the significance of long-term economic trends for work, employment and management practice in organisations.

Long-term economic trends can have a significant impact on work, employment, and management practice in organisations. An ageing population, for example, is likely to have an impact on the demand for certain types of workers as well as the types of work that are available. Changes in technology may also result in changes in the way work is done and the skills required. It is critical for businesses to stay current with these trends and adapt their practices accordingly.

Task 2

AC 2.1 Evaluate current developments in the media, technological and economic environments and their significance for people management.

People management is affected significantly by changes in the media, technological, and economic environments. To stay ahead of the competition, organisations must stay current with these developments and understand how they can be used to improve their people management strategies.

Organisations should be aware of the following key developments in the media, technological, and economic environments:

• The rise of digital communication and the proliferation of social media: Platforms like Facebook, Twitter, and LinkedIn have changed the way we communicate with one another. This has had a significant impact on the way businesses interact with their employees, customers, and other stakeholders.
• Technology’s increasing use in the workplace: Technology is becoming increasingly important in the workplace, with more and more businesses utilising digital tools to boost efficiency and productivity.
• Work’s changing nature: The rise of the gig economy, the expansion of flexible working arrangements, and the growing popularity of remote working are all changing the way we work.

AC 2.2 Assess developments in public policy which are affecting work, employment and people management in organisations.

The UK government’s industrial strategy, released in 2017, outlines a number of policies affecting work, employment, and human resource management in organisations. These are some examples:

• Investing in skills and training: The government is investing £500 million per year to provide adults with free technical and vocational education. This will help to improve the quality and productivity of the UK workforce.
• Encouragement of flexible working: The government is encouraging employers to provide more flexible working arrangements, such as flexible hours and working from home. This will help to improve work-life balance and allow people to manage their caring responsibilities more effectively.
• Employee ownership is being promoted by the government, which means that employees have a stake in the organisation’s success. This will aid in increasing employee motivation and commitment.
• Encouragement of diversity and inclusion: The government encourages businesses to promote diversity and inclusion in the workplace. This will aid in the development of a more inclusive culture and the enhancement of organisational performance.
• These are just a few of the ways the UK government’s industrial strategy is influencing work, employment, and human resource management in organisations.

AC 2.3 Analyse major legal and regulatory developments in employment and the labour market, including the importance of mitigating risk.

Employment and labour market legal and regulatory developments are constantly changing. Employers must stay current on these changes in order to mitigate any potential risks. Some of the most significant legal and regulatory developments in recent years have been:

1. The 2010 Equality Act protects employees from discrimination based on protected characteristics such as age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation.
2. GDPR (General Data Protection Regulation): This regulation, which became effective in May 2018, strengthens employees’ data protection rights. It gives employees the right to know what personal data is being collected about them, the right to have that data erased, and the right to object to its use, among other things.
3. The National Living Wage is the minimum hourly wage that employees over the age of 25 must be paid. The current hourly rate is £7.83.

These are just a few of the significant legal and regulatory developments in recent years. Employers must stay current on these changes to ensure that they are in compliance with the law and protecting their employees’ rights.

AC 2.4 Critically discuss current labour market trends in the supply of and demand for skills.

The labour market is ever-changing and evolving. This means that the skills in demand by employers can shift quite quickly. For example, as more businesses adopt technology in their operations, the demand for workers with tech-related skills may skyrocket. Similarly, as certain industries grow or decline, the types of skills that are in demand can shift.

As a result, it is critical for HR professionals to stay current on labour market trends in order to identify the skills that their organisation will require in the future. This will assist them in planning for workforce changes and ensuring that their organisation has the right mix of skills to meet its needs.

There are several ways to stay current on labour market trends. One method is to read industry-related news and publications. Attending industry events and conferences is another option. Finally, HR professionals can use job posting data to determine which skills are currently in demand.

Task 3

AC 3.1 Analyse the effective management and leadership of change in organisations from a people management perspective.

When it comes to managing change in organisations, there are several approaches that can be used. However, one of the most important aspects of effective change management is ensuring that employees support the changes being implemented. Employees, after all, will be responsible for implementing the changes and making them work in practice.

Involving employees in the change process from the beginning is one way to ensure that they are on board with the changes. This can help to ensure that they understand the reasons for the changes and believe in the future vision. It can also help to alleviate any fears they may have about the changes and how they will affect their work.

Effective communication is another critical component of effective change management. This entails informing employees about the changes that are taking place and what they will imply for them. It is also critical to communicate the company’s future vision and how the changes will help to achieve it.

Finally, it is critical to provide employees with assistance during the change process. This could include training and development to assist them in adjusting to the new way of working. It may also entail changes to job roles and responsibilities to ensure that employees are capable of carrying out their new tasks effectively.

AC 3.2 Examine ways that organisations address resistance to change and recognise the levers that will achieve and sustain change.

When examining how organisations address change resistance, it is critical to first understand the common reasons why employees resist change. The following are some of the most common reasons for resistance:

1. Fear of the unknown: Change can be frightening, particularly when it involves new technology or procedures. Employees may resist because they are accustomed to the status quo and are apprehensive about the learning curve that comes with change.
2. Employees are less likely to be open to change if they do not trust management. This could be due to past negative experiences with change or a general sense that management is not looking out for their best interests.
3. Change is frequently associated with job loss, whether through downsizing or automation. Employees may resist change if they believe their jobs are in jeopardy.
4. Employees may be less likely to support a proposed change if they do not understand why it is being proposed. This could be due to management’s failure to communicate about the change.

AC 3.3 Evaluate theory and practice in the fields of flexible working and organisational resilience.

In the field of change management, two key concepts are flexible working and organisational resilience. The ability of employees to work flexibly in terms of hours, location, and type of work is referred to as flexible working. The ability of an organisation to withstand external shocks and continue to function effectively is referred to as organisational resilience.

There are a number of advantages to working from home. These benefits include better work-life balance, increased productivity and creativity, and cost savings. By acting as a buffer against external shocks, flexible working can also help to improve organisational resilience.

However, there are some disadvantages to working from home. These include the requirement for effective communication and coordination, as well as the possibility of employees feeling isolated.

AC 3.4 Assess the contribution of people management aimed at improving organisational productivity, creativity and innovation.

The importance of human resource management in increasing organisational productivity, creativity, and innovation cannot be overstated. Employees who are motivated and engaged in their work are more likely to be productive and creative. Furthermore, by encouraging employee innovation and creativity, businesses can reap the benefits of new ideas and processes that can help boost productivity.

A variety of people management practices can help improve organisational productivity, creativity, and innovation. These are some examples:

• Encourage employee input and participation in decision-making processes: This helps to ensure that employees feel valued and invested in the organisation, as well as allows them to share their ideas and suggestions for improvement.
• Encourage creativity and innovation: This can be accomplished by providing employees with time and resources to develop new ideas, or by offering rewards and recognition for creative thinking.
• Fostering a culture of continuous improvement entails creating an environment in which employees feel empowered to suggest improvements and focus on continuously improving processes and procedures.
• Investing in employee training and development ensures that employees have the necessary skills and knowledge to be productive, as well as motivating them by providing opportunities for personal and professional development.

People management practices like these can significantly improve organisational productivity, creativity, and innovation. Organisations can create a workforce that is motivated, engaged, and capable of driving productivity levels higher by implementing these practices.

Task 4

AC 4.1 Propose initiatives aimed at improving an organisation’s ethics and values.

A few steps can be taken to improve an organisation’s ethics and values. One option is to form an ethics committee or board. This committee or board would be in charge of developing and enforcing ethical policies, as well as providing ethics training to employees.

Another approach is to create an ethical code. This document would outline the organisation’s ethical values and principles, which employees would be expected to follow. Finally, performance appraisals could include discussions about how well employees adhere to the organisation’s ethical values.

AC 4.2 Evaluate policy and practise aimed at improving employee well-being in an organisation.

When it comes to employee well-being, organisations can implement a variety of policies and practices to improve the well-being of their employees. Among these policies and practices are:

1. Employee Assistance Programs (EAPs), which provide employees with confidential counselling and support, can be used to provide employees with access to mental health support and resources.
2. Offering flexible working conditions: This can include things like flexible start and finish times, work-from-home options, and so on. Putting policies and practices in place to promote work-life balance. This can include things like providing paid time off for employees to attend to personal or family obligations, providing child care assistance, and so on.
3. Creating an open communication and feedback culture: This can be accomplished by conducting regular employee surveys, establishing an anonymous suggestion box, and encouraging employees to speak up about any concerns they have.
4. Promoting health and wellness: This can be accomplished by providing on-site or subsidised gym memberships, providing health and wellness programs, and so on.

All of these policies and practices can help an organisation’s employee well-being. When it comes to employee well-being, there is no one-size-fits-all solution; what works for one organisation may not work for another. Policies and practices must be tailored to the specific needs of the organisation and its employees.

AC 4.3 Critically evaluate theory and practice in the fields of corporate social responsibility and sustainable management practices.

Organisations are increasingly being held accountable for their social and environmental impact. As a result, sustainability has emerged as a critical issue for businesses. Corporate social responsibility (CSR) refers to a company’s commitment to social and environmental responsibility. It encompasses a wide range of activities, from lowering emissions and waste to encouraging diversity and employee well-being.

Sustainable management is the process of managing an organisation in such a way that its environmental impact is minimised while its social and economic benefits are maximised. It entails establishing environmental and social objectives and targets, as well as putting policies and processes in place to achieve them.

There are several approaches to CSR and sustainable management. The most common is the triple bottom line (TBL), which focuses on economic, social, and environmental performance, and the stakeholder approach, which considers the needs of all stakeholders.

AC 4.4 Critically discuss how the effective promotion of greater equality, diversity and inclusion in organisations supports people practice.

Researchers generally agree that organisations committed to equality, diversity, and inclusion are more likely to succeed in today’s business environment. This is due to these organisations’ increased ability to attract and retain top talent, as well as their increased agility and adaptability to change.

Organisations that promote greater equality, diversity, and inclusion are also perceived as more ethical and responsible by their stakeholders. This is becoming increasingly important in today’s business environment, where consumers and other stakeholders are concerned about businesses’ social and environmental impact.

Finally, organisations that promote equality, diversity, and inclusion are more likely to provide their employees with a positive working environment. Employees who feel valued and respected are more likely to perform well.

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